development services

Transcription

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DEVELOPMENT SERVICES
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This Page Intentionally Left Blank
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TABLE OF CONTENTS
Introduction
Transmittal Letter ........................................................................................................................................................ 1
Budget Development Strategies ................................................................................................................................. 9
Long Range financial Plans ...................................................................................................................................... 15
Financial Summaries .......................................................................................................................... 21
General Fund Revenues ..................................................................................................................... 27
General Fund – 101 ............................................................................................................................. 31
1100 City Council
1200 City Manager
1300 City Attorney
1400 City Clerk
1500 Finance
1600 Human Resources
1900 Non-Departmental
1910 Revenue Neutrality
1920 Community Service Grants
1950 City Event Sponsorship
2200 Police
3120 General Fund Planning
3540 Code Enforcement
105 Economic Development Fund
106 Facility Reserve Fund
Special Revenue Funds - 200s ........................................................................................................... 77
201 Recycling Grant
202 Used Oil Recycling Grant
203 Vehicle Abatement
210 BSCC Local Police
213 Police Off-Duty
215 Asset Seizure
216 OTS Grants
217 Local Police Grants
218 SLESF
221 Gas Tax Fund
231 Affordable Housing
233 Agricultural Preservation Mitigation Fee
234 Swainson Hawk Mitigation Fee
235 Tree Mitigation
238 Street Trench Cut
241 Community Development Block Grant
251 CFD 2003-1 Police Services
252 CFD 2003-2 Police Services
255 CFD 2006-1 Maintenance Services
256 CFD 2005-1 Maintenance Services
261 Street Maintenance District No. 1, Zone 1
267 Street Lighting Maintenance District 1, Zone 1
268 Street Lighting Maintenance District 1, Zone 2
275 Federal Asset Forfeiture
280 Library Ownership
285 Neighborhood Stabilization
294 Measure A Maintenance
Development Services Fund – 295 .................................................................................................... 89
Capital Funds - 300s ......................................................................................................................... 103
315 CFF – Library
317 CFF – Transit Facilities
319 CFF - Admin
324 East Franklin Landscape Corridor Fee
326 East Franklin Fee – Administration
328 Elk Grove Roadway Fee
301 Federal Capital Grants
302 State Grants
305 Local Transportation Fund – Bikes & Pedestrian
311 Capital Facilities Fee (CFF) – Civic Center
312 CFF – Police
313 CFF – Corp Yard
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TABLE OF CONTENTS
329 Impact Fee Administration
332 LRSP Supplemental Park Facilities Fee
333 Laguna Ridge Parks
335 Laguna Ridge Infrastructure Facilities Fee
336 Lakeside Service Area
338 External Agencies Fund
339 In-Lieu Roadway
341 CFD 2002-1 East Franklin
343 CFD 2003-1 Poppy Ridge
344 CFD 2005-1 Laguna Ridge
360 Laguna Ridge Park Fee
393 Measure A SSPBF
394 Measure A Construction
Debt Service Funds - 400s ............................................................................................................... 113
402 Debt Service – CFD 2002-1
403 Elk Grove Finance Authority
Enterprise Funds - 500s .................................................................................................................. 115
501 Integrated Waste
501 Utility Billing
502 Commercial Haulers
503 Drainage & Flood Control
506 Special Waste Collection Center
511 Transit
512 Transit Prop B
514 Transit Capital Improvements
Internal Service Funds - 600s .......................................................................................................... 125
601 Risk Management
602 Facilities/Fleet
603 Information Technology/GIS
604 State Unemployment Insurance
Agency Funds - 700s ........................................................................................................................ 135
709 Laguna Springs Open Space Preserve
730 Employee Sunshine Fund
Capital Improvement Program ......................................................................................................... 137
WAC - Accessibility Improvements Program
WCC - Civic Center Program
WCE - Community Enhancement Program
WCY - Corporation Yard Facility Capital
Improvements
WDR - Drainage Improvement & Repair Program
WFC - Facilities Capital Improvements Program
WFL - East Franklin Area Landscape Improvements
WIW - Integrated Waste Facility Improvements
WMI - Miscellaneous Programs
WPR - Pavement Resurfacing Program
WSC - Speed Control Program
WTC - Traffic Control Program
WTL - Bicycle and Pedestrian Improve Program
WTR - Transportation Capital Improvement Program
Fiscal Policies .................................................................................................................................................... 191
Debt Policy, Limit and Outstanding Debt Obligations ............................................................................................. 197
Community Profile............................................................................................................................................. 203
Resolution ........................................................................................................................................................... 207
Position Listing ........................................................................................................................................................ 210
Glossary of Terms .................................................................................................................................................. 214
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8401 Laguna Palms Way
Elk Grove, California 95758
Phone: 916.683.7111
Fax: 916.691.3182
Web: www.elkgrovecity.org
May 25, 2016
I am pleased to submit for your review and consideration the Fiscal Year 2016-17 Proposed Budget (Budget). The
Budget is an update to the Fiscal Year 2016-17 Fiscal Plan presented last May and June to the Council during the
budget adoption process for Fiscal Year 2015-16. The total Proposed Budget for FY 2016-17, net of transfers, is
$345 million, which is $98 million (39%) more than the FY 2015-16 Budget of $247 million. Behind the large increase
are more accurate planning of the City’s Capital Improvement Program through full 5-year cash flow analysis,
rebudgeting of capital outlay rollover and $43 million of anticipated bond proceeds in the Laguna Ridge CFD 2005-1.
The City’s proposed General (discretionary) Fund budget is $65.6 million, which is $3.7 million (6.0%) more than the
FY 2015-16 Budget of $61.9 million. The Proposed Budget:




Continues the current level of service to the residents of Elk Grove, with focused efforts on public safety
enhancement and economic development;
Uses minimal fund balance to fund one time initiatives in FY 2016-17;
Prioritizes critical infrastructure projects outlined in Council Goals and Imperatives to deliver New Growth
Area infrastructure projects to kick start the South East Policy Area job center; and
Prudently manages current resources to best position the City for future opportunities presented by Revenue
Neutrality Increment in the midterm future.
The Proposed FY 2016-17 Budget was developed from the fiscal plan adopted within the current year’s budget. The
fiscal plan called for increased revenues consistent with the increased economic and development activity
experienced in the City. Revenues in the current budget year are projected to end higher than shown at the time of
budget adoption. However, expenses in the Proposed FY 2016-17 Budget have not been increased significantly from
the plan. The result is a budget that uses minimal fund balance to fund one time initiatives.
The budget recommendations are based upon the five goals, including strategic imperatives that support each goal,
meant to guide the activity of the City Council and staff for FY 2015-16 through 2016-17. In March 2015, with
assistance from the City’s Executive Team, the City Council developed and adopted its goals and a Council vision
statement. The vision statement and goals guide the recommendations in this budget document as discussed in the
FY 2016-17 Service Plan section below.
Fiscal Year 2015-16 saw sales tax receipts and transient occupancy tax reach their highest point in the City’s history.
Revenues have recovered from pre-recession lows and are expanding to new heights. Continued economic growth
and the benefits of new development are expected in the proposed budget. The following is a sampling of information
suggesting continued strong revenue growth:

Nationally, real gross domestic product (GDP) increased 1.4 percent in the fourth quarter of 2015, and is
estimated to have increased 0.5 percent in the first quarter of 2016. Positive contributions came from
household services, consumer spending on nondurable goods, state and local government spending and
residential investment. These contributions were partially offset by declines in business investments in
equipment and structures, private inventory investment declines, exports and federal government defense
spending. Disposable Income also has continued to increase, up approximately 3.4% between April 2015
and March 2016.

In California, unemployment dropped from 6.6% to 5.4% from March 2015 to March 2016. In Sacramento, it
dropped from 6.3% to 5.5% over the same period. Statewide single family residential construction continues
its recovery, up 8.2% year over year in March. Certain health care services, manufacturing and in particular
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construction, remain growing employment fields that the City is strategically positioned to benefit from in the
coming year.

Sales tax revenue growth is expected to slow slightly in FY 2016-17. In FY 2015-16, the City realized
approximately $1.1 million in additional revenue from a onetime payment from the State of California as the
Triple Flip program was finally closed out. Due to the combination of these factors, FY 2016-17 is projected
to realize a year over year growth in taxable sales of 2.0%, but an actual revenue decrease of 2.6%. This is
driven by an anticipated continuing growth, albeit slower growth, in auto sales, Restaurants & Hotels, and
general consumer goods, and an increase in the City’s allocation from the State & County Pools. The pools
continue to grow as a share of total sales tax revenues as more online transactions are generating taxable
sales. Fuel & Service Stations continue their decline as gas prices remain suppressed.

The residential real estate market has remained strong all year. Median home sale prices in the City are over
9.3% higher than they were a year ago, from a median of $334,000 in March 2015 to $365,000 in March
2016. County wide, the median rose 11.3% over the same time frame. The Sacramento County Assessor’s
Office projects an increase in assessed valuation for Elk Grove of approximately 5.0% in terms of year over
year growth.

Transient Occupancy Tax (TOT) revenues have increased substantially. Current projections show the City
expecting a nearly 27% increase in TOT revenue in the current year. The large increase is due to increased
demand region wide, leading to substantially higher occupancy rates and a modest increase in room rates.
More moderate growth is projected for Fiscal Year 2016-17 of 4%.
As the economic expansion continues, major revenue sources are expected to climb. The Proposed FY 2016-17
Budget proposes strong growth in most revenue categories and continued growth in operations as the economy
continues to improve. Despite this growth, there are challenges projected in the next one to three years as the City
continues to grow, service demands increase, one time initiatives are funded and resources remain constrained by
the Revenue Neutrality agreement with the County of Sacramento. Revenue Neutrality is the agreement between the
County of Sacramento and the City whereby the County keeps a portion of the City’s share of property tax revenue for
the first 25 years of Cityhood. The agreement provides the City with an ascending share of the revenues beginning in
FY 2018-19 and through the agreement’s termination in FY 2025-26. Fund Balance resources are used to help
bridge the gap created by funding of one time initiatives until the next Revenue Neutrality Increment is realized in FY
2018-19 and beyond to allow the continued expansion plan of the City’s police force. The current plan includes three
sworn and two non-sworn staff in FY 2016-17 and two sworn and one non-sworn staff annually for the remainder of
the five- year forecast. Despite the investment, the City’s fiscal outlook is still strong, but caution must be exercised
due to some concerns in the next few years.
FY 2016-17 Service Plan
In March 2015, the City Council adopted the following vision statement used to guide development of this budget
document:
Elk Grove will be a regional leader in providing a high quality of life for all generations
through connected and safe neighborhoods, diverse residential and employment
choices, and amenities that celebrate and build upon the community’s diversity and
heritage.
The City Council also adopted five strategic goals that form the basis for the FY 2016-17 service plan:
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Foster a vibrant and diverse economy oriented towards growing jobs in Elk Grove

Expanded Business Retention Program: Economic Development will develop and expand the City’s
Business Retention Program to include targeted business visitations and Roundtable Discussions. This will
continue the fostering of positive relationships with employers in key economic sectors within the City to (1)
create a symbiotic network between employers and suppliers, workforce training organizations, and other
services; (2) attract additional employers; and (3) develop the foundations of a thriving technology, medical,
and Research and Development networks in Elk Grove.

Incentive Program Enhancements: The Proposed FY 2016-17 Budget includes a $200,000 transfer from
the General Fund to the Economic Development Incentive Fund. The Economic Development team’s work
plan includes comprehensive review and revision of current incentive programs aimed at revitalizing the
programs to better attract desired employers. Staff will also work to coordinate an interagency Economic
Development Incentive Program with our local and regional partners operating within the City’s jurisdiction.

New Growth Area Infrastructure Projects: The budget includes strategic investment of funds towards
financing infrastructure to serve the New Growth Area (NGA) that includes the Southeast Policy Area and the
southwestern portion of the Laguna Ridge Specific Plan. In total, $34.1 million is invested from various
sources including the Laguna Ridge CFD 2005-1, the Citywide Roadway Impact Fee Program, the General
Fund, and the Development Services Fund. These investments will provide the upfront capital to deliver the
projects with approximately $28.2 million returning to the various sources from future developer fee payments
that will at that time be available for the City to use for other eligible projects. In addition, $26.5 million is
invested in various Kammerer Road widening and extension projects.
Continue to foster and support the safest and most highly connected neighborhoods with diverse
opportunities for urban and rural lifestyles.

General Plan Update: The budget recommendation includes a $454,704 transfer to fund the third and final
phase of the General Plan Update. The two year project has included considerable public comment and
input. Scheduled for completion and Council consideration by the summer of 2017, the General Plan Update
allows the City to holistically look at its guiding principles for future growth.

Police Recruitment Enhancements: The Human Resources department has programmed $20,000 to
enhancement current recruitment efforts for the police department. Keeping the department at full staffing is
crucial to maintaining public safety. Coming retirements and new positions will add to the need for
recruitments in the current year.

Animal Shelter: The City is responsible for the provision of all animal services, whether those services are
provided through City staff or through a contract with another agency or organization. Currently, the City
provides its animal field services through City staff, while animal sheltering services are provided through a
contract with Sacramento County. The County has indicated that it faces capacity issues at its shelter, which
makes renewal of the current contract, expiring on June 30, 2019, uncertain. The proposed FY 2016-17
budget includes continued funding for the environmental and design work on the Animal Shelter at the City’s
Corporation Yard. The current financing plan includes a mix of development impact fees, capital facility fees,
and the Revenue Neutrality Increment to finance debt and operations. Staff will bring a more detailed
financing plan to Council for consideration during the upcoming Fiscal Year.

Body Worn Cameras: The police department will conduct additional research and testing of body-worn
cameras to increase public transparency. Policy and workflow are currently under development for an
anticipated summer 2016 deployment of the first cameras.
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
Neighborhood Policing Efforts: A Neighborhood Policing Initiative is programmed, focusing on working
closely with residents to solve problems and build strong, connected neighborhoods throughout the city. The
initiative will build upon the success of social media platforms such as Nextdoor.com as a means to enhance
communication with neighborhoods. Nextdoor has provided the City an outlet to communicate with
neighborhoods and has seen a 278% increase in users in the past year.

Website and Transparency Enhancements: The IT Department will expand the City’s website via the
Geographic Information Systems gateway to further provide authoritative information to the public. This will
allow them to search, download and use GIS data in a variety of formats. The City’s Budget and Finance
teams will continue work to launch an interactive view into the City’s checkbook allowing users immediate and
simple to use access to the City’s current financial information. The City will continue to identify and make
available open data for residents to provide for a transparent government.

Kammerer Road Widening and Extension: The NGA Projects include funding for full length environmental
review, four-lane construction from Highway 99 through Bruceville, and significant funding for land acquisition
and design west of Bruceville Road. Full funding of the four-lane construction through Bruceville Road is
currently scheduled for FY 2017-18. Funding for construction of the Bruceville Road to I-5 connection is still
uncertain at this time.
Distinguish Elk Grove as a city with an array of opportunities for sports and cultural activities for
residents of all ages and backgrounds, with venues that also promote and leverage economic
growth.

Civic Center: The FY 2016-17 work plan includes development of a detailed schematic site plan,
environmental review and design for the Civic Center. Construction is scheduled to begin on Site Work and
Parking, the Veteran’s Hall and the Aquatic Center within FY 2016-17. Continued planning on the
Senior/Community Center is ongoing with anticipated construction beginning in Fiscal Year 2017-18.

Travel and Tourism: The City will continue to work with the Visit Elk Grove Tourism Marketing Group to
ensure a successful destination marketing campaign and increase tourism.

Multi-Sport Park Complex: The City continues to plan for the Multi-Sport Park Complex project. The
environmental review is being prepared by the Sacramento Local Agency Formation Commission (LAFCo)
and staff is continuing to work through the next steps directed by the Council, including preparation of more
in-depth financial analysis.

Old Town Plaza: Funding for construction of permanent bathroom facilities, replacement fencing,
landscaping, and pavement resurfacing is funded and scheduled for FY 2016-17. This Phase I project will
create a much more welcome and useable space for the Old Town Plaza allowing for longer and larger
events. Environmental work for Phases II and III is also programmed. The City will continue to program
community events at the site to bring visitors into Old Town and boost Economic Development.
Serve as wise and responsive stewards of fiscal, physical and natural resources.

Sustainability of Current Operations: The sustainability of current operations will continue to be reviewed
and addressed through the development and analysis of five-year financial forecasts for the General Fund
and the major enterprise funds. Partnerships with other local agencies to share constrained resources and
restructure operations will be evaluated.

Quality of Life Engagement: The City continues to engage residents through in person meetings, social
media, telephone polling and online surveys to determine resident priorities for maintaining the high quality of
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life for which Elk Grove is known. The City continues to incorporate results of surveys and polling into the
budget process to help prioritize resources in the future and to help develop initiatives to address identified
needs within the community.

Infrastructure Maintenance: Public Works will continue development of a Computerized Maintenance
Management System (CMMS) to concentrate on updating and completing accurate inventories of City
infrastructure, including current condition enhancing ability to monitor service life and develop preventative
maintenance programs. Programs will be developed based on available funding and priorities. The CMMS
will also enhance performance measure capabilities of the department. The pavement management program
will be updated to incorporate a broader range of treatment options to gain efficiencies with the goal to reduce
the repair backlog.

Transit Comprehensive Operation Analysis: A Comprehensive Operation Analysis study will be presented
to Council in FY 2016-17 to assist with planning for route efficiencies for the City’s local and commuter
services, including analysis of connections to light rail and future potential transit hotspots in the Southeast
Policy Area and the Elk Grove regional outlet mall. Recommendations within this analysis will allow for
efficiencies within the transit system to improve return on investment of valuable fiscal resources.

Capital Facilities Fee (CFF) Nexus Update: The current CFF Nexus was approved in 2009 and is
scheduled for an update. Updating the Nexus will allow the City to review rightsizing of facilities, reflect
current costs and growth projections, with the goal of ensuring funding for timely delivery of critical
infrastructure needs to serve City residents. Examples of facilities in the CFF include the Animal Shelter,
Corporation Yard, and Libraries.

Grant Application and Research: The City Manager division’s budget includes $50,000 for contracting with
a firm to assist the City in researching and applying for grant opportunities. This trial program will allow the
City to better use vital and scarce staffing resources towards project delivery and leverage specialized
knowledge of grant experts in seeking grant opportunities with the goal of enhancing revenue streams for
critical programs and projects.

Liability Reduction: The City’s Fiscal Year 2016-17 proposed Budget Resolution authorizes the use of FY
2015-16 General Fund budget savings to: 1.) Fund One time initiatives, such as the General Plan Update and
SEPA Infrastructure Coordination projects 2.) Prepay unfunded liabilities in the City’s account with CalPERS
(up to $680,000) and 3.) Use any additional savings to reduce internal fund loan obligations to the Drainage
fund. The combination of these payments will reduce future obligations of the General Fund.
Recognize the City’s high operation performance and achieve new levels of organization
excellence with the highest service levels, while providing regional leadership through
collaboration.


Performance Measurement and Evaluation: The FY 2016-17 work plan includes the continued
implementation of meaningful performance measurement in support of the Council-adopted goals and
imperatives. In the Budget Resolution, the City Council will be asked to adopt performance targets along with
spending limitations. Staff will be required to bring back a Mid-Year Performance Report along with the MidYear budget report.
Regional Partnerships: In order to further develop and maintain Elk Grove’s relationships with regional
agencies, “2x2” meetings between the Elk Grove City Council and the Elk Grove Unified School District,
Cosumnes Community Services District and the City of Sacramento will be continued. Additionally, the City
Council and staff continue to actively participate in regional boards and special initiatives aimed at fostering
collaboration, innovation and enhancing our regional image and presence.
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Financial Overview
The Proposed FY 2016-17 Budget reflects optimistic growth in the City’s major revenue sources and commensurate
growth in operating expenses. The General Fund budget, which primarily funds public safety, administration, and
governance, proposes expanding operations, and minimal deficit spending to fund one time initiatives and still achieve
stated objectives of providing safe neighborhoods. The City is in a unique position given its Revenue Neutrality
Agreement with Sacramento County to modestly and cautiously expand services in advance of growth. Despite the
short term deficit spending, the City maintains a healthy financial position.
Fund Balance Analysis. In FY 2008-09, the City Council adopted a Fund Balance Reserve Policy, which states that
the General fund reserve will fall no lower than 15% of adjusted appropriations. The optimum level is 20% of adjusted
appropriations.
The adopted FY 2015-16 Budget assumed a $527,000 appropriation from fund balance in order to balance
operations. Due to prudent fiscal management, significant savings were realized over the course of the year.
Savings were primarily realized in vacant positions that remained unfilled for extended periods of time and continued
responsible management of operating budgets across all departments. The result is that no contribution to fund
balance is needed to balance operations, rather a contribution of approximately $1.1 million is expected to be
available for appropriation at year end, as shown in the table below:
Fund Balance
6/30/15
Committed [1]
Uncommitted
Total
11,803,890
5,047,104
$16,850,994
Available for
Recommended
AppropriationFrom/ Appropriation from
(Take From) Fund
Fund Balance at
Balance at 6/30/16
6/30/16
11,803,890
0
0
Fund Balance at
7/1/15 after FY2016
Appropriation
FY2016
Appropriation
(527,815)
($527,815)
4,519,289
$16,323,179
1,114,117
$1,114,117
(1,114,117)
($1,114,117)
Estimated Fund
Balance at 7/1/16
11,803,890
5,047,104
$16,850,994
[1] Note actual committed fund balance will be set at between 15 and 20% of adjusted appropriations in each Fiscal year.
The Proposed FY 2016-17 Budget assumes minimal deficit spending from fund balance to fund one-time initiatives,
such as the update to the City’s General Plan. This deficit spending is projected to continue through Fiscal Year
2018-19, as the projection assumes some level of one-time planning-related initiatives through the projection period.
Despite this fact, the City is still projected to maintain a combined fund balance of 25.4% of adjusted appropriations in
Fiscal Year 2016-17 and over 22.8% or greater through the next five years. The following table demonstrates that the
planned use of fund balance in the Proposed FY 2016-17 Budget is compliant with the City Council’s fund balance
policy:
Estimated
Fund
FY 2017
Balance at
Appropriation
7/1/16 after
Appropriatio
n
($346,141) $16,504,853
Estimated
Total Fund
Balance at
7/1/16
$16,850,994
Adjusted Appropriations
Fund Balance as % of adjusted appropriations
$64,880,977
25.4%
The resulting 25.4% percent fund balance as a percentage of adjusted appropriations is quite healthy. Fund Balance
positions the City to weather the anticipated one-time projects in the coming three years while continuing to enhance
public safety operations.
Five-Year Projection. The current baseline five-year forecast for the General Fund indicates that deficit spending
from fund balance is needed to maintain daily operations and provide for one-time planning initiatives through FY
2018-19; however, increasing revenues and structural surpluses from the Revenue Neutrality Increment beginning in
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FY 2018-19 are sufficient to fund operations plus anticipated one time initiatives and provide surpluses in the outer
years. It is important to note that revenue growth in these forecasts relies only on the City’s current base and does
not require significant economic development to produce new revenues.
$ in 000s
Total Revenues
Total Expenditures
Fund Balance Use to Balance
Operations
Fund Balance Contributions
Cumulative Results
Fund Balance as a % of
Adjusted Appropriations
FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21
$65,248
$67,724
$70,304
$72,990
$75,786
65,594
68,267
70,376
72,038
73,761
(346)
(543)
(72)
-
(346)
(889)
(961)
952
(9)
25.40%
23.80%
22.90%
23.70%
2,025
2,016
25.90%
The projected draw on General Fund reserves in FY 2016-17 through FY 2018-19 would not deplete the fund balance
beyond the upper and preferred 20% limit of the fund balance reserve policy. In Fiscal Year 2018-19, fund balance is
projected to dip to a low of 22.9%, which is well above the 15-20% preferred range set by the policy. Additionally, the
favorable revenue neutrality schedule in FY 2019-20 (and beyond), shows the City receiving an additional 10% of
property tax revenues each year through 2025-26. Along with continued strong growth, this has the forecast showing
the City with substantial opportunity for major project delivery, service expansion or enhancement in the coming
years. Of note, there are no assumptions for bargaining unit compensation agreements, new development (including
a mall, casino or large retail projects), any repayment of the $5.04 million FY 2015-16 investment in Southeast Policy
Area infrastructure, or any economic downturn included in this forecast. Currently, the City has experienced seven
years of continued growth and a recession is at a minimum possible, if not likely, during the five year term.
Organizational Issues
Compensation. The Proposed FY 2016-17 Budget assumes no changes to the non-represented employee
compensation costs. Labor negotiations are ongoing between the City and the Police Officers Association. The
Budget currently assumes continuation of the current agreement. Should negotiations result in significant changes in
compensation for FY 2016-17, they could have an impact on the General Fund’s projected status for FY 2016-17. Any
increase in compensation beyond the normal growth rates assumed in the five year forecast would have a negative
impact on the out years of the forecasts shown.
Long Term Liabilities: The Proposed FY 2016-17 Budget does not include any prepayment of future obligations to
the City’s employee Health Retirement Accounts or to unfunded PERS liabilities beyond those programmed with
budget savings in the current year. In the next few months, an actuarial study will be conducted with respect to the
HRA account to determine the success of past prepayment measures the City has undertaken that should show
significant progress towards eliminating this liability. Based on current projections, the City will realize over $900,000
savings over a 30-year period by funding the PERS unfunded liability with $680,000 in budget savings in the current
Fiscal Year. This savings is not factored into the current Five-Year Forecast.
The General Fund will reduce its future obligation to the drainage fund by using any savings above the $680,000
needed to address a portion of the PERS liability to prefund two internal fund loans. It is estimated the City will realize
approximately $1,114,117 in savings available for this purpose.
Position Management. The Proposed FY 2016-17 Budget includes funding for an additional five full-time equivalents
(FTEs) within the General Fund, all in the Police Department. This change represents the following additions:
Supervising Forensic Investigator (Police - Nonsworn)
The City’s forensic unit has not grown since inception in 2006 despite population and demand increases over that
time. This new classification is needed to reduce the demands placed on Community Service Officers in gathering
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evidence and processing crime scenes and Detective Sergeants in supervising the City’s three Forensic Investigators.
Removing Detective Sergeants from forensic supervision will allow them to be more efficient and provide more
specialized supervision to the forensic unit.
Property & Evidence Technician (Police - Nonsworn)
This position is proposed in the Property & Evidence Bureau of the police department. Certain types of evidence and
property have mandated process, purge, destroy or return time frames. Current workload is causing these time
frames to be missed in some instances. In addition, the new position will be strategically assigned to alleviate other
existing workload issues caused by limited storage space.
Two Police Officers (Police - Sworn)
Two additional officers are proposed to allow the department to continuously serve the growing population. In
particular, the addition of the two new officers will help reduce unnecessary overtime and help the department
continue to respond to Priority 1 calls as quickly and efficiently as possible. The current response has hovered in the
area of 5.7 minutes, greater than the 5 minute average as set in the City’s performance program. This number is
greatly impacted by staffing levels. The two officers should have an impact on improving this number in the coming
years.
Detective (Police - Sworn)
A detective is proposed to allow the department to continuously serve the growing population. The detective will have
a positive impact on the ability to reduce high detective case-loads in addition to increasing the percentage of
assigned Part 1 crime reports the Investigative Services Division is able to clear. The percentage of Part 1 crime
reports cleared has been a budgetary performance measure the past two fiscal years and has seen a decline from
60% to 40% over than time frame.
Conclusions/Acknowledgements
During FY 2015-16, departments limited their spending and prioritizing those services directly affecting the residents
of Elk Grove. Their sustained dedication through the FY 2016-17 budget process facilitated the balanced plan I am
proposing, which once again could not have been achieved without their assistance.
I wish to acknowledge Budget Manager Andrew Keys, Budget Analyst Shay Narayan, and Administrative Analyst
Jannet Meyer, for their perseverance and dedication in preparing this document. I also want to thank the City Council
for their support of our workforce.
I have scheduled a budget workshop during the June 8 City Council meeting to facilitate the Council’s deliberation of
the Proposed FY 2016-17 Budget, with adoption opportunities at either regularly scheduled meeting in June.
My staff and I look forward to working with you as you review the proposed budget. During your review, please
contact me with any questions that you or the public may have concerning the Proposed FY 2016-17 Budget.
Respectfully submitted,
Laura S. Gill
City Manager
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BUDGET DEVELOPMENT STRATEGIES
City Council Vision, Goals and Imperatives
The involvement of the City Council in setting direction is essential to the budget process. The vision and goals
provide high level and long-term direction to staff, help to determine the allocation of resources, and establish
priorities. These goals will provide focus to the organization-wide efforts of staff and ensure that the most important,
highest-priority objectives are accomplished and that these priorities are communicated to the public. Imperatives
establish short term budget priorities and help staff make funding recommendations to Council.
The City Council developed the following vision, goals and imperatives on March 4, 2015 at a Special Council
Meeting. The vision and goals were formally adopted by council on March 27, 2015. The vision goals are the driving
force behind all budget recommendations made by the City Manager and City Staff in presenting this budget
document for Council consideration.
City Council Vision Statement and Goals Fiscal Year 2016-17
VISION STATEMENT
Elk Grove will be a regional leader in providing a high quality of life for all generations through connected and safe
neighborhoods, diverse residential and employment choices, and amenities that celebrate and build upon the
community’s diversity and heritage.
GOALS FOR FY 2016-17
Foster a vibrant and diverse economy oriented towards growing jobs in Elk Grove.
The City of Elk Grove will be known as an environment supportive of small business, working closely with
entrepreneurs and innovators in all sectors for local business to begin, grow and stay within the City. The City’s
target for large business attraction will capitalize on the synergy offered by the City’s three prominent medical
facilities, and the private medical school and school of pharmacy. The City also will highlight its historical
agricultural roots as the region continues to promote the “farm to fork” brand for the greater Sacramento region.
Strategic Imperatives:
1. Develop a targeted marketing plan for business attraction of industries in the health care sector, form a
City recruitment team, and solicit new businesses to consider re-location to Elk Grove.
2. Evaluate small business support needs, publicize existing City small business support programs, identify
incentives for local innovation and entrepreneurship, and expand outreach to successfully market an
innovation support network within the City.
3. Identify gaps in infrastructure (both physical and digital) necessary for medium to large business retention
or relocation and create plan for addressing identified impediments.
4. Complete approval of the Southeast Policy Area and utilize the land use plan to develop a recruitment
strategy for new or expanding businesses.
5. Ensure the successful opening of the regional outlet mall and assist with business attraction to provide
diverse retail opportunities.
6. Develop re-use strategy for the Old Town Elk Grove parcel.
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The City of Elk Grove will provide opportunities for all residents to engage with each other and with their City
government, through choices of residential opportunities that serve a variety of ages and
backgrounds. Neighborhoods will be strong through the connections of residents within small communities, and
also with the larger opportunities available through the City and its cooperating public service agencies. The
City’s public infrastructure will promote connections and facilitate mobility among neighborhoods and the greater
Sacramento region.
1. Develop a schedule for the General Plan Update, including a policy on future expansion of City
boundaries.
2. Prioritize public transit opportunities (e.g., light rail, heavy rail and bus rapid transit, multimodal station);
develop and implement a political and funding strategy that supports the City’s goals for enhanced
regional connectivity.
3. Engage and complete a comprehensive Police Staffing Study to align sworn and non-sworn support
police staffing requirements with service demands and expected community growth (residential and
business) in the next five years.
4. Strengthen and support the engagement of neighborhoods in the protection and safety of Elk Grove.
5. Develop culturally relevant strategies and programs to address the problem of domestic violence in the
community.
6.
Achieve enhanced coordination of City and school public safety, including the opportunities arising from
expiration of the Sacramento County Sheriff contract for on-site policing with the Elk Grove Unified School
District.
7. Review Code Enforcement priorities, with an evaluation of cost to implement proactive administrative
enforcement of key nuisance abatement or neighborhood enhancement ordinances.
8. Begin construction of the Kammerer Road extension.
residents of all ages and backgrounds, with venues that also promote and leverage economic growth.
The City of Elk Grove will capitalize on our diverse, family-oriented community and our respect for the City’s
heritage and character. The City will invite residents and visitors to enjoy our natural resources in a responsible
manner as they build and expand their awareness and respect for the City’s natural habitat. The City will develop
facilities that serve residents of all ages and backgrounds, but that also provide venues for regional, state,
national and international training and competition to leverage economic growth.
1. Continue collaboration for optimal delivery of parks and recreation services with the Cosumnes
Community Services District.
2. Define the vision for a competitive multi-sport complex that attracts regional, state, national and
international users, establish a development and services plan, funding and marketing strategy that
supports the achievement of this vision.
3. Evaluate the Civic Center master plan for phases two and three and develop a funding strategy.
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4. Complete current Civic Center Phase One amenities:
a. Complete construction of Aquatic Center by summer 2016; identify and retain an operator.
b. Assist the Senior Center of Elk Grove in developing plans for a new Senior Center and evaluating
stakeholder engagement.
c. Complete construction of Veterans Hall and open facility in 2016.
5. Evaluate unmet needs for performing arts venue and identify Elk Grove programming and facility
operations.
Protection of our existing reserves, infrastructure and natural resources sustains a healthy and prosperous
community. City Council and staff will be accountable to pursue transparent short and long term plans to
optimally balance fiscal constraints with effective investment in the preservation of both prudent reserves and our
precious resources.
1. Evaluate the burden on new development for infrastructure construction and maintenance, including
regional impact fees and develop strategies to ensure economic competitiveness within the region.
2. Review the cost of “purple pipe” installation to carry recycled water, considering the likelihood and
potential cost of a recycled water supply and the cost of retrofit if infrastructure is not available to carry a
future recycled water source.
3. Develop a matrix of criteria to prioritize capital improvement projects, including identified funding gaps
and recommendations for resource enhancement to fully fund highest priority (two-year) projects.
4. Develop a road maintenance policy based upon understood and approved asphalt repair standards, such
as the pavement management index, and identify funding resources and gaps to achieve this level of
ongoing road maintenance.
Recognize the City’s high operational performance and achieve new levels of organizational excellence
with the highest service levels, while also providing regional leadership through collaboration.
The City of Elk Grove will be known as a model for the “continuous improvement” culture, efficiently combining inhouse and contract personnel to achieve cost effective, nimble, and timely provision of municipal services. Our
commitment is to our customers, both internally and externally. We provide a positive organizational culture
where we recruit, retain and promote the best employees who are regionally focused and recognized as
leaders. City Council and staff are always willing to work with all stakeholders to achieve success.
1. Identify likely retirements from key Executive staff/Department head positions and evaluate service
delivery model (in-house versus contract services) to ensure most efficient and highest service delivery
standards.
2. Evaluate staffing for Mayor and Council Members, including designated professional support staff, cost
and constituent response benefits.
3. Update Mayor and Council Member outreach budget to assist with enhanced citizen engagement.
4. Evaluate City-operated animal shelter services and related facility costs.
5. Collaborate with other governmental agencies to enhance service delivery and reduce costs.
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Budget Strategies
To implement the Council vision, goals and imperatives identified, staff has enlisted the strategies below in
making budget decisions:
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Strategic Focus – The City’s financial management should be strategic, reflecting the Council’s and the
community’s priorities for service while providing resources that realistically fund routine operations.
Fiscal control and accountability – The City’s financial activities should be fiscally sound and accountable to
the City Council through the City Manager.
Clarity – The City’s financial planning and reporting should be clear and easy to understand so that all
participants, the Council, the community, and staff can productively participate in making good decisions.
Long-term planning – The City’s financial planning should emphasize multi-year horizons to promote longterm planning of resource uses.
Flexible and cost effective responses – The City’s financial management practices should encourage a
mission-driven organization that responds quickly and straightforwardly to community demands. The City’s
management should flexibly respond to opportunities for better service, should proactively manage revenues,
and should cost-effectively manage ongoing operating costs.
Staff philosophy – The City Council desires to retain a mix of contract staff and employment staff in order to
ensure a cost effective and flexible service delivery system. A core group of City employees create the
oversight and administrative guidance necessary for contractual staff.
Annual Budget and Financial Plan
The City Manager will present an annual budget and financial plan and periodic financial information to the City
Council setting from the following information;
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Actual revenues, expenditures, reserve balances, and fund balances for the prior fiscal year. Fund balance is
the difference between assets and liabilities in any given fund.
Estimated revenues, expenditures, reserve balances, and fund balances for the current fiscal year.
Projected revenues, expenditures, reserve balances, and fund balances for the next fiscal year.
Articulated priorities and service levels to be achieved by the organization over the next year.
Long-range financial plan, which will include projected revenues, expenditures, and reserve balances for the
next seven years.
Capital Improvement Program for the next five years.
Budget Development and Administration
The City's annual budget represents the official financial and organizational plan by which City policies and
programs are implemented. It is also an action and financial plan of services to be provided to the citizens of Elk
Grove.
Budget Development and Calendar
The budget is prepared by City staff under the direction of the City Manager. The annual budget process commences
in January with the City Manager and the Budget Manager providing to the department managers information on the
financial condition of the City and establishing general parameters for budget submittal.
In February and March, public input is sought and communicated to appropriate department managers. The
department managers prepare their operating and capital budget requests in accordance with the general
parameters. The City Manager, along with the budget review team, reviews each manager’s requests and proposals
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and formulates them into a "Proposed Budget" for submission to the City Council. The proposed budget is balanced
when expenditures are equal to or less than the sum of total revenues and the use of reserves, according to Council
adopted policy.
Budget study sessions between the City Council, City Manager and City staff are scheduled in May. In May or June,
a public hearing is scheduled by the City Council to receive public input for consideration regarding the proposed
budget. The budget is then adopted by Council Resolution and becomes the City's action plan for the ensuing fiscal
year. If the City Council fails to adopt the budget by July 1, the City Council may elect one of the following courses of
action until passage of a budget and the appropriation of funds:
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
Provide the City Manager with Continuing Resolution Authority to allow continued services at expenditure levels
not greater than those levels approved in the prior year budget; or
Require staff to obtain prior approval for the expenditure (disbursement) of City funds.
Copies of the City budget as adopted are public records and shall be made available to the public upon request. The
Calendar below shows the budget timelines and process in brief for Fiscal Year 2017.
Date
February
March
March
March
April
April
April
May
May
June
Item
Revenue assumption development
Capital improvement project requests due
Department budget & personnel requests due
Community grant applications due to City Staff
Community grants awarded by City Council
Cost allocation plan development
Special event sponsorship applications due to City Staff
2016-2021 Capital Improvement Program reviewed by Planning
Commission
Present Proposed FY 2016-17 Budget to City Council
City Council Budget Work Session and opportunities for budget
adoption
Appropriation Control
Appropriations of fiscal resources are the responsibility of the City Council and the City Manager.
Appropriations requiring Council action are:
 Appropriation of reserves, except replacement reserves
 Transfers between funds
 Appropriations of any unassigned revenues – assigned revenues are those revenues that are not associated
with a particular business or service unit
 Inter-fund multi-year loans over $500,000
Appropriations requiring City Manager action are:
 Transfers within a fund or department
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
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Appropriation of unbudgeted assigned revenues – unassigned revenues support a specific business or
service unit and allow expansion or contraction of that unit in response to demand as manifested by receipt of
assigned revenues
Appropriation of replacement reserves
Inter-fund loans under $500,000
Administration
City departments perform the following budgetary control functions:
 Reviews purchasing transactions and payment requests for compliance with City rules, regulations, and
budgetary limits;
 Administers the City's payment system to review, process, and pay purchasing transactions and expense claims;
 Receives and deposits all City receipts, which are invested by the City Treasurer;
 Maintains records for all these transactions and their effect on cash balances;
 Maintains a position control system, based on the budget, to control City staffing in conjunction with the City
Manager Department;
 Administers the City's payroll system to process personnel transactions and to review and pay personnel
expenses.
Monthly detail budget reports are prepared and distributed to the City Council, department managers, and support
staff. These reports are organized by department, division, and line item showing the authorized budget amount as
well as expenditures and encumbrances to date. As a matter of policy, expenditures are not to exceed the
appropriated budget. In the course of the fiscal year, it may become necessary to amend, transfer, or adjust the
amounts appropriated in the adopted budget. Any subsequent appropriation of additional monies for a fiscal year
requires approval by the City Council, as does the transfer of appropriations between departments in the operating
budget or between capital project accounts.
Basis of Budgeting
The budget is developed on a modified accrual basis, consistent with generally accepted accounting principles.
Under the modified accrual basis, revenues are recognized when they are measurable and available.
“Measurable” means the amount can be determined and “available” means collectible within the current period.
Expenditures are recorded when the related fund liability is incurred.
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LONG-RANGE FINANCIAL PLANS
Long-Range Planning
The City recognizes the need to look beyond the next Fiscal Year to develop a long range financial plan. As with
any forecast, the further out one goes, the less reliable the forecast is likely to be due primarily to the increase in
unknown factors. For instance, if actual revenues in Fiscal Year 2016-17 come in at 99% of the anticipated level,
the City would realize $652,000 less revenue than projected. If all other assumptions hold true, the five year
combined impact to the General Fund is a reduction of $3.5 million in revenue, annual operating deficits increase
through FY 2018-19 and the fund balance reserve dips to 19.8% in FY 2019-20. Despite this fact, a forecast
based on known factors, reasonable estimates and assumptions, combined with contextual analysis of risks and
opportunities, is a valuable decision making tool. The following forecast is intended to help guide decision making
and resource prioritization in the long-range. In addition, scenarios have been discussed that would require a reevaluation of the forecast should they come to fruition during the term.
The forecast represents the baseline scenario for all long range financial plans. In this scenario, FY 2015-16
employment agreements and service level provision are assumed to continue as is with only minor adjustments
as shown. The current forecast for the General Fund indicates that fund balance will be needed to fund one time
initiatives (deficit spending) in FY 2016-17 through FY 2018-19. Assumed strong revenue growth and a favorable
revenue neutrality schedule beginning in FY 2019-20 would bring the City out of these short term deficits and
provide significant opportunity to fund other priority projects and initiatives within existing resources.
The following table highlights the assumptions used to develop the model. After that come the projected Revenue
results based on those assumptions. The third and final table shows the Expense results based on those
assumptions and the bottom line annual surplus/(deficits) and resulting fund balances. Finally, this report
concludes with the qualitative analysis of risks and opportunities the City faces in the short to long term that may
impact the forecast.
5 YEAR GENERAL FUND FORECAST BASELINE ASSUMPTIONS
Revenue Category [1]
Property Tax [2]
City Share of Property Tax [3]
%AV Subject to Neutrality
Property Transfer Tax
Sales Tax
Transient Occupancy Tax
Franchise Fees and Utility Users Tax
Property Tax in Lieu VLF
Governance/Transfers In
All other Revenue Categories
FY 17
FY 18
5%
25%
85%
5%
2.00%
4%
2%
5%
3%
2.5%
5%
25%
85%
5%
3.50%
4%
2%
5%
3%
2.5%
FY 19
5%
30%
85%
5%
3.50%
4%
2%
5%
3%
2.5%
FY 20
FY 21
5%
40%
85%
5%
3.50%
4%
2%
5%
3%
2.5%
[1] Unless noted, the source of the estimate is City Staff.
[2] 5.0% Increase based on Assessor's FY 15-16 Equalized Roll compared to the FY 14-15 Equalized Roll.
values. The increase is in Assessed Value, not revenue, which is projected to incresae slightly below 5%.
[3] Revenue Neutrality Agreement.
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5%
50%
85%
5%
3.50%
4%
2%
5%
3%
2.5%
Expense Categories
Salaries
PERS
Payroll Taxes and Other Benefits [2]
Health Care Premium Increases [2]
Revenue Neutrality
Operating Expenses[3]
Community Grants [4]
Community Promotions (Events) [5]
New Police Staff per Year [6]
FY 17
3.75%
4.25%
3.75%
5.1%
FY 18
3.75%
3.80%
3.75%
5.1%
FY 19
3.75%
3.75%
3.75%
5.1%
FY 20
3.75%
3.75%
3.75%
5.1%
FY 21
3.75%
3.75%
3.75%
5.1%
Adjusts per Revenue Neutrality Agreement and is Subject to Property Tax
Revenue Estimates
2.51%
2.46%
2.36%
2.36%
2.36%
3.31%
3.80%
3.81%
3.82%
3.83%
8.93%
3.33%
0.84%
-1.12%
-0.81%
5
2
2
2
2
[1] FY 17 is a payroll projection based on current agreements. No assumptions made for compensation
adjustments based on future labor negotiations.
[2] Based on Kaiser Foundation Research for Premium Increases nationwide for Jan-May 2014 period for
family coverage, plus 1.5%
[3] FY 17-19 source is CA Department of Finance forecast. FY 20 and 21 are a staff estimates.
[4] Expenses are projected to grow in tandem with overal revenue increases.
[5] Expenses are projected to grow in tandem with all other operating expenses.
[6] FY 18 and our per employee cost is based on the cost of 2 new entry level officers per year.
FY 17 assumes the 5 new positions, 3 sworn, 2 non sworn as outlined in the Transmittal Letter.
5 YEAR GENERAL FUND FORECAST REVENUE PROJECTIONS
Revenues
Property Tax
Property Transfer Tax
Sales Tax [2]
Utility Users Tax
Franchise Fee
Business Licenses
Investment Income
Intergovernmental
Transfers In
Governance
Public Protection
Code Enforcement
Other Revenues
Total Revenue
Revenue Increase
$
FY 16 YE Est.
10,900,000
FY 17
11,445,000
FY 18
12,015,000
FY 19 [1]
12,614,000
FY 20 [1]
13,243,000
FY 21 [1]
13,903,000
760,000
24,250,000
6,050,000
1,950,000
1,296,625
88,000
100,000
11,057,681
2,266,512
798,000
23,625,000
6,171,000
2,028,000
1,323,000
88,000
100,000
11,527,000
3,710,000
838,000
24,452,000
6,294,000
2,109,000
1,349,000
88,000
100,000
12,103,000
3,821,000
880,000
25,308,000
6,420,000
2,193,000
1,376,000
88,000
100,000
12,708,000
3,936,000
924,000
26,194,000
6,548,000
2,281,000
1,404,000
88,000
100,000
13,343,000
4,054,000
970,000
27,111,000
6,679,000
2,372,000
1,432,000
88,000
100,000
14,010,000
4,176,000
2,571,693
1,417,606
389,500
57,287
2,425,638
1,452,300
443,250
111,480
2,498,000
1,489,000
454,000
114,000
2,573,000
1,526,000
465,000
117,000
2,650,000
1,564,000
477,000
120,000
2,730,000
1,603,000
489,000
123,000
63,154,904
N/A
$
65,247,668
$
3.31%
67,724,000
3.80%
$
70,304,000
$
72,990,000
3.81%
[1] City begins to receive a larger share of revenue from property tax in these years reflected in a reduced expense on the following page.
[2] Approximately $1.1 M in one time revenue for wind down of State of California triple flip is included in the FY 16 total.
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3.82%
$
75,786,000
3.83%
5 YEAR GENERAL FUND FORECAST EXPENSE PROJECTIONS
Expense Category
FY 16 YE Est
FY17
FY 18
FY19
FY20
FY21
Salaries
PERS Payroll Deductions
PERS Required Fixed Payment
Other Benefits
Total Salaries and Benefits
23,612,693
2,863,517
381,821
8,818,716
$35,676,747
26,424,922
3,142,162
476,130
9,784,091
$39,827,305
27,541,000
3,277,000
624,255
10,199,000
$41,641,255
28,699,000
3,415,000
780,839
10,632,000
$43,526,839
29,900,000
3,559,000
946,257
11,083,000
$45,488,257
31,146,000
3,708,000
1,019,908
11,553,000
$47,426,908
Operating Expenses
Internal Services
Community Promotion
Community Grants
Revenue Neutrality
Debt Service
Contingency
Transfers
Capital Outlay [1]
Reprogrammed Budget Savings [2]
Total Other Expenses
6,775,447
5,681,401
622,192
335,288
6,656,000
713,132
100,000
2,763,711
2,716,869
1,114,117
$27,478,157
8,864,505
5,899,245
686,062
370,000
6,863,903
712,832
100,000
2,269,957
0
0
$25,766,504
9,083,000
6,121,000
709,000
100,000
7,068,000
1,118,489
100,000
2,326,000
0
0
$26,625,489
9,298,000
6,351,000
715,000
200,000
6,834,000
969,864
100,000
2,381,000
0
0
$26,848,864
9,518,000
6,590,000
708,000
200,000
6,026,000
969,935
100,000
2,438,000
0
0
$26,549,935
9,743,000
6,838,000
703,000
200,000
5,285,000
969,578
100,000
2,496,000
0
0
$26,334,578
Grand Total
Adjusted Appropriations (101) [3]
$
$
63,154,904
59,724,903
Expenditure Increase
Appropriation From/ Contribution to
Fund Balance
N/A
Ending Fund Balance (101 Only)
16,850,994
Fund Balance as a % of Adjusted
Appropriations [4]
$
$
65,593,809
64,880,977
3.86%
0
28.21%
$
$
68,266,744
67,148,255
4.07%
(346,141)
16,504,853
25.44%
(542,744)
15,962,109
23.77%
$
$
70,375,703
69,405,839
3.09%
(71,703)
15,890,407
22.89%
$
$
72,038,192
71,068,257
$
$
2.36%
73,761,486
72,791,908
2.39%
951,808
2,024,514
16,842,215
18,866,729
23.70%
25.92%
[1] Provides up front loan for SEPA lift station. Currently the 5 year plan does not assume any revenue for repayment. Originally appropriated in FY 16.
[2] Staff proposes Council use this amount to paydown PERS unfunded liabilities at $680,000 and any excess to pay down the two loans from the Drainage Fund.
[3] Per Council Fund Balance Reserve Policy, this is calculated as Fund Balance / (Grand Total - Debt Service - Capital Outlay).
Risks and Opportunities
This section is intended to provide context to the forecast. If realized, the circumstances discussed in this section
would have significant positive or negative net impacts to the General Fund. Those that would negatively impact
the General Fund are Risks. Those that would have a positive impact are Opportunities. Both the timing and
scale of impact for each of these scenarios are uncertain. As such, they are left out of the baseline. As
circumstances surrounding each unfold, they can be added into the baseline forecast.
Risks
Labor Negotiations
Current Labor contracts with the City’s Police Officer’s Association and Police Management Association terminate
on June 30, 2016, and June 30, 2017, respectively. The baseline forecast assumes no changes to the current
agreements. The net impact of negotiations will need to be added into the forecast and to the proposed Fiscal
Year 2016-17 Budget.
Animal Control Shelter and Service Modifications
Due to the Sacramento County shelter operating at or above capacity, the City is currently planning to construct
and operate an animal shelter in the City. The design, and scope of operations and any potential third party
operations arrangement are uncertain. A construction timeline at this point is tentative. Current projections show
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operating costs increases of approximately $1 Million annually as compared to the current projection shown in the
forecast. In addition, the General Fund may need to contribute to the capital cost of construction, although impact
fees may be sufficient to cover capital financing costs in the scope of the Five Year Forecast. Capital costs are
estimate at just under $1 Million annually given today’s favorable interest rates. Revenue Neutrality Increment
fully covers debt and operations beginning in FY 20-21 and beyond the forecast term.
Addition of City Wide Parks Services
City Council added as an imperative in Spring of 2015 that staff explore the possibility of bringing City wide parks
services in house. Staff has not made any assumptions in this forecast based on that imperative. Further
analysis must be done to determine what, if any, General Fund impact would be from the addition of the service.
Preliminary indications are that the Cosumnes Community Services District’s parks operations are financially
constrained. However, with a project this complex, Council direction on the scope, goals and terms of the new
service would be required prior to development of assumptions for this forecast.
Recession
The City, State and Nation have experienced eight years of consecutive economic growth. The recovery is now
exceeding the average length of economic expansions in the post-World War II era. This recovery differs in the
extremity of the preceding downturn and in its slower pace. The slower pace combined with indicators showing
there is still room for some growth provide the basis for this forecast assuming continued growth.
The model does identify a minor slowing of economic growth, but does not account for full blown recession. In a
recession pattern, economic activity declines, which would likely lead to negative revenue growth for the City.
Specifically, the City relies heavily on sales tax revenues of which approximately 1/3 typically comes from auto
sales. If economic activity declines, auto sales and other sales tax generating activities are likely to decline. This
could have a sizeable detrimental impact to the General Fund.
Opportunities
Outlet Collection at Elk Grove
The City anticipates the opening of Phase I of the Outlet Collection at Elk Grove (the mall) at some point during
the next five years. The opening of the mall will have a significant impact on both operating costs and revenues.
The timing of opening is uncertain, but is not likely to occur in Fiscal Year 2016-17. Preliminary indications are
that the mall will provide a significant financial benefit to the City, however the uncertain opening and revenue
generation also have an impact on the payments the City will have to make to the operator per the Development
Agreement. The mall’s opening will require a reevaluation of the City’s long range forecast.
Other Economic Development (Costco/Hotel)
Other economic development opportunities may be realized during the term of the forecast. Most prominent is a
possible Costco development and a potential new hotel. Costco has not signed a lease with the site developer
Pappas Investments, and a store opening is not likely in FY 2016-17, even if a deal is worked out immediately. In
addition, Costco historically has asked for and received favorable Development Agreements with local
jurisdictions due to its popularity among consumers. At this point, potential agreement terms are unknown.
In March 2016, a 96 unit hotel complex was approved. The hotel construction timeline is approaching two years
and the start date is uncertain. When more information on the start time is available, the additional revenue can
be programmed into the forecast.
The City will reevaluate its forecast as these and other significant economic development opportunities are
realized.
Repayment of SEPA Infrastructure Investment
The Fiscal Year 2015-16 budget called for significant General Fund investment in the City’s South East Policy
Area (SEPA), specifically a sewer lift station. The project is 100% reimbursable through the Sacramento Area
Sewer District’s (SASD) existing development impact fee program. Preliminary planning is under way, but
18
construction on the project has not yet begun. Anticipated opening of the lift station, and subsequent acceptance
of the project by SASD is likely to occur as early as Fiscal Year 2017-18. Reimbursement is not due the project
developer (in this case the City) until such time the project is accepted. Reimbursement is provided in some form
of fee credit. Upon receipt of the credit, the City will have to monetize that credit by selling to developers or wait
for development in SEPA to occur that will provide funding to SASD to provide ultimate reimbursement. City Staff
is currently working with SEPA developers and SASD on options that could bring some reimbursement payments
within the five year forecast.
Potential Sales Tax Measure
The City is currently assessing community priorities and planning for a potential sales tax measure in November
2016. Initial polling of a General Purpose tax indicates there may be support among voters. To place a General
measure on the ballot, City Council would have to vote 4-1, and voters would need to pass the measure with a
simple majority. Council vote would occur in July of this year. A general revenue measure would add significant
resources to the General Fund and would require an overhaul of this forecast.
Scenarios with Uncertain Impacts
Wilton Rancheria Resort and Casino
The Wilton Rancheria Resort and Casino is currently evaluating a potential location for a future resort and casino.
The currently preferred alternative per the Environmental Impact Study is located in Galt with the Phase II site of
the Outlet Collection at Elk Grove as the second choice. Impacts of the project are unknown and are currently
being studied. Significant revenues for one time capital impact and for provision of ongoing services are
expected, but are likely to be offset by increases in costs for both construction and service delivery. The net
impact is unknown and will continue to be evaluated as more information is made available and the tribe moves
closer to an ultimate location decision.
Favorable Revenue Neutrality Schedule
In Fiscal Year 2016-17, the City continues to receive 25% of its property tax share per the Revenue Neutrality
agreement between the City and Sacramento County approved by LAFCO at the time of incorporation. The
remaining 75% of property tax revenue is transferred to the County. In Fiscal Year 2018-19, the City will begin to
receive 30% of the City’s share. Beginning in Fiscal Year 2019-20, and in each subsequent year through Fiscal
Year 2025-26, the City will receive an additional 10% of the City share. In Fiscal 2025-26 and beyond, the City
will receive 100% of its share of property tax revenue. This increase in the City’s “slice of the pie” represents a
significant opportunity for future decision makers to plan enhancements to existing services, service level
increases, additions or modifications. Currently, Staff projects the first few years of this increase will be used to
fund operations and debt for a City owned and operated animal shelter with capacity from this source beyond the
animal shelter coming to fruition in Fiscal Year 2021-22.
19
20
SUMMARY OF ESTIMATED FINANCIAL ACTIVITY & FUND BALANCE
SCHEDULE 1
FINANCIAL SUMMARIES
Estimated
Balance
7/1/2016
Fund
No.
General Fund
Undesignated
Total General Fund
101
Economic Development Fund
Operations
Total Economic Development Fund
Estimated
Revenues
6/30/2017
Estimated
Expenses
6/30/2017
Estimated
Balance
6/30/2017
$
16,850,994
16,850,994
$
65,247,668
65,247,668
$
65,593,809
65,593,809
$
16,504,853
16,504,853
105
$
$
1,068,853
1,068,853
$
$
200,000
200,000
$
$
500,000
500,000
$
$
768,853
768,853
Facilities Reserve Fund
Operations
Total Facilities Reserve Fund
106
$
$
7,176,958
7,176,958
$
$
1,239,248
1,239,248
$
$
7,930,900
7,930,900
$
$
485,306
485,306
Development Services Fund
Operations
Total Development Services Fund
295
$
$
484,925
484,925
$
$
10,866,151
10,866,151
$
$
11,351,076
11,351,076
$
$
-
Special Revenue Funds
Recycling Grant
Used Oil Recycling Grant
Vehicle Abatement
BSCC - Local Police Grant
Police Off-Duty
State Seizure
Federa Grants
Local Police Grants
SLESF
Gas Tax Fund
Affordable Housing
Agricultural Preservation
Swainson Hawk
Tree Mitigation
Street Trench Cut
CDBG
CFD 2003-1 Police Services
CFD 2003-2 Police Services
CFD 2006-1 Maintenance Services
CFD 2005-1 Maintenance Services
Street Maintenance D1 Zone 1
Street Light Maintenance Zone 1
Street Light Maintenance Zone 2
Federal Asset Forfeiture
Library Ownership
Neighborhood Stablization
Measure A Maintenance
Total Special Revenue Funds
201
202
203
210
213
215
216
217
218
221
231
233
234
235
238
241
251
252
255
256
261
262
263
264
265
267
268
275
280
285
56,376
13,828
224,964
241,874
77,215
354,712
91,682
5,734
34,630
9,085,275
4,586,633
1,943,555
1,140,618
753,862
375,142
(226,999)
206,409
1,249,449
415,954
6,467,127
4,477,491
18,538
(129,883)
5,608
964,069
(2,911,683)
(143,776)
445,273
699,793
198,892
41,228
44,792
60,000
169,177
195,000
200,000
317,292
160,000
60,343
3,325,800
3,162,050
15,000
100,000
80,000
35,000
2,000,000
816,750
2,254,000
867,000
2,080,000
802,459
35,000
236,000
30,000
530,500
810,000
245,000
110,000
70,000
41,228
44,792
250,000
169,177
185,000
554,712
311,422
165,734
221,059
13,298,511
7,354,936
1,912,685
1,162,536
112,164
276,220
2,012,251
814,609
2,919,011
1,026,396
723,876
1,375,638
34,769
366,949
32,724
1,075,362
1,999,024
349,712
443,188
32,372
534,117
294
3,452,386
3,654,808
6,987,956
$
34,174,748
21
$
22,507,199
$
46,788,130
56,376
13,828
34,964
241,874
87,215
97,552
(126,086)
(887,436)
393,747
45,870
78,082
721,698
133,922
(239,250)
208,550
584,438
256,558
7,823,251
3,904,312
18,769
(260,832)
2,884
419,207
(4,100,707)
(248,488)
2,085
777,421
(265,225)
119,238
$
9,893,817
SUMMARY OF ESTIMATED FINANCIAL ACTIVITY & FUND BALANCE
SCHEDULE 1
FINANCIAL SUMMARIES
Estimated
Balance
7/1/2016
Fund
No.
Capital Project Funds
Federal Grants
State Grants
Local Transportation Fund
CFF - Civic Center
CFF - Police
CFF - Corp Yard
CFF - Library
CFF - Transit
CFF - Admin
East Franklin Landscape Corridor
East Franklin Supplemental Drainage
East Franklin Fee - Admin
Elk Grove Roadway Fee
Impact Fee Administration
LRSP Supplemental Park Faclilities
Laguna Ridge Parks
Laguna West Service Area
Lakeside Service Area
External Agencies Fund
In-Lieu Roadway
CFD 2002-1 East Franklin
CFD 2003-1 Poppy Ridge
CFD 2005-1 Laguna Ridge
Laguna Ridge Park Fee
Measure A SSPBF
Measure A Construction
301
302
305
311
312
313
315
317
319
324
325
326
328
329
332
333
335
336
338
339
341
343
344
360
393
394
Total Capital Project Funds
Debt Service Fund
Debt Service - CFD 2002-1
Debt Service - Financing Authority
Debt Service - CFD 2003-1
402
403
404
Total Debt Service Fund
Enterprise Fund
Integrated Waste
Commercial Hauler
Drainage
Special Waste Collection Center
Transit Operations
Transit - Prop 1B
Transit Equipment
Transit Low Carbon Program
501
502
503
506
511
512
514
515
Total Enterprise Fund
Internal Service Funds
Risk Management
Facilities & Fleet
IT & GIS
State Unemployment Insurance
601
602
603
604
Total Internal Service Fund
Agency Funds
Employee Sunshine Fund
HRA Trust Fund
Debt Service CFD 2005-1
Total Agency Fund
GRAND TOTAL
Estimated
Revenues
6/30/2017
10,431,674
(3,604,469)
325,285
1,330,472
3,790,526
1,163,100
2,697,172
3,137,423
147,726
7,983,757
1,044,017
139,822
27,992,986
157,342
9,997,824
319,301
398,819
82,034
4,350,542
854,800
20,216,541
13,368,429
4,324,963
7,313,092
762,184
987,844
Estimated
Expenses
6/30/2017
11,171,868
6,412,744
128,144
212,350
383,000
320,875
588,425
474,750
8,700
364,871
1,300
5,584,175
51,250
7,090,847
218,275
66,000
500
100,000
602,500
2,305,000
3,645,000
43,030,000
2,382,550
502,789
371,981
Estimated
Total
6/30/2017
21,603,542
2,808,275
447,501
462,324
2,075,892
85,378
1,694,342
135,031
4,501,930
22,220
26,575,874
14,768
11,721,713
75,853
80,408
1,035
421,780
1,049
19,589,893
17,283,193
38,714,689
8,172,954
1,207,268
1,591,188
5,928
1,080,498
2,097,634
1,398,597
3,285,597
1,917,831
21,395
3,846,698
1,044,017
118,902
7,001,287
193,824
5,366,958
461,723
384,411
81,499
4,028,762
1,456,251
2,931,648
(269,764)
8,640,274
1,522,688
57,705
(231,363)
$ 119,713,206
$
86,017,894
$
159,288,100
$
8,936,075
2,279,416
11,381,825
$
3,455,700
1,696,339
2,013,450
$
4,972,571
1,696,338
3,675,165
$
22,597,316
$
7,165,489
$
10,344,074
$
19,418,731
$
13,973,375 $
2,640,241
31,135,918
15,502,642
(7,219,284)
2,604,091
731,341
-
14,371,252
483,000
8,178,133
2,798,000
9,855,546
976,268
85,628
173,992
$
15,194,437
481,376
21,136,773
3,907,354
9,704,973
984,487
85,628
173,992
$
13,150,190
2,641,865
18,177,278
14,393,288
(7,068,711)
2,595,872
731,341
-
$
59,368,324
$
36,921,819
$
51,669,020
$
44,621,123
$
2,435,283
1,517,552
712,775
199,325
$
3,185,147
4,479,033
2,964,243
75,000
$
3,487,465
4,957,278
3,181,866
75,000
$
2,132,965
1,039,307
495,152
199,325
$
4,864,935
$
10,703,423
$
11,701,609
$
3,866,749
730
740
756
8,968
2,969,407
10,232,434
$
20,708
49,225,202
$
46,443,000
7,419,204
2,279,417
9,720,110
32,097
46,183,467
(2,421)
2,969,407
13,274,169
13,210,809
$
49,245,910
$
46,215,564
$
16,241,155
$ 279,511,068
$
290,114,801
$
411,382,282
$
158,243,587
22
GENERAL FUND ACTIVITY
SCHEDULE 2
FINANCIAL SUMMARIES
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
FY 2017
Budget
Change From
FY 2016
Revenues
Property Taxes
Sales & Use Tax
Other Taxes
Intergovernmental
Fines & Forfeitures
License, Fees & Permits
Other Revenue
Cost Allocation
Transfers In
Revenue Total
Expenses by Function
City Council
City Manager
City Attorney
City Clerk
Finance
Human Resources
Non-Departmental
Revenue Neutrality
Community Service Grants
Event Sponsorship
Police Department
Code Enforcement
Development Services
Transit
Expenses by Function Total
$
11,458,837
22,151,051
8,608,978
10,712,007
1,143,755
526,903
639,342
2,161,732
2,330,000
59,732,605
$
11,812,500
24,143,400
8,720,625
11,078,661
1,070,300
373,637
502,782
2,496,798
2,640,000
$ 62,838,703
$
11,660,000
24,250,000
9,296,625
11,057,681
1,175,017
442,219
130,157
2,771,693
2,371,512
$ 63,154,904
$
12,243,000
23,625,000
9,522,000
11,527,000
1,082,930
449,400
305,220
2,675,368
3,817,750
$ 65,247,668
$
$
222,144
2,420,965
945,432
520,374
1,865,787
585,033
8,780,515
6,116,684
294,923
34,288,796
911,396
1,531,780
778,854
$
$
$
$
$
59,262,683
$
36,183,496
12,897,353
5,820,776
1,345
2,148
4,357,565
$
59,262,683
$
520,385
2,969,876
1,175,303
522,948
2,076,507
667,719
9,749,037
6,246,657
360,100
692,837
36,582,714
1,075,161
968,035
880,695
322,131
2,957,463
1,027,918
420,765
1,871,954
681,081
10,761,047
6,656,000
335,287
525,430
33,659,792
949,829
2,145,091
841,116
740,144
3,577,556
1,070,449
612,240
2,107,948
776,980
7,870,059
6,938,903
370,000
585,362
38,104,054
969,509
1,035,301
835,304
430,500
(518,400)
801,375
448,339
$
12,630
75,763
(197,562)
178,570
1,177,750
$ 2,408,965
219,759
607,680
(104,854)
89,292
31,441
109,261
(1,878,978)
692,246
9,900
(107,475)
1,521,340
(105,652)
67,266
(45,391)
$ 64,487,974
$ 63,154,904
$ 65,593,809
$ 1,105,835
$
$
$
$
Expenses by Category
Compensation
Operating Expenses
Internal Services
Capital Outlay
Debt Service
Transfers Out
Expenses by Category Total
38,800,025
13,742,177
5,681,401
2,500,000
713,132
3,051,239
$ 64,487,974
(1,649,271)
35,852,606
14,703,596
5,681,401
2,502,500
713,132
3,701,669
$ 63,154,904
$ 65,593,809
(346,141)
1,027,280
2,112,427
217,844
(2,428,785)
2,200
174,869
$ 1,105,835
Change in Fund Balance
469,922
Beginning Fund Balance
16,381,072
16,850,994
16,850,994
16,850,994
-
Ending Fund Balance
16,850,994
15,201,723
16,850,994
16,504,853
1,303,130
23
-
39,827,305
15,854,604
5,899,245
71,215
715,332
3,226,108
1,303,130
SUMMARY OF COST ALLOCATION
SCHEDULE 3
FINANCIAL SUMMARIES
Fund 101
General Fund
-
Fund 601- Fund 602RM
Fac
120,847 1,056,301 1,722,835
Fund 295
295 DS - Admin
17,508
34,099
Fund 602Fleet
1,928,511
-
Fund 603- Fund 603IT
GIS
675,093
516,505
Total
6,020,092
29,245
2,543
83,395
295 Planning
295 Building
295 DS - Eng
295 PW - Eng
Dev Services Fund
439,916
118,856
40,950
16,076
36,080
2,724
19,453
11,672
3,194
228
34,547
38,992
140,148
23,210
1,656
204,006
283
20
303
263,207
185,220
40,902
2,918
492,247
69,078
21,240
19,004
1,356
110,678
864,004
493,815
196,981
24,979
1,579,779
221 Gas Tax
238 Street Trench
251 CFD
252 CFD
255 CFD
256 CFD
261 St Maint Dist
262 SMD
263 SMD
264 SMD
265 SMD
267 SLMD
268 SLMD
280 Library Ownership
294 Measure A Maint
305 LTF Bike & Ped
319 CFF Admin
326 EF Admin
329 CCSD IF Admin
333 LR Parks
335 Laguna West SA
336 Lakeside SA
338 External Agencies
339 In-Lieu
341 East Franklin CFD
343 Poppy Ridge CFD
344 Laguna Ridge CFD
360 LR Park Fee
393 Measure A SSPBF
394 Measure A TCS
501 Solid Waste
501 Utility Billing
502 Commercial Haul
503 Drainage
506 SWCC
511 Transit
601 Insurance
602 Facilities
602 Fleet
603 IT
603 GIS
19,622
1,022
533
2,050
20,018
11,743
5,806
2,407
6,815
3,331
4,150
6,817
5,945
2,080
9,804
1,453
16,626
6,843
4,902
8,158
2,484
976
1,459
904
6,070
10,681
4,175
5,881
3,304
3,891
146,179
145,297
27,182
107,744
211,241
381,634
188,385
110,964
92,195
113,238
18,040
108,126
7
8,064
4,827
3,785
241
8,488
540
2,556
17,553
5,780
30,036
246
3,601
2,787
2,031
5,066
5
235
2,795
19,523
2,214
8,584
1,251
3,754
126,596
2,270
653
106,329
128,450
186,509
3,006
3,482
1,544
3,126
15,855
9,896
1
738
442
346
22
777
49
234
1,606
529
2,749
23
330
255
186
464
0
22
256
1,787
203
786
114
344
3,891
23,344
3,891
13,328
3,891
19,453
15,562
3,891
15,562
7,781
71,915
5
5,363
3,210
2,517
160
5,645
359
1,700
11,674
3,844
19,977
164
2,395
1,854
1,351
3,369
3
156
1,859
12,985
1,473
5,709
832
2,497
24,649
25,469
24,649
87,330
24,649
121,883
5,167
60,612
24,883
3,972
877
0
65
39
31
2
69
4
21
142
47
244
2
29
23
16
41
0
2
23
158
18
70
10
30
3,178
837
3,178
15,843
-
126,732
8
9,452
5,658
4,436
282
9,949
633
2,996
20,573
6,775
35,204
288
4,221
3,267
2,380
5,938
6
275
3,276
22,882
2,595
10,061
1,466
4,400
38,994
97,484
38,994
159,846
38,994
77,987
19,015
28,523
57,046
58,884
4
4,392
2,629
2,061
131
4,622
294
1,392
9,559
3,148
16,357
134
1,961
1,518
1,106
2,759
3
128
1,522
10,632
1,206
4,675
681
2,044
8,523
13,610
8,523
69,807
8,523
47,838
1,399
7,231
-
396,051
1,046
533
2,050
48,092
28,548
18,983
3,246
36,365
5,211
13,048
67,926
26,067
2,080
114,371
2,309
29,162
16,546
4,902
15,229
20,121
993
2,277
904
15,800
78,648
11,883
35,765
7,659
16,960
348,831
307,474
107,069
545,219
418,925
835,304
216,972
181,605
158,242
156,809
102,694
2,337,847
979,566
1,241,105
2,525,220
1,953,813
2,037,222
927,021
11,185,471
24
GENERAL FUND DISCRETIONARY REVENUES
GENERAL FUND REVENUES
The FY 2016-17 Budget projects $65,247,688 in General Fund Revenues. Revenues in the General Fund are
shown in two categories:

Discretionary – Revenues that are not derived from or dependent upon direct activity from a single
department. Examples include property taxes and business license fees.

Program – Revenues that are derived from or dependent upon direct activity from a single department.
Examples include animal license fees, code enforcement citations, event sponsorships, and vehicle code
fines.
FY 2016-17 General Fund Revenues
$65,247,688
3.4%
9.4%
36.2%
14.6%
Sales Tax
Property Tax
Intergovernmental
Other Taxes
17.7%
18.8%
Operating
Other Funds
FY 2016-17 General Fund Revenues
$65,247,668
91.2%
Discretionary Revenues
8.8%
25
Program Revenues
GENERAL FUND DISCRETIONARY REVENUES
SCHEDULE 4
General Fund Revenues
FY 2016
Estimate
FY 2017
Budget
Change
(Est. to Budget)
$ 11,660,000
24,250,000
6,050,000
1,296,625
1,950,000
$ 45,206,625
$ 12,243,000
23,625,000
6,171,000
1,323,000
2,028,000
$ 45,390,000
5.00%
-2.58%
2.00%
2.03%
4.00%
0.41%
$ 11,017,681
40,000
$ 11,057,681
$ 11,487,000
40,000
$ 11,527,000
4.26%
0.00%
4.24%
$
55,000
33,000
88,000
$
55,000
33,000
88,000
0.00%
0.00%
0.00%
$
$
80,000
20,000
100,000
$
80,000
20,000
100,000
0.00%
0.00%
0.00%
Other Revenue
Finance Charges
Subtotal
$
$
1,000
1,000
$
$
1,000
1,000
0.00%
0.00%
Transfers from Other Funds
Transfers In
Subtotal
2,266,512
$ 2,266,512
3,710,000
$ 3,710,000
63.69%
63.69%
Appropriation from Fund Balance
$
$
Total Discretionary Revenues
$ 58,719,818
Discretionary Revenues
Taxes
Property Taxes
Sales & Use Tax
Utility User's Tax
Franchise Fees
Subtotal
Intergovernmental
Property tax in lieu VLF
Mandates
Subtotal
Licenses & Permits
General Business Licenses
Special Business Licenses
Subtotal
Investment Income
Interest
Change in Market Value
Subtotal
$
$
26
-
$
346,141
$ 61,162,141
N/A
4.16%
GENERAL FUND PROGRAM REVENUES
General Fund Tax Revenues
Actual, Estimated and Projected
$50,000,000
$40,000,000
Sales Tax
$30,000,000
Property Tax
$20,000,000
Other Taxes
$10,000,000
$2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17
Property Taxes
Historically, property tax revenues have been a stable source of funds for California municipalities. In Sacramento
County, slow steady growth averaging 5.5% is the norm. Based on Sacramento County Assessor’s office
estimates, 5% is assumed for FY 2016-17.
Sales Taxes
Sales tax is a volatile revenue source, yet it is the City’s largest single source for general operations budgeted at
38.2% of General Fund revenue. Sales tax revenues hit an all-time high in FY 2015-16 and taxable sales are
projected to increase by 2% in FY 2016-17. However, sales tax revenues are projected to decline nearly 2.6%
due to the one-time payment of over $1.1 million received in 2015-16 as the State of California trued-up the Triple
Flip borrowing.
Currently, the sales tax rate in Elk Grove is 8%. For every dollar spent on taxable goods in the City, sales tax
revenue is distributed as follows:






4.19% - State of California (note this will decrease to 3.94% in January 2017)
1.00% - City General Fund (Bradley Burns)
0.50% - Public Safety (Prop 172)
1.56% - County Realignment (Mental Health/Welfare/Public Safety)
0.25% - Countywide Transportation Fund
0.50% - Sacramento Transportation Authority (Measure A)
Other Taxes
Utility User’s Tax. A tax of 2.25% is levied on electricity, gas, sewer, communications technology, and video
services. The population continues to shift towards mobile technologies, and continues to shift the way in which
mobile technologies are purchased. UUT revenue is expected to continue its growth as the revenue from prepaid
wireless is not captured thanks to recently enacted legislation at the State level.
Franchise Taxes. Gas and cable franchise taxes are collected from those utility companies operating within the
City limits. These revenues are based on agreements with Sacramento County prior to the City’s incorporation.
The franchise fee revenues are projected to grow at 2%.
27
Transient Occupancy Tax. A tax of 12% is levied on hotel and motel rentals in the City limits. The City
experienced substantial growth in the category in over the past three fiscal years due to increased occupancy
demand. A steady 4% growth rate is assumed for FY 2016-17.
Intergovernmental
Property tax in lieu of VLF. In 2004, most of the Vehicle License Fee (VLF) revenues traditionally received by
local governments were swapped with the State of California for an additional property tax share. This amount
grows annually with the change in assessed valuation for each jurisdiction. With the projected increase in
assessed value, property tax in lieu of VLF revenue is projected at a 5% increase.
Mandates. Activities mandated to local governments by the State of California are reimbursable by law; however,
many reimbursement claims over a period of several years remain unpaid as those funds are retained by the
State to balance its budget. The City receives a minimal amount for this source that is projected to remain flat in
the coming year.
Licenses and Permits
In 2012, the City Council changed the function of business licenses to no longer be regulatory. The fee for
business licenses was reduced, commensurate with the diminished level of effort required of City staff. Revenue
is projected to remain flat at $88,000.
Investment Income
Revenues into the General Fund do not occur evenly over the fiscal year. For example, most property taxes are
received in January and May of each year. The Finance Director is authorized to invest these funds in short-term
investments. The resulting interest accrued on the invested funds is considered revenue for the City. Interest
income is budgeted at no growth over estimated prior year returns due to continued lower interest rates.
Other Revenue
Finance Charges. These revenues are miscellaneous charges accrued on various customers’ charges for
services. The FY 2016-17 budget assumes similar activity to historic norms.
Miscellaneous Revenues. This category is used to record those revenues that are miscellaneous in nature and
unrelated to specific departmental activities. The FY 2016-17 budget assumes similar activity to historic norms.
The General Fund receives transfers from other funds that share in the cost of activities performed in the General
Fund. Specifically, the 2003-1 and 2003-2 Police Services community facilities districts contribute to the costs of
providing public protection. Continued growth in the tax base means continuously larger transfers to the General
fund.
Appropriation from Fund Balance
The FY 2016-17 budget assumes $346,141 in appropriations from the Fund Balance.
Balance as a percentage of adjusted appropriations is 28.2%
28
The resulting Fund
SCHEDULE 5
FY 2016
Estimate
FY 2017
Budget
Change
Program Revenues
Governance
Charges for Service
City Clerk
Event Sponsorships
Subtotal
Cost Allocation
Subtotal
Subtotal Governance
Public Protection
Licenses & Permits
Alarm Permits
Transportation Permits
Animal Licenses
Subtotal
Charges for Service
False Alarms
Towing Services
Civil Subpoenas
Off-Duty Administration Fees
Subtotal
Fines & Forfeitures
Vehicle Code Fine
Red Light Violation Fines
Parking Violations
Other Citations
Subtotal
$
$
1,510
54,777
56,287
$
$
10,050
100,700
110,750
565.56%
83.84%
96.76%
2,571,693
$ 2,571,693
2,425,368
$ 2,425,368
-5.69%
-5.69%
$ 2,627,980
$ 2,536,118
-3.50%
$
$
$
93,000
9,000
85,500
187,500
1.92%
12.50%
3.37%
3.04%
$
65,000
125,000
4,500
18,000
212,500
0.00%
1.48%
-10.45%
20.00%
2.07%
$
91,250
8,000
82,711
181,961
$
65,000
123,173
5,025
15,000
208,198
$
120,000
689,546
69,421
148,480
$ 1,027,447
$
112,000
700,000
75,000
165,300
$ 1,052,300
-6.67%
1.52%
8.04%
11.33%
2.42%
$ 1,417,606
$ 1,452,300
2.45%
$
$
$
8,000
7,500
35,000
50,500
$
8,000
7,500
35,000
50,500
0.00%
0.00%
0.00%
0.00%
$
$
34,000
34,000
$
$
34,000
34,000
0.00%
0.00%
$
$
$
200,000
105,000
305,000
$
$
$
250,000
108,750
358,750
25.00%
3.57%
17.62%
Subtotal Code Enforcement
$
389,500
$
443,250
13.80%
Total Program Revenues
$ 4,435,086
$ 4,431,668
-0.08%
Subtotal Public Protection
Code Enforcement
Charges for Services
Abatement
Property Registrations
Inspections
Subtotal
Fines & Forfeitures
Processing Fees
Subtotal
Transfer from Vehicle Abatement
Transfer from Integrated Waste
Subtotal
29
General Fund Program Revenues
Actual, Estimated and Projected
$4,500,000
$4,000,000
$3,500,000
Code Enforcement
$3,000,000
Public Protection
$2,500,000
Governance
$2,000,000
$1,500,000
$1,000,000
$500,000
$FY 2011-12
FY 2012-13
FY 2013-14
FY 2014-15
FY 2015-16
FY 2016-17
Governance
The FY 2016-17 budget includes Governance revenues from the City Clerk’s operations, event sponsorships, and
cost allocation. Cost allocation comprises the most significant portion of the Governance revenues and is
expected to decrease by 5.7%. The cost allocation plan incorporated into the 2016-17 budget relies on FY 201415 financial data to recover costs expended on providing services to departments and activities outside the
General Fund.
Public Protection
Public protection revenues are a direct result of activities and services of the Police Department. Examples of
public protection revenues include animal licenses, false alarm fees, and vehicle code fines. The FY 2016-17
budget projects a modest increase in these revenues of 0.25%.
Code Enforcement
The FY 2016-17 budget assumes 13.5% growth in Code Enforcement revenues, which are largely derived from
citations, abatement fees, and inspections. The assumed increase is due to the proactive approach to
enforcement the department began in FY 2015-16. Additionally, the City is taking advantage of funds set aside in
the County’s Vehicle Abatement program to fund these services within the General Fund Code Enforcement
division.
30
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GOVERNANCE
CITY COUNCIL
MISSION
The mission of the City Council is to create a superior quality of life for Elk Grove residents through increased
services, safety, and quality local amenities. The Council works for improved services for today’s residents, while
maintaining and preserving history for our children and future residents.
BUDGET SUMMARY
Compensation
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
166,712
55,432
222,144
FY 2016
Budget
451,797
68,588
520,385
FY 2016
Estimate
254,743
67,388
322,131
FY2017 Change from
Budget
FY 2016
404,406
(47,391)
264,523
195,935
71,215
71,215
740,144
219,759
POSITION LISTING
Authorized
Position
1100 Assistant to the Mayor
1100
Council Assistant
1100 City Council Total
FY2015
0
5
5
FY 2016
1
4
5
PROGRAM DESCRIPTION
FY 2017
1
4
5
Change
0
0
0
$740,144
The City Council serves as a five-member policy board of the City. As an elected body, the City Council provides
direction, establishes goals and sets priorities for the City. The City Council is the chief legislative body in City
government. Councilmembers are elected at-large and serve four-year terms.
The City Council is charged with a variety of duties and responsibilities, which include:







Established community goals and objectives
Adopting an annual balanced budget
Generally setting forth policies of the City
Appointing personnel as provided by state law or other municipal code
Adopting ordinances and resolutions
Approving contracts
Providing grant recognition to outside agencies
31
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GOVERNANCE
CITY COUNCIL
City Council Vision, Goals and Imperatives
The involvement of the City Council in setting direction is essential to the budget process. The vision and goals
provide high level and long-term direction to staff, help to determine the allocation of resources, and establish
priorities. These goals will provide focus to the organization-wide efforts of staff and ensure that the most important,
highest-priority objectives are accomplished and that these priorities are communicated to the public. Imperatives
establish short term budget priorities and help staff make funding recommendations to Council.
The City Council developed the following vision, goals and imperatives on March 4, 2015 at a Special Council
Meeting. The vision and goals were formally adopted by council on March 27, 2015. The vision goals are the driving
force behind all budget recommendations made by the City Manager and City Staff in presenting this budget
document for Council consideration.
City Council Vision Statement and Goals Fiscal Year 2016-17
VISION STATEMENT
Elk Grove will be a regional leader in providing a high quality of life for all generations through connected and safe
neighborhoods, diverse residential and employment choices, and amenities that celebrate and build upon the
community’s diversity and heritage.
GOALS FOR FY 2016-17
The City of Elk Grove will be known as an environment supportive of small business, working closely with
entrepreneurs and innovators in all sectors for local business to begin, grow and stay within the City. The City’s
target for large business attraction will capitalize on the synergy offered by the City’s three prominent medical
facilities, and the private medical school and school of pharmacy. The City also will highlight its historical
agricultural roots as the region continues to promote the “farm to fork” brand for the greater Sacramento region.
Develop a targeted marketing plan for business attraction of industries in the health care sector, form a City
recruitment team, and solicit new businesses to consider re-location to Elk Grove.
1. Evaluate small business support needs, publicize existing City small business support programs, identify
incentives for local innovation and entrepreneurship, and expand outreach to successfully market an
innovation support network within the City.
2. Identify gaps in infrastructure (both physical and digital) necessary for medium to large business retention
or relocation and create plan for addressing identified impediments.
3. Complete approval of the Southeast Policy Area and utilize the land use plan to develop a recruitment
strategy for new or expanding businesses.
4. Ensure the successful opening of the regional outlet mall and assist with business attraction to provide
diverse retail opportunities.
5. Develop re-use strategy for the Old Town Elk Grove parcel.
32
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GOVERNANCE
CITY COUNCIL
The City of Elk Grove will provide opportunities for all residents to engage with each other and with their City
government, through choices of residential opportunities that serve a variety of ages and
backgrounds. Neighborhoods will be strong through the connections of residents within small communities, and
also with the larger opportunities available through the City and its cooperating public service agencies. The
City’s public infrastructure will promote connections and facilitate mobility among neighborhoods and the greater
Sacramento region.
1. Develop a schedule for the General Plan Update, including a policy on future expansion of City
boundaries.
2. Prioritize public transit opportunities (e.g., light rail, heavy rail and bus rapid transit, multimodal station);
develop and implement a political and funding strategy that supports the City’s goals for enhanced
regional connectivity.
3. Engage and complete a comprehensive Police Staffing Study to align sworn and non-sworn support
police staffing requirements with service demands and expected community growth (residential and
business) in the next five years.
4. Strengthen and support the engagement of neighborhoods in the protection and safety of Elk Grove.
5. Develop culturally relevant strategies and programs to address the problem of domestic violence in the
community.
6.
Achieve enhanced coordination of City and school public safety, including the opportunities arising from
expiration of the Sacramento County Sheriff contract for on-site policing with the Elk Grove Unified School
District.
7. Review Code Enforcement priorities, with an evaluation of cost to implement proactive administrative
enforcement of key nuisance abatement or neighborhood enhancement ordinances.
8. Begin construction of the Kammerer Road extension.
The City of Elk Grove will capitalize on our diverse, family-oriented community and our respect for the City’s
heritage and character. The City will invite residents and visitors to enjoy our natural resources in a responsible
manner as they build and expand their awareness and respect for the City’s natural habitat. The City will develop
facilities that serve residents of all ages and backgrounds, but that also provide venues for regional, state,
national and international training and competition to leverage economic growth.
1. Continue collaboration for optimal delivery of parks and recreation services with the Cosumnes
Community Services District.
33
101-1100
GOVERNANCE
CITY COUNCIL
2. Define the vision for a competitive multi-sport complex that attracts regional, state, national and
international users, establish a development and services plan, funding and marketing strategy that
supports the achievement of this vision.
3. Evaluate the Civic Center master plan for phases two and three and develop a funding strategy.
4. Complete current Civic Center Phase One amenities:
a. Complete construction of Aquatic Center by summer 2016; identify and retain an operator.
b. Assist the Senior Center of Elk Grove in developing plans for a new Senior Center and evaluating
stakeholder engagement.
c. Complete construction of Veterans Hall and open facility in 2016.
5. Evaluate unmet needs for performing arts venue and identify Elk Grove programming and facility
operations.
Protection of our existing reserves, infrastructure and natural resources sustains a healthy and prosperous
community. City Council and staff will be accountable to pursue transparent short and long term plans to
optimally balance fiscal constraints with effective investment in the preservation of both prudent reserves and our
precious resources.
1. Evaluate the burden on new development for infrastructure construction and maintenance, including
regional impact fees and develop strategies to ensure economic competitiveness within the region.
2. Review the cost of “purple pipe” installation to carry recycled water, considering the likelihood and
potential cost of a recycled water supply and the cost of retrofit if infrastructure is not available to carry a
future recycled water source.
3. Develop a matrix of criteria to prioritize capital improvement projects, including identified funding gaps
and recommendations for resource enhancement to fully fund highest priority (two-year) projects.
4. Develop a road maintenance policy based upon understood and approved asphalt repair standards, such
as the pavement management index, and identify funding resources and gaps to achieve this level of
ongoing road maintenance.
The City of Elk Grove will be known as a model for the “continuous improvement” culture, efficiently combining inhouse and contract personnel to achieve cost effective, nimble, and timely provision of municipal services. Our
commitment is to our customers, both internally and externally. We provide a positive organizational culture
where we recruit, retain and promote the best employees who are regionally focused and recognized as
leaders. City Council and staff are always willing to work with all stakeholders to achieve success.
34
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GOVERNANCE
CITY COUNCIL
1. Identify likely retirements from key Executive staff/Department head positions and evaluate service
delivery model (in-house versus contract services) to ensure most efficient and highest service delivery
standards.
2. Evaluate staffing for Mayor and Council Members, including designated professional support staff, cost
and constituent response benefits.
3. Update Mayor and Council Member outreach budget to assist with enhanced citizen engagement.
4. Evaluate City-operated animal shelter services and related facility costs.
5. Collaborate with other governmental agencies to enhance service delivery and reduce costs.
35
101-1200
GOVERNANCE
CITY MANAGER
MISSION
The City Manager’s Office ensures efficient day-to-day operations throughout the City while overseeing programs
that provide residents with high quality housing, shopping, working and recreating opportunities. The City
Manager continually strives to keep the City in a fiscally strong and economically sound environment. The Office
includes Public Affairs, Economic Development, Federal and State Legislative programs, Ask Elk Grove customer
service program, as well as the Office of Management and Budget.
BUDGET SUMMARY
Compensation
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
1,525,255
895,710
2,420,965
FY 2016
Budget
1,758,430
1,211,446
2,969,876
FY 2016
Estimate
1,658,452
1,299,011
2,957,463
FY2017
Budget
2,016,660
1,560,896
3,577,556
Change from
FY 2016
258,230
349,450
607,680
POSITION LISTING
Authorized
Position
1200
Administrative Analyst
1200
Administrative Assistant
1200
Assistant to the City Manager
1200
Budget Analyst I
1200
Budget Manager
1200
City Manager
1200
Community Events & Projects Coordinator
1200
Deputy City Manager
1200
Economic Development Coordinator
1200
Economic Development Director
1200
Executive Administrative Assistant
1200
Graphic Designer
1200
Jr. Graphic Designer-PT
1200
Management Analyst
1200
Public Affairs Manager
1200
Sr. Budget Analyst
1200
Sr. Customer Service Specialist
1200 City Manager Total
FY2015
0
0
0
1
1
1
1
1
1
1
1
1
0.5
0
1
0
1
11.5
FY 2016
1
0
1
1
1
1
1
1
1
1
1
1
0.5
0
1
0
0
12.5
FY 2017
1
1
1
0
1
1
1
1
1
1
1
1
0.5
1
1
1
0
14.5
Change
0
1
0
-1
0
0
0
0
0
0
0
0
0
1
0
1
0
2.0
PROGRAM DESCRIPTIONS
City Manager’s Office
$1,163,185
14.5 FTEs
The City Manager is charged with a variety of duties and responsibilities, which include: carrying out policies and
direction from the City Council; enforcing ordinances of the City; preparing and recommending to the City Council
a balanced municipal budget annually; appointing and supervising all City personnel except as provided by State
36
101-1200
GOVERNANCE
CITY MANAGER
law or other municipal code; administering the personnel system; creating a healthy and safe working
environment for all personnel; and being responsive and available to the community.
The City Manager’s office is also charged with the following responsibilities:
State and Federal Legislative Programs
$215,780
The State and Federal Legislative programs are closely monitored for impacts to the City, State, and nation. Each
year, the City works to advance critical public safety and high priority projects. The City also works closely with
the California Legislature to advance State legislation as well as monitor bills that impact local government.
Public Affairs
$715,775
The Public Affairs Office is responsible for designing, developing and maintaining the city’s public information
platforms including the bimonthly citywide newsletter, web site and social media accounts. Office staff facilitate
media relations, advertising, marketing, graphic design, public and community relations programs, outreach, and
public meetings that support all city departments and programs. Additionally, the Office organizes City special
events and festivals, groundbreakings, and grand openings for city projects and administers the Event
Sponsorship Grant Program.
Economic Development
$972,524
The Economic Development Department functions as a liaison to local businesses, prospective businesses, and
developers to help minimize barriers to local economic development. The Department is responsible for marketing
the City to potential employers through advertising, attendance at trade shows, direct meetings, and general
networking. Department staff work directly with businesses to assist them in obtaining information, navigating the
permitting and business license process, and assisting them throughout the development process. The
Department also works closely with the Elk Grove Economic Development Corporation to encourage the retention
and expansion of existing businesses and to attract new employers. This department also administers City
economic development incentive programs.
Ask Elk Grove
$91,302
Ask Elk Grove is the City’s customer service program which connects residents with specially-trained customer
service representatives. Ask Elk Grove makes local government open and accessible to everyone. The
program’s goal is to provide the best customer service possible and get residents the help or information they
need – quickly and easily. Ask Elk Grove utilizes a variety of methods for residents to contact City Hall which
include: mobile phone application, phone, e-mail, and through the City’s website.
Office of Management and Budget
$418,991
The Office of Management and Budget is responsible for preparation, delivery, and monitoring of annual budgets,
multi-year fiscal plans, and five-year capital improvement programs. The OMB develops and analyzes financial
forecasts to ensure sustainability of current operations. Also charged with measuring performance in order to
facilitate resource allocation decisions, the OMB assists departments with performance benchmarking, identifies
opportunities for improved efficiency and efficacy, and provides both strategic and financial planning resources to
departments when planning for new or modified projects and programs.
FY 2016-17 WORK PLAN SUPPORTING CITY COUNCIL GOALS

Coordinate Economic Development activities with Greater Sacramento, EGEDC, SARTA, and other
applicable partners.
37
101-1200
GOVERNANCE
CITY MANAGER







Continue fostering positive relationships with employers in key economic sectors within the City to (1) create a
symbiotic network between employers and suppliers, workforce training organizations, and other services; (2)
attract additional employers; and (3) develop the foundations of a thriving technology, medical, and Research
and Development network in Elk Grove.
Expand the City’s Business Retention Program to include targeted business visitations and Roundtable
Discussions.
Develop an interagency Economic Development Incentive Program.
Continue implementing the recommendations of the 2010 Elk Grove Market Study and the 2014 Progress
Evaluation.
Continue to improve Elk Grove’s competitive position by facilitating a major business park within the
Southeast Policy Area.
Review and revise existing Incentive Programs and create new ones as needed to attract desired employers.
Expand the City’s marketing campaigns to target specific employment sectors, garner additional positive
media coverage, and educate prospective businesses about Elk Grove and its opportunities.





Work with regional and private partners to develop the future Civic Center as a high profile cultural economic
driver.
Continue to develop and promote marketing videos about Elk Grove to reach prospective residents,
businesses and visitors.
Maintain and promote the “In Elk Grove” website for future Elk Grove Visitor’s Bureau.
Host a real estate roundtable and create a City Welcome Kit for new businesses and residents in conjunction
with local real estate companies to instill community pride and provide information to assist those making Elk
Grove their new home.
Identify and prioritize viable transit-oriented development and infill sites.








Enhance online resources for residents seeking neighborhood information and provide open and transparent
data.
Coordinate with the Sacramento Convention and Visitors Bureau, Visit Elk Grove, local organizations, and
event organizers to promote new sporting tournaments, conferences and special events held in Elk Grove to
promote regional tourism to Elk Grove.
Continue implementing the “Join the Movement” sports and fitness program to promote the vast array of
amenities in Elk Grove that support an active, healthy lifestyle.
Expand social media and multimedia programs to promote Elk Grove’s high quality of life to business and
residential communities.
Implement a Military Street Banner Program honoring Elk Grove veterans through a sponsorable street
banner installation program in proximity to the future Veterans Hall facility.
Continue collaborating with City committees that promote Elk Grove as a recreational and cultural center that
attracts visitors, including the Trails Committee, Committee for the Arts and Multicultural Committee.
Host events that foster a sense of community pride, including the Multicultural Festival, Salute to the Red,
White and Blue fireworks show, Big Truck Day and Join the Movement fitness events.
Facilitate City event sponsorship grant support for community organizations producing local events.
38
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GOVERNANCE
CITY MANAGER




Develop a five-year financial forecast for the General Fund and enterprise funds; analyze forecasts for trends
to monitor.
Track performance measures that provide feedback in the achievement of Council goals.
Partner with other agencies (CCSD, Sacramento County, other cities within the Sacramento region) to share
constrained resources and restructure operations.
Continue to work with the Elk Grove Chamber of to encourage the creation of new businesses that provide
high quality jobs, new taxable sales, and economic diversity.





Strategically align the organization to support the currently adopted City Council Vision, Goals, and Strategic
Imperatives.
Continue to strengthen relationships with regional partners, particularly those related to economic
development.
Have regular meetings with Cosumnes Community Services District, Sacramento County Supervisor and
staff, City of Sacramento and participate in regional meetings and events.
Conduct customer satisfaction surveys (internal and external, resident and business community).
Identify meaningful performance measurement in support of Council-adopted goals and strategic imperatives;
communicate progress through the budget process.
PERFORMANCE MEASURES
Public Affairs
FY2015
Actuals
Council Goal, Imperative, and Measure
FY2016
Adopted
FY2016
Estimate
FY2017
Proposed
Normal Business
Number of Visitors to www.elkgrovecity.org
N/A
400,000
410,000
400,000
Number of Visits to www.elkgrovecity.org
N/A 1,600,000 1,940,207
1,824,000
Total % increase in Facebook Friends
22
30
27
20
% of non residents attending sponsored events
21
20
30
30
Total Number of Event Attendees
175,860
200,000
190,490
200,000
FY2015
Actuals
Normal Business
% of Elk Grove residents employed by Elk Grove’s top 25 largest employers
Jobs to housing ratio
Number of net new jobs established within the City
% increase in hotel tax collections
% increase in sales tax collections
% Commercial vacancy rate
% increase in commercial property valuation
Ratio of private investment leveraged per dollar of City assistance provided
39
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
FY2016
Adopted
30
0.7
650
6
6.5
6
0
3
FY2016
Estimate
TBD
0.86
3155
26.58
4.56
5.6
-4
90.44
FY2017
Proposed
30
0.7
650
4
2
6
0
3
101-1200
GOVERNANCE
CITY MANAGER
Ask Elk Grove
FY2015
Actuals
FY2016
Adopted
FY2016
Estimate
FY2017
Proposed
Recognize the City’s high operational performance and achieve new levels of organizational excellence with the highest
service levels, while also providing regional leadership through collaboration
Normal Business
Average Number of Dropped Calls per Week
1
3
2
Average Speed in Seconds to Answer In-Coming Calls (AEG) per Week
4
5
5
3
5
FY 2015-16 ACCOMPLISHMENTS
















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
Worked with all local hotel operators to establish the Elk Grove Tourism Marketing District and Visit Elk
Grove, a new non-profit corporation made up of the District hotels and the City to market Elk Grove as a
destination.
Advanced the Animal Shelter project by conducting a mini-update to the Animal Shelter Needs
Assessment Study to reflect updated animal intake figures. Conducted extensive real estate reviews of
potential existing industrial properties that could be remodeled into an Animal Shelter. Ultimately, no
suitable inventory was found, so staff has been taking steps to build a shelter on City owned land at the
Corporation Yard.
Hired an Economic Development Coordinator to act as the City’s primary business liaison and
ombudsman.
Developed two economic development advertising campaigns and placed ads in regional and statewide
publications designed to increase the City’s visibility as a business location.
Sponsored various local, regional, and stateside economic development conferences and business
events in order to increase Elk Grove’s visibility as a business location.
Developed new relationships with key site selection consultants and corporate real estate executives.
Engaged local, regional, and statewide economic development organizations and participated in their
meetings, events and conferences (often including sponsorship).
Obtained City Council approval of a contract with the newly created Greater Sacramento Economic
Council.
Obtained City Council approval of an $81,000 Incentive Agreement with California Correctional
Healthcare Services to assist with the agency’s expansion plans and attract up to130 new jobs to the
City.
Prepared and presented to Council a comprehensive report on Elk Grove business employment
dynamics.
Assisted with the formation and launch of InnoGrove, a newly created technology-focused co-working
facility, and provided a $27,500 founding investment in the venture.
Reconfigured the Economic Development Department’s conference and tradeshow schedule to be more
industry focused and to include a greater number of regional, statewide, and national events.
Produced and conducted the fifth annual Elk Grove Business Walk, in cooperation with the Elk Grove
Chamber of Commerce and other partners.
Implemented a Business Welcome Letter program which provides a welcome packet to each newly
licensed business operating in Elk Grove.
Identified and engaged a number of prospective large-format corporate users for SEPA properties and
commenced negotiations for a 250,000 square foot manufacturing user.
Identified and engaged a number of large format retail users for key retail projects.
Assisted Apple with its expansion plans.
Developed and implemented a ribbon cutting program designed to welcome new high profile businesses
to Elk Grove designed to augment the Elk Grove Chamber of Commerce’s ribbon cutting program.
40
101-1200
GOVERNANCE
CITY MANAGER























Created and obtained City Council approval of annual performance metrics for the Economic
Development Department.
Administered the City’s economic development incentive and financing programs.
Created the one-page Budget Fact Sheet and podcast to better communicate with residents about
important budget issues.
Garnered the Government Finance Officers Association’s Distinguished Budget Presentation award.
Continued improvement on performance measurement system to enhance monitoring of progress
towards achieving City Council goals.
Expanded event partnerships to market Elk Grove to the greater Sacramento region through the first Elk
Grove Night at the Kings game, Nashville in the Neighborhood concert presented by KNCI and Brewfest
produced by Beers in Sac.
Coordinated the annual “Big Truck Day” at a local shopping center for hundreds of participants to promote
National Public Works Week and educate the community about the role of the Public Works Department.
Hosted the City’s first cross-fit style event, the Green Gauntlet Fitness Challenge, in March 2016 to
support the “Join the Movement” fitness campaign.
Conducted a Request for Proposal to bring a weekly Farmer’s Market to the Elk Grove Plaza every
Sunday, year round. The City ultimately contracted with the Living Smart foundation to provide this
amenity to the community.
Assisted the Committee for the Arts to host Art Americana in September 2015 on the Old Town Plaza.
This festival of the arts featured more than 30 exhibitors, six stage acts and a visit from Mark Twain. The
event attracted an estimated 800 visitors.
Launched a new year-round farmers market on the Old Town Plaza in partnership with the Living Smart
Foundation to encourage community engagement and involvement, promote community-building and
health outcomes, celebrate the diversity of our City, and provide a fun and festive atmosphere that
supports local agriculture.
Coordinated 19 events held on the Old Town Plaza with Facilities staff, excluding the farmers markets,
including Nashville in the Neighborhood, Brewfest, Green Gauntlet Fitness Challenge and Food Truck
Mania.
Redesigned and developed a new online version of the City of Elk Grove newsletter delivered to more
than 55,000 businesses and residents.
Expanded the City’s social media following on platforms including Facebook Twitter, Instagram and
Periscope to promote City of Elk Grove news and information to more than 13,000followers.
Launched the Elk Grove Town Planner Instagram Calendar Contest in partnership with Town Planner as
part of a one month content that yielded 116 entries and 110 new Instagram followers on the City’s
Instagram account. The contest was recognized at the 2016 Government Social Media Conference for
Best Use of User Generated Content.
Conducted a series of focus groups to evaluate the effectiveness of the City’s web site.
Launched advertising in the Sacramento Visitors Guide and became a member of the Sacramento
Convention & Visitors Bureau to attract tourism to Elk Grove.
Produced eight videos for use in event promotion and as part of the 2016 State of the City address.
Videos for the Salute to the Red, White & Blue, Multicultural Festival, and Holiday shopping #InElkGrove
campaigns were shown in regional movie theaters.
th
Planned and hosted more than 22,000 guests at the 19 annual Salute to the Red, White and Blue event
th
on July 4 at Elk Grove Regional Park.
Facilitated services and support for 40 community events produced by local non-profit organizations
through the City’s Event Sponsorship Grant Program. These events are estimated to have attracted
more than 160,000 guests.
Activated City event marketing booths at 16 local events promoting City services and programs reaching
more than 151,000 guests with City of Elk Grove news and information.
Promoted the “Join the Movement” health and wellness program to promote the vast array of amenities in
Elk Grove that support an active, healthy lifestyle.
Attended the Sacramento Metro Chamber of Commerce Capitol-to-Capitol visit in Washington D.C. in
April 2016 to represent the City of Elk Grove on a regional basis as well as discuss City specific projects.
41
101-1300
GOVERNANCE
CITY ATTORNEY
MISSION
The mission of the City Attorney’s Office is to provide timely, relevant, and high-quality legal advice and guidance
to the City’s elected and appointed officials, as well as City staff, and to represent the City in court and other
proceedings in either prosecuting or defending the City’s position.
BUDGET SUMMARY
Compensation
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
617,124
328,308
945,432
FY 2016
Budget
625,353
549,950
1,175,303
FY 2016
Estimate
531,618
496,300
1,027,918
FY2017 Change from
Budget
FY 2016
923,999
298,646
146,450
(403,500)
1,070,449
(104,854)
POSITION LISTING
Authorized
Position
1300
Assistant City Attorney
1300
City Attorney
1300
Executive Administrative Assistant
1300
Legal Assistant
1300 City Attorney Total
FY2015
2
0
1
1
4
FY 2016
2
0
1
1
4
FY 2017
2
1
1
1
5
PROGRAM DESCRIPTION
Change
0
1
0
0
1
$1,070,449
5.0 FTEs
The City Attorney’s Office reviews, evaluates, and provides legal advice and representation to the City. The City
Attorney’s Office represents the City, as an entity, and as embodied through the highest authorized legislative
body, officer, or employee overseeing a particular assignment. The City Attorney and members of the City
Attorney’s Office work closely with individual City officials, managers, and staff on a regular basis, and the City
Attorney is ultimately accountable to the City Council as a whole.


Implement the City Council’s policy direction to bring commercial and employment centers to the City.
Assist the City Council and City staff with the implementation of fiscally responsible economic incentives,
to the extent permitted by law.
42
101-1300
GOVERNANCE
CITY ATTORNEY


Assist the City’s Code Enforcement Department with enforcement of the City’s Municipal Code through
the administrative process and court system.
Recommend amendments to the City’s Municipal Code as needed to help ensure a high quality of life for
the City’s residents.


Implement the City Council’s policy direction in developing sports and cultural facilities in the City.
Assist the City’s Planning and Public Works Departments in processing development projects leading to
cultural and economic growth.



Deliver legal services in a cost-effective and efficient manner, and recommend legal options and
strategies that are most protective of the City’s resources and assets.
Ensure compliance with contractual provisions protecting the City and pursue monetary and other
remedies against those who fail to comply with provisions of City contracts and applicable law.
Ensure compliance with all applicable environmental laws, including the California Environmental Quality
Act.


Remain knowledgeable and up to date on new and relevant case law, statutes, regulations, and
legislation impacting municipalities, and, in particular, the City of Elk Grove.
Coordinate with other local city attorneys and agency legal counsel to exchange ideas and develop
regional strategies for addressing shared legal issues.
43
101-1400
GOVERNANCE
CITY CLERK
MISSION
While operating under statutory provisions of the California Government Code, the Elections Code, and City
ordinances and policies:



Ensure the City’s legislative processes are open and public by providing a link between citizens and
government through the dissemination of information;
Accurately record and preserve Elk Grove’s legislative history, safeguarding vital, historic, and permanent
records of the City; and
Serve with courtesy, promptness, and integrity – the public, City Council, and City staff in an unbiased
and fiscally responsible manner.
BUDGET SUMMARY
Compensation
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
413,948
106,426
520,374
FY 2016
Budget
426,748
96,200
522,948
FY 2016
Estimate
391,665
29,100
420,765
FY2017 Change from
Budget
FY 2016
458,490
31,742
153,750
57,550
612,240
89,292
POSITION LISTING
1400
1400
1400
1400 City Clerk
Total
Authorized
Position
Assistant City Clerk
City Clerk
Deputy City Clerk/Records Manager
PROGRAM DESCRIPTION
FY2015
1
1
1
FY 2016
1
1
1
FY 2017
1
1
1
Change
0
0
0
3
3
3
0
$612,240
3.0 FTEs
Administration
The City Clerk, appointed by and under the direction of the City Council, serves as the Clerk to the City Council,
and Secretary to the Finance and Parking Authorities. It is the responsibility of the City Clerk to provide support to
the legislative body, as well as to respond and to implement processes responsive to the Brown Act, the Public
Records Act, the Political Reform Act, Election laws and various other statutes. The City Clerk is the filing officer
and official for Statements of Economic Interests and Campaign Disclosure Statements. The City Clerk is the
custodian of the City Seal, and attests and acknowledges official City documents as required.
44
101-1400
GOVERNANCE
CITY CLERK
Operations
The Office of the City Clerk is responsible for agenda preparation and posting, as well as coordinating distribution
of agenda materials to the City Council, senior executives and the public. Public notice is achieved as mandated
by various statutes through posting, publication and mailing processes. The Office of the City Clerk receives for
tracking and processing to other departments subpoenas, motions, claims against the City, capital improvement
bids, consultant service proposals, contracts, as well as appeals to decisions of the Planning Commission and
administrative appeals of the agency.
Records
The Office of the City Clerk is the repository for the legislative records of the City Council, as well as contracts and
a variety of other recorded documents. Records Division staff receives and processes for review and release,
public requests for records under the Public Records Act. The Records Division staff is also responsible for
securing records in an optical imaging system for citywide staff access and makes records available utilizing the
City’s website.
Elections
The City Clerk is responsible for administering General Municipal Elections, as well as any Special Elections that
may be called, in addition to annexation elections to Assessment Districts and Community Facility Districts.
Budget Issues

The November 8, 2016 General Municipal Election for the Directly Elected Mayor, Council Member
Residency Districts 1 and 3, and potential measures is budgeted at $120,000.
DEPARTMENT WORK PLAN FOR FY 2016-17
Administer the November 8, 2016 General Municipal Election (Directly Elected Mayor, Council Member
Residency Districts 1 and 3, potential measures)
 Prepare and maintain informational webpage throughout the 2016 Election process;
 Issue and receive nomination papers from candidates for the office of the Directly Elected Mayor and
candidates residing in Council Member Residency Districts 1 and 3;
 Prepare all necessary publications and notices related to the election and Fair Political Practices
Commission filing obligations;
 Coordinate with Sacramento County to provide for a ballot drop-off location and vote center for the
November 8, 2016 General Election;
 Prepare and present resolution for certification of the November 8, 2016 General Municipal Election
results, administer oaths of office, and compile all information necessary for City Council reorganization
procedures.
2016 Conflict of Interest Code Biennial Review
The Political Reform Act requires that each city review its Conflict of Interest (COI) Code during even-numbered
years and bring forward any necessary amendments to the City Council for adoption within 90 days of its review.
To this end, the Office of the City Clerk will prepare required notifications to departments, compile results, and
present necessary documents to the City Council in order to receive the Biennial Notice of Intention to Amend the
Elk Grove COI Code and to adopt the 2016 COI Code Revision no later than December 14, 2016.
Continue evaluation of options related to “by district” elections
 Monitor progress of Assembly Bills 278 and 2220 addressing “by district” elections for general law cities;
45
101-1400
GOVERNANCE
CITY CLERK

Prepare options based on outcomes of AB 278 and/or 2220 including an outreach plan to discuss “by
district” elections with the community, and prepare and maintain an informational webpage throughout
any “by district” outreach processes.
Information Accessibility through the Digital Records Initiative
 Reduce costs of producing, distributing, and reproducing hard copy materials
 Explore opportunities to conduct outreach on information resources to staff and the community.
FY2015
Actuals
FY2016
Adopted
FY2016
Estimate
FY2017
Proposed
Recognize the City’s high operational performance and achieve new levels of organizational excellence with the highest service levels,
while also providing regional leadership through collaboration
Normal Business
Percentage of Staff Reports Compiled one day prior to Publish Date
Percentage of Notifications for FPPC 700 statutory filing compliance
Percentage of Requests for Information responded to 48 hours prior to statutory timeframes
Percentage of Records Scanned and Indexed within same month
87
77
67
97
90
80
70
97
92
80
70
97
90
80
70
97
COMPLETED INITIATIVES FOR FY 2015-16
Prepared for the November 8, 2016 General Municipal Election (Directly Elected Mayor and Council
Member Residency Districts 1 and 3)





Coordinated outreach materials to inform voters on opportunities to register to vote;
Prepared appropriate resolutions and a Memorandum of Understanding with Sacramento County for
election consolidation with the November 8, 2016 General Election;
Prepared 2016 Candidate’s Instruction Manual;
Coordinated with Sacramento County to provide for a ballot drop-off location and a vote center for the
June 7, 2016 Primary Election.
Monitored progress of Senate Bill 493 and Assembly Bill 278 relating to requirements for “by district”
elections.
Development / Expansion of Records Management Program
Continued annual City record retention review and destruction of over 12 linear feet of records during Fiscal Year
2015-16. Resolution No. 2015-238 was approved December 9, 2015 streamlining the record destruction review
process, authorizing heads of City departments, with the written consent of the City Attorney, to destroy City
records under their charge in accordance with the City Council approved department record retention schedules.
Information Accessibility through the Digital Records Initiative




Continued operation of a fully updated online, mobile friendly, text searchable, and downloadable version
of the Elk Grove Municipal Code to the City website;
Added 24 City Council meeting and other video webcasts and corresponding sets of Closed Caption
transcription notes to the City website;
Posted Fair Political Practices Commission (FPPC) filings to the City website (47 Campaign Disclosure
Statements and 125 Statements of Economic Interest covering 2015-16);
Posted and maintained the FPPC Forms 802 and 806 on the City website.
46
101-1500
FINANCE
MISSION
The Finance department provides innovative leadership in the financial management of the public resources
entrusted to the City in order to enhance the quality of life in Elk Grove.
BUDGET SUMMARY
Compensation
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
1,643,763
222,024
1,865,787
FY 2016
Budget
1,655,487
421,020
2,076,507
FY 2016
Estimate
1,497,013
374,941
1,871,954
FY2017 Change from
Budget
FY 2016
1,694,908
39,421
413,040
(7,980)
2,107,948
31,441
POSITION LISTING
Authorized
Position
1500
1500
1500
1500
1500
1500
1500
1500
1500
1500
1500
1500
1500
1500
1500
1500 Finance Total
Accountant
Accounting Manager
Accounting Technician
Customer Service Specialist
Finance Analyst I/II
Director of Finance & Admin Services
Payroll Technician
Purchasing Agent
Purchasing Manager
Purchasing and Contracts Manager
Sr. Administrative Assistant
Sr. Accountant
FY2015
0
1
3
1
1
1
2
1
1
1
1
0
1
0
1
15
FY 2016
1
1
2
1
1
1
2
1
1
1
0
1
1
0
1
15
FY 2017
1
1
2
1
1
2
2
1
1
1
0
1
0
0
1
15
Change
0
0
0
0
0
1
0
0
0
0
0
0
-1
0
0
0
$2,107,948
15.0 FTEs
Accounting
$ 717,437
This division is responsible for payroll, accounts receivable, reconciliation of grant activity, liabilities, reserves, and
the Cities various bank account reconciliations. This division is also responsible implementation of Government
Account Standards Board Statements and for the City’s financial reporting, including the Comprehensive Annual
Financial Report, Popular Annual Financial Report, State Controller’s Report and the Street and Road Report.
This division is the main conduit of information and records to the City’s independent auditors
47
101-1500
FINANCE
Cashiering
$ 152,872
This division is the City’s centralized location and has the responsible for receiving, receipting and processing all
payments to the City.
Finance Management and Administration
813,895
The Finance Management and Administration supports the City Council, management, and other departments
with financial planning and administration; it also manages both financial and non-financial divisions including
accounting, cashiering, financial planning, purchasing, utility billing, information technology, GIS, fleet and
facilities. It also monitors cash flow, investments and banking functions, and the internal audit function.
Financial Planning
$ 47,533
This division manages all the finance districts (capital and operating) capital improvement fees and affiliated
programs for the City. It also provides long-range cash flow and financial planning for operation and capital funds,
debt management, capital project analysis, fee analysis, and annexation studies.
Purchasing
$ 376,211
This division is responsible for the purchase of materials, supplies and services needed for all departments within
the City. This division determines sources of supplies, researches new sources of supply; maintaining the City
vendor list, oversees the Request for Proposals, Qualifications and Bids, processing of accounts payable and
assists in monitoring and controlling expenditures.
Budget Issues:


Implement the City Council’s policy direction to bring commercial and employment centers to the City.
Assist the City Council and City staff with the implementation of fiscally responsible economic incentives,
to the extent permitted by law.
Serve as wise, responsible stewards of fiscal resources.








Assist with new facility and program planning by providing feasibility analysis and financing alternatives
Audit utility user tax remittances for compliance
Evaluate and analyze debt refunding opportunities
Continue to analyze and implement effective reconciliations of City financial transactions.
Facilitate and coordinate Internal Auditor reviews
Preparation of the City Comprehensive Annual Financial Report
Implementation of new Government Account Standards Board Statements
Invest City funds in compliance with City’s Investment Policy
48
101-1500
FINANCE
FY2015
Actuals
FY2016
Adopted
FY2016
Estimate
FY2017
Proposed
Evaluate small business support needs, publicize existing City small business support programs, identify incentives
for local innovation and entrepreneurship, and expand outreach to successfully market an innovation support
network within the City.
Local Vendor Spend
#N/A
15,000,000 18,200,000
15,000,000
Serve as wise and responsive stewards of fiscal, physical and natural resources
Normal Business
Average number of responses to formal solicitations
4
4
3.5
3.5
Number of formal solicitations (RFP/BID)
32
36
34
20
The Finance Department will also track:


Investment Portfolio Return to Market
100% external funding requisitioned within 30 days of period end















Supported Internal Audit consultant’s review of the Integrated Waste Department and initiated review of
Public Works Operations and Maintenance Division.
Administered delinquent Mello-Roos special tax accounts per bond covenants, including collection
demand process, continuing disclosure obligations.
Provided assessment/Mello-Roos district information for interested local homeowners associations.
Administered $7.8M Roadway fee credits and processed $1.4M reimbursement requests for financing
infrastructure improvements.
Provided fiscal analysis for various operational improvements and proposed capital projects.
Published the Comprehensive Annual Financial Report (CAFR).
Published Annual Financial Report to the Community summarizing the technical document.
Participated in regional fiscal officers meetings to foster relationships and sharing of information.
Supported the Council Audit Committee.
Continued to refine City tools that enable purchases of goods and services from Elk Grove vendors to be
tracked.
Represented the City on the board of the Northern California Cities Self Insurance Fund (NCCSIF).
Completed Single Audit with a clean opinion.
Re-classed a vacant Accounting Technician position to an Accountant position to provide the City with a
stronger skillset for regular review and reconciliation of City funds and accounts. Successful refinancing
and issuance of new monies for two City Community Facility Districts that realized interest savings and
proceeds for City projects.
Assisted Public Works with the evaluation and analysis of the Uniform Public Construction Cost
Accounting Act program that is anticipated to achieve both cost and time efficiencies for small sized
capital public projects.
Implemented ordinance modifications to the turn-off trash program for Utility Billing that is expected to
both improve collection efforts and customer service.
49
101-1600
HUMAN RESOURCES
MISSION
The Human Resources Department provides key internal services to City Departments and employees. Our
focus is on attracting, developing and retaining a diverse, well-qualified and professional workforce that is
reflective of the community we serve.
BUDGET SUMMARY
Compensation
Operating Expenses
Expense Total
FY 2015
Actual
473,035
111,998
585,033
FY 2016
Budget
475,177
192,542
667,719
FY 2016
Estimate
497,152
183,929
681,081
FY2017 Change from
Budget
FY 2016
512,781
37,604
264,199
71,657
776,980
109,261
POSITION LISTING
Position
1600
Human Resources Analyst
1600
Human Resources Manager
1600
Human Resource Specialist
1600
1600
Sr. Human Resources Specialist
1600 Human Resources Total
PROGRAM DESCRIPTION
FY2015
0
1
1
1
0
3
FY
2016
1
1
1
1
0
4
FY
2017
1
1
1
1
1
5
Change
0
0
0
0
1
1
$776,980
5.0 FTEs
The Human Resources Department is responsible for providing the City with well-trained and motivated
employees by maximizing employee potential through proactive employee relations and development. The
primary functions include recruitment, selection and retention of qualified employees; monitoring and
administering the City’s classification, compensation and benefits plans; coordinating Citywide training and
development; labor relations (including the negotiation and administration of agreements with recognized
employee organizations and administration of personnel rules and procedures); and to present strategies for
organizational development.
Budget Issues:
Fiscal Year 2016 – 2017 we anticipate a higher than normal turnover rate, with the Police Department turning 10
years old and the high number of expected retirements. With a large portion of our staff reaching retirement age
this will put an increase demand on our recruiting efforts. We will be increasing our diversity outreach efforts this
year. We will also be bringing Workers Compensation into Human Resources at the beginning of the new fiscal
year.
50
101-1600
HUMAN RESOURCES
Employee/Employer relations – Work closely with our bargaining groups to position the City to recruit, hire and
retain highly qualified staff while maintaining fiscal responsibility for our citizens’ tax dollar.
Recruitment and Hiring – We will continue to focus on our Diversity Recruiting Strategy to enhance our outreach
and promote a workforce that closely mirrors the diversity of our community. In addition, $25,000 is programmed
to assist specifically in the recruitment of Police Officers to fill vacant and new positions to keep the Police
Department fully staffed.
Succession Planning – Human Resources will identify key staff for succession planning. We will evaluate the
strengths, abilities and weaknesses of current staff in preparation and development for key position in succession
planning. We will develop a process for identifying and developing internal staff with the potential to fill key
leadership positions within the City. This will increase the availability of experienced and capable employees that
are prepared to assume these roles as they become available.
Training and Development – Staff will continue to build upon Elk Grove University to offer a more robust training
program to all City staff. We will place specific emphasis on leadership and management training to develop the
next generation of leaders for the City to enhance our succession planning efforts. We will also encourage
developing additional opportunities through our talent exchange program.
Risk Management – We will manage workers’ compensation claims to ensure the City’s exposure is minimized
while providing timely and thorough response to claimants.
Performance Measures
FY2015
Actuals
FY2016
Adopted
FY2016
Estimate
FY2017
Proposed
Normal Business
% of Overall diversity Ratio relative to the Community
(according to the most recent American Community
Survey Demographic and Housing Estimates)
Turn Over Ratios
30
40
30
53
3
5
3
5
Internship Programs:
 We have expanded on our Student Assistant program offering 8 Students opportunities and
giving them exposure to careers in government.
Recruitments:
 We have kept a steady 30% in our diversity numbers
 Successfully completed 27 recruitments
 Reviewed 2,741 applications
51
101-1600
HUMAN RESOURCES



Interviewed 298 applicants
Filled 45 positions within the City
Processed 25 promotions
Succession Planning
 We have begun the first phase of creating a succession plan for the City. In conjunction we have
been working closely with the Police Department in evaluating key positions that will need to be
included in succession planning. The next phase will include key administration positions and
identifying internal staff who could possibly fill these key positions and what skills and training
may be needed to prepare them.
Total Compensation Review
 Completed a total compensation analysis for all positions within the Police Officers Association
for a total of 15 classifications.
Position Control:
 Reclassified 5 positions
 Created 4 new classifications
Workers Compensation:
 Managed 55 ongoing workers’ compensation claims.
 13 injured employees were able to participate in modified duty assignments
 We successfully closed 37 long term open workers compensation claims
Leave Management:
 Effectively managed 21 FMLA/CFRA leave requests
 Processed 3 Military leaves
Open Enrollment:
 Accurately processed 99 open enrollment changes
City Wide Training:
 Offered 33 Training Opportunities
 Successfully having 235 participants
 We increased our available training by 7 courses over last year
 We increased our supervisor/management training opportunities
52
101-1900
NON-DEPARTMENTAL
BUDGET SUMMARY
FY 2015
FY 2016
Actual
Budget
381,821
875,218
246,500
5,820,776
5,681,401
2,500,000
2,148
713,132
2,082,373
1,263,711
8,780,515 10,786,565
Compensation
Operating Expenses
Internal Services
Capital Outlay
Debt Service
Transfers
Expense Total
FY 2016
Estimate
854,552
246,500
5,681,401
2,500,000
713,132
1,763,411
11,758,996
FY2017
Budget
476,130
372,500
5,899,245
712,832
1,365,503
8,826,210
Change from
FY 2016
94,309
126,000
217,844
(2,500,000)
(300)
101,792
(2,054,664)
PROGRAM DESCRIPTION
The non-departmental section includes appropriations that are not directly attributable to any one function.
Internal Service Fund Allocation
$5,899,245
The Risk Management (601), Facilities & Fleet (602), and Information Technology & Geographic Information
Systems (603) functions have been segregated as internal service funds for cost recognition and allocation to
other funds that benefit from services provided. The following table reflects those charges allocated to the
General Fund:
Risk
Management
City Council
City Manager
City Attorney
City Clerk
Finance
Human Resources
Police
Code Enforcement
$
11,672
48,633
19,453
11,672
58,359
15,562
852,044
38,906
Total
$ 1,056,301
1,817,268
111,243
$
87,736
155,974
68,239
29,245
116,981
58,490
60,944
97,484
Geographic
Information
Systems
$
7,630
75,148
5,934
2,543
51,229
5,087
355,323
13,610
$ 1,928,511
$
675,093
$
Facilities
$
26,136
113,013
34,321
40,460
131,874
39,882
1,292,108
45,042
$ 1,722,836
Fleet
$
53
Information
Technology
516,504
Total
$ 133,174
392,768
127,947
83,920
358,443
119,021
4,377,687
306,285
$ 5,899,245
101-1900
NON-DEPARTMENTAL
Transfers Out
$1,365,503
The General Fund makes transfers to other funds for overhead and operating purposes. Of note, the FY 2016-17
budget reflects a transfer to fund 106 General Fund Capital Reserve to pay for Capital Improvement Program
oversight costs. This charge reflects the use of fund 106 to pay for capital projects without a nexus to any
restricted revenue program in the City. It is anticipated this cost will continue in future years as the City proceeds
with the Old Town Plaza and Multi Spork Complex projects. Transfers for FY 2016-17 from the General Fund are
summarized below.
Transfer To
105
106
295
501
511
Purpose
Funding for economic development incentive program
CIP Cost Allocation
Development Services Fund Cost Allocation
Funding for LifeLine rate subsidy
Transit operations subsidy
Contingency
Amount
200,000
163,950
120,847
45,402
835,304
$
1,365,503
$100,000
$100,000 of Contingency Funds is available for unexpected needs or events that may arise throughout the fiscal
year.
Debt Service
$712,832
The General Fund received an advance from the Drainage Fund in 2012 to purchase the Old Town Plaza
property, and in 2014 to purchase the land for a future Sports complex.
54
101-1910
REVENUE NEUTRALITY
BUDGET SUMMARY
Operating Expenses
Expense Total
FY 2015
Actual
6,116,684
6,116,684
FY 2016
Budget
6,246,657
6,246,657
FY 2016
Estimate
6,656,000
6,656,000
FY2017
Budget
6,938,903
6,938,903
Change from
FY 2016
692,246
692,246
PROGRAM DESCRIPTION
Under the terms of incorporation, the City transfers a percentage of its property tax revenues from the original City
boundary to Sacramento County for a period of 25 years. During FY 2016-17, 75% will be transferred to the
County of Sacramento.
55
101-1920
COMMUNITY SERVICE GRANTS
BUDGET SUMMARY
Operating Expenses
Expense Total
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
294,923
294,923
360,100
360,100
335,287
335,287
370,000
370,000
34,713
34,713
PROGRAM DESCRIPTION
City Council Committee for the Arts
$10,000
The City Council-appointed Committee for the Arts locates and recommends specific pieces of art to be installed
at City-owned facilities, provides recommendations to the City Council for arts and entertainment within the City,
and dialogues with regional and local entities interested in arts and entertainment.
City Council Community Service Grants
$360,000
Awards granted by the City Council to organizations to fund activities for the betterment and improvement of the
community.
COMMUNITY SERVICE GRANT REQUESTS
Organization
Activity
Big Brothers/Big Sisters of
Youth Mentoring
Greater Sacramento
Activity Description
Provide a mentoring program that matches 40 EG disadvantaged youth
(25 existing, 15 new) with a stable, caring adult to increase school
performance and decrease risky behavior.
Requested
Funding
Total Activity
Cost
2016-17
Funding
$
29,800
$
34,692
$
10,000
Chicks in Crisis
Teen Parenting/Foster
Youth Support
Fund mortgage and utility payments for The Ranch, a facility in Elk Grove
offering counseling, life skills and employment training, and arts and
$
recreation.
25,000
$
536,073
$
16,500
Cosumnes Fire Department
Community Emergency
Response Team
Provide basic training in disaster/emergency response to empower
citizens to offer first-response services when needed. Serve five
community events with first aid and EMS services.
$
27,200
$
27,200
$
-
Implement a new program focused on offering "hands only" CPR training
in informal settings, such as at public events or at local shopping centers.
$
10,105
$
10,105
$
-
Cosumnes Fire Department Sidewalk CPR Program
Elk Grove Fine Arts Center
Children's Summer Art
Camps
Offer summer art camps in July for children ages 8-12 (total 10 days).
Provide materials for painting, pastels, drawing, mixed media, and
sculpture. Propose funding scholarships for youth.
$
4,704
$
4,704
$
3,330
Elk Grove Food Bank
Food Closet and Clothes
Closet
Provide a variety of programs/services to low-income persons, including
a three-day food supply once per month, clothing assistance, and
counseling/referral services.
$
75,000
$
277,549
$
75,000
Elk Grove HART
Homeless Programs
Support
Fund administrative support and equipment to help organize client/mentor
records, manage volunteers, and respond to public inquiries. Org runs
Winter Sanctuary and mentors homeless.
$
10,000
$
10,000
$
10,000
Elk Grove United Methodist
Weekend Meal Program
Church
Purchase food for a Saturday breakfast and Sunday lunch open to any
member of the community. Most attendees are low-income or homeless.
$
5,250
$
17,250
$
5,250
Elk Grove VFW
Veterans Assistance
Assist military veterans, active duty military, and/or their immediate family
with direct financial assistance and a college scholarship program.
$
Proposed funding for direct assistance only.
5,000
$
5,000
$
4,000
Elk Grove Wrestling
Academy
Youth Wrestling Program
Fund rent and utilities for youth wrestling program, located in a Kent
Street facility. Provide services to three middle schools, as well as all K-6
age groups.
$
18,000
$
18,400
$
-
Hope for Healthy Families
Low-Cost Mental Health
Counseling
Provide low-cost psychological testing, assessment, and mental health
counseling to primarily lower-income clients.
$
16,600
$
16,600
$
-
56
101-1920
COMMUNITY SERVICE GRANTS
Organization
Activity
Activity Description
Requested
Funding
Total Activity
Cost
2016-17
Funding
Kitty Karma Refuge and
Recovery Center
Community Cat Freedom
Voucher Program
Run a trap-neuter-release program for feral cats and neuter stray
adoptable cats/kittens within Elk Grove. Request includes funding for
surgeries and additional traps.
$
5,000
$
33,274
$
3,000
Meals on Wheels by ACC
Meals on Wheels
Provide five hot or frozen home-delivered meals per week to homebound
seniors and provide weekday meals at the Elk Grove Senior Center.
$
53,070
$
199,750
$
26,300
Musical Mayhem
Productions
Musical Theater Program
Offset rental costs for facility on Kent Street and provide assistance with
costuming for children's musical theater performances.
$
42,000
$
42,000
$
14,000
Project R.I.D.E.
Therapeutic Horseback
Riding Lessons
Provide children and adults with special needs a safe, educational, and
recreational equine experience. Fund tuition vouchers, horse supplies,
and a motorized cart for Herald farm.
$
15,000
$
461,450
$
10,000
Rize All
Afterschool Dance
Programs
Provide an afterschool dance program that focuses on goal setting and
leadership building, along with movement and exercise. Funding
proposed for afterschool programs only.
$
28,000
$
107,000
$
18,000
Sacramento Self-Help
Housing
Housing Counseling
Provide housing counseling to low-income Elk Grove homeless or at-risk
of becoming homeless.
$
16,000
$
16,000
$
5,500
Sacramento Self-Help
Housing
Transitional Housing Case Provide case management for the residents of the City's two transitional
Management
housing resources for homeless persons.
$
20,000
$
20,000
$
1,370
Sacramento Splash
School Stormwater
Education Program
Offer the Splash Elementary Program in four EG elementary schools.
Program incorporates watershed education with science curriculum.
Proposed funding from Drainage Fund.
$
80,430
$
87,690
$
-
Senior Center of Elk Grove Senior Services
Provide staffing and operations support to the Elk Grove Senior Center,
including the daily meal service. Includes budget for facility upgrades
and equipment purchase.
$
100,000
$
131,179
$
100,000
Stanford Youth Solutions
Parent University
Offer parent workshops focused on supporting children's education,
emotional and physical health, and encourage personal and professional
growth in parents.
$
7,545
$
7,545
$
5,000
Teen Center USA
Youth/Teen Services
Provide after school services such as tutoring, interviewing, job
readiness, etiquette and personal development skills, mentoring
relationship building, counseling, etc. to Elk Grove teens.
$
40,000
$
161,409
$
40,000
Target Excellence
Afterschool Program
Provide an afterschool program focused on homework time, physical
activity, and other enrichment at four new elementary schools. Program
includes snack and dinner for participants.
$
70,090
$
179,008
$
-
Target Excellence
Arts Enrichment Program
Provide hands-on arts and music programming to existing or proposed
afterschool programs. Funding proposed for Crocker Art Museum's Artist- $
to-Go program.
50,435
$
50,435
$
12,750
$
360,000
TOTAL
$754,229
57
$2,454,313
101-1950
CITY EVENT SPONSORSHIP
MISSION
The Events budget is managed by the City Manager’s Office through its Public Affairs Office for the purpose of
furthering the Council’s goal of promoting Elk Grove as a recreational and cultural center that attracts visitors.
Funding in Events supports the multi-departmental production of City events and the delivery of services and
support for community events sponsored under the Event Sponsorship Grant Program.
BUDGET SUMMARY
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
Revenue Total
122,311 152,082
47,877
Compensation
119,686 153,373 103,056
Operating Expenses
355,593 539,464 422,374
Expense Total
475,279 692,837 525,430
Current Year Excess (Deficiency) (352,968) (540,755) (477,553)
100,700
170,745
414,617
585,362
(484,662)
(51,382)
17,372
(124,847)
(107,475)
56,093
PROGRAM DESCRIPTION
City Event Productions
$374,367
Signature events produced by the City of Elk Grove and/or it’s standing committees in 2016-17 include the Salute
to the Red, White and Blue, Elk Grove Multicultural Festival, Party on the Palms Teen Festival, Bike & Bite, Wag
n Walk, Green Gauntlet Fitness Challenge, Play 2 Survive Zombie Tag Experience, Elk Grove Night with the
Kings, and BIG Truck Day as well as groundbreakings and grand openings for city projects.
Event Sponsorship Grant Program
$210,995
More than 30 community events are funded and supported through the Event Sponsorship Grant Program. Public
Affairs staff are responsible for facilitating grant agreements dispersing cash and in-kind services through the
Police, Public Works, Facilities and Integrated Waste Departments that support safe and successful community
events.

Support community event organizers working to produce or improve upon local events through partnerships
and marketing support.

Provide opportunities at City events for non-profit organizations to raise funds and awareness for community
projects.

Host and/or support events that foster a sense of community pride and promote the unique amenities found
throughout the City of Elk Grove.
58
101-1950
Distinguish Elk Grove as a City with an array of opportunities for sports and cultural activities for
residents of all ages and backgrounds with venues that also promote and leverage economic growth.

Provide unique entertainment offerings at the Old Town Plaza that attracts regional visitors.

Support event sponsorship grant recipients through the promotion of their events in City marketing materials
and social media platforms that encourage tourism.

Conduct competitive bidding for event equipment and services that packages annual City events together to
take advantage of opportunities for “economies of scale” whenever possible.

Expand the City’s corporate sponsorship efforts to generate new revenue that off-sets the cost of City event
production.

Establish dynamic working relationships with other local agencies and organizations that produce events
to design or re-design an event that generates regional recognition.
Measure
Total Number of Event Attendees
% of non-residents attending
sponsored events
Organization & Event
Total Number of
Anticipated
Attendees
FY15 Actual
FY16 Estimate
175,860
21%
190,460
30%
% of Out of Town 2015-16 Funding
Visitors
Anticipated
Cash
Sponsorship
Request
Proposed
Cash
Sponsorship
Proposed Level
of In-Kind Support
Description of
Recommended In-Kind
Services
Police
American Cancer Society
Relay for Life of Elk Grove
Bryan E Hall Memorial Scholarship
Walk to Remember
CAN-Sirs Inc
CAN-Sirs Benefit Senior Softball
Tournament
COURAGE WORLDWIDE
8th Annual Elk Grove Turkey Trot
Cosumnes CSD Parks & Recreation
2017 Concert in the Park
Elk Grove Giant Pumpkin Festival
Food Truck Mania
Hot Summer Nights Concert Series
Spring Egg'Stravaganza
Ecolandscape California
Elk Grove Greener Gardens EXPO &
Garden Tour
Elk Grove American Legion Post 233,
Inc.
Elk Grove Veterans Day Parade
Elk Grove Chamber of Commerce
11th Annual Salute to Education
700
20%
$
1,000
15-20%
$
3,500
85%
3,000
1,000
2,500
$
5,000
$
-
$
10,000
$
$
-
$
4,000
$
30%
$
-
$
6,500
$
20%
$
-
$
-
$
-
40,000
25%
$
-
$
-
$
1,500
15%
$
-
$
-
6000
20%
$
-
$
-
5,000
30%
$
-
$
-
750
25%
$
3,000
$
3,000
$
6,000
5%
$
2,000
$
3,000
$
100
10%
$
$
1,000
$
17th Annual State of the City Address
200
10%
$
4,000
$
5,000
$
2016 Women in Business
150
10%
$
2,500
$
2,500
$
-
59
2,500
Total Proposed Cash
& In-Kind Support
Integrated
Waste
Public Works
Marketing support
$
-
$
-
$
-
$
None
$
-
$
-
$
-
$
4,000
Marketing
$
-
$
-
$
-
$
4,000
5,000
Marketing, PD, PW
$
3,060
$
$
10,560
Police
$
2,125
$
-
$
-
-
Marketing, Police, IW
$
10,880 $
-
$
$
-
Declined
$
-
$
-
Police
$
8,500
$
-
$
-
$
$
-
Declined
$
-
$
-
$
-
$
3,000
Public Works Funds
$
-
$
-
$
-
$
3,000
2,000
Marketing, PD, PW, IW
$
$
400
$
13,040
Declined
$
-
$
-
$
-
$
4,000
Marketing
$
-
$
-
$
-
$
4,000
2,500
Funds
$
-
$
-
$
-
$
2,500
-
-
7,140
$
2,500
3,500
5,000
2,500
-
$
2,125
$
15,880
$
8,500
-
-
101-1950
Organization & Event
Total Number of
Anticipated
Attendees
% of Out of Town 2015-16 Funding
Visitors
Anticipated
Cash
Sponsorship
Request
Proposed
Cash
Sponsorship
Proposed Level
of In-Kind Support
Description of
Recommended In-Kind
Services
Police
2017 Boots to Business Reboot
40
10%
$
-
$
2,500
$
-
Declined
2017 Business Walk
70
0%
$
-
$
2,500
$
-
Declined
2017 Leadership Elk Grove
20
10%
$
1,500
$
1,500
$
65th Annual Regognition & Board Installation
Gala
150
25%
$
1,500
$
2,000
$
Family Fest 2016
1000
5%
$
$
5,000
$
400
10%
$
1,500
$
1,500
$
400
10%
$
1,000
$
1,000
$
250
0%
$
$
10,000
$
2,000
5%
$
$
10,000
$
1,000
0%
$
4th Annual Open Fine Arts Competition
5th Annual Art Tour of Artist's Studios
Elk Grove Food Bank Services
Harvest for Hope
Elk Grove Food Bank Services
Run For Hunger
Elk Grove High School
Elk Grove High School Homecoming Parade
Elk Grove Historical Society
Elk Grove Historic Farm to Fork
Haunted Stage Shop
Vintage Trailer Show and Antique Flea
Market
Elk Grove Regional Scholarship
Foundation
Spotlight at the Ranch
Elk Grove Soap Box Derby
Elk Grove Soap Box Derby
Fashion Your Mind Organization
FYMO's "Giving to Live" 5K Cancer
Run/Walk
Fashion Your Mind Organization
FYMO's "Giving to Live" Charity Fashion
Show
Franklin High School Band Boosters
5th Annual Franklin High School Invitational
Band Review
Elk Grove Western Festival
Elk Grove Western Festival
Laguna Creek Watershed Council
Cruise the Creek (2 events)
Laguna Creek Watershed Council
EcoLandscape WaterSmart Workshops
Old Town Elk Grove Foundation
Old Town Elk grove Chili Festival
-
10,000
-
$
-
$
300
40%
New
$
5,000
$
2,000
25%
$
1,000
$
1,500
$
5,000
10%
$
1,500
$
2,500
$
500
20%
$
1,000
$
100
40%
$
-
$
500
75%
$
-
300
60%
$
-
3,000
80%
$
30,000
10%
$
60
5%
$
-
70
5%
$
-
7,000
30%
$
Old Town Elk Grove Foundation
Old Town Elk Grove Dickens Street Faire
10,000
25%
Strauss Festival of Elk Grove
Strauss Festival of Elk Grove
8,000
5,000
Elk Grove Youth Sports Foundation
Running of the Elk Half Marathon
Total
-
1,500
$
Public Works
-
$
-
Total Proposed Cash
& In-Kind Support
Integrated
Waste
$
-
$
-
$
-
HR Funds
$
-
$
-
$
-
$
-
Declined
$
-
$
-
$
-
$
-
-
Declined
$
-
$
-
$
-
$
-
1,500
Marketing
$
-
$
-
$
-
$
1,500
1,000
Marketing
$
-
$
-
$
-
$
1,000
10,000
5,000
1,500
Declined
$
1,000
1,500
-
$
3,060
$
3,500
$
$
17,560
Police, Public Works
$
1,700
$
2,500
$
-
$
4,200
Marketing
$
-
$
-
Declined
$
-
$
-
$
-
$
5,000
$
-
$
Plaza, Marketing, PD, IW
$
1,360
$
-
$
1,948
$
4,808
1,350
-
$
-
Police, Integrated Waste
$
850
$
-
$
500
$
18,000
$
-
Declined
$
-
$
-
$
-
$
-
$
5,000
$
-
Declined
$
-
$
-
$
-
$
-
$
5,000
$
-
Declined
$
-
$
-
$
-
$
-
2,500
$
10,000
$
2,500
Police, Public Works
$
1,020
$
2,500
$
-
$
6,020
8,000
$
10,000
$
8,000
$
15,300 $
4,500
$
$
30,348
$
1,500
$
1,500
Public Works
$
$
1,500
$
2,500
$
2,500
Public Works Funds
10,000
$
10,000
$
5,000
Plaza, Marketing, PD, IW
$
3,400
$
6,500
$
$
10,000
$
10,000
$
10,000
Plaza, Marketing, PD, PW,
IW
$
8,840
$
6,500
35%
$
15,000
$
15,000
$
15,000 Marekting, Waste Managment $
20%
$
5,000
$
30,000
$
5,000
$
13,260 $
15,000
$
83,500
$
202,000 $
93,000
$
80,495
$
47,000
$
83,500
$
80,495
$
47,000
ESG Project Funding
60
-
-
$
$
-
-
$
2,548
-
$
2,500
2,100
$
17,000
$
1,374
$
26,714
$
1,250
$
16,250
$
3,300
$
36,560
$
19,420
$
239,915
$
210,995
101-2200
POLICE
MISSION
The mission of the Elk Grove Police Department is to improve public safety through enforcement, education, and
vigilance. We focus on neighborhood and community partnerships to facilitate the connection and engagement of
our residents in ways that will enhance the quality of life for those who make the City of Elk Grove our place to
live, work and play.
We are dedicated to serving the community and having a presence that is reassuring to residents. We maintain
the public trust through our integrity, transparency, and commitment to excellence.
BUDGET SUMMARY
Compensation
Operating Expenses
Capital Outlay
Debt Service
Expense Total
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
30,443,452
3,843,999
1,345
34,288,796
31,903,676
4,679,038
36,582,714
29,198,696
4,458,596
2,500
33,659,792
32,291,227
5,810,327
2,500
38,104,054
387,551
1,131,289
2,500
1,521,340
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POSITION LISTING
Authorized
Position
Assistant Police Chief
Police Chief
Captain
Lieutenant
Sergeant
Police Officer
Total Sworn
Police (continued)
Authorized
Position
Animal Services Officer
Animal Services Supervisor
Community Services Officer
Crime Analyst
Crime Prevention Specialist
Dispatcher
Dispatch Manager
Dispatch Supervisor
Forensic Investigator
IT Analyst
IT Manager
Police Administrative Manager
Policy Equipment/SupplyTechnician
Police Records Manager
Police Records Supervisor
Police Records Technician
Police Records Technician I
Police Records Technician II
Police Services Analyst
Police Support Services Manager
Police Volunteer Coordinator
Property & Evidence Manager
Property & Evidence Tech
Security Officer
Sr. IT Analyst
Sr. Management Analyst
Supervising Forensic Investigator
Subtotal Non-Sworn
Police Total
62
FY2015
0
1
2
7
18
103.5
FY 2016
1
1
1
7
18
105.5
FY 2017
1
1
1
7
18
108.5
Change
0
0
0
0
0
3
131.5
133.5
136.5
3
FY2015
0
5
4
1
11
1
1
1
18
1
3
3
1
1
1
1
1
1
8
0
0
1
1
1
1
2
2
3
3
1
0
FY 2016
1
5
4
1
13
1
0
1
18
1
3
3
2
1
1
1
1
1
0
4
4
1
1
1
1
2
2
3
3
1
0
FY 2017
1
5
4
1
13
1
0
1
18
1
3
3
2
1
1
1
1
1
0
4
4
1
1
1
1
3
2
3
3
1
1
Change
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
1
0
0
0
0
1
78
81
83
2
209.5
214.5
219.5
5.0
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PROGRAM DESCRIPTION
Administrative Services
$ 7,771,552
The Administrative Services Division provides executive, management, and logistical support to EGPD. The
Chief’s Office is responsible for coordinating activities of the Department in furtherance of the City’s overall goals
in partnership with the City Manager’s Office and other City of Elk Grove Departments. The Chief’s Office
responds to requests for information from Elk Grove City Council, the media, and the public. The Chief’s Office is
also responsible for long-range planning and budgeting, administrative systems, and providing policy guidance for
employees of the Department.
The Chief of Police is responsible for maintaining proactive, responsive, and effective police services to the City of
Elk Grove and coordinating EGPD’s activities with other law enforcement agencies and community organizations.
The Administrative Services Division consists of the following sections:
Office of the Chief

Finance – Budget – Procurement
The Finance Unit is responsible for oversight of all Department fiscal activities, including budget,
purchasing, facilities, cost recovery, special events, and grants. Finance provides timely financial
management and analysis as well as support services to other service areas within the Police
Department. This unit also works closely with other City departments to coordinate and maintain the
overall health of the City’s budget.

Information Technology
The Information Technology (IT) Unit supports the Police Department by providing and maintaining
various computer systems and data that are critical to the operational needs of a police department. The
IT Unit is a lead and active partner in regional data-sharing networks and is dedicated to providing quality
service to its internal and external customers as well as its regional partners.

Off-Duty Program
The Off-Duty Program provides the community with access to off-duty uniformed officers for specialized
police security details.

Public Information
The Public Information Officer’s role is to provide accurate, appropriate, and timely information regarding
police incidents, activities, and programs to members of the community, staff, and media.
Office of Professional Standards

Internal Investigations
Internal Investigations conducts prompt and thorough investigations of personnel complaints; monitors
high risk and high liability activities such as, employee vehicle collisions, use of force incidents, and
pursuits. This unit is responsible for maintaining policies and procedures that are current and represent
the best law enforcement practices available.
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Pre- and Post-Employment
Professional Standards is responsible for coordinating the activities of hiring Police Department
personnel, such as: recruitment, application screening, interview panels, background investigations, and
issuance of all necessary equipment and uniforms. Upon an employee’s separation from the
Department, this unit ensures all final documentation is completed and Department issued equipment is
returned.

Training Manager
The Training Manager coordinates, develops, and monitors all mandated and compulsory training
required to meet state and professional standards; the Training Manager ensures police personnel have
access to continuing education opportunities that will further develop their skills, thereby complementing
the Department’s commitment to excellence.

Police Policy and Procedure
EGPD utilizes Lexipol, an electronic state-specific police policy management system. Lexipol holds the
complete set of policies and procedures for the Department, and Professional Standards is responsible
for the management of this system, including timely updates, changes to state and federal law, and best
practices.

Reserve Program
The Reserve Program maintains and utilizes a team of reserve officers to provide additional police
support and expertise as needed.
Budget Issues


Potential impacts of labor negotiations are unknown for FY 2017. Projections assume continuation of the
current agreements for comparative analysis.
The Department retained a consultant to conduct a staffing study to assess current and future staffing
needs. The results of this study may indicate staffing needs that have yet to be identified.
Field Services
$ 17,454,069
The Field Services Division provides basic call response and police patrol services to the City of Elk Grove,
including: emergency incident response; routine call response; traffic and vehicle enforcement; and collision
investigation. Personnel assigned to the Field Services Division also conduct law and regulation enforcement as
well as preliminary crime scene investigations, nuisance and criminal investigations, and proactive patrol
activities.
The Field Services Division consists of the following sections:

Patrol Services (Three shifts: Days, Swing, Graveyard)
Patrol is the largest component of the Field Services Division and includes three lieutenants, nine
sergeants, 56 patrol officers, six canine officers, 11 community services officers. These personnel provide
continuous delivery of police services to the community through numerous and varied functions, which
include: response to citizens’ requests for service; proactive patrol; maintenance of public order;
discovery of hazards; investigation of crimes and incidents; arresting offenders; traffic enforcement and
control; emergency services; and the reporting of information to other appropriate organizational units.
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
Traffic Bureau (Motor Unit, Commercial Vehicle Enforcement Unit, Collision Investigation Unit)
The Traffic Bureau is dedicated to improving traffic and pedestrian safety, reduction of traffic collisions,
and improvement of traffic flow. The Traffic Bureau works to keep all drivers in Elk Grove safe through
enforcement, education, and engineering. The Traffic Bureau consists of one lieutenant, two sergeants,
10 motor officers, one commercial enforcement officer, two traffic investigators, and one administrative
assistant. The Traffic Bureau manages the Red Light Camera Program, which currently has five camera
systems in operation. The Traffic Bureau also manages several traffic safety grants funded by the
California Office of Traffic Safety and other sources. The Traffic Bureau is involved in community
outreach programs with local high schools, Union Pacific Railroad, “Every 15 Minutes” program, National
Night Out, and the Sacramento Youth and Alcohol Coalition. The commercial vehicle enforcement officer
provides daily enforcement of commercial vehicles that travel through Elk Grove ensuring commercial
vehicle code compliance.

Canine Unit
The Canine Unit is comprised of six sworn canine handlers and their canine partners. Each handler is
assigned a specific shift in patrol and works under the supervision of a sergeant and lieutenant. This
program is an essential element to a successful police agency. The canine can significantly reduce the
amount of time officers spend on calls for service, particularly when tracking criminals and searching for
illegal narcotics, firearms, and other crime evidence. The Canine Unit also reduces officer safety risks,
risks to the public at large, and is often used as a conduit to educate the public on canines and their use
in law enforcement. This unit has a full-time sergeant responsible for day to day supervision and training
oversight.

Crisis Response Unit (SWAT Team, Hostage Negotiations Team, Tactical Dispatchers, and Tactical
Medics)
The primary objective of this unit is the preservation of life during high-risk incidents and events. This is
an auxiliary assignment; all members of this unit have full-time assignments in other areas of the
Department. The SWAT Team consists of one lieutenant, two team leaders, and 15 operators. The
Hostage Negotiations Team has nine members and its role is to act in concert with the SWAT Team to
resolve critical incidents. There are five tactical dispatchers who work at the scene of a critical incident to
gather, document, and provide information for the various components of the Crisis Response Unit. There
are also Tactical Medics who provide emergency medical care to those who are injured during a critical
incident.

Crime Analysis
Crime Analysis is responsible for systematic, analytical processes directed at providing timely and
pertinent information relative to crime patterns and trend correlations. The Crime Analyst assists
operational and administrative personnel with the planning and deployment of resources used in
preventing and suppressing criminal activity. The Analyst provides officers with daily crime data which
aides in the investigative process and ultimate apprehension of criminals.
Budget Issues
 A Selective Traffic Enforcement Program (STEP) grant application was submitted in January 2016
through the California Office of Traffic Safety. If awarded, this grant will fund overtime hours to conduct
four DUI/Driver’s License checkpoints in Elk Grove from October 2016 through September 2017. This
grant will also fund speed, distracted driver, DUI saturation and pedestrian operations.
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Investigative Services
$ 8,412,717
The Investigative Services Division provides follow-up investigation and support to identify, apprehend and aid in
the prosecution of those responsible for criminal conduct. Personnel of the Investigative Services Division also
provide information and services to aid in the overall prevention of crime.
The Investigative Services Division consists of the following sections:
Detectives

General Investigations (Personal and Property Crimes)
General Investigations is responsible for the investigation of crimes against persons, such as: homicide,
felony assault, robbery, kidnapping, domestic violence, sexual assault, child abuse, elder abuse and
missing persons. They are also responsible for the investigation of property crimes, such as: burglary,
theft, receiving stolen property, forgery, credit card fraud, embezzlement, identity theft, auto theft and the
monitoring of pawn shops. One detective in this section is also assigned to the Central Valley Hi-Tech
Task Force (part-time basis) and is responsible for computer forensics. Another detective is assigned to
the Human Trafficking Task Force (part-time basis) and is responsible for coordination of EGPD’s cases
and investigative activities with regional and federal partner agencies.
Grant funding through the Department of Justice allowed the Department to resume its Domestic
Violence Response Team. In partnership with Women Escaping A Violent Environment (WEAVE),
Investigations is once again providing victims of domestic violence crises intervention, support, and
advocacy with a grant funded, full-time victim advocate. The grant period is October, 2013 through
September, 2016.

Narcotics Unit
Narcotics Detectives are primarily responsible for investigating those individuals who participate in the
sale, possession, and creation of illegal drugs. These detectives are also responsible for undercover drug
operations, handling of informants, drug related search warrants and case presentation to the District
Attorney’s Office. This unit handles vice related crimes and asset forfeiture investigations.

Street Crimes Unit
Street Crimes Detectives are primarily responsible for dealing with those individuals who have been
identified as gang members, associated with gang members, or who choose to follow a gang lifestyle
pattern. They work proactively throughout the City to identify gang members and their associates, gang
activity, and gang related issues. This unit focuses its efforts in three major areas: prevention,
intervention, and suppression. Outreach and education are the key components of prevention and
intervention, while high impact operations aid in the suppression of gang and other illegal activity.

Forensic Services Unit
The Forensic Unit is comprised of specially trained forensic investigators who are responsible for the
detection, collection and preservation of evidence at crime scenes. Forensic investigators process
physical evidence such as: fingerprints, blood, fibers and hair. Crime scenes are processed using a
variety of tools and technologies to protect the integrity of evidence. Forensic investigators take both still
photographs and video to document a crime scene and are often subpoenaed to testify in court regarding
the collection and preservation of evidence.
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Community Resources

Volunteers in Police Service (VIPS)
Police volunteers are an integral component of the customer service counter at the Police Service Center.
There are currently 55 volunteers that take reports, consult with citizens in need of assistance on a variety
of topics, and assist with special Department projects. In 2015, volunteers answered over 9,800 phone
calls, assisted over 3,700 citizens at the service counter, and wrote over 750 reports.
Volunteers also provide support in the field by conducting vacation house checks; assisting at DUI
checkpoints; issuing disabled vehicle parking violations; and performing other duties which provide
assistance to officers in the field, including code enforcement matters. In 2015, the VIPS began patrolling
Elk Grove parks, acting as an additional set of eyes and ears for the Department. The VIPS also provide
administrative support to the City’s Police Department, Code Enforcement Department, and Building
Division. In total, police volunteers provide over 12,000 hours of service to the community annually.

Problem Oriented Policing (POP)/Youth Services Unit
POP Officers are responsible for working closely with residents and business owners to proactively
address specific areas of concern in the City. With a Community Policing approach, these officers work
with Code Enforcement, Animal Control, VIPS, and other State and local agencies to investigate
neighborhood complaints and resolve chronic and often complex long term neighborhood problems.
The Youth Services POP Officers focus on matters affecting and involving the youth of Elk Grove. One of
their primary assignments is the Juvenile Diversion Program, which targets first-time juvenile offenders.
Juveniles in this program learn life skills, such as; how to make good choices and to be accountable by
attending lectures and participating in community service. These officers coordinate curfew sweeps and
conduct operations targeting the illegal sale of alcohol and tobacco to minors. The Youth Services Officer
is also integral to the Department’s Police Explorer Program.
One detective is assigned to the POP Unit. This employee is responsible for reviewing and advising on
license and permit applications, including conditional and temporary use permits. The detective also
serves as a liaison to other City departments on police-related matters. Officers assigned to the POP unit
also provide primary security support for major events in the City, and conduct the Police Department’s
Citizen Academy, educating citizens about the inner workings of the Police Department.

Crime Prevention Unit
The Crime Prevention Unit consists of two Community Service Officers (CSO). These CSO’s are
responsible for working with residents and business owners to proactively prevent crime through
community partnership events, such as: Neighborhood Watch, National Night Out, Safety Town, Elk
Grove Toy Drive, and several other programs and events. There are approximately 250 Neighborhood
Watch groups in Elk Grove consisting of thousands of citizens all helping each other and reporting
suspicious activity to the police. On National Night Out, the Department, in partnership with Neighborhood
Watch groups and residents, host street parties to encourage neighborhood safety and make a public
statement against crime. Together with the Department’s Public Information Officer, the Crime Prevention
Unit provides primary support to residents collaborating together on NextDoor.com.

Animal Control Unit
The Animal Control Unit provides caring and responsive animal control services to the community. Animal
Control personnel is responsible for Elk Grove’s stray, injured, abandoned, neglected, and mistreated
animals, while sheltering services are contracted with Sacramento County. This unit serves to protect and
educate the public through programs that improve the lives of people through their animal companions.
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Budget Issues
 Funding for construction and operation of an animal shelter in Elk Grove continues to be explored along
with operating options, including agency partnerships, volunteer services, and interested community
groups.
 The Investigative Services Domestic Violence Response Team (DVRT) is a grant funded program
through the U.S. Department of Justice that provides investigation, advocacy, and support services to
victims of domestic violence in Elk Grove. The current grant is due to expire on September 30, 2016.
EGPD has applied for continuation funding; however, notification of award will not be known until
September 2016.
 Community Resources receives grant funding for one part-time Community Services Officer (CSO) to
administer “Before the Impact,” a regional DUI awareness program that targets teens and adults. The
current grant is due to expire on September 30, 2016. EGPD has applied for continuation funding;
however, notification of award will not be known until September 2016.
Support Services
$ 4,465,717
The Support Services Division answers incoming emergency and routine calls for police services from the public
and provides dispatch support for field personnel responding to calls for service. This unit also collects, maintains,
and manages all records, evidence and personal property coming into possession of the Department during the
course of police business.
The Support Services Division consists of the following sections:

Dispatch
The Elk Grove Police Department’s Dispatch Center serves as the 9-1-1 Public Safety Answering Point
(PSAP) in Elk Grove. The Dispatchers within the Bureau use state of the art equipment to process
emergency and routine calls for service while providing information and communications support to
officers in the field. This Bureau also provides dispatch support to the City’s Code Enforcement
Department while Fire and Emergency Medical System (EMS) calls are routed to the Sacramento
Regional Fire/EMS Communications Center for dispatch to the Cosumnes Community Services District
(CCSD) Fire Department.

Property and Evidence
The Property and Evidence Bureau is responsible for maintaining custody of a wide variety of property,
including personal property held for safekeeping, found property, and physical evidence associated with a
crime. The primary role of the Bureau is to maintain the integrity of all property and evidence received; to
aid in prosecution by making it available for investigation and analysis; to facilitate release of personal
property held as evidence to the rightful owner upon case adjudication; and the lawful disposal of all
contraband.

Records
The Records Bureau securely maintains, disseminates, and protects the integrity of the official law
enforcement records of the City of Elk Grove. Records Technicians ensure that all case documentation
necessary for criminal prosecution is compiled and transmitted to the District Attorney’s Office. Records
ensures all documentation for a weapons confiscation petition is routed to the City Attorney before filing
deadlines. Technicians respond to records requests from the District Attorney, other law enforcement
agencies, and the general public. They also conduct local background checks, track crimes committed by
recently released offenders, seal juvenile records pursuant to court orders and register sex offenders
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living in the City. Burglary alarm and parking enforcement duties are also completed by Records
Technicians. Records staff are certified child safety seat technicians, providing the community a resource
for safety seat inspection and installation.
The Service Center is part of the Records Bureau. Staff in the Service Center includes Security Officers,
Records Technicians, and Volunteers. Service Center staff assist the public with a variety of questions
and concerns, ranging from citations to vehicles held in storage/impound. Service Center staff take nonpriority reports via telephone or in person. The Security Officers at the Service Center maintain mandatory
registration of narcotics offenders living in the City, and are responsible for maintaining the security
access systems for all City facilities. The Security Officers at the Service Center maintain mandatory
registration of narcotics and sex offenders living in the City, and are responsible for maintaining the
security access systems at all City facilities.
Budget Issues



Storage space for property and evidence continues to be challenging as staff creates efficiencies and
opportunities for additional storage space within the City. The potential costs associated with adding or
contracting for additional secure evidence storage are unknown; however, biological evidence storage
needs are likely to be identified next fiscal year, and general evidence needs will be identified within five
years.
The Police Dispatch center utilizes a regional communications system called Sacramento Regional Radio
Communications System (SRRCS). The SRRCS has begun a multi-year upgrade process to improve
transmission quality and interoperability. However, this upgrade requires subscribers to upgrade their own
end user equipment, such as dispatch radios and radio consoles in order to access the improved system.
The cost to replace the dispatch radio consoles is budgeted in FY 2016-17 at an estimated $480,000, and
a regional contract for procurement is being developed.
Staff is exploring the possibility of transitioning alarm support services (permits and false alarm notices) to
a contractor specializing in such services. An RFP will likely be issued in FY2016-17 for this purpose.

Professional Standards will continue to forge relationships with Police Officer Standards Training (POST)
academies throughout the region in an effort to identify and recruit the best candidates for employment as
Elk Grove police officers. Professional Standards will also continue to promote growth internally by
identifying those who have a desire to promote to the class of police officer and, if qualified, sponsoring
them through a regional Post police academy.
opportunities for urban and rural lifestyles



Finalize police staffing study to ensure current and planned community growth aligns with police staffing
needs.
In collaboration with citizens, identify beats and subsectors warranting high visibility patrols and deploy
police personnel as necessary.
Continue self-registration and community education for the Smart 911/Smart Prepare systems. Smart 91-1/Smart Prepare will allow citizens to create a safety profile or registry for their household that includes
important information they want 9-1-1 Dispatchers to view in the event of an emergency. This information
will be used to facilitate the proper response and deployment of resources in case of emergency.
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



Continue to provide a self-registration portal for the Community Notification System. This will provide
citizens the option to register cell and/or VOIP phones providing first responders crucial information in the
event of a local, regional, or statewide emergency.
Continue a Neighborhood Policing Initiative focused on working closely with residents to solve problems
and build strong, connected neighborhoods throughout the city. Utilize technology and social media
platforms such as Nextdoor.com as a means to enhance communication with neighborhoods. Community
enrollment in Nextdoor increased significantly in the past year, from 2,985 members to 11,298.
Conduct additional research and testing of body-worn cameras in the Field Services Division to increase
public transparency; policy and workflow are currently being developed to allow for summer 2016
deployment.
Continue to offer the Citizen’s Academy and hold bi-annual Neighborhood Beat Meetings as a means of
educating and involving citizens in keeping their neighborhoods safe. As progress is made in
neighborhood organization, transition beat meetings to neighborhood-based meetings.
residents of all ages and backgrounds, with venues that also promote and leverage economic growth

Continue to participate in community events and the planning process for a positive police presence that
supports a safe, collaborative, and vibrant community.


Ensure that Department spending is within budget and financial resources are being used appropriately
by identifying cost saving measures.
Continue to actively pursue grant opportunities that support organizational strategies.
with the highest service levels, while also providing regional leadership through collaboration

Continue to develop, certify, and host POST training that will permit more requisite training to be held
locally to benefit our law enforcement partners in the region.
 Officers will continue to participate in regional enforcement operations with a goal of improved community
safety throughout the region; examples include: marijuana eradication, auto theft operations,
probation/parole operations, sex offender compliance operations, and traffic safety operations.
 Continue exploring options for an animal control shelter in Elk Grove. Thus far, the options include
utilizing existing structures or constructing a new facility. Various levels of service delivery are also being
considered along with potential partnerships and volunteer services.
ACCOMPLISHMENTS




The IT Unit replaced and enhanced security camera systems at all City campus locations.
Field Services had four officers honored by Mothers Against Drunk Driving for their high number of DUI
arrests made during the 2015 calendar year. One of the officers recognized had 102 DUI arrests in 2015.
Field Services staff participated in the Office of Transportation Safety-sponsored Distracted Driver
Awareness Month and conducted a maximum enforcement effort targeting distracted driving violations in
Elk Grove.
Investigation’s Narcotics Team had one of its busiest years with its marijuana eradication program. There
were over 40 illegal cultivation locations identified and investigated, 31 arrests, and more than 40 guns
seized. The Narcotics Team continues to partner with other local law enforcement agencies and federal
authorities such as the Drug Enforcement Administration (DEA), to eliminate illegal marijuana cultivation
in Elk Grove.
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




The Citizen’s Academy increased its enrollment and continues be a successful public education
component of the Police Department.
The Elk Grove Volunteers in Police Service (VIPS) received the 2015 Volunteer Team of the Year Award
by the Law Enforcement Volunteers of California.
The Traffic Bureau completed the Office of Traffic Safety Selective Traffic Enforcement Program (STEP)
Grant in 2015, participated in the regional AVOID DUI campaign, and is currently conducting a minor
decoy/shoulder tap operation that targets adults who buy alcohol for minors.
Patrol Field Training Officers trained 16 newly hired police officers and six Community Service Officers
during calendar year 2015.
The Police Department hired and sponsored its first trainee through a basic police academy in 2015. The
officer is currently in the process of completing his field training program.
Administrative Services





Partnered with Big Brothers Big Sisters (BBBS) of the greater Sacramento area, awarding $10,000 of
asset-seizure funds for the salary and travel expenses of an Elk Grove enrollment support specialist. This
position will facilitate screening and matching volunteer mentors with school-aged youth in Elk Grove.
EGPD also awarded BBBS approximately $4,000 for a backpack project that allowed them to purchase
backpacks filled with school supplies for students who would otherwise not start school with these basic
necessities.
Awarded non-profit Courageous Connection of Elk Grove over $9,000 of asset-seizure funds to support
improving the lives and outcomes of emancipated foster youth. A portion of this funding purchased a
large storage container and bicycle equipment for the creation of a foster youth-run bicycle repair shop.
Granted non-profit Chicks in Crisis $2,400 of asset-seizure funds for the purchase of a rototiller for their
vegetable garden. The garden supplies healthy food for women, teens, and emancipated foster youth
who are pregnant, parenting, or at-risk.
The IT Unit completed testing, evaluation, and purchasing of police body-worn cameras. Pending final
policy and workflow procedures, each officer will be outfitted with a body-worn camera by summer 2016.
Professional Standards continues to offer an internal drivers training program. This is an eight-hour POST
approved training course led by EGPD officers certified as training instructors. This program saves the
City an estimated $30,000 annually in training expenses.
Field Services



The video surveillance trailer continued deployment City-wide as a means of addressing and deterring
crime.
A number of school traffic related issues were referred to the joint committee of the Elk Grove Unified
School District and the EGPD Traffic Unit for analysis and action. The committee implemented traffic
calming measures. Further assessment is ongoing.
Patrol’s statistical information gathering was automated to allow for more timely compilation of officer
activity.
Investigative Services


Officers conducted 33 vehicle theft reduction operations, and approximately five “AB109 operations” that
focus on reducing criminal recidivism.
The Citizens’ Academy course was conducted for Elk Grove citizens interested in learning the inner
workings of EGPD. The Department graduated 25 participants, five more than the previous year.
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
The fifth annual Safety Town was held in partnership with Cosumnes Community Services District and Elk
Grove Unified School District. This is a two week summer day camp which provides safety training and
awareness for preschool-aged children.
Support Services

Implemented a new method for efficiently drying and storing seized marijuana to mitigate mold and odor
issues while securing and preserving the evidentiary integrity of the material.
FY2015
FY2016
FY2016
FY2017
Actuals
Adopted
Estimate Proposed
Normal Business
% Financial & Performance grant reporting
100
100
100
100
Number of Mandated POST training hours (24 hours per officer, per year)
40
40
40
40
Continue to foster and support the safest and most highly connected neighborhoods with diverse opportunities for urban and rural
lifestyles
Strengthen and support the engagement of neighborhoods in the protection and safety of Elk Grove
% of emergency 911 calls answered within 10 seconds
97
95
98
95
Average response time to Priority 1 calls in minutes
5.6
5
5
5
% of Part 1 crime reports cleared by investigators from cases assigned
45
80
48
80
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GENERAL FUND PLANNING
BUDGET SUMMARY
Compensation
Operating Expenses
Transfers
Expense Total
FY 2015
Actual
35,442
536,000
571,442
FY 2016
Budget
11,202
50,000
750,000
811,202
FY 2016
Estimate
50,000
1,938,258
1,988,258
FY2017 Change from
Budget
FY 2016
(11,202)
10,000
(40,000)
904,454
154,454
914,454
103,252
FY 2018
Projected
10,230
925,256
935,486
PROGRAM DESCRIPTION
Planning Commission
$10,000
The Elk Grove Planning Commission is appointed by the City council to review and approve a wide variety of
planning applications. The commission also makes recommendations to the City Council on zone changes,
General Plan amendments, and other matters.
Advanced Planning
$904,454
The General Fund supports the Development Services Fund in the provision of advanced planning for the City.
Advanced planning activities include primarily work on the General Plan Update, in addition to zoning code
amendments, Council-appointed historic preservation and trails committees, market studies, and community
development.
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CODE ENFORCEMENT
MISSION
The Code Enforcement Division is committed to enhancing the quality of life for our residents by addressing
concerns about unsafe, unhealthy or unsightly conditions in homes, neighborhoods, and the entire Elk Grove
community.
BUDGET SUMMARY
Compensation
Operating Expenses
Expense Total
FY 2015
Actual
900,207
11,189
911,396
FY 2016
Budget
956,961
118,200
1,075,161
FY 2016
Estimate
865,659
84,170
949,829
FY2017 Change from
Budget
FY 2016
877,959
(79,002)
91,550
(26,650)
969,509
(105,652)
FY 2018
Projected
918,170
93,656
1,011,825
POSITION LISTING
Authorized
Position
3540
3540
Assistant Development Services Director
3540
Code Enforcement Field Officer
3540
Code Enforcement Manager
3540
Code Enforcement Supervisor
3540
3540
Sr. Code Enforcement Officer
3540 Code Enforcement Total
PROGRAM DESCRIPTION
FY2015
1
0
4
1
0
1
2
9
FY 2016
1
1
4
0
1
1
1
9
FY 2017
0
1
4
0
1
1
1
8
Change
-1
0
0
0
0
0
0
-1
$969,509
8 FTEs
The Code Enforcement Division enhances the safety, appearance and quality of life in Elk Grove through
educating the public about the standards set forth in the Municipal and Zoning Code and enforcing standards
when necessary. The division focuses on concerns regarding unsafe, unsanitary or blighted conditions within
dwellings and neighborhoods throughout the community. Code Enforcement promotes interactive working
partnerships within the City, County, State and private agencies to enforce these ordinances, and with active
community awareness and involvement, the Elk Grove community can continue to be a place everyone feels
proud to call home. If we do our job right, you’ll never think about us.
DEPARTMENT WORK PLAN FOR FY 2016-17

Continue to maintain high levels of responsiveness to reported nuisances through the monitoring and
improving upon the division’s current performance measures.
74
101-3540
CODE ENFORCEMENT

Continue to monitor and adapt the identification of violations that merit proactive response by Code
Enforcement and refine the systems used to track the effectiveness of proactive enforcement versus
reactive enforcement.
FY2015
Actuals
FY2016
Adopted
FY2016
Estimate
FY2017
Proposed
Continue to foster and support the safest and most highly connected neighborhoods with diverse opportunities for urban and rural lifestyles
Review Code Enforcement priorities, with an evaluation of cost to implement proactive administrative enforcement of key nuisance
abatement or neighborhood enhancement ordinances.
Percentage of Gang graffiti removal within 1 business day
75
90
90
Percentage of Illegal Dumping Responded to within 1 hour
99
95
97
Normal Business
Percentage of Housing/Zoning Cases requiring City abatement action closed within 120 days
83
80
75
Percentage of Nuisance cases requiring City abatement closed within 90 days
97
85
90
90
95
75
85






Volunteers abate graffiti, deliver notices, and assist with case intake and processing in our office. Over
600 hours has been contributed to the Code Enforcement Division by volunteers. The year to date value
of volunteer time is over $21,000.
Code Enforcement is continuing to hold semiannual landlord education meetings in an effort to educate
rental housing owners about best practices and public nuisance issues. This year saw a new partnership
with the Rental Housing Association of Sacramento to teach Elk Grove landlords about fair housing law.
Continued to expand on a bike patrol program that put Code Enforcement Officers on bicycles on the
City’s trail system to combat blight and graffiti. This year the officers on bikes attended community and PR
events in addition to patrolling trails and neighborhoods.
Improve performance measures through the use of comparison data from comparison with other code
enforcement agencies and ICMA performance measure reporting.
Utilized GIS systems and other tools to create maps of City and CSD owned property to enhance both
Code Enforcement and PD’s response to the location of homeless camps and illegal dumping hotspots.
This year Code Enforcement increased its proactive enforcement in response to Council Imperatives.
Since addressing more nuisance issues proactively code enforcement violation reports from the public
have dropped over 30%, while the overall number of cases has remained basically flat. This tells us that
Code Enforcement is identifying and addressing violations that would likely have resulted in a resident
having to report the issue to the department.
75
105 & 106
RESERVE FUNDS
Economic Development Fund – 105
Revenue Total
Operating Expense
Capital Outlay
Expense Total
Current Year Excess (Deficiency)
Available Fund Balance
FY 2015
Actual
258,565
258,565
893,853
FY 2016
Budget
100,000
500,000
500,000
(400,000)
493,853
FY 2016
Estimate
200,000
25,000
25,000
175,000
1,068,853
FY2017 Change from
Budget
FY 2016
200,000
100,000
500,000
500,000
(300,000)
100,000
768,853
FY 2015
Actual
47,141
43,840
4,423,570
4,467,410
(4,420,269)
FY 2016
Budget
1,045,298
3,647,550
3,647,550
(2,602,252)
FY 2016
Estimate
4,549,393
1,012,156
607,550
1,619,706
2,929,687
FY2017 Change from
Budget
FY 2016
1,239,248
193,950
319,395
319,395
6,840,005
6,840,005
607,550
607,550
163,950
(3,483,600)
7,930,900
4,283,350
(6,691,652)
(4,089,400)
4,247,271
1,645,019
7,176,958
Facility Reserve Fund - 106
Revenue Total
Operating Expenses
Capital Outlay
Capital Outlay Rollover Request
Debt Service
Transfers
Expense Total
76
485,306
200S
SPECIAL REVENUE FUNDS
201 - Recycling Grant
Funds provided by the recycling division of the State Department of Conservation. Funds were made available
through the 1986 California Beverage container Recycling and Litter Reduction Act for beverage container
recycling and litter abatement programs. Grants are funded by the California refund Value (CRV) beverage
container fees.
Revenue Total
Compensation
Operating Expenses
Transfers Out
Expense Total
FY 2015
Actual
42,209
41,134
41,134
1,075
27,925
FY 2016
Budget
32,000
32,000
32,000
27,925
FY 2016
Estimate
42,391
3,940
10,000
13,940
28,451
56,376
FY2017 Change from
Budget
FY 2016
41,228
9,228
1,228
1,228
40,000
8,000
41,228
9,228
56,376
202 - Used Oil Recycling Grant
Funds received from the Department of Resources Recycling and Recovery (CalRecycle) to comply with waste
diversion. Funds are used to educate the public on oil recycling.
Revenue Total
Compensation
Operating Expenses
Transfers Out
Expense Total
FY 2015
Actual
480
20,990
19,059
40,049
(39,569)
9,879
FY 2016
Budget
44,529
44,529
44,529
9,879
FY 2016
Estimate
44,529
9,790
30,790
40,580
3,949
13,828
FY2017 Change from
Budget
FY 2016
44,792
263
5,000
5,000
39,792
(4,737)
44,792
263
13,828
203 - Vehicle Abatement
Funds received from this Sacramento Abandoned Vehicle Service Authority to assist with the removal of
abandoned vehicles from streets, parking lots, fields, and private parcels.
Revenue Total
Compensation
Operating Expenses
Capital Outlay
Transfers Out
Expense Total
FY 2015
Actual
88,570
101,143
101,143
(12,573)
369,964
FY 2016
Budget
60,000
200,000
200,000
(140,000)
229,964
77
FY 2016
Estimate
55,000
200,000
200,000
(145,000)
224,964
FY2017 Change from
Budget
FY 2016
60,000
250,000
50,000
250,000
(190,000)
34,964
200S
210 BSCC – Local Police
Revenue Total
Compensation
Operating Expenses
Capital Outlay
Transfers Out
Expense Total
FY 2015
Actual
140,395
38,234
38,234
102,161
241,874
FY 2016
Budget
100,000
100,000
100,000
241,874
FY 2016
Estimate
43,100
43,100
43,100
241,874
FY2017 Change from
Budget
FY 2016
169,177
169,177
69,177
169,177
69,177
(69,177)
241,874
213 - Police Off-Duty
Funds received for the hiring of off-duty officers for event security, traffic control, and motorized traffic escorts.
Revenue Total
Compensation
Transfers
Expense Total
FY 2015
Actual
229,189
181,062
181,062
48,127
62,897
FY 2016
Budget
180,000
175,000
175,000
5,000
67,897
FY 2016
Estimate
197,000
182,682
182,682
14,318
77,215
FY2017 Change from
Budget
FY 2016
195,000
15,000
185,000
10,000
185,000
10,000
10,000
5,000
87,215
215 – State Asset Forfeiture
The Asset Forfeiture funds are a percentage of proceeds from the sale of seized property. Funds are used for
education and problem prevention projects aimed at the youth in our community.
Revenue Total
Operating Expenses
Capital Outlay
Transfers out
Amount Available for Allocation
Expense Total
FY 2015
Actual
130,485
161,081
104,310
265,391
(134,906)
215,909
FY 2016
Budget
200,000
15,284
350,959
366,243
(166,243)
49,666
78
FY 2016
Estimate
355,000
161,000
55,197
216,197
138,803
354,712
FY2017 Change from
Budget
FY 2016
200,000
198,561
198,561
1,620
(13,664)
354,531
3,572
554,712
188,469
(354,712)
(188,469)
-
200S
216 – Federal Grants
Revenue Total
Compensation
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
432,301
317,664
115,160
432,824
(523)
97,552
FY 2016
Budget
323,547
356,116
434,050
790,166
(466,619)
(369,067)
FY 2016
Estimate
473,370
479,240
479,240
(5,870)
91,682
FY2017 Change from
Budget
FY 2016
317,292
(6,255)
275,176
(80,940)
36,246
(397,804)
311,422
(478,744)
5,870
472,489
97,552
217 - Local Police Grants
This fund is used to account for miscellaneous grants and donations from local businesses and organizations.
The funds are used for programs specific to the donations, or for various police programs.
Revenue Total
Compensaton
Operating Expenses
Capital Outlay
Expense Total
FY 2015
Actual
89,943
92,573
13,420
105,993
(16,050)
5,734
FY 2016
Budget
160,000
130,000
30,000
160,000
5,734
FY 2016
Estimate
125,627
125,627
125,627
5,734
FY2017 Change from
Budget
FY 2016
160,000
140,000
10,000
20,000
(10,000)
5,734
5,734
165,734
5,734
(5,734)
(5,734)
-
FY 2015
Actual
286,185
358
147,429
147,787
138,398
85,343
FY 2016
Budget
76,736
216,208
216,208
(139,472)
(54,129)
FY 2016
Estimate
236,398
241,284
45,827
287,111
(50,713)
34,630
FY2017 Change from
Budget
FY 2016
60,343
(16,393)
12,246
(203,962)
135,813
135,813
73,000
73,000
221,059
4,851
(160,716)
(21,244)
(126,086)
218 – SLESF
Revenue Total
Compensation
Operating Expenses
Capital Outlay
Expense Total
79
200S
221 - Gas Tax Fund
Gas Tax Street Maintenance provides a variety of transportation infrastructure maintenance services including
implementation of the City’s Pavement Management Program, construction of capital projects, and coordination
with other entities as needed. Gas Tax is the City’s share of the $0.18 per gallon California State gasoline tax
and is restricted to street expenditures. The State Board of Equalization administers the tax and the State
Controller distributes the proceeds to cities and counties using formulas based on population and lane-miles of
maintained roadways. The legislation that governs the use of these funds is the State of California Streets and
Highways Code Sections 2105, 2106, 2107 and 2107.5.
Revenue Total
Compensation
Operating Expense
Transfers
Capital Outlay
Debt Service Total
Expense Total
FY 2015
FY 2016
Actual
Budget
8,236,351
3,464,804
2,028,007
2,600,000
372,664
377,713
4,189,420
3,334,000
3,217,483
6,590,091
9,529,196
1,646,260 (6,064,392)
9,573,881
3,509,489
FY 2016
FY2017 Change from
Estimate
Budget
FY 2016
3,646,284
3,325,800
(139,004)
50,532
50,532
2,608,912
3,011,671
411,671
377,713
552,841
175,128
1,148,265
2,117,000
(1,217,000)
7,566,467
4,348,984
4,134,890 13,298,511
3,769,315
(488,606) (9,972,711)
(3,908,319)
9,085,275
(887,436)
231 - Affordable Housing
This Citywide fee is imposed on residential development to ensure that adequate housing opportunities exist for
very low- and low-income households and sufficient funds are available to facilitate construction of these very lowand low-income housing units.
Revenue Total
Compensation
Operating Expenses
Capital Outlay
Transfers
Internal Services
Expense Total
FY 2015
FY 2016
Actual
Budget
3,000,025
2,657,387
62,734
41,617
2,001,627
4,611,500
205,000
670,000
2,269,361
5,323,117
730,664 (2,665,730)
5,583,953
2,918,223
80
FY 2016
FY2017 Change from
Estimate
Budget
FY 2016
2,538,355
3,162,050
504,663
37,478
76,922
35,305
3,498,197
6,308,014
1,696,514
300,000
(370,000)
670,000
670,000
3,535,675
7,354,936
2,031,819
(997,320) (4,192,886)
(1,527,156)
4,586,633
393,747
200S
233 - Agricultural Preservation Mitigation Fee
This fee is imposed upon the development in the East Franklin Specific Plan area. The fee revenue is used to
purchase construction easements or other similar instruments on agricultural land and to provide for the ongoing
monitoring and administration of these easements.
Revenue Total
Compensation
Operating Expenses
Capital Outlay
Transfers
Internal Services
Expense Total
FY 2015
FY 2016
Actual
Budget
18,999
17,500
7,298
11,171
693
115,000
1,000,000
7,991
1,126,171
11,008 (1,108,671)
1,942,115
833,444
FY 2016
FY2017 Change from
Estimate
Budget
FY 2016
12,000
15,000
(2,500)
10,170
11,702
390
983
(114,017)
1,900,000
900,000
10,560
1,912,685
785,983
1,440 (1,897,685)
(788,483)
1,943,555
45,870
234 - Swainson Hawk Mitigation Fee
This mitigation fee is used to purchase/monitor land and/or easements on property the City and the State
Department of Fish and Game determine to be suitable Swainson’s Hawk habitat as mitigation for the loss of
habitat caused by development.
Revenue Total
Compensation
Operating Expenses
Transfers
Capital Outlay
Internal Services
Expense Total
FY 2015
Actual
73,538
7,298
29,174
36,472
37,066
1,161,230
FY 2016
Budget
25,061
11,171
33,000
44,171
(19,110)
1,142,120
FY 2016
FY2017 Change from
Estimate
Budget
FY 2016
100,000
100,000
74,939
10,170
11,702
531
91,332
50,834
17,834
1,100,000
1,100,000
101,502
1,162,536
1,118,365
(1,502) (1,062,536)
(1,043,426)
1,140,618
78,082
235 - Tree Mitigation
This fund is to be used for preservation of oak trees.
Revenue Total
Compensation
Operating Expenses
Transfers
Internal Services
Expense Total
FY 2015
Actual
61,415
7,298
315
7,613
53,802
692,216
FY 2016
Budget
75,000
11,171
108,000
119,171
(44,171)
648,045
81
FY 2016
Estimate
80,000
10,170
8,184
18,354
61,646
753,862
FY2017 Change from
Budget
FY 2016
80,000
5,000
11,702
531
100,462
(7,538)
112,164
(7,538)
(32,164)
12,538
721,698
200S
238 - Street Trench Cut
This fee is used for the associated cost of cutting pavement and the future maintenance of roadways.
Revenue Total
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
30,943
116
606
722
30,221
340,782
FY 2016
Budget
35,000
100,000
571
100,571
(65,571)
275,211
FY 2016
Estimate
35,000
69
571
640
34,360
375,142
FY2017 Change from
Budget
FY 2016
35,000
100,173
173
175,000
175,000
1,047
476
276,220
175,649
(241,220)
(175,649)
133,922
241 - Community Development Block Grant
Funds received from the U.S. Department of Housing and Urban Development (HUD) to develop viable urban
communities by providing housing, a suitable living environment, and expanded economic opportunities,
principally for low and moderate income persons.
Revenue Total
Compensation
Operating Expenses
Capital Outlay
Expense Total
FY 2015
Actual
619,251
45,000
334,051
248,396
627,447
(8,196)
(34,740)
FY 2016
Budget
1,800,000
88,697
566,200
679,920
186,350
1,521,167
278,833
244,093
FY 2016
Estimate
1,000,000
79,536
540,200
572,523
1,192,259
(192,259)
(226,999)
FY2017 Change from
Budget
FY 2016
2,000,000
200,000
65,420
(23,277)
931,200
365,000
295,150
(384,770)
720,481
534,131
2,012,251
491,084
(12,251)
(291,084)
(239,250)
251 - CFD 2003-1 Police Services
This fund is used to pay for a portion of the costs associated with providing police protection services in CFD
2003-1.
Revenue Total
Operating Expenses
Transfers
Expense Total
FY 2015
Actual
779,970
2,068
762,306
764,374
15,596
153,373
FY 2016
Budget
780,971
2,580
760,594
763,174
17,797
171,170
82
FY 2016
Estimate
815,165
1,535
760,594
762,129
53,036
206,409
FY2017 Change from
Budget
FY 2016
816,750
35,779
4,076
1,496
810,533
49,939
814,609
51,435
2,141
(15,656)
208,550
200S
252 - CFD 2003-2 Police Services
This fund is used to pay for a portion of the costs associated with providing police protection services in CFD
2003-2.
Revenue Total
Operating Expenses
Transfers
Expense Total
FY 2015
Actual
1,656,033
9,010
1,500,458
1,509,468
146,565
739,293
FY 2016
Budget
1,781,579
10,750
1,508,405
1,519,155
262,424
1,001,717
FY 2016
Estimate
2,023,923
5,362
1,508,405
1,513,767
510,156
1,249,449
FY2017 Change from
Budget
FY 2016
2,254,000
472,421
12,369
1,619
2,906,642
1,398,237
2,919,011
1,399,856
(665,011)
(927,435)
584,438
255 - CFD 2006-1 Maintenance Services
This fund is used to pay a portion of maintenance costs. Maintenance costs in the CFD may include public
parkways, public parks, open space, landscape setbacks, bike and other paths, landscaped medians in and
adjacent to roadways, maintenance and operation of a community center, recreation center, sports facilities,
cultural arts center, water features and maintenance of other related facilities.
Revenue Total
Compensation
Operating Expenses
Transfers
Expense Total
FY 2015
Actual
847,860
773,088
61,308
834,396
13,464
372,402
FY 2016
Budget
741,838
852,895
44,060
896,955
(155,117)
217,285
FY 2016
Estimate
862,856
775,243
44,061
819,304
43,552
415,954
FY2017 Change from
Budget
FY 2016
867,000
125,162
40,627
937,677
84,782
48,092
4,032
1,026,396
88,814
(159,396)
36,348
256,558
256 - CFD 2005-1 Maintenance Services
This fund is used to pay a portion of maintenance costs. Maintenance costs in the CFD may include public
parkways, public parks, open space, landscape setbacks, bike and other paths, landscaped medians in and
adjacent to roadways, maintenance and operation of a community center, recreation center, sports facilities,
cultural arts center, water features and maintenance of other related facilities.
Revenue Total
Compensation
Operating Expenses
Transfers
Expense Total
FY 2015
Actual
1,662,283
33,069
503,714
41,828
578,611
1,083,672
5,016,831
FY 2016
Budget
1,715,116
32,486
797,300
35,511
865,297
849,819
5,866,650
83
FY 2016
Estimate
2,055,185
41,651
527,727
35,511
604,889
1,450,296
6,467,127
FY2017 Change from
Budget
FY 2016
2,080,000
364,884
29,085
(3,401)
666,243
(131,057)
28,548
(6,963)
723,876
(138,020)
1,356,124
502,904
7,823,251
200S
261 - Street Maintenance District No. 1, Zone 1
This multi-zonal assessment district funds a portion of street maintenance costs in developing areas located
within Zone 1 in the City.
Revenue Total
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
599,128
69,721
164,349
35,706
269,776
329,352
3,797,973
FY 2016
Budget
684,834
116,795
400,000
119,556
8,195
644,546
40,288
3,838,261
FY 2016
Estimate
780,136
91,388
1,035
8,195
100,618
679,518
4,477,491
FY2017 Change from
Budget
FY 2016
802,459
117,625
108,931
(7,864)
800,000
400,000
441,847
322,291
24,860
16,665
1,375,638
8,801
(573,179)
108,824
3,904,312
Revenue Total
Operating Expenses
Transfers
Expense Total
FY 2015
Actual
34,840
10,006
3,633
13,639
21,201
47,433
FY 2016
Budget
250,500
250,500
3,092
253,592
(3,092)
44,341
FY 2016
Estimate
35,225
61,027
3,093
64,120
(28,895)
18,538
FY2017 Change from
Budget
FY 2016
35,000
(215,500)
31,524
(218,976)
3,245
153
34,769
(218,823)
231
3,323
18,769
Revenue Total
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
196,804
159,583
369,876
33,559
563,018
(366,214)
(117,084)
FY 2016
Budget
215,391
243,350
135,743
47,218
426,311
(210,920)
(328,004)
84
FY 2016
Estimate
245,491
210,188
884
47,218
258,290
(12,799)
(129,883)
FY2017 Change from
Budget
FY 2016
236,000
20,609
189,000
(54,350)
128,355
128,355
(135,743)
49,594
2,376
366,949
(59,362)
(130,949)
79,971
(260,832)
200S
Revenue Total
Operating Expenses
Transfers
Expense Total
FY 2015
Actual
19,197
17,520
3,125
20,645
(1,448)
26,867
FY 2016
Budget
18,456
78,805
3,108
81,913
(63,457)
(36,590)
FY 2016
Estimate
30,556
48,706
3,109
51,815
(21,259)
5,608
FY2017 Change from
Budget
FY 2016
30,000
11,544
27,514
(51,291)
5,210
2,102
32,724
(49,189)
(2,724)
60,733
2,884
Revenue Total
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
289,446
75,731
4,917
6,839
87,487
201,959
558,043
FY 2016
Budget
371,996
82,700
300,000
101,660
14,021
498,381
(126,385)
431,658
FY 2016
Estimate
483,100
62,914
139
14,021
77,074
406,026
964,069
FY2017 Change from
Budget
FY 2016
530,500
158,504
110,786
28,086
500,000
200,000
451,351
349,691
13,225
(796)
1,075,362
576,981
(544,862)
(418,477)
419,207
267 - Street Lighting Maintenance District 1, Zone 1
The City Council on April 27, 2005 approved initiating the process of detaching the portion of County Service Area
1 which is within the City of Elk Grove. This assessment district funds a portion of street lighting costs.
Revenue Total
Operating Expenses
Capital Outlay
Debt Service
Transfers
Expense Total
FY 2015
FY 2016
FY 2016
FY2017 Change from
Actual
Budget
Estimate
Budget
FY 2016
1,147,925
821,058
811,000
810,000
(11,058)
711,138
523,200
518,688
335,691
(187,509)
3,389,769
20,392
- 1,181,481
1,080,200
(101,281)
393,973
393,974
393,974
74,085
64,659
64,659
189,159
124,500
4,174,992 1,769,340
997,712
1,999,024
229,684
(3,027,067)
(948,282)
(186,712) (1,189,024)
(240,742)
(2,724,971) (3,673,253) (2,911,683) (4,100,707)
85
200S
268 - Street Lighting Maintenance District 1, Zone 2
This assessment district funds street lighting costs in Laguna Ridge, Lent Ranch, and the future development
areas in between.
Revenue Total
Operating Expenses
Capital Outlay
Debt Service
Transfers
Expense Total
FY 2015
Actual
171,348
114,289
351,450
10,335
476,074
(304,726)
(182,021)
FY 2016
Budget
131,923
162,850
104,905
12,215
279,970
(148,047)
(330,068)
FY 2016
Estimate
221,529
125,180
2,115
43,775
12,214
183,284
38,245
(143,776)
FY2017 Change from
Budget
FY 2016
245,000
113,077
155,138
(7,712)
112,161
7,256
43,775
43,775
38,638
26,423
349,712
69,742
(104,712)
43,335
(248,488)
275 – Federal Asset Forfeiture
Federal Asset Forfeiture funds may be used to pay for expenses associated with forfeiture operations and
investigations. Forfeiture operations and investigative expenses included but not limited to: Storage, Protection
and Destruction of Controlled Substances, Training, Equipment, Protective Gear and Support of Community
based programs.
Revenue Total
Operating Expenses
Capital Outlay
Transfers
Amount Available for Allocation
Expense Total
FY 2015
Actual
114,397
93,382
93,382
21,015
283,273
FY 2016
Budget
85,000
347,258
347,258
(262,258)
21,015
FY 2016
Estimate
170,000
8,000
8,000
162,000
445,273
FY2017 Change from
Budget
FY 2016
(85,000)
125,000
318,188
(29,070)
443,188
(29,070)
(443,188)
(55,930)
2,085
280 – Library Ownership
Funds are received annually from the Sacramento Public Library Fund and used to enhance library services in Elk
Grove.
Revenue Total
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
119,258
18,921
5,463
24,384
94,874
602,718
FY 2016
Budget
105,000
300,000
2,775
302,775
(197,775)
404,943
86
FY 2016
Estimate
105,000
5,150
2,775
7,925
97,075
699,793
FY2017 Change from
Budget
FY 2016
110,000
5,000
30,292
(269,708)
2,080
(695)
32,372
(270,403)
77,628
275,403
777,421
200S
285 - Neighborhood Stabilization
The Housing and Economic Recovery Act grants funds to be used for neighborhood stabilization programs
related to abandoned and foreclosed properties.
Revenue Total
Compensation
Operating Expenses
Expense Total
FY 2015
Actual
66,154
24,111
120
24,231
41,923
329,730
FY 2016
Budget
55,000
28,724
300,000
328,724
(273,724)
56,006
FY 2016
Estimate
30,000
25,772
135,066
160,838
(130,838)
198,892
FY2017 Change from
Budget
FY 2016
70,000
15,000
8,117
(20,607)
526,000
226,000
534,117
205,393
(464,117)
(190,393)
(265,225)
294 - Measure A Maintenance
A portion of the proceeds from Sacramento County voter-approved Measure A are dedicated to local street
maintenance. The half-cent sales tax, originally approved in 1988, was renewed for an additional 30 years in
2004. The new program begins in FY 2009-10, represented in the new fund 294.
Revenue Total
Compensation
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2015
FY 2016
Actual
Budget
3,460,451 3,574,647
132,270
129,942
1,415,052 1,680,000
954,884 2,300,000
- 1,301,686
282,266
238,236
2,784,472 5,649,864
675,979 (2,075,217)
2,968,619
893,402
87
FY 2016
FY2017 Change from
Estimate
Budget
FY 2016
3,512,982
3,654,808
80,161
166,698
68,038
(61,904)
1,670,206
2,328,777
648,777
954,075
1,690,500
(609,500)
2,751,825
1,450,139
238,236
148,816
(89,420)
3,029,215
6,987,956
1,338,092
483,767 (3,333,148)
(1,257,931)
3,452,386
119,238
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DEVELOPMENT SERVICES FUND SUMMARY
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
Revenue
Charges for Services
License Fees and Permits
Other Revenue
Other Financing Sources
$ 3,154,311
3,856,735
8,630
3,898,705
$ 3,893,956
4,823,611
249,000
3,136,700
$ 3,281,316
3,532,067
10,000
4,642,142
$
3,296,242
3,706,717
10,000
3,853,192
$
$
$
$
(597,714)
(1,116,894)
(239,000)
716,492
Revenue Total
$ 10,918,381
$ 12,103,267
$ 11,465,525
$ 10,866,151
$
(1,237,116)
$
$
$
$
431,509
$
(129,407)
Expenses
Development Services Admin
(1)
Planning & Development Engineering
Building Safety & Inspection Svcs
Public Works
512,789
560,916
472,950
3,837,693
2,621,989
1,619,662
5,242,893
3,400,367
1,881,692
5,573,488
2,573,330
1,850,898
4,897,853
2,800,326
1,914,445
$
$
$
(345,040)
(600,041)
32,753
268,577
452,932
358,000
636,731
307,000
569,373
370,000
936,943
$
$
12,000
300,212
$ 9,313,642
$ 12,080,599
$ 11,347,039
$ 11,351,076
$
(729,523)
Change in Fund Balance
1,604,739
22,668
118,486
(484,925)
Beginning Fund Balance
(1,238,300)
366,439
366,439
484,925
389,107
484,925
-
Public Works Engineering(1)
Capital Project Management
Expenses Total
Ending Fund Balance
(1)
366,439
Development related engineering functions were moved out of Public Works and combined with the Planning Department in FY 2015-16.
89
(507,593)
118,486
(389,107)
295
MISSION
Development Services Department is responsible for all development-related activity in the City of Elk Grove,
including Building, Planning, Development Engineering and Housing.
Development Services Administration - 295:3110
$431,509
3.5 FTEs
The Development Services Administration division provides oversight and support to all Development Services
operations.
BUDGET SUMMARY
FY 2015
Actual
Revenue
Compensation
Operating Expenses
Internal Services
Expense Total
Net Cost
FY 2016
Budget
FY 2016
Estimate
1,005,229
1,768,741
415,146
451,423
23,199
40,730
74,444
68,763
512,789
560,916
(492,440) (1,207,825)
1,012,338
363,182
41,005
68,763
472,950
(539,388)
FY2017 Change from
Budget
FY 2016
1,062,961
304,134
43,980
83,395
431,509
(631,452)
(705,780)
(147,289)
3,250
14,632
(129,407)
POSITION LISTING
Authorized
Position
3110 Assistant City Manager
3110 Accounting Technician
3110 Compliance Review Analyst
3110 Management Analyst
295 Development Services Total
FY2015
1
1
1
1
4.0
Planning – 295:3120
FY 2016
1
1
1
1
4.0
FY 2017
1
1
1
0
3.0
Change
0
0
0
-1
-1.0
$2,964,758
3.5 FTEs
Current Planning
The Planning Division is responsible for current planning projects which encompasses reviewing all proposed
development projects including new residential, commercial, and office development. This division provides
customer assistance at the public counter, and coordinates the review of projects with other City Departments and
local, regional, state, and federal agencies. It also provides staff support to the Planning Commission, advisory
committees, and the City Council regarding all land use matters.
The Planning Division provides planning expertise in the implementation of the General Plan, Zoning Code, and
other specific plans as well as conducts special planning studies, including design guidelines and new
ordinances. The division is also responsible for managing the conservation of habitat and natural resources.
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295
Environmental Services
The Environmental Services function within Planning is responsible for completing and/or managing the review of
all planning projects for compliance with the California Environmental Quality Act (CEQA), reviewing improvement
plans for mitigation compliance, and monitoring of developments during construction activities. This function also
provides support to the Public Works Department through environmental review of Capital Improvement Projects
for CEQA compliance, and other regulatory permitting (State and Federal).
Housing
The Housing and Public Services function within Planning administers and implements the Affordable Housing
program. This responsibility includes ensuring not only that adequate housing opportunities exist for very lowand low- income households but also that sufficient funds are available to assist the construction of these verylow and low-income housing units through loans and subsidies. This division administers the Community
Development Block Grant (CDBG) programs which provide opportunities for development of housing, suitable
living environments, and expanded economic opportunities, principally for low and moderate income persons. In
addition, this function is responsible for implementing State law related to the Regional Housing Needs Allocation
(RHNA), including updates to the General Plan Housing Element and Zoning Code, as needed.
Development Engineering – 295:3140
$1,579,095
1.5 FTE
The Development Engineering Division supports private land development activity, including project
processing/entitlement review, improvement and landscape plan check, mapping services, and construction
inspection. The Division provides customer support at the front counter; design and construction standard
maintenance; technical support in administering City’s Roadway Fee Program and various Community Facilities
Districts.
BUDGET SUMMARIES
Planning: 3120
Revenue Total
Compensation
Operating Expenses
Internal Services
Transfers
Expense Total
Net Cost
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
2,030,075
197,677
1,709,322
289,975
292,839
2,489,813
459,738
1,530,824
270,679
1,705,510
494,212
469,299
2,939,700
1,408,876
3,211,671
245,518
2,928,776
494,212
544,519
4,213,025
1,001,354
FY2017 Change from
Budget
FY 2016
2,297,507
307,490
2,543,264
390,730
473,274
3,714,758
1,417,251
766,683
36,811
837,754
(103,482)
3,975
775,058
Budget Issues:

The budget includes funds $904,454 for advanced planning projects which includes the General Plan
Update Phase 3, various plan area guidelines and minor projects.
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295
Development Engineering: 3140
Revenue Total
Compensation
Operating Expenses
Internal Services
Transfers
Expense Total
Net Cost
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
2,013,387
35,385
1,012,792
299,703
1,347,880
(665,507)
2,252,043
2,303,193
2,303,193
51,150
1,215,656
834,250
526,213
1,360,463
144,807
FY2017 Change from
Budget
FY 2016
1,040,756
80,636
880,500
221,959
1,183,095
142,339
(1,211,287)
80,636
(1,422,693)
221,959
(1,120,098)
POSITION LISTING
Authorized
Position
3120
3120
Development Services Director
3120
Housing Program Manager
3120
Permit Processing Coordinator
3120
Planning Director
3120
3120
3120 Development Svcs/Planning Total
FY2015
1
0
1
0
1
0
0
3
FY 2016
1
1
0
0
0
0
1
3
FY 2017
0
1
0
1
0
1
1
5
Change
-1
0
0
1
0
1
0
1
Planning
FY2015
Actuals
FY2016
Adopted
FY2016
Estimate
FY2017
Proposed
Recognize the City’s high operational performance and achieve new levels of organizational excellence with the highest service
levels, while also providing regional leadership through collaboration
Normal Business
% of Public Inquiries Resolved within 48 hours
92
90
95
90
Normal Business
Ratio of total unexpended CDBG funds to current fiscal year grant award
1.46
1.5
1
1.5
Development Engineering
FY2015 FY2016 FY2016
FY2017
Actuals Adopted Estimate Proposed
Recognize the City’s high operational performance and achieve new levels of organizational excellence with the highest service levels, while also providing
regional leadership through collaboration
Normal Business
% of Improvement Plans and Final Maps reviewed within 3 weeks for first submittal and 2 weeks for subsequent submittal
% of public assistance requests received at the public counter responded to within 24 hours
% of public assistance requests received via phone or email responded to within 24 hours
92
95
100
100
90
90
90
95
100
100
90
100
100
295
Building Safety and Inspection – 295:3130
$2,800,326
2.0 FTEs
The Building Safety and Inspection Services Division provides building permit application processing, plan review,
construction inspection and records maintenance. Public outreach is provided to promote awareness and
education of the value in obtaining required building permits, to ensure safe, healthy and code compliant
buildings.
BUDGET SUMMARY
FY 2015
Actual
Revenue Total
Compensation
Operating Expenses
Internal Services
Transfers
Expense Total
Net Cost
FY 2016
Budget
FY 2016
Estimate
FY2017 Change from
Budget
FY 2016
3,323,732
4,734,000
4,207,630
4,417,600
400,204
396,155
228,026
314,532
1,804,837
2,526,000
2,005,600
1,975,300
416,948
339,704
339,704
358,280
138,508
152,214
2,621,989
3,400,367
2,573,330
2,800,326
(701,743) (1,333,633) (1,634,300) (1,617,274)
(316,400)
(81,623)
(550,700)
18,576
13,706
(600,041)
POSITION LISTING
Authorized
Position
3130
3130
Building Official
3130
Permit Processing Coordinator
3130 Development Svcs/Building Total
FY2015
1
1
1
3
FY 2016
1
1
1
3
FY 2017
1
0
1
2
Change
0
-1
0
-1
Normal Business
Percentage of Complete Commercial building plan reviews within 15 working days.
FY2015
Actuals
FY2016
Adopted
96
FY2016
Estimate
95
98
FY2017
Proposed
95
Recognize the City’s high operational performance and achieve new levels of organizational excellence with the highest service levels, while also
providing regional leadership through collaboration
Normal Business
Percentage of Complete Residential plan reviews within 10 days
Percentage of Master Plan - Plan Reviews & Custom Home - Plan Reviews completed within 15
working days
99
95
99
95
96
95
100
95
Create a vibrant diversified economy
 Draft and finalize a Development Processing Manual for processing entitlement applications,
improvement plans, revisions, final maps and record drawings.
 Assign a project manager to coordinate with assigned project managers from other departments on larger
development projects.
 Complete amendments to the Zoning Code to ensure land use regulations provide for economic
development opportunities.
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295
Grow and support safe, livable, attractive neighborhoods
 Complete amendments to the Zoning Code to ensure clarity of the City’s regulations.
 Administer the City’s Community Development Block Grant Program and Neighborhood Stabilization
Program.
 Continue to make down payment assistance loans to first-time homebuyers to encourage homeownership
and neighborhood stability and investment.
Serve as wise, responsible stewards of fiscal resources
 Continue to work with local and regional nonprofits supporting Elk Grove residents, ensuring the City’s
funds are invested in projects with a meaningful benefit.
 Assist in the development of the new Senior Center/Community Center at the Civic Center site.
Develop an efficient and effective organization with a regional perspective
 Continue to vet policy items through the Industry Working Group promoting collaboration and
transparency on development-related issues.
 Planning will continue to implement electronic plan check and submittal software.
 Building will complete a project to allow over-the-counter building permits to be applied for, paid for, and
received electronically via a web portal or email. These permits have historically been done by fax.
 Building will examine and evaluate ways to expand our current permit streamlining programs.
 ONE and DONE/PASS+. One and Done is a mutual agreement with qualifying project architects and
engineers. This spurs direct communication between designers and plan review professionals to confirm
issue resolution prior to resubmittal: phone calls, ‘Virtual Meetings’ such as Skype calls; and where
needed Face time meeting between design team and plan review team to come to agreement.
Additionally, Plan Review professional gets approval to use ‘red marks’ to add minor notes to plans and
approve.
 Partner with Sacramento, Sacramento County, Citrus Heights, and Rancho Cordova to conduct a
regional Assessment of Fair Housing.



Development Services underwent a restructuring of its Divisions to create a more unified Department to
fully serve the City’s development needs.
In fiscal year 2015-16, Building created two new permit streamlining programs. Both Permit Simplicity and
PASS+ strive to shorten the time between the initial submittal and the permit being ready to issue.
Opened the Meadow House, a seven-bedroom transitional housing facility for homeless families.
Public Works – 295:4100
$1,914,455
6.0 FTEs
The Department of Public Works provides design and maintenance services to operate the City’s existing
transportation infrastructure including the road network, drainage system and all associated components
(sidewalks, lights, signals, landscaping, etc.).
Project Delivery and Programming Division (Capital) – 295:4120
$1,532,945
3.0 FTEs
The Project Delivery and Programming Division manages the City's transportation, drainage, flood control, and
facility projects from inception to construction completion. This Division manages the Department’s five year
Capital Improvement Program (CIP) and pursues funding sources to leverage the City's limited local dollars. It
works closely with other regional transportation partners (Sacramento Area Council of Governments (SACOG),
Sacramento Transportation Authority (STA), Caltrans, Capital SouthEast Connector JPA, etc.) to coordinate
transportation improvement plans. Project delivery activities include oversight and management of the
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295
environmental, design, and right of way acquisition phases of an array of capital and major maintenance projects.
This Division also provides fiscal oversight during construction. Projects include roadway widening, extensions
and interchanges; traffic signals and speed control; pavement maintenance; trail, bicycle and pedestrian
improvements, drainage improvements; Laguna Ridge parks; and various facility projects throughout the City.








Notable Projects Completed (total value = $26.9 million):
o Grant Line Rd Widening and Bridge (East Stockton to Waterman)
o Bond/Bader Intersection Signalization
o Franklin and Bruceville Signal Coordination
o West Stockton Sidewalk, Drainage & Roadway Improvements
o Elk Grove Blvd Sidewalk Infill, North Side
o East Stockton Blvd Sidewalk Extension to Elk Grove Park
o Union Park Way Pavement and Drainage Rehabilitation
o 3 Pavement Slurry and Overlay Projects
o Corporation Yard Material Storage Expansion
o Electric Vehicle Charging Station at City Hall
Prepared a comprehensive master plan of the Civic Center south site to establish the program,
design and character of the overall site. The program includes currently funded projects such as the
aquatics facility, veteran’s memorial hall, and senior community center with associated parking and
park & ride transit parking. Future uses were also identified including a main library with theater,
children’s museum, nature center, and park open space.
Prioritize SEPA:
o Advanced design of the SEPA Sewer Lift Station to 65%.
o Fully funded Big Horn Boulevard and Bilby Road Extensions and initiated design work.
o Initiated acquisitions of residential parcels for Lotz Parkway and Drainage Shed C Channel
EGUSD and SRTS:
o Continued providing grant support for Elk Grove Unified School District’s (EGUSD)
implementation of Project AWARE (Advancing Walk and Roll Environments), a District-wide
Safe Routes to School (SRTS) program will include all 39 elementary and nine middle
schools.
o Coordinated with EGUSD and applied for multiple Safe Route to School grants to improve
bike and pedestrian access to Schools.
o Awarded one grant to add pedestrian improvements to Bruceville Road south of Sheldon
Road
Kammerer Road:
o Advanced the environmental document for the Kammerer Road project, which includes the
interchange at Interstate 5.
o Completed Whitelock Interchange Project Study Report and submitted to Caltrans for and
approval.
Multi-jurisdictional CIP:
o Continued participation in the Sacramento Transportation Authority Professional Advisory
Group on proposed sales tax measure for transportation.
o Continued participation in the Capital Southeast Connection JPA Project Development Team.
o Continued participation in the SACOG Regional Planning Partnership committee.
o Continued participation in the I-5 Subregional Fee group.
o Continued collaboration with EGUSD, CCSD, City of Sacramento, and Sacramento County
on projects of mutual benefit such as Horseshoe Park, and the Laguna Creek Open Space
Preserve Trail
Prepared a conceptual design for the Old Town Plaza to establish a multifunctional civic plaza with a
park component, built-in seating, restrooms, and a pavilion structure that can host a variety of public
events.
Grant Funds Awarded totaling $8,754,200:
o Kammerer Road $2,918,200
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295
o
o
o
o
Arterial Roads Rehabilitation $2,000,000
Laguna Creek Trail and Bruceville Sidewalk $1,837,000
Bradshaw Sheldon Roundabout $1,549,000
Old Town Streetscape Phase 2 $450,000
Public Works Engineering – 295:4140
$370,000
1.0 FTEs
The Engineering Services Division provides engineering support to all other public works functions. This includes
Traffic Engineering, Drainage Engineering, Pavement Management, Construction Management and other
engineering activities as needed. This Division also issues street use permits, transportation permits,
encroachment permits, and conditions new development that impact the City’s transportation and drainage
infrastructure.



















Conducted over 240 Traffic Signal investigations (Timing, loop detector issues)
Conducted over 145 Traffic Signs and Markings investigations
Completed re-timing of traffic Signals along major east-west corridors
Responded to over 150 speeding complaints on residential streets
Reviewed over 20 development plans to ensure conformance with transportation standards
The design for Phase 4 of the ITS Master Plan is nearing completion. Improvements will be constructed
in 2017. There are a total of five phases in the current ITS Master Plan. SACOG will be developing an
updated ITS Master Plan for the cities within the region including Elk Grove.
Implemented a new traffic signal coordination on Franklin Boulevard, Bruceville Road, and Big Horn
Boulevard to reduce congestion.
Received the 2015 Sacramento Area Sustainable Business award for the Rain Garden Plaza project
Dry Wells as Low Impact Development project:
o Completed one season of Storm Water and groundwater monitoring
o Completed 13 technical presentations to organizations including the 2015 Low Impact
Development (LID) Regional Conference, hosted by the American Basin Council of Watersheds
and CSUS’s Office of Water Programs
o Completed the dry well project website
Completed repairs and maintenance at Strawberry Creek Water Quality basin and the Corporation Yard
Prepared a Green Street presentation for the Mayor to present at the West Regional Session of the
Mayors' Institute on City Design at Rice University in Houston, Texas in November 2015
Processed over 200 FEMA floodplain requests; average turnaround time was 48-hours from receipt of
request. Exceeded performance measure for response to flood zone information requests
Worked with the Planning Department on implementing new 200-year floodplain requirements
Prepared the Storm Response Plan for 2015-16, which outlined coordination responsibilities and
responses during flood emergencies
Provided Storm Water presentations at five public outreach events involving over 2,500 attendees;
exceeded the performance measure for representation at public outreach events
Submitted the 2014-15 Storm Water Management Program Annual Report to the Regional Water Quality
Control Board
Submitted the 2015-16 Storm Water Management Program Annual Work Plan to the Regional Water
Quality Control Board
Submitted the Routine Maintenance Agreement Annual Report to the Department of Fish and Wildlife
Responded to document requests from the U. S. Environmental Protection Agency (EPA) regarding the
City’s Storm Water Management Program and satisfied the EPA’s requests and resolved concerns.
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295




Staff presented Flood Preparedness at the Neighborhood Summit on September 30, 2015
Staff presented Flood Preparedness at the Community Resiliency Workshop on January 18, 2016.
Prepared for and completed the US Army Corp of Engineers PL84-99 levee inspection
Completed Storm Water training at the Special Waste Collection Center and the City’s Corporation Yard.
Traffic/Transportation Engineering Activities
The Traffic Engineering and Transportation Programming Division supports traffic planning associated with
private and public projects. Services are funded through the Capital Improvements Program, Private
Development, Maintenance Programs, and Gas Tax fund. Services include management and oversight of traffic
operations within the City including traffic investigations, traffic signal operations, traffic volume counts,
observation during peak hours, traffic control, establishing speed limits or modifying as necessary, transportation
program management, securing on-call traffic consultants to perform traffic analysis, participation in outside
agencies, grant writing efforts for various projects, and monitoring transportation.
Drainage Engineering Section Activities
This Division’s responsibilities include delivering drainage and flood control services, securing regional permits,
maintaining data and monitoring requirements for the Storm Water National Pollutant Discharge Elimination
System (NPDES) permit, partnering with the Sacramento Storm Water Quality Partnership, providing engineering
support to the Capital Improvement Program, managing and providing response strategies to storm related
issues, updating storm utility fees, and managing and resolving flooding issues.
Operations and Maintenance Division
The Operations and Maintenance Division (O&M) operates and maintains the City’s roadway and drainage
infrastructure. Included is maintenance service contract oversight; annual work plan development; scheduling
routine maintenance; implementation of maintenance programs; utility expense administration for landscaping,
street lighting, traffic signals; managing and maintaining the City’s service request and electronic maintenance
management system; updating City infrastructure inventory; providing emergency management and support
during storm events and other emergencies; and responding to citizen service requests.



Performed maintenance through the annual Pavement Markings Maintenance program as follows:
o 55 school crosswalks
o 45 lane miles of striping
o 6,000 Reflective Raised Pavement Markers
o Left Turn Delineation at 18 intersections.
o Painted the nose of 150 median islands
Upgraded more than 15 older style pedestrian push buttons to meet current standards.
The conversion from SunGard H.T.E. to SunGard OneSolution for the Computerized Maintenance
Management System (CMMS) is nearing completion. The updated software includes integrated mapping
tools and spatial displays of infrastructure which supports Work Order tracking that is tied to mapped
assets. The software update also allows for improve programmed maintenance development.
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BUDGET SUMMARIES
PUBLIC WORKS ADMINISTRATION: 4100
Revenue Total
Compensation
Operating Expenses
Internal Services
Capital Outlay
Transfers
Expense Total
Net Cost
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
1,030,017
373,189
226,492
1,019,981
1,619,662
589,645
1,069,767
476,925
335,000
1,069,767
1,881,692
811,925
1,069,140
490,231
290,900
1,069,767
1,850,898
781,758
FY2017 Change from
Budget
FY 2016
949,359
602,586
362,500
949,359
1,914,445
965,086
(120,408)
125,661
27,500
(120,408)
32,753
CAPITAL PROJECT MANAGEMENT: 4120
Revenue Total
Compensation
Operating Expenses
Capital Outlay
Transfers
Expense Total
Net Cost
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
FY2017 Change from
Budget
FY 2016
1,337,499
391,114
61,818
452,932
(884,567)
622,192
416,057
145,674
75,000
636,731
14,539
622,191
342,373
152,000
75,000
569,373
(52,818)
936,418
588,652
248,500
12,000
87,791
936,943
525
314,226
172,595
102,826
12,000
12,791
300,212
DEVELOPMENT ENGINEERING: 4140
Revenue Total
Compensation
Operating Expenses
Capital Outlay
Transfers
Expense Total
Net Cost
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
178,441
268,577
268,577
90,136
125,700
358,000
358,000
232,300
126,900
307,000
307,000
180,100
98
FY2017 Change from
Budget
FY 2016
161,550
370,000
370,000
208,450
35,850
12,000
12,000
295
POSITION LISTING
Authorized
Position
295 /503
4100
295 /503
PW Division Manager #1
221
PW Division Manager #2
256 /294
PW Division Manager-Operations
Civil Engineer
Finance Analyst I
4100
Public Works Director
4100
256 /294
295
Sr. Civil Engineer
4100 Development Svcs/Public Works Total
FY2015
0
0
1
1
1
1
1
1
1
0
0
7
FY 2016
1
1
1
1
1
1
1
1
0
1
1
10
FY 2017
1
1
1
1
1
0
1
1
0
1
2
10
Change
0
0
0
0
0
-1
0
0
0
0
1
0


Complete the design and begin construction of the extension of Big Horn Road and Bilby Road into the
New Growth Area.
Apply for grant funding to address infrastructure gaps.












Complete design of the roundabouts at Sheldon/Waterman and Sheldon/Bradshaw and construct the
Sheldon/Waterman project in a manner that is consistent with the Rural Road Improvement Standards
and provides improved safety, traffic calming benefits, and reduced traffic congestion.
Continue implementation of the Bicycle, Pedestrian, and Trails Master Plan.
Continue to seek additional revenue sources for Pavement Maintenance.
Complete design and begin construction of the Aquatics Center, and the Veteran’s Hall, and start design
of the Community/Senior Center components of the Civic Center Master Plan.
Complete Phase 4 of the Intelligent Transportation System Master Plan.
Work collaboratively with the Elk Grove Unified School District to provide infrastructure to support the
“Safe Routes to Schools” program.
Implement traffic flow control measures using the Intelligent Transportation System to minimize traffic
congestion during peak commute hours.
Continue design and environmental studies for the extension and widening of Kammerer Road between
Lent Ranch and I-5.
Position the Kammerer Road project to be competitive for the next round of Federal Fastlane grants.
Design future interchange improvement at CA 99/Whitelock Parkway.
Complete Design for the Green Streets phase one segment of the project on Elk Grove – Florin Road (Elk
Grove Blvd to Tralee Way) and begin construction in the spring of 2017.
Continue the Study of the widening of Grant Line Road through the Sheldon Community.
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
Continue development of a Computerized Maintenance Management System (CMMS) utilizing
OneSolution software. Work will concentrate on updating and completing database inventories of traffic
signals, street lights, traffic signs and pavement markings, bridges, culverts, creeks and channels,
underground drainage infrastructure (manholes and inlets), landscape, irrigation controllers, sidewalks,
and curb/access ramps. From this information, asset performance and service life can be monitored and
preventative maintenance programs will be developed based on available funding and priorities. The
Work Order Management module, part of the OneSolution software, is also the data source for quarterly
performance measure reporting.

Update pavement management program to incorporate a broader range of pavement treatment options
to gain efficiencies with the goal of reducing the size of the repair backlog. This update will also review
the method of prioritizing streets.

Continue to partner with SACOG, STA, the Capital Southeast Corridor JPA, Sacramento County, and the
Cities within the County to develop funding sources to address transportation maintenance and capital
needs on a regional basis.
PUBLIC WORKS
FY2015
FY2016
Actuals
Adopted
Continue to foster and support the safest and most highly connected neighborhoods with diverse opportunities for urban and rural lifestyles
Normal Business
Dollar value of grant awards received
6,573,000
2,000,000
Number of construction contract bid openings
14
18
Percentage of FEMA flood zone information requests responded to within 4 business days
100
90
FY2016
Estimate
FY2017
Proposed
8,754,200 2,000,000
20
24
100
90
Recognize the City’s high operational performance and achieve new levels of organizational excellence with the highest service levels, while also providing regional
leadership through collaboration
Normal Business
Average number of days to resolve any/all reported public works maintenance problems.
1.4
3
1
3
% of Annual Transportation Permits issued in 24 hours
100
100
100
100
% of Single transportation permits processed same day
100
100
100
100
% of Annual Encroachment Permits issued within 2 days
100
100
100
100
% of Major Encroachment Permits issued within 2 days
97
95
90
100
% of Minor Encroachment Permits processed OTC or same day
100
95
100
100
% of Street Use Permits processed within 30 days
90
95
100
100
100
295
O&M Service Call Statistics FY15 and FY16 (Projected through June 2016)
Request
Request
Avg. Days to Avg. Days to Performance
Council Goal, Imperative, and Measure Count FY15
Count FY16 Comp. FY15 Comp. FY16 Target (Days)
Recognize the City’s high operational performance and achieve new levels of organizational excellence with the
highest service levels, while also providing regional leadership through collaboration
Normal Business
Graffiti
202
220
0.15
0.3
<1
Landscape
332
300
0.1
1.25
<2
Pavement/Roadside
332
400
0.75
1.5
<3
Hardscape/Litter
379
375
0.58
0.8
<3
Sidewalk/Curb/Gutter
364
350
1.8
1
<2
Signs/Markings
948
950
1.26
1.4
<3
Street Lights
914
875
5
3.2
<5
Street Sweeping
18
25
0.06
0.7
<2
Traffic Signals
678
625
1.05
0.5
<1
Work for Others
9
15
0.78
0.5
<2
Grand Totals
4176
4135
1.15
1.12
101
102
300S
CAPITAL FUNDS
301 – Federal Capital Grants
Revenue Total
Operating Expenses
Capital Outlay
Expense Total
FY 2015
Actual
FY 2016
Budget
1,167,593
80,375
788,091
868,466
299,127
(515,638)
10,567,551
9,752,786
8,206,941
17,959,727
(7,392,176)
(7,907,814)
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
FY2017 Change from
Budget
FY 2016
12,202,287
11,171,868
200,000
1,054,975
2,742,000
18,861,542
1,254,975
21,603,542
10,947,312 (10,431,674)
10,431,674
-
604,317
(7,010,786)
10,654,601
3,643,815
(3,039,498)
302 – State Grants
Revenue Total
Capital Outlay
Transfers Out
Expense Total
2,642,892
6,802,380
6,802,380
(4,159,488)
(5,988,260)
FY 2016
Estimate
2,612,067
4,014,789
783,295
1,630,998
983,313
1,766,608
1,630,998
845,459
2,383,791
(5,142,801) (3,604,469)
FY2017 Change from
Budget
FY 2016
6,412,744
111,700
2,696,575
2,808,275
3,604,469
-
3,800,677
(671,595)
1,713,262
1,041,667
2,759,010
305 - Local Transportation Fund -Bikes & Pedestrian
TDA funding is used for public transportation planning, public transportation services, and community transit
purposes. LTF allocations: transit bicycle/pedestrian uses .
Revenue Total
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
130,711
8,223
1,671
9,894
120,817
238,685
122,788
279,000
9,745
288,745
(165,957)
72,728
128,144
28,107
13,437
41,544
86,600
325,285
103
FY2017 Change from
Budget
FY 2016
128,144
215,000
230,192
2,309
447,501
(319,357)
5,928
5,356
(64,000)
220,447
2,309
158,756
(153,400)
300S
CAPITAL FUNDS
311 - Capital Facilities Fee (CFF) – Civic Center
Funds new development’s share of the construction/acquisition of civic center facilities.
Revenue Total
Operating Expenses
Transfers
Capital Outlay
Expense Total
Total
YE Reserve for Debt Service Transfer
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
FY2017 Change from
Budget
FY 2016
166,117
637
514,793
515,430
(349,313)
1,661,659
133,515
1,000
513,225
514,225
(380,710)
1,280,949
182,377
339
513,225
513,564
(331,187)
1,330,472
212,350
462,324
462,324
(249,974)
1,080,498
974,674
686,985
461,449
819,500
461,449
869,023
1,080,498
78,835
(1,000)
(50,901)
(51,901)
130,736
312 - CFF – Police
Funds new development’s share of the construction/acquisition of police facilities and related equipment.
Revenue Total
Operating Expenses
Transfers
Capital Outlay
Expense Total
Total
YE Reserve for Debt Service Transfer
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
FY2017 Change from
Budget
FY 2016
302,710
1,342
320,620
(30,102)
291,860
10,850
3,798,221
245,220
2,000
319,933
930,000
173,013
1,424,946
(1,179,726)
2,618,495
332,140
772
319,933
19,130
339,835
(7,695)
3,790,526
383,000
65,000
300,228
562,000
1,148,664
2,075,892
(1,692,892)
2,097,634
2,315,478
1,482,743
1,993,546
624,949
1,993,546
1,796,980
1,692,241
405,393
137,780
63,000
(19,705)
(368,000)
975,651
650,946
(513,166)
576,166
313 – CFF Corp Yard
Funds new development’s share of the construction/acquisition of corporation yard facilities and equipment.
Revenue Total
Operating Expenses
Capital Outlay
Transfers Out
Expense Total
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
242,903
308
134,684
6,389
141,381
101,522
891,268
209,000
500
61,371
217
62,088
146,912
1,038,180
272,236
187
217
404
271,832
1,163,100
104
FY2017 Change from
Budget
FY 2016
320,875
5,000
72,790
7,588
85,378
235,497
1,398,597
111,875
4,500
11,419
7,371
23,290
88,585
300S
CAPITAL FUNDS
315 – CFF Library
Funds new development’s share of the construction/acquisition of library facilities and equipment.
Revenue Total
Operating Expenses
Transfers
Capital Outlay
Expense Total
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
446,936
715
715
446,221
2,222,081
379,020
1,000
1,000
378,020
2,600,101
475,553
462
462
475,091
2,697,172
FY2017 Change from
Budget
FY 2016
588,425
588,425
3,285,597
209,405
(1,000)
(1,000)
210,405
317 – CFF Transit Facilities
Funds new development’s share of the construction/acquisition of transit facilities and equipment.
Revenue Total
Operating Expense
Capital Outlay
Transfers
Debt Services Total
Expense Total
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
398,475
876
19,712
3,790
24,378
374,097
2,661,462
311,600
1,030
45,000
13,518
859
60,407
251,193
2,912,655
485,717
547
8,350
859
9,756
475,961
3,137,423
FY2017 Change from
Budget
FY 2016
474,750
1,530,000
163,522
820
1,694,342
(1,219,592)
1,917,831
163,150
(1,030)
1,485,000
150,004
(39)
1,633,935
(1,470,785)
319 – CFF Admin
This fee is levied to cover the cost of administering the citywide Capital Facilities Impact Fee Program.
Revenue Total
Operating Expenses
Transfers
Expense Total
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
30,536
37
1,992
2,029
28,507
118,191
22,550
100
3,910
4,010
18,540
136,731
34,562
1,117
3,910
5,027
29,535
147,726
105
FY2017 Change from
Budget
FY 2016
8,700
105,869
29,162
135,031
(126,331)
21,395
(13,850)
105,769
25,252
131,021
(144,871)
300S
CAPITAL FUNDS
324 – East Franklin Landscape Corridor Fee
This fee is used to fund the design and construction of landscape corridors in the East Franklin Specific Plan.
Revenue Total
Operating Expenses
Capital Outlay
Transfers Out
Expense Total
FY 2015
Actual
103,084
13,488
130,288
38,416
182,192
(79,108)
10,907,251
FY 2016
Budget
20,000
1,000
1,341,700
8,977,287
10,103
10,330,090
(10,310,090)
597,161
FY 2016
Estimate
610,000
1,031,659
83,751
2,418,084
3,533,494
(2,923,494)
7,983,757
FY2017 Change from
Budget
FY 2016
364,871
344,871
19,500
18,500
13,000
(1,328,700)
4,464,770
(4,512,517)
4,660
(5,443)
4,501,930
(5,828,160)
(4,137,059)
6,173,031
3,846,698
326 - East Franklin Fee – Administration
This fee covers the City’s cost of administering the East Franklin Fee Program.
Revenue Total
Operating Expenses
Transfers
Expense Total
FY 2015
Actual
10,669
49
1,036
1,085
9,584
140,755
FY 2016
Budget
11,040
500
1,594
2,094
8,946
149,701
FY 2016
Estimate
1,675
1,012
1,596
2,608
(933)
139,822
FY2017 Change from
Budget
FY 2016
1,300
(9,740)
5,673
5,173
16,547
14,953
22,220
20,126
(20,920)
(29,866)
118,902
328 - Elk Grove Roadway Fee
The Elk Grove Roadway Fee is a Citywide, multi-zonal fee program that generally funds the center lanes and
medians of major roadways, and funds major intersections, freeway interchanges, and bridges.
Revenue Total
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
4,795,946
FY 2016
Budget
3,181,976
FY 2016
Estimate
5,608,375
2,415,263
(1,604,321)
3,707,226
4,518,168
277,778
30,082,511
545,360
16,572,362
5,156,605
251,049
22,525,376
(19,343,400)
10,739,111
1,703,390
5,056,446
938,064
7,697,900
(2,089,525)
27,992,986
106
FY2017 Change from
Budget
FY 2016
5,584,175
2,402,199
1,447,519
3,249,400
21,622,008
256,947
26,575,874
(20,991,699)
7,001,287
902,159
(13,322,962)
16,465,403
5,898
4,050,498
(1,648,299)
300S
CAPITAL FUNDS
329 - Impact Fee Administration
The City receives a 50% share of the administrative fee component in two fee programs that the City administers
on behalf of the Elk Grove Community Services District - the Laguna South Fire Fee Program and the East Elk
Grove Park and Fire Fee Program. This fund includes a separate sub-account for each of these two fee
programs. These funds are used to cover the City’s cost of administering these two fee programs.
Revenue Total
Compensation
Operating Expenses
Transfers
Expense Total
FY 2015
Actual
40,185
8,646
270
1,826
10,742
29,443
133,783
FY 2016
Budget
33,550
350
7,771
8,121
25,429
159,212
FY 2016
Estimate
38,789
7,425
34
7,771
15,230
23,559
157,342
FY2017 Change from
Budget
FY 2016
51,250
17,700
9,796
9,796
70
(280)
4,902
(2,869)
14,768
6,647
36,482
11,053
193,824
332 LRSP Supplemental Park Facilities Fee
The Supplemental Park Facilities Fee provides a mechanism for collection and reimbursement of fees related to
park facility construction in the LRSP. Facilities eligible for reimbursement through this program include
neighborhood, local and portions of community parks. All parks facilities are eligible for funding from this source.
Revenue Total
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
3,815,294
7,077
1,005,256
18,632
1,030,965
2,784,329
8,566,060
FY 2016
Budget
4,343,600
22,060
474,000
4,191,328
38,066
4,725,454
(381,854)
8,184,206
FY 2016
Estimate
5,041,650
13,492
3,558,328
38,066
3,609,886
1,431,764
9,997,824
FY2017 Change from
Budget
FY 2016
7,090,847
2,747,247
45,000
22,940
9,317,003
8,843,003
2,323,757
(1,867,571)
35,953
(2,113)
11,721,713
6,996,259
(4,630,866)
(4,249,012)
5,366,958
333 – Laguna Ridge Parks
The Laguna Ridge Specific Plan Park Impact fee provides funding for local and neighborhood parks in the Laguna
Ridge Specific Plan.
Revenue Total
Compensation
Operating Expenses
Transfers
Expense Total
FY 2015
Actual
108,624
8,646
57
1,704
10,407
98,217
197,547
FY 2016
Budget
128,900
9,674
100
4,560
14,334
114,566
312,113
107
FY 2016
Estimate
141,102
8,744
6,045
4,559
19,348
121,754
319,301
FY2017 Change from
Budget
FY 2016
218,275
89,375
9,796
122
50,828
50,728
15,229
10,669
75,853
61,519
142,422
27,856
461,723
300S
CAPITAL FUNDS
335 - Laguna West Service Area
Funds ongoing operations and maintenance costs for specialized services related to drainage, roadways, and
street sweeping.
Revenue Total
Operating Expenses
Transfers
Expense Total
FY 2015
Actual
67,848
161,277
8,570
169,847
(101,999)
500,120
FY 2016
Budget
66,000
163,450
3,086
166,536
(100,536)
399,584
FY 2016
Estimate
65,100
163,314
3,087
166,401
(101,301)
398,819
FY2017 Change from
Budget
FY 2016
66,000
60,287
(103,163)
20,121
17,035
80,408
(86,128)
(14,408)
86,128
384,411
336 - Lakeside Service Area
This service area funds the review of the Home Owner’s Association mitigation/ compliance efforts of the
Lakeside Lake.
Revenue Total
Operating Expenses
Transfers
Expense Total
FY 2015
Actual
800
29
516
545
255
82,672
FY 2016
Budget
500
50
1,119
1,169
(669)
82,003
FY 2016
Estimate
500
20
1,118
1,138
(638)
82,034
FY2017 Change from
Budget
FY 2016
500
42
(8)
993
(126)
1,035
(134)
(535)
134
81,499
338 - External Agencies Fund
This fund holds contributions from external utility or local agencies towards major capital infrastructure
improvements.
Revenue Total
Operating Expenses
Capital Outlay
Transfers Out
Expense Total
FY 2015
Actual
11,529
375
691,289
754
692,418
(680,889)
372,323
FY 2016
Budget
80,000
80,000
1,251,843
968
1,332,811
(1,252,811)
(880,488)
108
FY 2016
Estimate
4,205,392
90
226,115
968
227,173
3,978,219
4,350,542
FY2017 Change from
Budget
FY 2016
100,000
20,000
226
226
100,000
20,000
319,278
(932,565)
2,276
421,780
(912,339)
(321,780)
932,339
4,028,762
300S
CAPITAL FUNDS
339 – In-Lieu Roadway
Funds development’s share of roadway improvements in-lieu of constructing the enhancement.
Revenue Total
Operating Expenses
Capital Outlay
Transfers Out
Expense Total
FY 2015
Actual
6,654
92
483
575
6,079
261,353
FY 2016
Budget
7,500
100
445
545
6,955
268,308
FY 2016
Estimate
593,968
76
445
521
593,447
854,800
FY2017 Change from
Budget
FY 2016
602,500
595,000
145
45
904
459
1,049
504
601,451
594,496
1,456,251
341 - CFD 2002-1 East Franklin
The purpose of the CFD is to permit the levy of special taxes to fund the construction and acquisition of certain
facilities. The planned public improvements eligible to be financed through the CFD include the costs of the
construction, reconstruction, or reconfiguration of the following public facilities: street improvements, wastewater
system improvements, potable and non-potable water system improvements, drainage system improvements,
and other public facility improvements.
Revenue Total
Compensation
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
FY 2016
Budget
1,222,792
60,527
39,086
26,775
86,140
212,528
1,010,264
4,382,549
610,000
67,720
22,500
1,300,000
171,471
15,957
1,577,648
(967,648)
3,414,901
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
15,955,881
2,305,000
61,215
68,575
11,579
20,315
33,138
384,500
19,100,058
15,957
16,445
121,889
19,589,893
15,833,992 (17,284,893)
20,216,541
2,931,648
1,695,000
855
(2,185)
(915,500)
18,928,587
488
18,012,245
(16,317,245)
343 - CFD 2003-1 Poppy Ridge
The purpose of the CFD is to permit the levy of special taxes to fund the construction and acquisition of certain
facilities and to fund eligible police protection operation services. The planned public improvements eligible to be
financed through the CFD include the costs of the construction, reconstruction, or reconfiguration of the following
public facilities: street improvements, wastewater system improvements, potable and non-potable water system
improvements, drainage system improvements, and other public facility improvements.
Revenue Total
Compensation
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
FY 2016
Budget
1,544,825
60,527
27,874
908,712
228,243
1,225,356
319,469
5,641,428
7,366,655
67,720
41,000
660,500
6,725,143
134,483
7,628,846
(262,191)
5,379,237
109
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
8,251,742
3,645,000
61,215
68,574
54,788
59,842
274,255
2,723,000
14,319,982
134,483
111,795
524,741
17,283,193
7,727,001 (13,638,193)
13,368,429
(269,764)
(3,721,655)
854
18,842
2,062,500
7,594,839
(22,688)
9,654,347
(13,376,002)
300S
CAPITAL FUNDS
344 - CFD 2005-1 Laguna Ridge
CFD 2005-1 Laguna Ridge was formed for the purpose of levying special taxes to fund both infrastructure and
operation and maintenance services related to Laguna Ridge. The infrastructure component funds construction,
reconstruction, or reconfiguration of the following facilities:
street improvements, wastewater system
improvements, potable and non-potable water system improvements, drainage system improvements, parks and
parkway facilities, and other public facility improvements. The services component funds maintenance of public
parkways, public parks, open space, landscape setbacks, bike and other paths, landscape medians in and
adjacent to roadways within the CFD, maintenance and operations of a community center, recreation center,
sports (including aquatics) facilities, cultural arts center, water features, and maintenance of other related
facilities.
FY 2015
Actual
Revenue Total
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2016
Budget
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
667,470 1,310,554
196,000
176,436
123,250
1,617,354
12,101 2,750,000
- 5,347,448
3,166
5,220
5,221
191,703 8,225,918
1,622,575
475,767 (6,915,364) (1,426,575)
5,751,538 (1,163,826)
4,324,963
43,030,000
4,919,984
26,836,000
6,946,388
12,317
38,714,689
4,315,311
8,640,274
41,719,446
4,796,734
24,086,000
1,598,940
7,097
30,488,771
11,230,675
360 - Laguna Ridge Park Fee
The Laguna Ridge Park fee program funds the construction of the Civic Center park located in the Laguna Ridge
and funds a fair share portion of the construction costs of the Bartholomew Sports Park located in East Franklin.
FY 2015
Actual
Revenue Total
Compensation
Operating Expenses
Capital Outlay
Transfers
Expense Total
FY 2016
Budget
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
1,477,753 1,523,072
8,646
9,674
287,100
295,610
402,964 3,750,000
- 2,965,252
2,477
5,184
701,187 7,025,720
776,566 (5,502,648)
6,046,571
543,923
1,864,412
8,744
294,846
289,118
5,183
597,891
1,266,521
7,313,092
2,382,550
9,796
269,560
1,238,500
6,604,920
50,178
8,172,954
(5,790,404)
1,522,688
859,478
122
(26,050)
(2,511,500)
3,639,668
44,994
1,147,234
(287,756)
110
300S
CAPITAL FUNDS
393 – Measure A SSPBF
Measure A is funded by a countywide one-half percent sales tax, approved by voters in 2004 for a 30 year period.
This fund is dedicated to the portion of Measure A revenues earmarked for streetscaping, pedestrian and bicycle
facilities.
Revenue Total
Operating Expense
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
453,080
10,109
45,312
38,555
93,976
359,104
458,507
487,082
7,000
640,500
153,266
129,744
930,510
(443,428)
15,079
479,152
5,103
40,628
129,744
175,475
303,677
762,184
502,789
258
464,000
719,373
23,637
1,207,268
(704,479)
57,705
15,707
(6,742)
(176,500)
566,107
(106,107)
276,758
(261,051)
394 - Measure A Construction
Measure A is funded by a countywide one-half percent sales tax, approved by voters in 2004 for a 30-year
period. This fund is dedicated to the portion of Measure A revenues earmarked for traffic control and safety
improvements.
Revenue Total
Operating Expense
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
357,170
10,264
407,846
26,505
444,615
(87,445)
722,744
357,465
4,000
477,000
240,189
11,156
732,345
(374,880)
347,864
357,798
3,154
78,389
11,155
92,698
265,100
987,844
371,981
5,387
627,000
927,255
31,546
1,591,188
(1,219,207)
(231,363)
14,516
1,387
150,000
687,066
20,390
858,843
(844,327)
111
112
400S
DEBT SERVICE FUNDS
402 - Debt Service – CFD 2002-1
Principal and interest payments on CFD 2002-1 (East Franklin) debt issue.
Revenue Total
Operating Expenses
Debt Service
Transfers
Expense Total
Fund Balance Restricted for Debt Service
FY 2015
Actual
FY 2016
Budget
4,218,370
2,117
3,554,068
1,200,000
4,756,185
(537,815)
8,732,235
3,615,069
9,000
3,557,319
3,566,319
48,750
8,780,985
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
16,586,992
3,455,700
3,818
6,871
3,832,972
3,430,700
12,546,362
1,535,000
16,383,152
4,972,571
203,840 (1,516,871)
8,936,075
7,419,204
(159,369)
(2,129)
(126,619)
1,535,000
1,406,252
(1,565,621)
403 - Elk Grove Finance Authority
Principal and interest payments on Elk Grove Finance Authority debt.
Revenue Total
Operating Expenses
Debt Service
Transfers Out
Expense Total
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
1,806,777
2,443
1,802,950
1,805,393
1,384
2,278,906
1,802,788
3,500
1,799,088
1,802,588
200
2,279,106
1,802,272
2,675
1,799,087
1,801,762
510
2,279,416
1,696,339
2,000
1,694,338
1,696,338
1
2,279,417
(106,449)
(1,500)
(104,750)
(106,250)
(199)
FY2017
Budget
Change from
FY 2016
11,895,434
2,013,450
3,411
6,715
1,993,450
8,112,931
1,675,000
8,116,342
3,675,165
3,779,092 (1,661,715)
11,381,825
9,720,110
(1,282,808)
3,215
(1,047,808)
1,675,000
630,407
(1,913,215)
Principal and interest payments on CFD 2003-1 (Poppy Ridge) debt issue.
Revenue Total
Operating Expenses
Debt Service
Transfer
Expense Total
FY 2015
Actual
FY 2016
Budget
3,905,542
4,285
3,004,282
1,500,000
4,508,567
(603,025)
7,602,733
3,296,258
3,500
3,041,258
3,044,758
251,500
7,854,233
113
FY 2016
Estimate
114
501, 502 & 506
INTEGRATED WASTE
MISSION
The Integrated Waste Division provides Elk Grove residents with cost-effective, environmentally sound, and highquality solid waste management services including collection, recycling, and education in order to meet statemandated waste diversion requirements.
BUDGET SUMMARIES
UTILITY BILLING: 501-1560
FY 2015
Actual
Compensation
Operating Expenses
Internal Services
Capital Outlay
Transfers
Expense Total
286,248
246,661
179,474
190,775
903,158
FY 2016
Budget
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
348,106
285,000
326,035
242,358
156,344
156,344
330,947
330,947
1,161,432 1,014,649
340,090
303,489
159,907
147,567
951,053
(8,016)
(22,546)
3,563
(183,380)
(210,379)
INTEGRATED WASTE: 501-5110
FY 2015
Actual
Revenue Total
Compensation
Operating Expenses
Internal Services
Capital Outlay
Debt Service Total
Transfers
Expense Total
12,610,314
175,103
10,905,622
118,729
330,453
11,529,907
1,080,407
12,347,081
FY 2016
Budget
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
13,219,311 14,466,270 14,371,252
322,876
200,000
235,277
12,091,775 13,235,915 13,626,950
99,321
99,321
76,057
319,389
319,389
305,100
12,833,361 13,854,625 14,243,384
385,950
611,645
127,868
12,733,031 12,958,726 12,860,899
1,151,941
(87,599)
1,535,175
(23,264)
(14,289)
1,410,023
(258,082)
COMMERCIAL HAULERS: 502
Revenue Total
Compensation
Operating Expenses
Internal Services
Capital Outlay
Transfers
Expense Total
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
562,860
182,103
58,177
112,342
61,005
413,627
149,233
2,503,515
510,000
180,067
113,005
89,734
529,954
58,125
970,885
(460,885)
2,042,630
514,166
169,189
60,392
89,734
58,125
377,440
136,726
2,640,241
483,000
189,471
109,410
79,235
103,260
481,376
1,624
2,641,865
(27,000)
9,404
(3,595)
(10,499)
(529,954)
45,135
(489,509)
462,509
115
501, 502 & 506
INTEGRATED WASTE
SPECIAL WASTE COLLECTION CENTER: 506
Revenue Total
Operating Expenses
Internal Services
Capital Outlay
Transfers
Debt Service
Expense Total
FY 2015
Actual
2,632,090
904,857
118,729
14,232
260,142
839,808
2,137,768
FY 2016
Budget
2,700,000
1,087,750
99,321
273,194
321,812
1,053,212
2,835,289
FY 2016
Estimate
2,778,449
922,848
99,321
15,022
321,812
1,656,423
3,015,426
FY2017 Change from
Budget
FY 2016
2,798,000
98,000
1,146,098
58,348
79,235
(20,086)
455,000
455,000
262,705
(10,489)
340,289
18,477
1,624,027
570,815
3,907,354
493,262
Total
Less: Restricted Reserve
494,322
(135,289)
(236,977)
(1,109,354)
15,739,619
9,870,000
5,869,619
15,604,330
9,870,000
5,734,330
15,502,642
9,870,000
5,632,642
14,393,288
9,645,000
4,748,288
POSITION LISTING
Authorized
Position
501
Integrated Waste Coordinator
501
Integrated Waste Manager
501/502 Integrated Waste Total
FY2015
2
1
3
FY 2016
2
1
3
FY 2017
2
1
3
Change
0
0
0
Authorized
Position
1560
1560
Revenue Manager
1560
1560 Utility Billing Total
FY2015
4
1
0
5
FY 2016
5
1
0
6
FY 2017
5
1
0
6
Change
0
0
0
0
PROGRAM DESCRIPTION
Waste and Recycling
Residential $15,194,437
Commercial
479,676
SWCC
3,897,354
3.0 FTEs
The Integrated Waste Division manages the City’s solid waste services, including residential and commercial
waste as well as the Special Waste Collection Center (SWCC). In addition to the direct solid waste management
efforts, the Division , plans, coordinates, promotes, and implements city-wide solid waste reduction, recycling,
composting, and public education activities. The Division also works with the City’s Code Enforcement Division
on illegal dumping, illegal hauling, and other issues of non-compliance, to ensure that our community is clean and
safe.
116
501, 502 & 506
INTEGRATED WASTE
The Special Waste Collection Center (SWCC) serves as a facility for residents and businesses to dispose of
household hazardous waste. The new facility provides a convenient method to dispose of household hazardous
waste products and allows for easier recycling of materials.
Budget Issues:


This budget assumes a small increase of approximately 1.1% in solid waste customer rates.
The contract for operation of the Special Waste Collection Center (SWCC) includes a cost increase that
will be effective in FY 16/17

Educate residents and businesses regarding proper disposal of Household Hazardous Waste at the
Special Waste Collection Center.



A comprehensive rate study is in process to ensure assessed solid waste rates adequately recover costs
for service and are flexible to meet changing needs over time.
Increased audits of reports and fee payments from commercial haulers to ensure all appropriate revenue
is captured.
Educate residents and businesses about waste diversion and its impact on improving local and regional
natural resources.


Collaborate with regional solid waste agencies in the implementation of SB1826 – diversion of
commercial organic waste.
Collaborate with the Regional Recycling Group to develop regional messaging that is consistent for all
residents and cost effective for all jurisdictions involved.
117
501, 502 & 506
INTEGRATED WASTE
FY2015
FY2016
FY2016
FY2017
Actuals
Adopted
Estimate
Proposed
Recognize the City’s high operational performance and achieve new levels of organizational excellence with the highest service levels, while also
providing regional leadership through collaboration
Normal Business
Business and Multifamily Recycling education contacts. - # Face to face/phone conversations
Number of Construction & Demolition site visits conducted.
Number of Outreach events attended targeting business and multifamily recycling.
% of residential complaints received as a % of total customers serviced
Average speed - in seconds - of answer for Allied Waste
% of kWh produced sold to SMUD (Net Metering)
% of electricity comsumed at SWCC that comes from Solar Panels
Collaborate with other governmental agencies to enhance service delivery and reduce costs.
Number of Elk Grove Residents using collection centers other than SWCC
107
218
16
0.0897
75
59
48
60
24
4
4
30
30
40
381
237
12
0.07
31
47
44
100
50
4
4
30
30
40
506
300
120
350
Distinguish Elk Grove as a city with an array of opportunities for sports and cultural activities for residents of all ages and backgrounds, with
venues that also promote and leverage economic growth.
Normal Business
Number of customers using SWCC facility
Number of Elk Grove Residents using the Reuse Room
Percentage of SWCC customers that are Elk Grove Residents
% of Household Hazardous Waste (HHW) collected that is recycled or used for fuel incineration
Number of work hours lost due to Work-Related Injuries, Illnesses
9,139
1,251
90
100
0
1,800
480
90
100
0
22,670
2,124
88
100
0
9,800
1,500
90
100
0
Commercial Programs
 Commercial diversion rate increased from 47.7% in FY 14/15 to 48% in FY 15/16 drawing closer to our
City’s goal of 50% diversion.
 Successfully reached out to 200 businesses and multifamily housing complexes to educate and provide
resources to assist in their compliance with AB 939 and California’s mandatory commercial recycling
laws.
 Streamlined the Construction and Demolition Program by developing a convenient system to record
tonnages and recycled materials.
 Began implementation of the new state mandated Organics Recycling Program designed to reduce
greenhouse gas emissions by diverting commercial organic waste from landfills and transforming it into
reusable products through composting, anaerobic digestion or incineration.
 Partnered with TerraCycle and Newell Rubbermaid in creating a free recycling program for used writing
instruments, which are cleaned, shredded and made into new recycled products.
 Partnered with a local middle school in developing a commercial school recycling program. Students train
and collect recycled materials from each classroom and educate their peers on the importance of
recycling on campus.
 Increased oversight of commercial hauler fee payments to ensure all revenue is captured.
Residential Programs
 Developed Elk Grove Unified School District elementary educational outreach program on reducing
waste’s impact on the environment. As of March 2016 a total of 5,330 students have participated in the
program.
 Participated in the Regional Used Oil & Filter Campaign and Holiday Recycling Campaign to promote
waste reduction, personal action and behavior change.
118
501, 502 & 506
INTEGRATED WASTE




Received over $100,000 in grant funding for three separate grant programs to manage outreach
programs and improve recycling efforts for various commodities (i.e. Used Oil, Tires, and Beverage
Recycling).
Continued providing composting workshops to residents and offered composting bins at subsidized rates
to encourage a reduction in the amount of organic waste sent to landfills.
Worked with the Finance department to begin a comprehensive rate study to ensure rates adequately
recover costs and that the solid waste fund remains sustainable in the long-term.
Continued offering service learning mini-grants to local schools for environmental projects.
Household Hazardous Waste Program
 Collected approximately 220 tons of hazardous/universal waste from the public.
 Worked closely with our regional household hazardous waste partners in communicating and
collaborating regarding the use of the City’s Special Waste Collection Center and Conditionally Exempt
Small Quantity Generator Program.
 Held Prescription Drug Take-Back Days at City Hall for residents to properly dispose of their unwanted
waste, which diverted more than 600 lbs. of pharmaceutical waste.
 Used grant funding to educate residents throughout the Sacramento region regarding the use of refillable
propane cylinders.
 Partnered with the County of Sacramento and the City of Rancho Cordova in developing a regional public
service announcement regarding proper disposal of household hazardous waste. This public service
announcement reached 344,000 readers within Sacramento County.
 The program was recognized by North American Hazardous Material Management Association as the
best household hazardous waste program in North America for 2015. The program received numerous
awards from various other agencies including Business Environmental Resource Council, U.S. Green
Building Council, Sacramento Environmental Commission and CalRecycle.
119
503
DRAINAGE & FLOOD CONTROL
BUDGET SUMMARY
FY 2015
Actual FY 2016 Budget
Revenue Total
Compensation
Operating Expenses
Internal Services
Capital Outlay
Transfers
Expense Total
6,757,928
36,606
2,108,849
172,955
980,088
384,518
3,683,016
3,074,912
27,407,464
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
8,876,443
104,878
2,694,460
135,434
1,822,025
391,192
5,147,989
8,178,133
188,582
4,440,442
75,292
3,100,500
12,824,037
507,920
21,136,773
1,410,131
149,858
1,146,842
(60,142)
(907,500)
2,931,346
(87,130)
3,173,274
(11,195,497)
3,728,454
16,211,967 31,135,918
(12,958,640)
18,177,278
6,768,002
38,724
3,293,600
135,434
4,008,000
9,892,691
595,050
17,963,499
The expenditures within this fund include the management and delivery of drainage and flood control services.
For information on the Drainage division’s responsibilities, accomplishments, and 2014-15 work plan, please refer
to the Public Works Department within Development Services, on pages 91-96.
In addition, the drainage fund is proposed to fund $2.25 million acquisition of land for future drainage facilities in
the Southeast Policy Area (SEPA). The advance will be repaid by future revenues collected from SEPA
development.
120
511
Transit
MISSION
Transit provides fixed route and paratransit services within the City of Elk Grove, as well as within the Sacramento
region, featuring a strong commitment to on-time performance, safety, and customer service.
BUDGET SUMMARIES
511 Transit
Revenue Total
Compensation
Operating Expenses
Internal Services
Capital Outlay
Debt Service
Transfers
Expense Total
FY 2015
Actual
9,694,648
582,899
7,778,429
322,312
651,741
9,335,381
FY 2016
Budget
10,391,422
594,741
8,888,667
287,091
593,604
10,364,103
FY 2016
Estimate
9,615,508
542,688
7,872,527
287,091
593,604
9,295,910
359,267
27,319
(7,538,882) (7,511,563)
319,598
(7,219,284)
FY2017 Change from
Budget
FY 2016
9,855,546
(535,876)
608,960
14,219
8,186,459
(702,208)
267,161
(19,930)
43,000
43,000
31,250
31,250
568,143
(25,461)
9,704,973
(659,130)
150,573
(7,068,711)
123,254
512 Transit Prop 1B
Revenue Total
Operating Expense
Capital Outlay
Transfers Out
Expense Total
FY 2015
Actual
32,732
638,554
293
638,847
FY 2016
Budget
228,606
228,606
408,347
636,953
FY 2016
Estimate
1,794,516
1,741,444
6,133
1,747,577
(606,115)
2,557,152
(408,347)
2,148,805
46,939
2,604,091
FY2017 Change from
Budget
FY 2016
976,268
747,662
287
287
(228,606)
984,200
575,853
984,487
347,534
(8,219)
2,595,872
514 Transit Capital Improvements
Revenue Total
Operating Expense
Capital Outlay
Transfers Out
Expense Total
FY 2015
Actual
1,595,652
651,042
(942,970)
569,815
277,887
FY 2016
Budget
1,500,000
2,581,874
2,581,874
FY 2016
Estimate
2,377,714
2,925,813
2,925,813
1,317,765 (1,081,874)
1,279,440
197,566
(548,099)
731,341
121
FY2017 Change from
Budget
FY 2016
2,457,705
957,705
2,372,077
2,372,077
85,628
2,372,077
2,457,705
4,744,154
731,341
511
Transit
515 Transit Low Carbon Program
Revenue Total
Operating Expense
Capital Outlay
Transfers Out
Expense Total
FY 2015
Actual
-
FY 2016
Budget
-
FY 2016
Estimate
-
-
-
-
FY2017 Change from
Budget
FY 2016
173,992
173,992
173,992
173,992
173,992
173,992
-
POSITION LISTING
511
511
511
511
511
511 Transit Total
Authorized
Position
Transit Services Planner
Transit System Manager
Sr. Transit Planner
FY2015
1
1
2
1
0
5
PROGRAM DESCRIPTION
FY 2016
1
1
2
1
0
5
FY 2017
1
1
1
1
1
5
Change
0
0
-1
0
1
0
$10,775,088
5.0FTEs
The Transit Division is responsible for the operation of e-tran and e-van services within the City of Elk Grove, and
the Sacramento region. e-tran commuter fixed route service operates 10 routes and two reverse commute routes
weekdays while the local fixed route service offers 10 routes daily. e-van provides Americans with Disabilities Act
(ADA) Complementary Paratransit, shared ride services within the City of Elk Grove. This service is for persons
certified unable to utilize e-tran due to their functional ability. Staff participates with the Sacramento Area Council
of Governments, Federal Transit Administration, Caltrans, the Air Resources Board, and fellow regional partner
agencies regarding transit funding and coordination.
The City’s Transit Division provides the foundation for the transit services. The operations are provided through a
contractor, MV Transportation, Inc., that manages bus operators, dispatchers, and maintenance staff for services.
The Transit Division and MV Transportation, Inc. report to the Transit System Manager who has primary oversight
of all functions associated with Transit in the City. Supporting the Transit Manager are two transit planners; one
manages grant activities and monitors the transit budget. The second transit planner is responsible for on-going
route and schedule development and ensuring that routes are efficient and effective.
Budget Issues:


The Proposed FY 2016-17 Budget reflects a continued upturn in regional sales tax receipts, which will
increase the Local Transportation Funds. However, this will be offset by a decrease in State gas tax revenue,
which funds State Transit Assistance. The Budget also includes an increase in Federal Transit Administration
operating funds primarily used for transit operation costs associated with the local route services.
The FY 2016-17 Budget assumes a 7% reduction in fare revenues to be consistent with lower ridership trends
during the latter part of FY 2015-16.
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511
Transit

In early FY 2016-17, staff anticipates the adoption of the Comprehensive Operational Analysis (COA), which
may result in route changes to provide improved efficiency. Staff anticipates that the COA will also include a
recommendation for a fare increase, but at this time, there is not specific information on what impact a fare
increase would have to the transit budget.



Prioritize public transit opportunities (e.g., light rail, heavy rail and bus rapid transit, multimodal station);
develop and implement a political and funding strategy that supports the City’s goal for enhanced regional
connectivity.
City Council to adopt COA and staff to begin implementation.
Begin work on Multi-modal Station Feasibility Study to assess the location and impact of a multimodal transit
station in Elk Grove with connections to Amtrak San Joaquin passenger rail service, e-tran local and
commuter bus service, and RT bus and light rail services.
FY2015
Actuals
FY2016
Adopted
FY2016
Estimate
FY2017
Proposed
Continue to foster and support the safest and most highly connected neighborhoods with diverse opportunities for urban and rural
lifestyles
Prioritize public transit opportunities (e.g., light rail, heavy rail and bus rapid transit, multimodal station); develop and implement a
political and funding strategy that supports the City’s goals for enhanced regional connectivity
Avg. Number of Commuter Passengers per month
41,613
42,239
39,000
41,000
Avg. Number of E-Van Passengers per month
2,212
1,442
1,950
2,250
Avg. Number of Local Route Passengers per month
42,184
42,239
41,000
41,000
Avg. Number of Commuter Passengers per vehicle service hour
26
17
20
16
Avg. Number of E-van Passengers per vehicle service hour
2
2
2
2
Avg. Number of Local route Passengers per vehicle service hour
14
17
15
16
% of E-Van on time performance per month
99
97
97
97
% of fixed route on time performance per month
98
97
97
97
Avg. Number of Miles between road calls per month
5,088
15,000
7,500
15,000
Avg. number of local route trips per day connecting to a regional or multimodal
transportation hub
#N/A
55
103
105






Worked with Assembly Member Cooper’s office on Assembly Bill 906, which allowed the City to negotiate
the fair share payment to the Sacramento Regional Transit District (RT). This bill set the stage to reduce
the City’s fair share payment to RT by $450,000 annually.
Developed joint newsletter with RT that included information on the Comprehensive Operational Analysis
(COA) and benefits of the Blue Line Light Rail service to Cosumnes River College.
Coordinated with RT on Free Ride Day on RT for Elk Grove residents.
Developed RiderWatch program and worked with Public Affairs on marketing and web materials
encouraging increased use of RT’s Blue Line Light Rail service among Elk Grove commuters.
Began COA study to assist with planning route efficiencies for the City’s local and commuter service
including public workshops and regular updates to City Council. One of the prominent aspects of the
study is a focus on local connections to the Light Rail stations and first steps towards bus rapid transit.
The study will also address what type(s) of transit service may be viable for future development in the
Southeast Policy Area and adjacent to the Elk Grove regional outlets commercial development.
Bus Purchase and Transfer:
123
511
Transit










Purchased and received eight 2015 New Flyer buses
Transferred five 2006 Orion buses from Merced County to Elk Grove
Applied for and received funding for the procurement of four new 40-foot CNG buses.
Purchased and installed Automated Passenger Counter (APC) system on the City’s fixed route transit
fleet. APCs which will provide staff with detailed passenger counts by route/stop used for reporting and
route analysis.
Implemented service frequency modifications from a 30-minute headway to a 15-minute headway on both
directions of local Route 156 during weekday AM/PM peak commute periods.
Implemented commuter service modifications and conducted public outreach to connect with the
extension of the RT Blue Line Light Rail extension to CRC and Franklin Boulevard.
Developed Collaboration Agreement with RT to ensure that common interests shared by the City and RT
are addressed in a manner that ensures the enhancement of the region’s current and future transit
services.
Continue to work with SACOG, RT, Paratransit, Inc. and other regional partners to find cost savings for
the City’s Transit System.
The Multi-modal Station Feasibility Study was put on hold when the City did not receive a Federal TIGER
Grant.
Staff participated in developing a potential regional sales tax measure with the County, Cities, RT,
SACOG, and STA that could fund transit operations in Elk Grove including extension of the Blue Line and
BRT.
124
601
RISK
MISSION
Risk Management is committed to effectively handling general liability, property, and worker’s compensation
claims, managing insurance in contracts requirements and compliance, recovering funds lost due to City property
damage, and developing and promoting effective Risk Management, Americans with Disabilities Act (ADA)
coordination, and safety programs.
BUDGET SUMMARY
Revenue Total
Compensation
Operating Expenses
Internal Services
Transfers Out
Expense Total
FY 2015
Actual
5,245,442
112,204
2,760,121
21,056
268,799
3,162,180
FY 2016
Budget
3,081,947
112,339
3,926,385
19,911
105,067
4,163,702
FY 2016
Estimate
3,006,252
104,456
3,866,394
19,911
105,067
4,095,828
2,083,262 (1,081,755) (1,089,576)
3,524,859 2,443,104 2,435,283
FY2017 Change from
Budget
FY 2016
3,185,147
103,200
118,070
5,731
3,152,423
(773,962)
25,581
5,670
191,391
86,324
3,487,465
(676,237)
(302,318)
2,132,965
POSITION LISTING
Authorized
Position
FY2015
1
1
601
Risk Analyst
601 Risk Management Total
PROGRAM DESCRIPTION
FY 2016
1
1
FY 2017
1
1
Change
0
0
$3,487,465
1.0 FTE
Risk Management is charged with the following responsibilities:
General Liability Program
This program includes negotiating and securing general liability insurance for the City, managing claims against
the City, and managing lawsuits brought against the City.
Worker’s Compensation Program
Risk Management administrates the self-insured program, coordinates the reporting and maintenance of claims,
and administers the City’s Return to Work program.
Property Insurance and Subrogation Programs
These programs include negotiating and securing property insurance, reporting claims to the City’s insurer, and
handling the subrogation of claims that fall below the insurer’s deductibles.
125
601
RISK
Miscellaneous Insurance Programs
This includes negotiating and securing insurance coverage for the City including pollution insurance, cyber liability
insurance, and employee crime insurance.
Insurance in Contracts Administration
Risk Management is charged with developing and maintaining appropriate insurance requirements in City
contracts, ensuring compliance of contractors with their insurance requirements, and administering the City’s
contract with its insurance certificate processor.
Safety Programs
Risk Management ensures the City’s compliance with CalOSHA safety requirements while striving to bring safety
best practices to the City. Risk Management develops and maintains policies and procedures that reduce and
prevent on the job injuries. Training efforts are designed to encourage staff to think “Safety First”.
Americans with Disabilities Act (ADA) Coordination
The City’s ADA Coordinator is charged with a variety of duties throughout the City including internal consultation
to City staff on ADA issues, coordinating and developing ongoing efforts for full ADA compliance, arranging for
and/or conducting training on ADA issues, coordinating and monitoring architectural barrier surveys, developing
and maintaining the required Self-Evaluation Transition Plan to remove access barriers, and developing
processes for ensuring the complete accessibility of City communications. The ADA Coordinator is involved with
the City’s Disability Advisory Committee (DAC) to facilitate policy formation and to review existing policies such as
reasonable accommodation.
Budget Issues:


FY 2016-17 workers’ compensation program deposit increased 1.5%. The City continues to save at least
$500,000 annually over what our prior carrier would have charged. The average increase for all cities
participating in NCCSIF’s self-insured workers’ compensation program is 19.8%.
FY 2016-17 general liability premium decreased 11.4% due to decreased costs associated with claims
and claims litigation.
 Administer safety and loss control programs to reduce frequency and severity of worker’s compensation
claims.
 Maintain policies and procedures that reduce motor vehicle accidents and on the job injuries.
Recognize the City’s high operation performance and achieve new levels of organization excellence with
the highest service levels, while providing regional leadership through collaboration.
 Represent the City on CSAC- Excess Insurance Authority’s Technology and Loss Prevention committees.
 Represent the City in the California Association of ADA Professionals.
 Represent the City on the NCCSIF (workers compensation) Board of Directors and Risk Management
Committee.





Presented loss control module for Police Advanced Officer Training
Recovered $11,264 (YTD) for damage to City property
Provided 110 on-site flu vaccinations for City staff
Revised and updated CalOSHA mandated safety policies and procedures.
Partnered with Disability Advisory Committee to provide ADA Training to City staff.
126
601
RISK

Consulted with City staff on insurance and contractual issues on 66 (YTD) City contracts
FY2015
FY2016 FY2016
FY2017
Actuals Adopted Estimate Proposed
Normal Business
Net Expenditures for Liability Claims, Dollars per Citizen
6.54
6.48
5.11
5.72
Number of General Liability Claims Per 10,000 Population
2.42
2.73
2.33
2.72
Number of Work Days Lost per Claim
16.11
9.66
4.31
9.66
Number of Workers Compensation Claims
38
35
40
40
Workers' Compensation Expenditures, Dollars per Citizen
8.52
10.2
10.87
10.64
Property Loss Expenditures per $1000 of insured value (in dollars)
1.88
1.89
2.88
1.88
127
602-1810/1843
FACILITIES & FLEET
MISSION
The City’s facilities and fleet will be maintained and operated in a professional and presentable manner to serve
City employees and the public.
BUDGET SUMMARIES
1810: Facilities
FY 2015
Actual
Revenue Total
Compensation
Operating Expenses
Internal Services
Capital Outlay
Transfers
Expense Total
FY 2016
Budget
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
2,463,359 2,366,452 2,366,452
234,965
265,195
258,838
582,177
717,900
645,139
61,643
90,244
90,244
42,965
433,425
29,163
992
1,906,069 1,082,599 1,082,599
2,827,819 2,590,355 2,105,983
(364,460) (223,903)
260,469
(212,918) (436,821)
47,551
2,525,220
326,362
728,141
67,159
460,000
223,215
1,048,031
2,852,908
(327,688)
(280,137)
158,768
61,167
10,241
(23,085)
26,575
222,223
(34,568)
262,553
1843: Fleet
FY 2015
Actual
Revenue Total
Compensation
Operating Expenses
Internal Services Total
Capital Outlay
Transfers
Expense Total
Available Fund Balance 602
FY 2016
Budget
FY 2016
Estimate
FY2017
Budget
Change from
FY 2016
2,180,470 2,274,959
129,006
147,733
813,371
866,639
87,055
63,229
825,400
74,746
90,748
1,104,178 1,993,749
1,076,292
281,210
1,144,376 1,425,586
2,274,959
134,082
1,661,275
63,229
90,748
1,949,334
325,625
1,470,001
1,953,813
135,870
1,810,258
64,503
93,739
2,104,370
(150,557)
1,319,444
-321,146
(11,863)
943,619
1,274
(825,400)
2,991
110,621
Change from
FY 2016
FY 2015
Actual
FY 2016
Budget
FY 2016
Estimate
FY2017
Budget
931,458
988,765
1,517,552
1,039,307
POSITION LISTING
Authorized
Position
1843
1810/ 1843
Facilities and Fleet Manager
1810
Facilities Technician
1810
Facilities Technician part-time
1810
Receptionist
1843
602 Facilities and Fleet
FY2015
0
1
1
0.4
1
1
4.4
128
FY 2016
0
1
2
0.0
1
1
5.0
FY 2017
0
1
2
0.0
1
1
5.0
Change
0
0
0
0
0
0
0
602-1810/1843
FACILITIES & FLEET
Facilities
$2,852,908
4.0 FTEs
The Facilities Division maintains and repairs City-owned and leased properties. Current City-owned properties
include the City Hall campus located at 8380, 8400, and 8401 Laguna Palms Way, the Fleet Facility at 10190 Iron
Rock Way, the Corporation Yard at 10250 Iron Rock Way, the Elk Grove Library at 8900 Elk Grove Boulevard, the
Old Courthouse (Teen Center) at 8978 Elk Grove Boulevard, the Special Waste Collection Center (SWCC) at
9255 Disposal Lane, the Old Town Plaza, the Rain Garden and the Future 100 Acre Sports Complex. The
Facilities division also assists with long-term planning for future facilities, ongoing utilization planning, and
modification of existing facilities.
On Going Maintenance Expenses:

The Facilities budget includes $20,000 for contract staffing services, $95,700 for janitorial services,
$29,400 for HVAC services and $55,000 for landscaping services.
Capital Improvement Projects:


Convert Laguna Palms Campus and south Corp Yard Transit parking lot lighting to LED
Upgrade Police Department HVAC system in Laguna Palms building
Fleet Services
$2,104,370
1.0 FTEs
Fleet Services provides all operational aspects to the City of Elk Grove’s fleet of vehicles and equipment. This
includes procurement, maintenance, fueling, and disposal, effectively allowing other departments to perform their
missions. Fleet Services also assists Transit Services to manage the City’s maintenance contract with MV
Transportation and the procurement of buses.
Budget Issues:

Vehicle replacement cycles are in line with fiscal year 2015-16. This fiscal year’s request is for 18 vehicles
and 1 additional Police Patrol Vehicle pending approval of 2 new officer’s hire. Total replacement vehicle
budget request is $1,131,800, more than $302,000 than fiscal year 2015-16. FY2016-17 forecasts are
equal to fiscal year 2015-16. Vehicles replacements are forecasted by considering the age and mileage of
each vehicle. Several vehicles where purchased in 2006-2009 for the Police Department and have
reached their useful life.


Develop long-term master plan and implementation strategies for City Facilities
Investigate, recommend, and implement green and clean practices that create long-term savings.

Install safety equipment, provide training, and create and publish policies for safe use of facilities.
129
602-1810/1843
FACILITIES & FLEET


Provide professional preventative maintenance and repair services for 186 City vehicles and equipment
Replace all budgeted vehicles in this year’s vehicle replacement program
FY2015
Actuals
FY2016
Adopted
FY2016
Estimate
Normal Business
% of Ticket Closed within 24 hrs
52
60
56
FY2017
Proposed
60
Facilities




Fleet


Re-organization, consolidation space planning for Code Enforcement, Events Services and the Police
Department.
Amended Custodial Contract.
Awarded new Landscaping Services Contract.
Completed LED can lighting upgrade for Council Chambers, 8380, 8400 and 8401 Buildings.
Purchased 6 patrol vehicles, 6 unmarked and 3 collision damaged patrol vehicles and 1 additional vehicle
within the Fleet and RISK budgeted vehicle replacement program.
Purchased 8 40’ CNG buses within Transit Systems budgeted vehicle Replacement Program.
130
603-1630/1640
IT & GIS
MISSION
The Information Technology (IT) division strives to be innovative in the manner in which the department provides
technical services so that users may focus on serving the public. We will also be reliable, forward thinkers that
provide solutions to technical problems in a precise and timely fashion that enhances, serves, and anticipates
better ways to serve both internal and external customers to keep connected with the community.
BUDGET SUMMARIES
Information Technology: 1630
FY 2015 Actual
Revenue Total
Compensation
Operating Expenses
Internal Sevices Total
Capital Outlay
Transfers Out
Expense Total
FY 2016
Budget
FY 2016
Estimate
FY2017
Budget
2,291,872 2,340,614 2,340,614 2,037,222
520,838
572,075
525,931
580,881
1,502,132 1,533,656 1,699,788 1,589,932
48,078
41,288
41,288
40,445
168,751
181,516
132,379
132,379
116,364
2,252,564 2,448,149 2,399,386 2,327,622
39,308 (107,535)
(58,772) (290,400)
617,281
509,746
558,509
268,109
Change
from
FY 2016
(303,392)
8,806
56,276
(843)
(168,751)
(16,015)
(129,333)
Geographic Information Systems: 1640
Revenue Total
Compensation
Operating Expenses
Internal Sevices Total
Transfers Out
Expense Total
FY 2015 Actual
FY 2016
Budget
FY 2016
Estimate
FY2017
Budget
833,952
739,883
42,906
12,946
795,735
38,217
241,288
838,014
781,675
102,595
21,967
906,237
(68,223)
173,065
838,015
805,475
102,595
16,967
925,037
(87,022)
154,266
927,021
113,963
637,587
68,799
33,895
854,244
72,777
227,043
Change
from
FY 2016
89,007
(144,088)
(33,796)
11,928
(165,956)
POSITION LISTING
603/1640
603
603
603
603
603
Authorized
Position
GIS Database/SQL Administrator
IT Administrator
IT Analyst
IT Technician
Network Engineer
Sr. IT Analyst
603 Information Technology Total
131
FY2015
0
1
0
1
1
1
FY 2016
0
1
1
0
1
1
FY 2017
1
1
1
0
1
1
Change
1
0
0
0
0
0
4
4
5
1
603-1630/1640
IT & GIS
Geographic Information Systems
$854,244
Geographic Information Systems (GIS) is a technology that serves as a resource to store, analyze, integrate and
display location based data. GIS resources are used in support of enterprise management systems. GIS Staff
are responsible for maintaining and distributing the authoritative data for multiple geographic layers. As a
necessity of this responsibility we are involved in the business workflows of nearly every City department.
Budget Issues:

The GIS budget includes $688,185 for contract professional services.
$2,327,622
The Information Technology Services division works collaboratively with all departments to provide first class
technical support. IT maintains desktops, printers, handheld devices, phones, and network infrastructure. IT staff
provides direction to the City’s Information Systems including long term planning, software and hardware refresh
cycles, e-commerce availability and network security. IT Services maintains data integrity, remote access support,
and GIS support.
Budget Issues:

The IT Services budget includes $296,000 for technical professional services such as website
maintenance, media services, and public meeting support; and $623,940 for annual maintenance of
citywide software.

50 desktop computers are scheduled for replacement in FY 2016-17.

Analyze replacement of servers and desktops based on replacement cycles and potential to reduce
carbon footprint while being fiscally responsible so that hardware needs are balanced within the budget.








Work on implementing updated City wide software to increase efficiencies of staff and sharing of data.
In the next fiscal year, IT will be focusing on transitioning our Development Services software module to a
newer updated version that will make working in the field and our online services easier for staff and
residents to use.
Continue to update and create IT policies to be consistent with current technologies and best practices.
Upgrade our firewall to new state of the art technology to keep the City’s data safe and secure from
outside threats.
Continue to enable useful online tools to allow residents to do business from anywhere outside of City
Hall.
Continue to develop innovative solutions to business challenges utilizing GIS application functionality.
Work with the SACOG CIO group to develop online sharing of data for the region.
Expand the website via the GIS information gateway to further provide authoritative information to public.
Allow them to search, download and use the GIS data in a variety of formats.
132
603-1630/1640
IT & GIS

Participate in the Regional GIS Cooperative efforts focused improving the parcel boundary accuracy as it
relates to enhanced land based control.
Geographic Information Systems
Regional Address Improvements
The City GIS team worked closely with the regional GIS cooperative to improve the workflow of exchanging
address data between the city and other regional partners. This process ensures that the County assessor,
Regional Fire Communication center and WebEOC users have access to accurate local address data. These
address improvements were the final step in enhancing the regional emergency management platform
(WebEOC).
OneSolution Mapping Integration
The City GIS team worked extensively on developing processes to integrate GIS data (maps and assessor
property records) into the OneSolution Citywide software. GIS map and data services are connected directly to
OneSolution and are used by work management, building, code enforcement and others.
Business and Employment Research
The City GIS team worked with the Economic Development staff and their consultant to develop an Employment
Dynamics report. This effort involved processing large amounts of data from third parties and comparing it to
local address and historic city limits. The results allowed the City to understand the dynamics of job growth over
time and verify the impacts of annexation on that growth.
Completed Installs of the Citywide Software
This last year was spent finishing the installs for our citywide software upgrade. Work Management was
completed, and we spent a good portion of the year working with staff to complete reporting needs. Contact
Management was also completed in the software. We now have a concise list of financial reports for staff to utilize
to monitor budgets and expenditures. We also created automated monthly reports for staff that are emailed on a
scheduled basis to provide statistical information for each department.
Continued to be Fiscal Responsive Stewards in Regards to Equipment Replacement
This year, IT Services replaced our email servers and were able to purchase more efficient virtual servers to be
more energy efficient and provide better disaster recovery options in the event of hardware failure. The email
servers were negotiated in price to make sure that the cost the City was paying stayed within budget.
Created an Information Gateway for our Public Website to Increase Transparency
Elkgrovecity.org has a new section called the “City Information Gateway.” This site has automated reports and
information regarding budgets, capital projects, Business License data, Planning Projects, and Building Permit
data in a “one stop shop” for easy access. We also have an available forms if users would like to request a data
set that we don’t see. This site also contains a new Data Policy to ensure that we are following standards and
ease of use with our Information Gateway.
Completed Installs of the Citywide Software
This last year was spent finishing the installs for our Citywide software upgrade. Work Management was
completed, and we spent a good portion of the year working with staff to complete reporting needs. We know
have a concise list of financial reports for staff to utilize to monitor budgets and expenditures. We also created
automated monthly reports for staff that are emailed on a scheduled basis to provide statistical information for
each department.
133
604
STATE UNEMPLOYMENT INSURANCE
The State Unemployment Insurance Fund is an internal service fund that collects unemployment insurance
premiums from all departments with City employees and makes payments on their behalf to the California
Employment Development Department.
Revenue Total
Compensation
Operating Expenses
Expense Total
FY 2015
Actual
33,760
48,229
48,229
FY 2016
Budget
75,000
15,000
60,000
75,000
FY 2016
Estimate
40,000
30,000
30,000
FY2017
Budget
75,000
75,000
75,000
(14,469)
189,325
189,325
10,000
199,325
199,325
134
Change from
FY 2016
(15,000)
15,000
-
700S
AGENCY FUNDS
709 – Laguna Springs Open Space Preserve
Revenue Total
Operating Expenses
Expense Total
FY 2015
Actual
99,515
FY 2016
Budget
14,411
14,411
-
FY 2016
Estimate
50
7,200
7,200
99,515
FY2017 Change from
Budget
FY 2016
50
50
7,200
(7,211)
7,200
(7,211)
(7,150)
(7,150)
92,365
FY 2015
Actual
13,419
24,847
24,847
(11,428)
23,259
FY 2016
Budget
14,500
35,000
FY 2016
Estimate
20,709
35,000
35,000
(14,291)
8,968
FY2017 Change from
Budget
FY 2016
20,708
6,208
32,097
(2,903)
32,097
(2,903)
(11,389)
9,111
(2,421)
730 - Employee Sunshine Fund
Revenue Total
Operating Expenses
Transfers Out
Expense Total
35,000
(20,500)
43,759
Principal and interest payments on CFD 2005-1 (Laguna Ridge) debt issue.
Revenue Total
Operating Expenses
Debt Service
Transfers Out
Expense Total
FY 2015
Actual
5,568,486
628,036
3,937,300
4,565,336
1,003,150
8,190,311
135
FY 2016
FY 2016
Budget
Estimate
4,600,000 6,063,227
6,200
3,873
4,017,231 4,017,231
4,023,431 4,021,104
576,569 2,042,123
7,613,742 10,232,434
FY2017 Change from
Budget
FY 2016
49,225,202
44,625,202
7,388
1,188
3,176,079
(841,152)
43,000,000
43,000,000
46,183,467
42,160,036
3,041,735
2,465,166
13,274,169
136
CAPITAL IMPROVEMENT PROGRAM
INTRODUCTION
The 2016-21 Capital Improvement Program (CIP) describes transportation, drainage, and facility capital
improvements planned by the City for the five-year period from Fiscal Year 2016-17 through Fiscal Year
2020-21 and sets forth a funding strategy for their implementation. The CIP also identifies, but does not
prioritize, the funding for projects beyond the five-year period in order to capture known long term
improvement needs. The CIP is updated each year and presented to the City Council for consideration in
coordination with the City’s annual budget process.
State law (Government Code Sections 65103(c) and 65401) requires the City’s planning agency (the
Planning Commission) to review and report on proposed CIP projects for conformity with the General
Plan. The Planning Commission reviewed the CIP on April 21, 2016 and adopted a Resolution deeming
the 2016-2021 Capital Improvement Program consistent with the City of Elk Grove’s General Plan.
As a multi-year program which includes forecasts of anticipated capital improvement revenues and
expenditures, the CIP links the project development process with the fiscal planning process of the City.
The expenditures shown for the first year of the CIP comprise the Capital Budget for the upcoming fiscal
year (FY 2016-17), which is adopted by the City Council as part of the annual Appropriation Resolution.
Subsequent years are also included in the CIP, although these future years are subject to change as
more detailed engineering analyses becoming available, possible changes in priorities, updates or
revisions to anticipated revenues, and/or changes in cost and funding projections.
The information included in the CIP is based on the best information available at the time the program
was developed (March – April, 2016). A new five-year CIP will be submitted for consideration to the City
Council each year with recommended adjustments to project budgets, funding sources, descriptions,
and/or schedules.
General Capital Improvement Program Development
The CIP includes transportation, drainage, and facility projects expected to be undertaken during the
coming five fiscal years. Detailed information sheets for each project identify known funding sources as
well as any funding that is currently unsecured (classified as Unfunded Roadway, Unfunded
Reimbursable Utility, Unfunded Unreimbursable Utility, Unfunded Drainage, Unfunded Transit, Potential
JPA/STA/Other, Potential Grant, Unidentified), that if not secured would delay the project. Specific
projects and their scheduled completions were selected based on:










Implementation of the City’s General Plan; Bicycle, Pedestrian and Trail Master Plan; Storm
Drainage Master Plan, and various facility master plans;
Existing traffic patterns and associated improvement needs;
Projected traffic patterns, based on assumptions regarding the quantity and location of expected
development;
The need to establish a coherent transportation network, with strategic connections that distribute
traffic flows efficiently;
Minimizing disruptions associated with construction activity;
Citizen requests;
Input from the Trails Committee and Disability Advisory Committee;
Pavement Management System life cycle cost optimization output;
Availability of funding; and
City Council direction.
137
Capital projects involve expenditures of major value that recur irregularly, result in the acquisition of a
fixed asset, and have a useful life of greater than ten years. Thus, the following thresholds were used to
determine a project’s inclusion in the 2016-21 CIP:


Involves the acquisition, renovation, and/or construction of a single fixed asset greater than
$250,000 in value and with a useful life greater than ten years;
And/or involves capital road maintenance or facility maintenance or construction valued greater
than $250,000 – excluding recurring or routine maintenance projects.
The CIP does include many projects less than $250,000 funded from certain capital improvement funds in
order to capture all project funding needs from those funds.
Further, each project is evaluated based on three categories of prioritization:
 Priority 1 – Imperative (Must Do)
 Corrects a condition dangerous to public health or safety
 Satisfies a legal obligation (law, regulation, court order, contract)
 Alleviates an emergency service disruption or deficiency
 Prevents irreparable damage to a valuable public facility

Priority 2 – Essential (Should Do)
 Rehabilitates or replaces an obsolete public facility
 Stimulates economic growth and private capital investment
 Reduces future operating and maintenance costs
 Leverages available state or federal funding

Priority 3 – Important (Could Do)
 Provides a new or expanded level of service
 Promotes intergovernmental cooperation
 Reduces energy consumption
 Enhances cultural or natural resources
It is important to note that the delivery of priority projects is not a linear process. In other words, many
times a lessor priority project will be delivered sooner than a higher priority project because of many
complicated and intertwined factors that impact project delivery. For example, obtaining regulatory
permits or purchasing property can adversely impact the delivery of a project regardless of the priority of
that project. Most often, restrictions on the use of funds result in lower priority projects built using
available funds while higher priority projects that use different fund sources are delayed. Also, if there are
insufficient funds to fund the highest priority project yet there are sufficient funds to fund lessor priority
projects, the lessor priority projects may be funded in lieu of funding no projects.
The proposed 2016-21 CIP projects range in priority from imperative to important. Examples of Priority 1
projects include accessibility improvements, bridge preventative maintenance, roadway maintenance, and
the animal shelter. Most of the proposed projects, however, position the City to enhance traffic capacity,
invest in economic development, and leverage available funding sources. Priority assignments may be
found on the individual project summaries that follow.
FY 15/16 Accomplishments

Major Projects Completed:
 Grant Line Road Widening and Overcrossing Phase 1 (PT034A)
 Wayfinding Signage (WCE006)
 Elk Grove and Whitehouse Creek Trail Rehabilitation (WTL035)
138




 Bond/Bader Intersection Signalization (PT0134)
 Slurry Project FY15 (WPR009)
 Overlay Project FY15 (WPR013)
 East Stockton Blvd Sidewalk Extension to Elk Grove Park (WAC006)
 West Stockton Sidewalk, Drainage and Roadway Improvement (PD0008)
 Elk Grove Sidewalk Infill (north side) (WAC003)
 Elk Grove-Florin Culvert Improvements (WDR011)
 Evidence Processing Room Modifications (WFM008)
Total Projects Completed: 18
Total Value of Projects Completed: $25.8M
Environmental Initial Study/Mitigated Negative Declaration (IS/MND) Approved for:
 Bradshaw/Sheldon Intersection Improvements (PT0137)
 Sheldon/Waterman Intersection improvements (PT0138)
 Laguna Creek Trail Camden Spur (South) (PT0121)
 Laguna Creek Trail Camden Spur (North) (WTL005)
 Lower Laguna Open Space Preserve Trail (WTL022)
Grant Funds Awarded
 6 grants/projects awarded with total grant funds = $9,054,200
FY16/17 Goals and Major Activities

GOALS
 Award a minimum of 24 construction contracts
 Secure at least 3 new grants for projects with a total value of at least $2,000,000
 Expend at least $22M in construction funds for capital improvements

MAJOR ACTIVITIES
 Parks, Landscaping, Community Enhancements
 Complete construction of Horseshoe Park (WCE004)
 Start Construction of Porto Park (WCE007)
 Advertise construction of Oasis Park (WCE008)
 Start design of Madeira East-Central Park (WCE010)
 Complete entitlement and environmental clearance for Old Town Plaza Project
(WCE021-WCE023)
 Complete development and construction of Old Town Plaza Project Phase 1
Improvements (WCE021)
 Facilities
 Complete development and begin construction of Aquatics Center (WCC002)
and Veterans Hall (WCC011)
 Complete feasibility study and begin design of Community/Senior Center
(WCC010)
 Begin development of Civic Center Plaza central public “spine” improvements
 Continue environmental analysis and annexation of the Elk Grove Multi-Sport
Park Complex (WFC004)
 Start design for the Animal Shelter (WFC012)
139





Transportation
 Complete environmental analysis and start right of way acquisition and final
design for the Kammerer Rd. Widening and Extension Projects (WTR014WTR017)
 Initiate preliminary engineering and the environmental document for the SR99/Whitelock Interchange (WTR009)
 Complete development and begin construction of the New Growth Area
backbone improvements, including the SEPA Sewer Lift Station and Force Main
(WMI005) , Big Horn Boulevard street and utility improvements (WTR026) and
Bilby Road street and utility improvements (WTR029)
 Complete construction of the roundabout at Sheldon Road and Waterman Road
(PT0138)
 Continue the design work and start right of way acquisition at the intersection at
Sheldon Road and Bradshaw Road intersection (PT0137)
 Continue the access study of Grant Line Road from Bond Road to Calvine Road
(WTR028)
 Continue development of Old Town Elk Grove Streetscape Project Phase 2
(WTR021)
Bicycle, Pedestrian and Trails
 Begin construction of both Laguna Creek/Camden Lake Trail Extension Projects
(PT0121, WTL005)
 Complete design and construct the Gilliam Drive Trail Connector (PT0124)
 Complete design of the Laguna Creek Open Space Preserve Trail (WTL022)
 Begin development of the Laguna Creek Trail and Bruceville Sidewalks Project
(WTL019)
Traffic and Speed Control
 Begin construction of Intelligent Transportation System upgrades (WTC001)
 Complete design and advertise the Bond Road Median Project (WTC015)
 Develop design of Signalized Pedestrian Crossing across Whitelock Parkway
between Bruceville Road and Big Horn Boulevard (WTC019)
Pavement Rehabilitation
 Complete construction of 2016 and 2017 Slurry and Overlay Projects (WPR015WPR017)
 Complete reconstruct the pavement on Union Parkway (WPR007)
 Complete environmental analysis, design and advertise the rehabilitation and
widening of Waterman Rd. between Bond Road and Sheldon Road (WPR010)
 Begin design and environmental clearance of the Arterial Road Rehabilitation
and Bicycle Lane grant funded project (WPR014)
Drainage
 Design and construct storm drain improvements on Blakemore, Hartwell and Ely
Court (WDR038)
 Start construction of the Bond Road Storm Drain upsizing project (WDR022)
 Continue planning and environmental permitting for Southeast Policy Area
drainage systems and Shed C Channel (WDR036)
 Begin development of the Elk Grove Creek Multi-Functional Creek Improvements
(WDR021)
140


Start construction of the Sleepy Hollow Detention Basin if the drought restrictions
are lifted (WDR013)
Begin development of the Strawberry Creek Detention Basin (WDR017)
Notable New Projects and project changes
The CIP includes the addition of the following large or significant projects within the 5-year horizon.
 I-5/Elk Grove Blvd Park and Ride Lot (WFC016)
 Recycled Water Transmission Line (Study) (WCE020)
 Elk Grove-Florin Rd Green Streets (WDR041)
 Bond Road Bridge Maintenance (WBR002)
 Pedestrian Crossing Upgrade at Whitelock Parkway and Franklin Creek (WTC019)
 Bond Road Median Improvements (WTC015)
 Elk Grove Blvd/I-5 Southbound Off-Ramp Widening (WTR031)
Notable project changes include:
 Fully funding the Old Town Plaza Phase 2 project (WCE022) within the 5-Year CIP
 The majority of parks within Laguna Ridge (WCE008-WCE017) are now funded within the 5-Year
CIP
During Fiscal Year 2015-16, the City Council has authorized several amendments to the 2015-20 CIP that
are reflected in this update. These include:
 Re-visioning and fully funding the Aquatics Center, Veteran’s Hall, and Senior Center/Community
Center Projects at the Civic Center (WCC002, WCC011, WCC010)
 Re-Visioning the Animal Shelter (WFC012) and determining a site at the Corporation Yard
 Dividing the Grant Line Phase 2 project (WTR002) and transferring the portion east of Mosher to
the Capital SouthEast Connector JPA for design and construction.
 Funding Kammerer Road widening construction from Lent Ranch to Bruceville (WTR014,
WTR017)
 Funding Bilby Road extension from Bruceville to Shed C Channel (WTR029)
 Funding Big Horn Rd extension from Whitelock to Bilby (WTR026)
 Funding the Old Town Plaza Phase 1 project (WCE021)
Planned Expenditure Summary
The City of Elk Grove funds $190 million in new transportation, drainage, and facilities costs over the next
five years and identifies an additional $249 million in unfunded projects through the 2016-21 CIP. A
variety of funding sources support the 2016-21 CIP, including various impact fees, grant funds, enterprise
funds, Community Facility Fees (CFFs), and Community Facilities Districts (CFDs). Funds 990 through
999 are used to capture the known, currently unfunded needs within the CIP and are discussed in detail
in the “Unidentified Or Unsecured Funding” section below. A summary of the proposed funding for the
CIP, by funding source and fiscal year, follows in the table below.
141
2016-21 CAPITAL IMPROVEMENT PROGRAM PROPOSED
EXPENDITURES BY FUNDING SOURCES
Funding Source
106 - GF Capital Reserve Fund
221 - Gas Tax
241 - CDBG
261 - Street Maint District #1 Zone 1
265 - Street Maint District #1 Zone 5
294 - Measure A Maintenance
301/351 - Federal Capital Grants
302/352 - State Capital Grants
305 - L TF - Bikes & Pedestrian
312 - CFF- Police
313 - CFF - Corporation Yard
317 - CFF - Bus Facilities
324 - E Franklin Landscape Fee
328 - Elk Grove Roadway Fee
332 - Laguna Ridge Park Facilities Fee
338 - External Agencies Fund
341 - CFD 2002-1 East Franklin
343 - CFD 2003-1 Poppy Ridge
344 - CFD 2005-1 Laguna Ridge
349 - Lakeside CFD
360 - Laguna Ridge Park Fee
393 - Meas A Safety/StrScape/Bike/Ped
394 - Meas A Traffic Control & Safety
503 - Drainage Fee
506 - EGFA HHW Facility Bonds
602 - Facilities and Fleet
990 - Unfunded Roadway
992 - Unfunded Reimbursable Utility
993 - Unfunded Unreimb. Utility
994 - Unfunded Drainage
995 - Unfunded Transit
996 - Potential JPA/STA/Other
998 - Potential Grant
999 - Unidentified
Total
FY16/17
315,300
2,117,000
295,150
800,000
500,000
1,690,500
2,742,000
111,700
215,000
562,000
1,530,000
13,000
3,472,400
9,317,003
100,000
384,500
2,723,000
26,836,000
518,000
1,238,500
464,000
627,000
3,100,500
455,000
460,000
8,000,000
68,587,553
FY17/18
FY18/19
882,600
620,400
800,000
550,000
1,475,000
3,120,200
62,000
2,172,000
1,700,000
287,100
9,394,709
3,420,000
3,000,000
684,656
1,175,000
3,035,000
6,100,000
430,100
325,000
7,377,700
23,898,391
280,000
105,000
29,044,400
1,552,000
24,000,000
8,453,000
59,102,000
193,046,256
234,197
540,500
604,500
906,900
550,000
1,278,000
1,358,900
194,000
2,596,400
2,298,900
3,727,300
9,460,000
4,600,000
325,169
1,400,000
519,300
363,500
9,447,100
11,252,000
3,417,100
1,282,900
8,413,000
22,534,500
3,004,000
10,297,400
100,605,566
FY19/20
918,700
169,500
978,600
550,000
1,469,000
56,500
1,359,500
57,100
1,110,600
155,900
169,500
7,212,100
3,142,400
1,334,600
1,521,900
14,933,100
35,139,000
FY20/21
435,400
1,054,200
550,000
1,521,900
58,500
3,481,300
23,400
18,033,000
175,500
4,000,000
3,964,300
1,006,200
9,000,000
43,303,700
Total FY 16-21
% of Total
1,468,197
3,540,100
2,124,950
4,539,700
2,700,000
7,434,400
7,221,100
111,700
586,000
2,734,000
1,700,000
4,126,400
7,439,800
16,674,909
41,340,603
3,100,000
1,069,156
3,898,000
34,471,000
843,169
8,738,500
1,569,300
1,660,500
31,137,400
455,000
460,000
38,292,791
5,031,700
1,387,900
41,421,700
24,086,500
24,000,000
13,985,100
101,332,500
440,682,075
0.3%
0.8%
0.5%
1.0%
0.6%
1.7%
1.6%
0.0%
0.1%
0.6%
0.4%
0.9%
1.7%
3.8%
9.4%
0.7%
0.2%
0.9%
7.8%
0.2%
2.0%
0.4%
0.4%
7.1%
0.1%
0.1%
8.7%
1.1%
0.3%
9.4%
5.5%
5.4%
3.2%
23.0%
100.0%
Funding Balance
FY20-21
903,647
20,038
595,100
3,023,116
184,348
496,454
138,062
861,658
1,187,062
1,452,644
(3,326,968)
9,199,882
3,446,299
2,569,896
1,652,523
8,179,024
5,876,733
1,108,488
552,246
4,238,703
(38,292,791)
(5,031,700)
(1,387,900)
(41,421,700)
(24,086,500)
(24,000,000)
(13,985,100)
(101,332,500)
(207,179,235)
The far right column in the table above indicates the funds available in FY20/21 that are not currently
allocated to projects. Some funds are retained as a contingency, some to allow for future projects that
are not currently identified, and others require separate City Council direction on priorities. Unfunded
needs and project prioritization is discussed in various sections below.
Unidentified or Unsecured funding
The CIP includes some projects that may be funded with funding categories that are currently unidentified
or unsecured. These funding categories (Unfunded Roadway, Unfunded Reimbursable Utility, Unfunded
Unreimbursable Utility, Unfunded Drainage, Unfunded Transit, Potential JPA/STA/Other, Potential Grant,
and Unidentified) are explained in more detail below. The purpose of including these funding categories
in the CIP is to allow the CIP to capture a known need from a project perspective, and to assist in
142
establishing the funding priorities. In some cases, the revenues are simply not generated fast enough to
fund the projects within the desired schedule; alternate sources or internal borrowing may be options in
these cases. In other cases, the project is a candidate for a grant award. In other cases, there is no set
fund source at the time the CIP is approved. None of these funds are included in the City’s annual
budget, therefore, no expenditures can occur against these fund types. Until adequate funding is
identified and secured, all of these affected projects will be delayed or the scope reduced to match
available funds. When funds are identified in the current fiscal year the funding source is changed to the
appropriate secured funding source via a formal amendment to both the CIP and fiscal year budget. The
projects included in each category can be found near the end of the cash flow section of the CIP.
Unfunded Roadway (Fund 990) represent funding needed to accelerate construction of roadway
projects that are fully funded by the Roadway Fee (fund 328) but revenue projections are insufficient to
meet the desired schedule. The projects are limited to arterial road extensions in support of Employment
Oriented Development (EOD) and are shown in the “Southeast Policy Area Employment Oriented
Development Projects” section below. Possible revenue sources include grants and federal infrastructure
loan programs, or having construction advanced by adjacent development for future reimbursement.
Unfunded Reimbursable Utility (Fund 992) represents funding needed for the construction of public
utility infrastructure not owned by the City, constructed with the roadway, and eligible for reimbursement
by the utility owner. The cost of water, sewer, some telecommunication, gas, and electric utility
construction are typically paid by the respective utility owners after construction is completed. The
reimbursement payments can often come over a series of years as utility users are added. The projects
are limited to arterial road extensions shown in the “Southeast Policy Area Employment Oriented
Development Projects” section below. Possible revenue sources include new Development Impact Fees,
the formation of a CFD, General Fund, or having construction advanced by adjacent development for
future reimbursement by the respective utility.
Unfunded Unreimbursable Utility (Fund 993) represents funding needed for the construction of public
utility infrastructure not owned by the City, constructed with the roadway, and ineligible for reimbursement
by the utility owner. A portion of the cost of some telecommunication utility construction is not paid by the
respective utility owners. The cost is this work must be borne by the entity doing the construction work.
The projects are limited to arterial road extensions shown in the “Southeast Policy Area Employment
Oriented Development Projects” section below. Possible revenue sources include new Development
Impact Fees, the formation of a CFD, General Fund, or having construction completed by adjacent
development.
Unfunded Drainage (Fund 994) represents funding needed for the construction of certain drainage
basins and channels within the South East Policy Area (SEPA) and are shown in the “Southeast Policy
Area Employment Oriented Development Projects” section below. The mechanism for their construction
is still being determined. The options include new Development Impact Fees, the formation of a CFD, or
having construction completed by adjacent development.
Unfunded Transit (Fund 995) represents funding needed for the construction of certain transit system
improvements; currently the Multi-Modal Station (WFC006) and Bus Rapid Transit Facilities (WFC013).
Possible revenue sources include grants, Sacramento Transportation Authority’s proposed ½ cent sales
tax measure, General Fund, or new Development Impact Fees.
Potential JPA/STA/Other (Fund 996) represents funding needed for the construction of the Kammerer
Road widening and extension that is assumed to come from sources outside of the City. Kammerer Road
is part of the Capital SouthEast Connector Joint Powers Authority (Connector JPA). The City’s
assumption for the construction of Kammerer Road includes $24 million is outside funding, which
matches the lane percentage share assumed by the Connector JPA funding plan. Possible revenue
sources include grants, Measure A allocation to the Connector JPA, or Sacramento Transportation
Authority’s proposed ½ cent sales tax measure.
143
Potential Grants (Fund 998) represent project funding needs that are reasonably anticipated to be
available from grants in the future but are not currently secured nor is the timing certain. The City
regularly receives state and federal grants for projects, most frequently, but not exclusively for roadway
and bicycle/pedestrian projects. The construction of trails relies heavily on grants. A summary of the
projects in the 5-year plan that include Potential Grants as a fund category is shown below. A detailed list
of projects and costs, both within and beyond the 5-year CIP can be found in the cash flow section of the
CIP.
Potential
Potential
Grant as % of
Grant Total Project Total
Total
2,400,000
5,200,000
46%
Project #
Project Name
WDR041 Elk Grove-Florin Green Streets
WTR012
WBR002
WTL009
WTL010
WTL021
WFC006
WTL015
WTL032
WTL033
Old Town Area Streetscape Phase 2
Bond Road Bridge Maintenance
Elk Grove Creek Trail - Emerald Vista
to Elk Grove-Florin
Elk Grove Creek Trail - Elk Grove-Florin
to Markoffer Elem.
Strawberry Creek Trail - Monterey
Trail HS to Jones Park
Multi-Modal Station
Laguna Creek Trail - Undercrossings at
Waterman Road and Bond Road
Trail Extension - Tegan Road to
Wackman Park
Citywide Bike Lane Improvements for
East-West Arterial Roads
Sum
4,000,000
280,000
5,653,824
370,000
71%
76%
1,103,000
1,259,800
88%
932,600
1,242,500
75%
1,645,900
904,700
2,198,100
28,334,850
75%
3%
1,243,100
1,270,400
98%
240,200
320,700
75%
1,235,600
13,985,100
1,391,500
47,241,674
89%
77%
Unidentified (Fund 999) captures known needs with no identified funding sources at this time. A detailed
list of projects and costs, both within and beyond the 5-year CIP can be found in the cash flow section of
the CIP. Newly added projects for which there is incomplete funding include the Animal Shelter
(WFC012), Old Town Plaza Phase 3 (WCE023), and half of Reardan Park (WCE019). The annual
unfunded Pavement Maintenance needs changed to vary from $8-10 million annually and is discussed in
detail in the “Pavement Maintenance” section below.
Southeast Policy Area Employment Oriented Development Projects
The CIP includes roadway, drainage and utility projects designed to support Employment Oriented
Development (EOD) in SEPA. The details for these projects are found within the Transportation Capital
144
Improvement Program, Drainage Improvement and Repair Program, and the Miscellaneous Program.
Funding for two arterial roads were added during the previous year. The following projects are now fully
funded in the CIP: Extension of Big Horn Road south the Bilby (WTR026), the eastern extension of Bilby
Road to edge of the Shed C channel (WTR029), the sewer lift station (WMI005), and the Right-of-way
acquisition for parcels at the north end of Lotz Parkway (WTR027). (Although Kammerer Road supports
EOD, it is discussed separately in the following section.) Other roadway and drainage work is partially
funded or entirely unfunded. A summary of funding for SEPA EOD work is provided in the two tables
below.
The cash flow section and individual project sheets of the CIP include more detailed tables for the SEPA
EOD projects. Staff continues to develop funding options for these projects which are noted in the
“Unidentified or Unsecured Funding” section above. Any option recommended by staff would be
presented to the City Council as a separate action for approval; the CIP would be revised or amended as
necessary based on City Council direction.
Funded
Amount
Project #
WDR030
WDR031
WDR032
WDR033
WDR034
WDR035
Project Name
SEPA Detention Basin S1A
SEPA Detention Basin S2
WDR036
SEPA Shed C Channel Improvements
SEPA Drainage Right of Way
Acquisition
Lotz Parkway - Whitelock Pkwy to
Sterling Meadows North Bndry
Lotz Parkway - Sterling Meadows
North Bndry to Bilby Rd
Lotz Parkway - Bilby Rd to Kammerer
Rd
Promenade Pkwy Extension to Lotz
Pkwy
Sum
WDR037
WTR022
WTR023
WTR024
WTR025
-
145
% of Total
Unfunded
Project Cost
Amount
Unfunded
2,038,800
100%
3,334,500
100%
761,200
100%
694,400
100%
420,200
100%
474,700
100%
178,805
9,773,000
98%
3,406,000
27,984,100
89%
-
6,609,400
100%
-
4,477,000
100%
-
6,104,700
100%
3,584,805
4,395,900
67,067,900
100%
95%
Unfunded
Expense Category
Thru FY18/19
990 Unfunded Roadway
12,025,000
992 Unfunded Reimbursable Utility
3,697,100
993 Unfunded Unreimb. Utility
1,387,900
994 Unfunded Drainage
37,457,400
Sum 54,567,400
Unfunded
Beyond
FY18/19
3,142,400
1,334,600
8,023,500
12,500,500
Total
Unfunded
15,167,400
5,031,700
1,387,900
45,480,900
67,067,900
Kammerer Road widening and extension
A significant increase in funding for Kammerer Road occurred during the previous year, growing from
20% of project need to 44%. The 4-lane widening of Kammerer Road between SR99 and Bruceville is
now fully funded; the extension of Kammerer Road to I-5 remains only minimally funded. Identified as
projects WTR014 through WTR018, their total cost is estimated at $83.9M with the projects and funding
shown in the table below. Current programmed City and existing grant funding is $36.8M; $47.1M is
unfunded. The CIP assumes $24M in Potential JPA/STA/Other funding. The Potential JPA/STA/Other
funding amount was assumed based on the proportionate share of grant and Sacramento Transportation
Authority (STA) funding assumed by the Connector JPA’s funding strategy; there is risk that a significant
portion of these grants may not be awarded within the timeframes assumed. The remaining $23.1M is
Unidentified Roadway. This Unidentified Roadway revenue will eventually be generated as Roadway Fee
funds from new development; however the revenue will not be generated fast enough to meet the desired
schedule. Staff considers the federal Transportation Infrastructure Finance and Innovation Act (TIFIA)
loan program a potential source of borrowing against future Roadway Fee revenue. Staff had preliminary
discussion with federal agents in 2014 and again in 2016 regarding the viability of TIFIA funding and
using the Roadway Fee to secure the loan. TIFIA staff noted that this may be acceptable and that this
would be reviewed upon submittal of a TIFIA loan application. Alternately, they noted the General Fund
would be a more viable source of securitization. Staff’s desire is to also explore working with the
Connector JPA and STA on using Measure A funds for securitization. Any other debt obligations on the
Roadway Fee or General Fund could limit the size or availability of any TIFIA loan. Additionally, the
annual debt obligation on a TIFIA loan is estimated at about $1.5M/year for 25 years. This would limit the
Roadway Fee funding of future projects until the revenue increases.
146
Project # Kammerer Rd
Project
4-LaneName
Extension Lent
WTR014 Ranch to Big Horn Blvd
Kammerer Rd Extension and Widening
WTR015 (Environmental Only)
Kammerer Rd Extension Bruceville to IWTR016 5
Kammerer Rd Widening Big Horn Blvd
WTR017 to Bruceville Rd
SEPA Roadway ROW Acquisition
WTR027 (Portion for Kammerer)
Sum
-
% of Total
Project Cost
Unfunded
0%
2,645,281
-
0%
12,606,609
47,125,391
79%
5,005,312
-
0%
4,700,000
36,757,202
47,125,391
0%
56%
Funded
Amount
11,800,000
Unfunded
Amount
The timing of construction for Kammerer Rd will be controlled by both the availability and source of funds.
The environmental review of the full length of Kammerer is currently underway and scheduled for
completion in spring 2017 for both CEQA and NEPA. Right of Way acquisition for any federally funded
construction may not begin until after certification of the NEPA documents. The acquisition/right of way
certification process often takes 15 to 24 months for federally funded projects, excluding any litigation,
depending on the willingness of affected land owners. The earliest construction date for any federally
funded work is late in 2018.
Civic Center Projects
The CIP Civic Center Program captures projects in the 76 acre Civic Center and Community Park site.
Projects fully funded in the 5-year CIP include the Aquatics Center (WCC002) and Veteran’s Hall
(WCC011), which are scheduled for construction in FY 2016-17, and the Senior/Community Center
(WCC010), which will be ready for construction in FY 2017-18. Full funding of the Senior/Community
Center assumes approval of a bond issuance for the Laguna Ridge CFD fund during FY 2018-19.
The Civic Center Program includes an assortment of potential facilities which were identified in the 2011
Elk Grove Civic Center Market and Financial Planning study prepared by ERA/AECOM and are included
in the Civic Center Program section of the CIP. Detailed site planning for the Civic Center is currently
underway and some of the potential facilities in the CIP may be revised for scope, size, and cost. As this
process is underway now and not complete, the CIP retains the prior descriptions and costs for all
facilities other than the Aquatics Center, Veteran’s Hall, and Senior/Community Center which were
updated by recent City Council direction. The CIP includes all the possible facilities identified in the
ERA/AECOM study to capture their costs and better facilitate the decision making process. That study
noted a multi-decade funding stream and that the total combined facility costs far exceeded the
anticipated revenues. It also includes City built facilities as well as a privately financed hotel and
Children’s Discovery Museum. The CIP assumes a variety of City fund sources, all of which have some
restriction on the facilities projects they may fund (i.e., the Library CFF may only fund the Library). The
cost of the remaining facilities totals nearly $266M. The Civic Center program assumes about $204M in
Unidentified funding. This includes $87M in private funding for the hotel and a portion of the Children’s
Museum. Securing the remaining $117M is challenging and decisions on project priorities and scopes
may ultimately be required. The identification of the next project will be the subject of separate City
Council direction and the CIP will be amended accordingly.
147
On-Going Maintenance
The City is responsible for operations and maintenance of a variety of facilities that require annual and
ongoing upkeep. There are approximately 1,150 lane miles of paved streets, 52 bridges, 157 traffic
signals, beacons, & warning flashers, 12,146 street lights, over 13,000 road signs, over 1,000 miles of
sidewalk, 5,000 pavement markings, over 250 miles of road striping, 155 acres of landscaping, 70 miles
of roadside ditches, 67 miles of creeks & channels, 17 detention basins, 7 storm water pump stations, 5
miles of storm drain pipe, and 14,000 drain inlets. Additionally, the City maintains approximately 154,000
square feet of structures as well as overseeing 10,800 square feet of the Elk Grove Library.
Much of the transportation and drainage infrastructure was constructed 20 or more years ago and
maintenance of these facilities is limited by available funding. The City has several funding sources that
are received to directly address these areas of maintenance; however, in many cases the restricted funds
are insufficient to meet the needs of the maintenance component due to limitations on the taxing authority
or the restrictions within the funding mechanism itself. For example, upwards of 90% of the taxable units
that compose the Streetlights' districts are in a non-inflationary zone with perpetually increasing cost
factors. This results in an increasing burden on the Gas Tax as it supplements these costs. This results
in the deferrals of preventative maintenance activities. For pavement, the City has an annual
maintenance deferral of $8-10 million (See below for further Pavement Maintenance discussion). The
budgeting of annual operating costs is not part of the Capital Improvement Program but it directly affects
the amount of funding for capital improvements as they can compete for these same funds. The amount
of deferred maintenance for the other asset categories is being determined as part of a separate program
to identify maintenance needs and the development of a preventative maintenance program.
Pavement Maintenance
Pavement maintenance remains only partially funded. The Pavement Condition Index (PCI) is a
nationally recognized measure of pavement condition. It uses a scale between 0 and 100 (100 being
best) to rate pavements; Elk Grove’s current average PCI is 68 which is at the high end of “fair”.
However, the City must invest approximately $12M per year in pavement surfacing treatments to maintain
the current road condition.
All forms of street related maintenance (i.e. electric utility costs, sign replacement, and pavement
maintenance) are funded with Gas Tax, Measure A Maintenance, and the five Street Maintenance District
Zone funds. Gas Tax and Measure A Maintenance may be used Citywide, while the five Street
Maintenance District Zone funds are geographically restricted. Three of the five Street Maintenance
District Zone have insufficient funding. Citywide, only the Poppy Ridge and Laguna Ridge communities
adequately fund pavement maintenance through their Street Maintenance District Zone funds. The other
geographic areas require Gas Tax and Measure A Maintenance funds to cover routine maintenance and
they do not contribute to any pavement maintenance costs. The majority of all of these fund revenues
are used to cover routine road maintenance costs. The remaining funds have averaged about $4M
annually, leaving an $8M annual deficit in past years.
Unfortunately, the available Citywide funding for pavement maintenance has been trending downward.
While Measure A Maintenance funds have seen increases (revenues of $3.6M for 2017 versus $2.9M in
2012) the revenue from Gas Tax has fallen at a faster rate (revenues of $3.3M for 2017 versus $4.3M in
2012). This results in a combined decrease of $250,000 (or 3.5%) while the costs of construction has
increased by approximately 17% over this same period. The decreasing revenue trend for Gas Tax is
expected to continue as vehicles become more fuel efficient and new technology for electric vehicles
becomes more widespread. Falling Gas Tax revenues have been well publicized and the subject of
ongoing policy debate at the state level, with various new funding concepts such as a mileage tax being
debated. However, there is no political consensus on a solution and there are no near term changes
148
anticipated to the current downward trends. More local options such as Sacramento Transportation
Authority’s (STA) proposed new ½ cent sales tax measure or an Elk Grove measure may provide some
relief; STA’s measure would generate about $6M annually for the City’s pavement maintenance.
The decrease in Gas Tax revenues and increased costs to operations and maintenance has resulted in a
decrease in the pavement maintenance funding averaging about $0.5M per year over the next 5 years.
(Note that the CIP shows a larger decrease from past years but additional funds were moved to the
pavement crack sealing program under the Operations and Maintenance budget.) This change results in
an annual deficit of about $8.5M per year. In less than 20 years, without an increased investment, the
average PCI is expected to drop to 42, and an investment of an estimated $466M (2014 dollars) would be
necessary to return the road network to an average PCI of 70. Finding an additional $8.5M annually
remains a challenge.
149
2016-2021 Capital Improvement Program
Appropriations by Funding Source ($ Million)
Total CIP Appropriations = $440 Million
This chart represents known needs for Fiscal Year 2016-17 to 2020-21 for
all projects, including funded and unfunded needs. 44% ($191 Million) of
all project needs in the CIP are funded, while 56% ($249 Million) of all
project needs are unfunded for a total estimated cost of $440 Million.
150
Appropriations by Funding Source (Funded Only) ($ Million)
Total Funded CIP Appropriations = $191 Million
This chart represents new planned allocations from Fiscal Year 2016-17 to
2020-21 for funded projects only. 44% ($191 Million) of all project needs in
the CIP are funded, while 56% ($249 Million) of all project needs are
unfunded for a total estimated cost of $440 Million.
151
Appropriations by Funding Source (Unfunded Only) ($ Million)
Total Funded CIP Appropriations = $249 Million
This chart represents known needs for Fiscal Year 2016-17 to 2020-21 for
unfunded projects only. 44% ($191 Million) of all project needs in the CIP
are funded, while 56% ($249 Million) of all project needs are unfunded for a
total estimated cost of $440 Million.
152
Expenditures by Program Category ($ Millions)
All projects are grouped into one of twelve programs based on similar
purpose. This graph represents all twelve Capital Improvement Programs
and their capital project funding. The graph above incorporates current
(existing) fiscal year project funding, proposed FY 16/17 thru FY 20/21
project funding, and unfunded amounts shown in the 5-year plan.
153
Accessibility Improvements Program
Program Description
This program provides funding for the removal of barriers to accessibility, including upgrade and/or installation of curb ramps to meet current American's with
Disablities Act standards along with similar improvements such as sidewalk infill that improve mobility for disabled citizens. The City also maintains a map of
locations lacking sidewalks, sidewalk infill projects are identified from this map.
Prioritization
Locations are prioritized based on citizen requests, the level of current accessibility, and locations and traffic volumes, typically with input from the Elk Grove
Disability Advisory Committee. Infill projects are generally prioritized based on the following criteria:
1. Council direction
2. Safety improvements
3. Citizen requests
4. Recommendations from the Elk Grove Disability Advisory Committee
5. Higher volume roads over lower volume roads
Estimated Program Costs
Expenses
Prior to
FY 15/16
Type of Expenditure
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
Future $
Total
Capital Costs
Construction Contract
-
1,439,767
150,000
210,000
304,500
-
-
348,800
$
2,453,067
Construction Engineering
-
237,600
45,000
50,400
60,900
-
-
104,600
$
498,500
Environmental
20,417
33,201
5,000
-
-
-
-
14,800
$
73,417
Land/Row Acquisition
11,370
31,205
30,000
-
-
-
-
34,700
$
107,275
2,011
60,770
333,150
210,000
406,800
226,000
493,900
1,118,100
$
2,850,731
184,732
294,594
50,000
-
-
-
-
100,800
$
630,126
Other Capital Improvement
Preliminary Engineering
Total Capital Costs
$
218,530
$
2,097,135
$
613,150
$
470,400
$
772,200
$
226,000
$
493,900
$
1,721,800
$
-
$
6,613,116
Method(s) of Financing
Expenses
Prior to
FY 15/16
Funding Source(s)
221 Gas Tax
241 CDBG
305 L TF - Bikes & Pedestrian
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
Future $
Total
108,927
438,976
75,000
-
60,900
-
-
117,800
$
801,604
39,125
1,096,237
295,150
470,400
604,500
169,500
435,400
1,292,000
$
4,402,312
8,223
256,777
195,000
-
106,800
56,500
58,500
249,000
$
930,800
18,000
100,300
33,000
-
-
-
-
-
$
151,300
-
55,000
-
-
-
-
-
-
$
55,000
393 Meas A Safety/StScape/Bike/Ped
11,143
35,858
-
-
-
-
-
-
$
47,000
503 Drainage Fee
33,113
113,987
15,000
-
-
-
-
63,000
$
225,100
Total Program Financing
$
218,530
$
2,097,135
$
613,150
$
470,400
154
$
772,200
$
226,000
$
493,900
$
1,721,800
$
-
$
6,613,116
Active Project List by Program
Program:
WAC Program - Accessibility Improvements Program
Project Status:
Report Run Date:
Only active projects included in report
4/21/2016
Project Number
Project Description
WAC000
Accessibility Program Minor Improvements
This project establishes funding for minor improvements costing less than the $250,000
CIP threshold that are identified during the course of the year. This also funds minor
changes or the addition of accessibility work to the scope of existing projects where
these funds are the most appropriate fund for added scope.
Location: Citywide
WAC006
Planned
Engineering
Start Year
Planned
Construction
Start Year
75,000
N/A
N/A
East Stockton Blvd Sidewalk Extension to Elk Grove Park
The proposed project will improve pedestrian access and safety along East Stockton
Boulevard with construction of frontage (curb, gutter and sidewalk) and drainage
improvements along the eastern side of the roadway from the newly constructed
soundwall to Elk Grove Regional Park's northern driveway.
Location: Along the eastern side of East Stockton Boulevard, approximately 500-feet
south of Teresa Way, to Elk Grove Regional Park's northern driveway.
335,001
FY 13/14
FY 15/16
WAC008
Southside Avenue Sidewalk
The proposed Project will construct improvements to create an accessible path of
travel along the south side of Southside Avenue from Elk Grove-Florin Road to Jessie
Baker Elementary School.
Location: Along the south side of Southside Avenue, between Elk Grove-Florin Road
and Jessie Baker Elementary School.
277,000
FY 13/14
FY 15/16
WAC009
Elk Grove-Florin Road at West Camden Sidewalk Infill
The proposed project will improve pedestrian access and safety and improve drainage
along Elk Grove-Florin Road with construction of approximately 170-feet frontage
(curb, gutter and sidewalk) along the western side of the roadway from West Camden
Drive to the existing improvements along the Save Mart Shopping Center. Project will
also realign the trail and add curb ramps at the trail crossing on West Camden Dr. near
S. Camden Way at Camden Park.
Location: Along the western side of Elk Grove-Florin Road, just south of West Camden
Drive and Camden Park at West Camden Drive/ South Camden Way.
2015 Citywide Curb Ramps
This project will remove accessibility barriers to persons using wheelchairs or other
personal assistance devices by reconstructing approximately 25 curb ramps to meet
current ADA accessibility requirements.
Location: This is a city-wide project.
Citywide Curb Ramps 2016
304,800
FY 13/14
FY 15/16
281,345
FY 14/15
FY 15/16
259,920
FY 15/16
FY 16/17
295,150
FY 16/17
FY 16/17
157,500
FY 17/18
FY 17/18
354,500
FY 18/19
FY 18/19
WAC010
WAC011
WAC012
WAC013
WAC014
Estimated
Total Project
Costs
155
WAC015
WAC016
WAC020
WAC021
WAC022
WAC023
WAC024
WAC026
WAC027
Citywide Curb Ramps 2020-25
Elk-Grove Florin Road Sidewalk Infill at Strawberry Creek (East Side)
The project will construct 125 feet of curb, gutter, and sidewalk south of Strawberry
Creek connecting to the existing sidewalk terminus. It will also include 135 feet of AC
path on the north side of Strawberry Creek connecting to another adjacent sidewalk
terminus.
Location: East side of Elk Grove Florin Road at Strawberry Creek crossing
Sidewalk Infill 2020
Construct sidewalk infill.
Location: Location to be determined.
Big Horn / Laguna Bus Stop and Sidewalk Project
The project will construct a sidewalk and Bus Stop Pad along the west side of Big Horn
Blvd. from the intersection at Laguna Blvd. to the first driveway to the north. The
project will also replace eight ADA ramps at the corners of the Big Horn Blvd. and
Laguna Blvd. intersection to meet current standards.
Location: Big Horn Blvd / Laguna Blvd Intersection and along the west side of Big Horn
Blvd from the intersection to the first driveway to the north.
Tegan Road Sidewalk Infill, South Side
This project will construct approximately 300 feet of concrete sidewalk, curb and
gutter, minor pavement widening and utility relocations.
Location: Along the south side of Tegan Road, approximately 100 feet west of Laguna
Park Drive.
Tegan Road Sidewalk Infill, North Side
This project will construct approximately 2,000 feet of asphalt path.
Location: Along the north side of Tegan Road, between Brienne Way and Laguna Park
Drive.
Elk Grove-Florin Rd. at W. Camden Dr. Sidewalk Infill, East Side
This project will construct approximately 250 feet of concrete sidewalk, curb and
gutter, minor pavement widening and utility relocations.
Location: Along the east side of Elk Grove-Florin Road, at West Camden Drive.
Elk Grove-Florin Rd. and Elk Grove Park Sidewalk Infill
This project will complete sections of unconstructed sidewalk on the west side and/or
the east side of Elk Grove-Florin Rd. Preliminary design work, investigations, and
neighborhood level public outreach will help determine which side of the road the
sidewalk will be constructed on.
Location: Along the west -or- east side of Elk Grove-Florin Road, between E Stockton
Blvd. and Lismore Dr.
2016 Bus Stop Accessibility Improvements
Improve pedestrian access to bus stops, primarily through the construction of
accessible pathways.
Location: Bus stops on Lewis Stein Rd. near Sheldon Rd. (SB) and on Franklin Blvd. (SB)
just south of Elk Grove Blvd.
Total Program Cost Estimate: $
156
1,456,000
FY 19/20
FY 19/20
338,600
FY 14/15
FY 15/16
312,200
FY 18/19
FY 20/21
287,000
FY 14/15
FY 16/17
346,100
BEYOND
FY 20/21
BEYOND
FY 20/21
379,700
BEYOND
FY 20/21
BEYOND
FY 20/21
415,900
FY 15/16
FY 17/18
467,400
FY 15/16
FY 17/18
270,000
FY 15/16
FY 17/18
6,613,116
Civic Center Program
Program Description
This program addresses both long and short-term improvements necessary for implementation of the 76 acre Civic Center site. The City has identified a list of
possible features that may eventually be developed on the site. A market analysis provided feedback about the local and regional need for these features.
Prioritization
Projects are prioritized based on community feedback and City Council direction.
Expenses
Prior to
FY 15/16
Type of Expenditure
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
Future $
Total
Capital Costs
-
17,293,739
7,173,500
11,050,000
6,000,000
-
-
182,289,900
-
425,000
1,175,000
1,600,000
-
-
-
-
$
3,200,000
236,143
193,671
25,000
-
-
-
-
-
$
454,814
8,814
8,636
-
-
-
-
-
-
$
17,450
10,177
1,748,331
1,250,000
660,000
-
-
-
75,560,500
1,676,701
2,370,003
1,645,000
-
-
-
-
8,310,000
Environmental
$ 223,807,139
$ 79,229,008
$ 14,001,704
$
Total Capital Costs
$
1,931,835
$ 22,039,380
$ 11,268,500
$ 13,310,000
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
$
6,000,000
$
-
$
-
-
$ 266,160,400
$ 320,710,115
Future $
Total
Expenses
Prior to
FY 15/16
Funding Source(s)
FY 18/19
FY 19/20
FY 20/21
311 CFF - Civic Center
-
-
-
-
-
-
-
6,450,000
315 CFF - Library
-
-
-
-
-
-
-
16,308,000
317 CFF - Bus Facilities
-
-
1,000,000
-
-
-
-
-
$
1,000,000
-
-
-
3,000,000
-
-
-
-
$
3,000,000
1,635,267
12,661,321
2,715,000
1,175,000
-
-
-
-
$ 18,186,589
$ 37,180,390
360 Laguna Ridge Park Fee
999 Unidentified
$
12,101
5,083,489
6,315,000
3,035,000
4,600,000
-
-
18,134,800
284,467
4,294,570
1,238,500
6,100,000
1,400,000
-
-
20,304,600
$ 33,622,137
-
-
-
-
-
-
-
204,963,000
$ 204,963,000
1,931,835
$ 22,039,380
$ 11,268,500
$ 13,310,000
-
$ 266,160,400
$
$
6,450,000
$ 16,308,000
157
$
6,000,000
$
-
$
-
$ 320,710,115
Program:
WCC Program - Civic Center Program
Project Status:
Report Run Date:
4/21/2016
Project Number
Project Description
WCC002
Civic Center - Aquatics Center
This project consists of design and construction of a competitive and recreational
aquatics center with an olympic size pool, a multi-use second pool of 6-8 lanes, a rec
pool with water slides and interactive play area, seating, support buildings including
offices, meeting rooms, restrooms, storage, concession stand, and site parking. Project
also includes park and ride lot for 100 cars and modifications to the existing drainage
basin on the site.
Location: South of Civic Center Drive and East of Big Horn Blvd.
Civic Center - Performing Arts Center
36,000 Square Feet building to support Performance Venues of various sizes and types.
Location: Civic Center Site - South of Elk Grove Blvd. and East of Big Horn Blvd.
Civic Center - General On-Site Infrastructure
General Infrastructure includes:
Open Space, Civic Plaza, Common Areas, Internal Roadways, Bike Lanes, Walking Paths,
and on grade Surface Parking.
Civic Center - Community - Cultural and Art Center
35,000 Square Feet building to support Community events focused on organized
cultural and artistic activities of various sizes and types.
Civic Center - Discovery Children's Museum
25,000 Square Feet building to provide children with information and learning
experiences in a hands-on visually and physically stimulating environment.
Civic Center - Public Library
50,000 Square Feet building to provide multi-age related resources for learning using
traditional and emerging technologies for knowledge exchange combined with a
pleasant environment for study and youth programs.
Civic Center - Senior/Community Center
The proposed project envisions a Senior Center combined with a large community
center hall which can be rented by the public. The project will provide a venue for
Seniors by offering activities, programs, and opportunities for interactions with other
senior community members. In addition, the community center hall can provide a large
assembly space to jointly support senior programs as well as community events, and
private functions.
Location: Civic Center Site - South of Civic Center Drive and East of Big Horn Blvd.
Civic Center - Veteran's Hall
The project includes a 7,800 square feet building and associated parking to provide
activity programs for Veterans. Project program includes an assembly hall, drinking
establishment, lobby, conference room, office, storage, and private outdoor space.
Location: Civic Center Site - South of Civic Center Drive and East of Big Horn Blvd.
Civic Center - Nature Center
2500 Square Feet building to support environmental education centered on local
species, climate, plants, animals, and conditions within the Civic Center site.
Civic Center - Playgrounds and Play Equipment
Develop play areas within the park areas specifically configured for play equipment and
youth activities.
Civic Center - Parking Structure
175,000 Square Feet parking structure building to support various projects on the Civic
Center site by consolidating parking into a small area and encouraging pedestrian
circulation to activities.
Civic Center - Office Building (Private/Public Offices)
50,000 Square Feet building to provide office work environments.
WCC004
WCC005
WCC007
WCC008
WCC009
WCC010
WCC011
WCC012
WCC013
WCC014
WCC015
Estimated
Total Project
Costs
158
Planned
Engineering
Start Year
Planned
Construction
Start Year
26,215,783
FY 15/16
FY 16/17
52,933,900
BEYOND
FY 20/21
BEYOND
FY 20/21
7,611,000
BEYOND
FY 20/21
BEYOND
FY 20/21
23,297,400
BEYOND
FY 20/21
BEYOND
FY 20/21
16,254,000
BEYOND
FY 20/21
BEYOND
FY 20/21
32,071,800
BEYOND
FY 20/21
BEYOND
FY 20/21
22,570,432
FY 16/17
FY 17/18
5,638,500
FY 15/16
FY 16/17
1,806,000
BEYOND
FY 20/21
BEYOND
FY 20/21
1,806,000
BEYOND
FY 20/21
BEYOND
FY 20/21
27,412,500
BEYOND
FY 20/21
BEYOND
FY 20/21
34,546,200
BEYOND
FY 20/21
BEYOND
FY 20/21
WCC016
WCCA01
Civic Center - Hotel & Conference Center
136,000 Square Feet building to provide overnight accommodations, venue for large
events, and general support for other activities planned at the Civic Center
Civic Center - Planning
This project captures planning efforts for the development of the City's Civic Center
site and includes development of an overall governing masterplan concept that defines
and locates currently proposed and future anticipated uses and programs. In addition,
site elements and design criteria will be established to allow for a thoughtful and
comprehensively planned civic center design when complete.
159
68,421,600
BEYOND
FY 20/21
BEYOND
FY 20/21
125,000
FY 15/16
N/A
320,710,115
Community Enhancement Program
Program Description
This program provides funding for the construction of various community enhancements, including parks, plazas, landscaping, street lighting and similar
amenities.
Prioritization
The neighborhood parks in Laguna Ridge are prioritized based on the timing of construction of the adjacent housing development.
Other projects within the Community Enhancements Program are are identified on an as-needed basis and prioritized based on need and by request and
generally in the following order:
3. Citizen requests
4. Unconstructed Projects identified in Community Facilities Districts and or Community Master Plans
Expenses
Prior to
FY 15/16
Type of Expenditure
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
Future $
Total
Capital Costs
-
3,879,929
8,214,167
2,700,000
440,000
4,348,300
-
-
$ 19,582,396
27,819
204,381
513,000
238,000
40,000
434,800
-
-
$
1,458,000
-
78,000
500
1,000
-
-
-
-
$
79,500
193,677
68,905
696,336
431,000
9,387,500
2,179,300
18,033,000
13,930,300
278,871
1,437,064
320,000
50,000
624,097
-
-
-
$
2,710,033
-
-
24,000
-
-
-
-
-
$
24,000
$
-
Environmental
Project Study
Total Capital Costs
$
500,367
$
5,668,280
$
9,768,003
$
3,420,000
$ 10,491,597
$
6,962,400
$ 44,920,018
$ 18,033,000
$ 13,930,300
$ 68,773,946
FY 20/21
Future $
Total
Expenses
Prior to
FY 15/16
Funding Source(s)
101 General Fund
106 GF Capital Reserve Fund
221 Gas Tax
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
6,131
216,869
-
-
-
-
-
-
$
223,000
-
40,000
315,300
-
234,197
918,700
-
-
$
1,508,197
54,000
63,000
-
-
-
-
-
-
$
117,000
-
148,000
111,700
-
-
-
-
-
$
259,700
332 Laguna Ridge Park Facil. Fee
440,236
5,200,411
9,317,003
3,420,000
9,460,000
1,110,600
18,033,000
3,446,300
-
-
8,000
-
-
-
-
-
$
8,000
-
-
8,000
-
-
-
-
-
$
8,000
-
-
8,000
-
-
-
-
-
$
8,000
999 Unidentified
-
-
-
-
797,400
4,933,100
-
10,484,000
3,420,000
$ 10,491,597
6,962,400
$ 18,033,000
$ 13,930,300
302 State Capital Grants 1
$ 50,427,549
$ 16,214,500
$
$
500,367
$
5,668,280
$
9,768,003
$
160
$
-
$ 68,773,946
Program:
WCE Program - Community Enhancement Program
Project Status:
Report Run Date:
4/21/2016
Project Number
Project Description
WCE004
Horseshoe Park
The project will construct a 9 acre neighborhood park at Denali Circle. Project will also
add monument signs to Rose Garden Park, Constellation Park, and Promenade Park.
Location: Within Denali Circle
WCE006
Wayfinding Signage
This project will design and install a wayfinding sign system to major attractions/points
of interest within the City. First year's work includes static signs. Third year inlcudes
implementation of dynamic messaging signs.
Location: Throughout the entire City of Elk Grove along various major roads.
Porto Park
The project will construct Porto Park (formerly Madeira East-East) neighborhood park,
which is approximately 1.3 acres.
Location: Southwest corner of Sintra Way and Ponta Delgada Dr.
Oasis Park
The project will construct Oasis Park, which is approximately 10 acres and includes the
sports fields, playgrounds and parking areas.
Location: South of Whitelock Parkway between Brucevillle Rd. and Big Horn Blvd.
Madeira East - Central Park
The project will construct the Madeira East Central neighborhood park of
approximately 5 acres.
Location: The semicircle defined by Ponta Delgaga Dr and Atrio Dr.
Poppy West Park
The project will construct the Poppy West neighborhood park.
Location: South of Poppy Ridge Rd. between Bruceville Rd. and Big Horn Blvd.
Sun Grove Park
The project will construct the Sun Grove neighborhood park.
Location: East of Big Horn Blvd. between Whitelock Pkwy. and Poppy Ridge Rd.
Madeira East - South Park
The project will construct the South Madeira neighborhood park.
Location: West of Lotz Pkwy. between Whitelock Pkwy. and Poppy Ridge Rd.
Poppy East Park
The project will construct a local park.
Location: In Laguna Ridge near Poppy Ridge Rd
Tuscan Neighborhood Park
The project will construct a neighborhood park.
Location: In Laguna Ridge
Arbor Park
Treasure Homes Local Park
Treasure Homes Neighborhood Park
The project will construct a neighborhood park.
Reardan Park
The project will construct a community sports and activity park.
Location: In Laguna Ridge between Whitelock Rd and Poppy Ridge Rd and between
Lotz Parkway and Wolf Pack Lane.
Recycled Water Transmission Line
Construct transmission line for recycled water from Echo Water Project line along
Franklin Blvd into developments prepared for recycled water. Initial fundng is included
for planning, pipe sizing and siting, and cost estimating. Full design and construction
would be timed to coincide with the Echo Water Project/South County Ag Project.
Location: Generally, along Whitelock Blvd into East Franklin, and Laguna Ridge. Route
to be determined.
WCE007
WCE008
WCE010
WCE011
WCE012
WCE013
WCE014
WCE015
WCE016
WCE017
WCE018
WCE019
WCE020
Estimated
Total Project
Costs
161
Planned
Engineering
Start Year
Planned
Construction
Start Year
3,831,982
FY 13/14
FY 15/16
340,000
FY 13/14
FY 15/16
715,000
FY 13/14
FY 16/17
10,090,167
FY 15/16
FY 16/17
2,015,500
FY 16/17
FY 17/18
1,543,500
FY 16/17
FY 17/18
570,500
FY 17/18
FY 18/19
1,311,000
FY 17/18
FY 18/19
1,716,000
FY 18/19
FY 19/20
5,701,600
FY 18/19
FY 19/20
2,123,000
FY 19/20
FY 20/21
2,750,000
FY 19/20
FY 20/21
3,786,300
FY 20/21
FY 21/22
24,757,000
FY 18/19
FY 20/21
24,000
FY 21/22
FY 22/23
WCE021
WCE022
WCE023
Old Town Plaza Phase 1
Construct permanent bathroom facilites, repair/replace select fence sections, install
landscape irrigation, route utilities for restroom, and resurface a portion of the paved
surfacing.
Location: Railroad Street at Elk Grove Blvd
Construct entrance plaza, trails, bike parking, seat wall and lawn/landscaping area
adjacent to Elk Grove Blvd.
Location: Railroad Street
Construct pavilion structure, bathrooms, storage, lawn area, 25,000SF of parking, full
improvements to Railroad St and Grove Street.
Location: Railroad Street
162
615,000
FY 15/16
FY 16/17
1,152,897
FY 18/19
FY 19/20
5,730,500
FY 18/19
FY 19/20
68,773,946
Drainage Improvement & Repair Program
Program Description
This program will fund the various drainage projects for the improvement, repair and/or restoration of drainage facilities throughout the City. These facilities
may include culverts, roadside ditches, underground pipes, channels, creeks, detention basins, pump stations, stream gauges, weirs, erosion & sedimentation
control measures, etc.
Prioritization
The majority of the improvements are identified in the City's Draininge Master Plan. Additional projects are identified by the Operations & Mantenance Manager
or Public Works staff based on filed observations. Improvements are prioritized based on need and generally in the following order:
3. Needs identified in the Storm Drainage Master Plan
4. Citizen requests
Expenses
Prior to
FY 15/16
Type of Expenditure
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
Future $
Total
Capital Costs
115,704
5,771,649
1,045,000
6,755,900
10,660,800
3,164,000
-
3,229,400
54,930
886,428
87,000
877,800
1,422,000
474,600
-
369,000
$
4,171,758
Environmental
37,011
368,487
65,000
246,400
-
-
89,900
-
$
806,798
40,332
2,950,667
1,148,000
24,909,700
1,199,000
-
3,574,400
-
$ 33,822,099
136,885
1,285,761
318,000
4,095,100
4,578,300
3,573,500
4,000,000
4,460,800
42,704
136,101
-
-
-
-
-
-
$
178,805
618,414
1,307,251
405,000
1,668,500
-
-
300,000
-
$
4,299,164
$
-
1,045,980
$ 12,706,345
3,068,000
$ 38,553,400
$ 17,860,100
FY 17/18
FY 18/19
Planning
Total Capital Costs
$
$
$
7,212,100
$
7,964,300
$
8,059,200
$ 30,742,453
$ 22,448,346
$ 96,469,424
Expenses
Prior to
FY 15/16
Funding Source(s)
Revised
Budget
FY 15/16
FY 16/17
FY 19/20
FY 20/21
Future $
Total
221 Gas Tax
24,444
235,412
-
-
-
-
-
-
$
223 Traffic Congestion Relief
27,374
-
-
-
-
-
-
-
$
27,374
-
670,000
-
-
-
-
-
-
$
670,000
231 Affordable Housing
295 Development Services Fund
259,856
42,704
136,101
-
-
-
-
-
-
$
178,805
303,039
409,124
-
-
-
-
-
-
$
712,163
-
-
-
131,300
-
-
-
-
$
131,300
648,418
11,255,707
3,068,000
6,977,700
9,447,100
7,212,100
4,000,000
4,000,000
994 Unfunded Drainage
-
-
-
29,044,400
8,413,000
-
3,964,300
4,059,200
998 Potential Grant
-
-
-
2,400,000
-
-
-
-
503 Drainage Fee
$
1,045,980
$ 12,706,345
$
3,068,000
$ 38,553,400
163
$ 17,860,100
$
7,212,100
$
7,964,300
$
8,059,200
$ 46,609,026
$ 45,480,900
$
2,400,000
$
-
$ 96,469,424
Program:
WDR Program - Drainage Improvement & Repair Program
Project Status:
Report Run Date:
4/21/2016
Project Number
Project Description
PD0008
West Stockton Sidewalk, Drainage & Roadway Improvement
The project consists of installation of frontage improvements, where no sidewalk
currently exists. The project also includes road widening/paving, curb, gutter, sidewalk
and drainage infrastructure, and slurry and restriping. Right-of-way acquisition is
required across various property frontages to install the proposed improvements.
Location: On West Stockton Boulevard, frontage improvements from 500' south of
Laguna Palms Way to the cul-de-sac south of Red Fox Way and approximately 250' on
Red Fox Way at the intersection of West Stockton Boulevard. Slurry sealing and
restriping from the cul-de-sac to the western turn in West Stockton.
WDR000
Drainage Program Minor Improvements
changes or the addition of drainage work to the scope of existing projects where these
funds are the most appropriate fund for added scope.
Location: Citywide
Sleepy Hollow Detention Basin Retrofit Project
The Sleepy Hollow Detention Basin is a 6.3-acres existing detention basin used for
flood control. The project would transform this basin into a multi-purpose facility
providing flood storage, increasing water quality benefits, enhancing aquatic and
upland habitat and recharging the underlying groundwater basin.
Location: The detention basin will be retrofitted with this project is located 800 feet
south of the intersection of Calvine Road and Vineyard Road. It is bounded on the
south by the Laguna Creek tributary and on the west by railroad tracks, which are no
longer in service.
Strawberry Creek Detention Basin Retrofit Project
Modify an existing 9.3 acre flood detention basin using low impact development
techniques (development of perennial channels to treat summer irrigation flows,
seasonal wetland areas to treat large storm flows and winter runoff, and habitat
creation of riparian clusters). Basin will increase groundwater recharge from
stormwater runoff and may provide recreational/aesthetic opportunities. Also includes
construction of 400 ft of sidewalk along Calvine Rd.
Location: South of Calvine Road and west of Mountain Bell Court, near Edward Harris
Middle School.
Laguna Creek & Whitehouse Creek Multi-Functional Corridor Project
This project will preserve, rehabilitate and enhance Laguna and Whitehouse Creeks and
adjacent wetlands while at the same time improving flood storage capacity; and
develop and link a disconnected section of the Laguna Creek trail system. The location
of the project is a 2.2 mile reach along the confluence of the Laguna and Whitehouse
Creeks.
Location: East of State Route 99, along the Laguna Creek and the bypass channel
northwest of State Route 99 to the City's boundary. The project area would cover a
portion of an 90-acre undeveloped area.
Dry Wells as Low Impact Development
The project will design and construct dry wells and water quality monitoring wells at
three locations. The project's purpose is to determine whether dry wells are a costeffective way of infiltrating stormwater runoff using low impact development (LID)
tools, alleviating localized flooding and recharging groundwater without negatively
affecting the groundwater quality.
Location: Three different locations at:
1) a residential site; 2) a commercial/light industrial site; and 3) adjacent to a roadway.
WDR013
WDR017
WDR018
WDR019
WDR021
WDR022
Estimated
Total Project
Costs
Elk Grove Creek Multi-Functional Creek Improvements
The project will provide additional flood storage capacity to alleviate high flows in Elk
Grove Creek during heavy storm events. In addition, the design will incorporate
riparian planting to enhance habitat for native species. The City plans to incorporate
various design strategies to improve water quality at this site.
Location: East of SR-99 and north of East Stockton Boulevard adjacent to Elk Grove
Creek.
Bond Rd Storm Drain Improvements
This project will upsize approximately 3,750 feet of storm drain pipe on Bond Road
from Whittemore Drive west to the outfall at Laguna Creek. The size of the new pipe
will range from 36-inches to 66-inches. The improvements will help contain the 10year storm event runoff and accommodate the construction of the Silverado Springs
development.
Location: Bond Road, between Laguna Creek and Whittemore Drive
164
Planned
Engineering
Start Year
Planned
Construction
Start Year
949,192
FY 11/12
FY 15/16
250,000
N/A
N/A
1,020,700
FY 14/15
FY 16/17
2,991,100
FY 15/16
N/A
5,603,300
FY 17/18
FY 19/20
739,998
FY 12/13
FY 14/15
1,707,800
FY 16/17
FY 17/18
4,374,000
FY 13/14
FY 16/17
WDR023
WDR024
WDR029
WDR030
WDR031
WDR032
WDR033
WDR034
WDR035
WDR036
WDR037
WDR038
WDR041
WDR042
North Camden Drive Storm Drain Improvements
This project will upsize approximately 750 feet of existing storm drain pipe and
manholes and replace the existing outfall at Whitehouse Creek. The project also
includes the Slurry Seal (Type II) of the entire roadway width between the project ends
and replacment striping and markings.
Location: Along North Camden Drive from Yarmouth Court to the outfall at
Whitehouse Creek at Springhurst Drive.
Emerald Vista Drive Storm Drain Improvements
This project will upsize approximately 1,060 feet of existing storm drain pipe and
manholes and replace the existing outfall at Elk Grove Creek. The project also includes
the Slurry Seal (Type II) of the entire roadway width between the project ends and
replacment striping and markings.
Location: Along Emerald Vista Drive from Tipton Court to the outfall at Elk Grove Creek
and Emerald Vista Drive.
Pump Station Improvements - Facilities
This project will construct building(s), operational site improvements, security and
improvements as outlined in Storm Drain Pump Stations - Master Plan (WDR016).
Location: All 6 pump stations.
SEPA Detention Basin S1A
This project constructs a detention basin for flood control, hydromodification, and
stormwater quality treatment. Construction includes: excavation, access ramps,
maintenance paths, fencing, inlets, outlets, and facilities for erosion control.
Location: Along Lotz Parkway, Between Old Poppy Ridge Road and Kyler Road
Location: Along Big Horn Blvd, between Old Poppy Ridge Road and Kyler Road
Location: Along south side of Shed C Channel, west of Lotz Parkway
Location: Along south side of Shed C Channel, east of Big Horn Blvd.
Location: Along north side of Shed C Channel, between Big Horn Blvd. and Bruceville
Road.
Location: Along south side of Shed C Channel, between Big Horn Blvd. and Bruceville
Road.
SEPA Shed C Channel Improvements
The project will replace the existing channel with a multi-functional storm drainage and
flood control corridor that will provide a number of benefits including flood control,
wildlife habitat, wetlands, recreation, and stormwater quality treatment.
Location: Shed C through the Southeast Planning Area, from Lotz Parkway to Bruceville
Road.
SEPA Drainage Right of Way Acquisition
This project acquires land to construct detention basins and improvement of Shed C for
flood control, hydromodification, and stormwater quality treatment.
Location: Various locations within South East Policy Area (SEPA).
Blakemore Court and Hartwell Court Drainage Improvements
Drainage system improvements will consist of adding a new outfall line at the manhole
located at the end of Blakemore and Ely Courts so the draingae will discharges directly
to Whitehouse Creek. Improvements will also include relining or replacing the existing
storm drain pipes in Hartwell Court due to numerous point failures and general pipe
deterioration.
Location: Drainage systems at ends of Blakemore, Hartwell and Ely Courts.
Elk Grove-Florin Green Streets
The pilot project will retrofit approximately 1/2 mile section of Elk Grove Florin Road
with stormwater capture and deep infiltration technologies for groundwater recharge.
This pilot project will also provide safer and enhanced pedestrian and bicycle access,
traffic calming measures, and integrate well into the existing Safe Routes to Schools
Program.
Location: Elk Grove-Florin Road between Elk Grove Bvld and Elk Grove High School
(Tralee Way).
Annual Storm Drain System Replacement
Repair and replace existing storm drainage facilities.
Location: Citywide, locations to be determined.
165
862,000
FY 15/16
FY 16/17
1,262,000
FY 14/15
FY 16/17
5,253,800
FY 15/16
FY 17/18
2,038,800
FY 17/18
FY 17/18
3,334,500
FY 20/21
FY 21/22
761,200
FY 17/18
FY 17/18
694,400
FY 20/21
FY 21/22
420,200
FY 20/21
FY 21/22
474,700
FY 17/18
FY 17/18
9,951,805
FY 17/18
FY 18/19
32,060,100
FY 15/16
N/A
320,000
FY 15/16
FY 16/17
5,200,000
FY 17/18
FY 18/19
16,200,000
N/A
N/A
96,469,595
Facilities Capital Improvements Program
Program Description
This program will address both long and short-term capital improvements, including capital maintenance (projects >$250,000) to City facilities, including the City
Hall, Police facilities, Transit facilites, Corporation Yard, and Integrated Waste facilities. The Civic Center is covered under separate individual program.
Prioritization
Improvement are identified through Council direction or through need. Projects are prioritized based on need and generally in the following order:
2. Safety or ADA improvements
3. Recommendations from the Fleet and Facilities Manager
Expenses
Prior to
FY 15/16
Type of Expenditure
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
Future $
Total
Capital Costs
-
673,898
1,147,000
43,531,000
22,787,400
-
-
-
$ 68,139,298
9,788
93,212
79,000
2,582,000
2,343,500
-
-
-
$
5,107,500
31,759
252,241
125,000
970,000
-
-
-
-
$
1,379,000
4,067,977
45,192
115,000
-
-
-
-
-
$
4,228,169
43,840
294,105
-
5,612,000
904,700
-
-
45,852,300
425,795
2,437,289
941,000
3,331,000
-
-
-
-
$
7,135,084
24,679
350,792
-
-
-
-
-
-
$
375,471
Project Study
-
156,250
-
-
-
-
-
-
$
156,250
Property Tax
-
26,115
-
-
-
-
-
-
$
26,115
2,407,000
$ 56,026,000
$ 26,035,600
-
$ 45,852,300
$ 139,253,831
FY 17/18
FY 18/19
Future $
Total
Environmental
Professional Services
Total Capital Costs
$
4,603,838
$
4,329,093
$
$
-
$
$ 52,706,945
Expenses
Prior to
FY 15/16
Funding Source(s)
101 General Fund
Revised
Budget
FY 15/16
FY 16/17
FY 19/20
FY 20/21
24,679
-
-
-
-
-
-
-
$
24,679
4,467,928
2,026,063
-
-
-
-
-
-
$
6,493,990
275 Police
-
125,000
-
-
-
-
-
-
$
125,000
-
125,000
-
-
-
-
-
-
$
125,000
312 CFF- Police
-
1,163,012
562,000
2,172,000
-
-
-
-
$
3,897,012
313 CFF - Corporation Yard
-
-
-
1,700,000
-
-
-
-
$
1,700,000
19,712
170,288
530,000
-
2,596,400
-
-
3,510,000
$
6,826,400
-
-
400,000
-
-
-
-
-
$
400,000
14,052
265,948
455,000
-
-
-
-
-
$
735,000
511 Transit Services
-
31,250
-
-
-
-
-
-
$
31,250
512 Transit Prop 1B
77,467
422,533
-
-
-
-
-
-
$
500,000
-
-
460,000
-
-
-
-
-
$
460,000
995 Unfunded Transit
-
-
-
1,552,000
22,534,500
-
-
42,342,300
998 Potential Grant
-
-
-
-
904,700
-
-
-
$
999 Unidentified
-
-
-
50,602,000
-
-
-
-
$ 50,602,000
2,407,000
$ 56,026,000
$ 26,035,600
-
$ 45,852,300
317 CFF - Bus Facilities
349 Lakeside CFD
506 EGFA HHW Facility Bonds
$ 66,428,800
$
$
4,603,838
$
4,329,093
$
166
$
-
$
904,700
-
$ 139,253,831
Program:
WFC Program - Facilities Capital Improvements Program
Project Status:
Report Run Date:
4/21/2016
Project Number
Project Description
WCY005
Corporation Yard Parking and Entry Improvements
This project will expand the Corp Yard employee parking lot and construct full
improvements to include: additional/ finished grading, install AC pavement, striping,
markings, full site lighting, storm drain improvements, pedestrian gates with access
control, storm water quality improvements, and landscaping/irrigation improvements.
It will also resurface the Police K-9 training area and add additional parking for Police
vehicles.
Location: The project is located at the City's Corporation (Corp) Yard, 10250 Iron Rock
Way, Elk Grove, CA 95624.
Elk Grove Multi-Sport Park Complex
Planning, design and construction of a regional sports complex.
Location: On the south side of Grant Line Rd. east of Waterman Rd.
Multi-Modal Station
Construct a new 600' long passenger loading platform adjacent to UPRR, a parking lot
for about 100 vehicles, drop off/loading zones for passengers and buses.
Location: The station is curretnly proposed at the south west corner of Grant Line Road
and the rail road tracks near Waterman Rd
Elk Grove Animal Shelter
This project captures costs for an Animal Shelter for Elk Grove only. The project
includes a new ground up build-to-suit building of 17,200SF located on an undeveloped
City owned parcel located at the corporation yard. The total land area required by
project is approximately 2.80 acres, which includes public parking and service parking
lots, outdoor animal yards, kennels, and landscape and hardscape areas. The size of the
facility is designed to accommodate growth to 2034.
Location: City Corporation Yard at Union Park and Iron Rock Roads
BRT Line Stations and Improvements
Construct 4 stations, 3overcrossings/ signal modifications, 3 park and ride lots.
Location: From Cosumnes Community College along Big Horn Blvd to the proposed
Multimodal Station
I-5/Elk Grove Blvd Park and Ride Lot
Acquire land and construct a park and ride lot.
Location: Near the I-5/Elk Grove Blvd Interchange, specific location to be determined.
WFC004
WFC006
WFC012
WFC013
WFC016
WFM010
WIW001
Estimated
Total Project
Costs
Building 8400 HVAC Replacement
Replace Inefficient HVAC in Police Department Building.
Location: 8400 Laguna Palms Way
SWaCC Unloading Area Improvements
Provide an canopy and improved signage and safety features of the public unloading
area at the recycle location behind the SWCC.
Location: At the recycle unloading area of the Special Waste Collection Center (SWCC).
167
Planned
Engineering
Start Year
Planned
Construction
Start Year
987,012
FY 13/14
FY 16/17
46,518,669
FY 14/15
FY 17/18
28,334,850
FY 15/16
FY 18/19
15,966,000
FY 15/16
FY 17/18
45,852,300
BEYOND
FY 20/21
BEYOND
FY 20/21
400,000
FY 16/17
FY 17/18
460,000
FY 16/17
FY 16/17
735,000
FY 15/16
FY 16/17
139,253,831
East Franklin Area Landscape Improvements
Program
Program Description
Program to construct various projects that are eligible to be funded from the East Franklin CFD landscape Area fees, generally consisting of landscaping,
sidewalk/trail, and soundwall projects. See list of currrently planned project within this program.
Prioritization
The majority of improvements are identified in the East Franklin Area Landscape Corridor Program. The fee for this program is no longer collected. When the
existing funds are exhausted any remaining projects would not be constructed or would be funded from other sources. Projects have been prioritized with this in
mind.
Expenses
Prior to
FY 15/16
Type of Expenditure
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
Future $
Total
Capital Costs
-
3,380,061
5,000
-
1,513,400
737,200
2,535,400
3,605,100
-
542,650
8,000
-
244,200
125,800
431,100
453,800
$
1,130
28,919
-
6,500
12,900
29,400
-
19,700
$
98,549
58,434
217,399
-
6,500
228,900
113,000
-
187,600
$
811,832
-
252,300
-
129,000
232,200
84,800
514,800
128,700
$
1,341,800
342,758
233,667
-
145,100
67,300
269,300
-
360,500
$
1,418,625
$
-
Environmental
Total Capital Costs
$
402,322
$
4,654,995
$
13,000
$
287,100
$
2,298,900
$
1,359,500
$
3,481,300
$
4,755,400
$ 11,776,161
1,805,550
$ 17,252,517
Expenses
Prior to
FY 15/16
Funding Source(s)
324 E Franklin Landscape Fee
325 E Franklin Supl Drainage
$
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
Future $
Total
354,110
4,529,995
13,000
287,100
2,298,900
1,359,500
3,481,300
4,755,400
-
125,000
-
-
-
-
-
-
$
125,000
48,212
-
-
-
-
-
-
-
$
48,212
$
-
402,322
$
4,654,995
$
13,000
$
287,100
168
$
2,298,900
$
1,359,500
$
3,481,300
$
4,755,400
$ 17,079,305
$ 17,252,517
Program:
WFL Program - East Franklin Area Landscape Improvements Program
Project Status:
Report Run Date:
4/21/2016
Project Number
Project Description
PT0124
Gilliam Drive Trail Connector
Install an asphalt trail and landscaping improvement to connect the existing multi-use
trail at Stepheson Family Park to Gilliam Drive. This trail is part of the City's Trails
Master Plan.
Location: Along the south bank of the Franklin Creek (Shed B Channel) from Stephenson
Family Park to Gilliam Drive, adjacent to a future school site.
Whitelock Pkwy - Shed B Channel Tree Planting
Plant trees along and within upper reaches of Franklin Creek embankment for
consistency with themes and precedents in Laguna Ridge corridor. Install a buffer
landscaping along the north side of the existing Whitelock Boulevard on the north side
of the existing path.
Location: Whitelock Boulevard, from Bruceville Road to about 1,400 feet east of the
western Bellaterra Drive intersection, along north side.
Sacramento County Water Agency Frontage
Construct a sidewalk along the east side of Willard Parkway including modifications to
landscaping and irrigation for consistency with the existing landscaping along the
Franklin corridor. Overhead SMUD lines will also be placed underground.
Location: Willard Parkway at 10100 Willard Parkway, along the frontage of the empty
SCWA Parcel.
Franklin Blvd Corridor Landscaping
Provide landscaping and irrigation along the arterial roads along the SASD sewer
interceptor corridor.
Location: Franklin Boulevard from Erhrardt Channel to Whitelock Blvd, along east side.
On Whitelock Parkway from Franklin Blvd to Blossom Ridge Dr, north side.
Franklin High/Machado Ranch Rd Sewer Corridor
Construct a jogging path with supporting landscaping and exercising stations, which
connects the Bruceville Road pedestrian corridor with Franklin High School and
Bartholomew Sports Park.
Location: West side of Franklin High Rd from Machado Ranch Rd to Quail Run Dr. and
along Machado Ranch between Franklin High Road and Bruceville Road.
Drainage Shed's A Channel Landscaping Enhancement
Install pedestrian and jogging trail
Location: Along the east side of Shed A drainage channel between Elk Grove Boulevard
and Spring Flower Drive.
Bruceville Rd Frontage Improvements at Civic Center Drive
Construct sidewalk and landscaping along the vacant parcel, remove the existing
asphalt path.
Location: On the west side of Bruceville Rd from 450 ft north of Backer Ranch Rd (Civic
Ctr Dr) to the limits of the vacant parcel south of Backer Ranch Rd (Civic Ctr Dr). About
450 feet north and south of Backer Ranch Rd (Civic Ctr Dr) on the west side of
Bruceville Rd.
Bruceville Rd Frontage at Quail Run
Replace existing 4-ft wide sidewalk/asphalt path with meandering sidewalk and
landscaping. A soundwall is also included in the costs as it’s a reimbursable expense in
the fee program although this would most likely be built by the developer and
reimbursed.
Location: On the west side of Bruceville Rd south of Quail Run Lane
Willard Pkwy Landscaping Epoch Drive to Kammerer Rd
Construct sidewalk and landscaping
Location: On the west side of Willard Pkwy from Epoch Dr to Kammerer Rd
Landscaping Willard Pkwy Railroad Corridor
Landscape 4.7 acres of land
Location: On the west side of Willard Pkwy from Shed B Channel to Franklin Blvd
Franklin Creek Pedestrian Bridge Lighting
Install lighting to existing bridge to enhance security.
Location: Pedestrian Bridge along Franklin Creek Trail just north of the intersection of
Whitelock Parkway and Franklin High Road
WFL001
WFL003
WFL004
WFL005
WFL007
WFL009
WFL010
WFL011
WFL012
WFL013
Estimated
Total Project
Costs
169
Planned
Engineering
Start Year
Planned
Construction
Start Year
590,400
FY 14/15
FY 16/17
2,780,574
FY 12/13
FY 18/19
671,000
FY 14/15
FY 16/17
4,086,809
BEYOND
FY 20/21
BEYOND
FY 20/21
2,054,700
FY 17/18
FY 18/19
903,000
FY 14/15
FY 17/18
687,500
BEYOND
FY 20/21
BEYOND
FY 20/21
1,415,734
FY 18/19
FY 19/20
1,317,600
FY 19/20
BEYOND
FY 20/21
2,660,200
FY 19/20
BEYOND
FY 20/21
85,000
FY 15/16
FY 16/17
17,252,517
Miscellaneous Program
Program Description
This program captures various miscellaneous improvement projects that are not part of other larger programs including: bridge maintenance, street light
upgrades, minor road maintenance, tranist structures (i.e. bus shelters) or similar projects.
Prioritization
Improvements and projects within the Miscellaneous Projectss are prioritized based on need and by request and generally in the following order:
3. Requests or recommendations from outside agencies (i.e. EGUSD and CCSD)
Expenses
Prior to
FY 15/16
Type of Expenditure
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
Future $
Total
Capital Costs
-
7,359,210
1,160,000
-
250,000
-
-
-
$
8,769,210
-
606,787
24,000
-
-
-
-
-
$
630,787
6,026
26,282
-
-
-
-
-
-
$
32,307
-
5,000
-
-
-
-
-
-
$
5,000
921
428,679
-
10,000
30,000
-
-
-
$
469,600
Environmental
Planning
Professional Services
Total Capital Costs
$
2,130
703,871
-
-
-
-
-
-
$
706,000
45,538
314,293
11,000
80,000
-
-
-
-
$
450,830
181,494
274,345
-
-
-
-
-
-
$
455,839
$
-
236,107
$
9,718,466
$
1,195,000
$
90,000
$
280,000
$
-
$
-
$
-
$ 11,519,573
Expenses
Prior to
FY 15/16
Funding Source(s)
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
Future $
Total
101 General Fund
-
2,500,000
-
-
-
-
-
-
$
2,500,000
-
3,040,000
-
-
-
-
-
-
$
3,040,000
221 Gas Tax
-
5,555
-
-
-
-
-
-
$
5,555
267 SLMD Zone 1
-
1,095,800
-
-
-
-
-
-
$
1,095,800
268 SLMD Zone 2
-
113,780
-
-
-
-
-
-
$
113,780
2,663
15,387
17,500
30,000
60,000
-
-
-
$
125,550
295 Development Services Fund
2,130
703,871
-
-
-
-
-
-
$
706,000
301 Federal Capital Grants 1
227,149
520,839
-
-
-
-
-
-
$
747,988
-
50,000
-
-
-
-
-
-
$
50,000
-
1,650,000
1,160,000
-
-
-
-
-
$
2,810,000
4,166
23,234
17,500
-
-
-
-
-
$
44,900
-
-
-
60,000
220,000
-
-
-
$
280,000
$
-
503 Drainage Fee
998 Potential Grant
$
236,107
$
9,718,466
$
1,195,000
$
90,000
170
$
280,000
$
-
$
-
$
-
$ 11,519,573
Program:
WMI Program - Miscellaneous Program
Project Status:
Report Run Date:
4/21/2016
Project Number
Project Description
EGUSD1
Elk Grove Unified School District Safe Routes to School
This project captures a grant pass-thru for the EGUSD as they are not authorized to
receive these grant funds directly. The Elk Grove Unified School District (EGUSD) is
implementing Project AWARE (Advancing Walk and Roll Environments), a District-wide
Safe Routes to School (SRTS) program will include all 39 elementary and 9 middle
schools.
Location: Various Schools in EGUSD boundaries
Bridge Preventative Maintenance Project
The project will provide preventative maintenance of four bridges including joint seal
replacement, deck treatment and erosion repair, as well as slope repair in Laguna
Creek at Bruceville Road bridge.
Location: Four locations at:
1) Bruceville Road bridge over Laguna Creek (south of Sheldon Road); 2) Laguna
Boulevard over the Union Pacific Railroad tracks (west of Franklin Boulevard); 3) Elk
Grove Boulevard over the Union Pacific Railroad tracks (west of Franklin Blvd); and 4)
Sheldon Road over Laguna Creek (east of Waterman Road).
Bond Road Bridge Maintenance
Bridge Maintenance work, generally consisting of the removal of the AC deck surfacing
and approaches, deck treatment, and reconstruction of the approach pavement.
Location: On Bond Road, approximately 800 feet west of Elk Grove-Florin Rd.
WBR001
WBR002
WMI005
WSL002
WSL005
Estimated
Total Project
Costs
SEPA Sewer Lift Station and Infrastructure
Project includes the siting, design, and construction of a new sewer lift station and
force main.
Location: The lift station will generally be located north of Bilby Road between
Bruceville Road and Big Horn Blvd. The sewer force main will connect to existing
facilities in Bruceville Road north of the station.
SMUD CAT Program Implementation
Implement SMUD Customer Advanced Technologies (CAT) Program for the evaluation
of lighting system controls.
Location: Location to be identified through planning efforts with SMUD.
LED Streetlight Replacement Phase 2: Decorative Luminaires
Replace existing decorative street light fixtures with energy efficient LED fixtures.
Location: Existing decorative street lights throughout the City.
171
Planned
Engineering
Start Year
Planned
Construction
Start Year
455,839
N/A
N/A
372,599
FY 13/14
FY 16/17
370,000
FY 17/18
FY 18/19
9,056,000
FY 14/15
FY 17/18
55,555
FY 13/14
N/A
1,209,580
FY 14/15
FY 15/16
11,519,573
Pavement Resurfacing Program
Program Description
This ongoing program consists of performing pavement resurfacing each year based on the City's Pavement Management Program and funding availability. The
primary resurfacing treatments include overlays/reconstructions (a new layer of asphalt placed over of the existing road, whether recycled/reconstructed or not)
and slurry seals or similar thin treatments (sealing the entire street surface with an asphalt emulsion/sand slurry, chip seal, cape seal, etc).
Prioritization
The Pavement Management System software tracks pavement condition indexes (PCI) for each street and uses lifecycle cost analysis to prioritize treatment
types and locations to achieve maximum cost efficiency. Residential street slurry seal work it prioritized based on the lowest average PCI within residential
street subzones. Resurfacing work more substantial than slurry seals (i.e overlays) are prioritized based on the results of the Pavement Management System
to maximize life cycle costs.
Expenses
Prior to
FY 15/16
Type of Expenditure
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
Future $
Total
Capital Costs
-
9,814,089
5,753,000
2,925,000
2,156,900
2,428,600
2,504,200
-
$ 25,581,789
26
1,728,639
400,000
200,000
240,100
267,300
295,500
-
$
3,131,565
392
95,519
1,000
1,000
1,100
2,300
3,500
-
$
104,812
-
9,000
-
-
-
-
-
-
$
9,000
-
132,156
8,594,000
8,644,000
9,550,100
10,054,200
9,058,500
18,000,000
183,883
1,120,473
165,000
200,000
226,700
245,200
264,400
-
Environmental
Total Capital Costs
$
184,301
$ 64,032,956
$
2,405,656
$
-
$ 12,899,877
$ 14,913,000
$ 11,970,000
$ 12,174,900
$ 12,997,600
$ 12,126,100
$ 18,000,000
$ 95,265,779
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
Future $
Total
Expenses
Prior to
FY 15/16
Funding Source(s)
221 Gas Tax
95,530
4,844,280
1,625,000
675,000
-
-
-
-
$
238 Street Trench
-
-
175,000
-
-
-
-
-
$
175,000
261 Street Maint District #1 Zone 1
-
400,000
800,000
800,000
906,900
978,600
1,054,200
-
$
4,939,700
-
-
-
-
-
-
-
-
$
-
-
450,000
500,000
550,000
550,000
550,000
550,000
-
$
3,150,000
42,860
3,545,140
1,673,000
1,445,000
1,218,000
1,469,000
1,521,900
-
$ 10,914,900
38,046
2,990,954
2,000,000
-
-
-
-
-
$
5,029,000
3,865
387,234
140,000
-
-
-
-
-
$
531,099
503 Drainage Fee
4,000
282,269
-
-
-
-
-
-
$
286,269
-
-
8,000,000
8,500,000
9,500,000
10,000,000
9,000,000
18,000,000
184,301
$ 12,899,877
$ 14,913,000
$ 11,970,000
$ 12,174,900
$ 12,997,600
$ 12,126,100
$ 18,000,000
999 Unidentified
$ 63,000,000
$
$
172
7,239,810
-
$ 95,265,779
Program:
WPR Program - Pavement Resurfacing Program
Project Status:
Report Run Date:
4/21/2016
Project Number
Project Description
WPR000
Pavement Resurfacing Program
changes or the addition of pavement resurfacing work to the scope of existing projects
where these funds are the most appropriate fund for added scope.
Location: Citywide
WPR007
Union Park Way Pavement and Drainage Rehabilitation
Rehabilitate the pavement on Union Park Way and construct the drainage system
improvements, if needed. Pavement will be replaced with roller compacted concrete.
Location: Union Park Way between East Stockton Boulevard and Iron Rock Way.
WPR009
WPR010
WPR011
WPR013
WPR014
Estimated
Total Project
Costs
Planned
Engineering
Start Year
Planned
Construction
Start Year
N/A
N/A
2,209,026
FY 13/14
FY 15/16
Slurry Project FY15
Slurry seal streets.
Location: City-wide, locations to be determined.
1,204,000
FY 14/15
FY 15/16
Waterman Road Rehabilitation and Bike Lanes - Bond Road to Sheldon Road
The project will reconstruct the road and provide roadway improvements consistent
with the Rural Roads Policy. Project may also construct trail improvements consistent
with the Bicycle, Pedestrian, and Trails Master Plan
Location: Waterman Road from Bond Road to Sheldon Road.
Annual Pavement Slurry Seal and Resurfacing
Annual Citywide pavement maintenance work consisting mainly of slurry seals and
overlays.
Location: Project is Citywide
Overlay Project FY15
Overlay streets.
Location: City-wide locations:, including segments of Big Horn Blvd, Sierra St., Spanish
Grant Rd., Worchester Way, Montego Ct, , Candle Ct., Rock Wren Ct, Dante Ct., and
Heather Ridge Ct. Additional streets may be added.
Arterial Roads Rehabilitation and Bicycle Lane Improvements
The project will rehabilitate Waterman Road with an AC Overlay, and will include minor
shoulder widening to allow for a Class II bike lane. Some locations will receive only a
slurry seal and restripe if sufficient room is avaialble for Class II bike lanes.
3,431,099
FY 15/16
FY 16/17
12,268,600
N/A
N/A
873,000
FY 14/15
FY 15/16
2,408,500
FY 15/16
FY 16/17
4,400,000
FY 15/16
FY 16/17
786,553
FY 15/16
FY 16/17
350,000
Elk Grove Florin will also receive an AC Overlay treatment, and some portions will be restriped to have a continuous Class II bike lane throughout.
Location: Waterman Road (from Bond Road to Elk Grove Boulevard)
Waterman Road (from Kent Street to Grant Line Road)
WPR015
WPR016
Elk Grove Florin Road (from Elk Grove Blvd to Valley Oak Lane)
Slurry Seal Project FY16
Slurry seal streets.
Location: Subzone 3 near Harbour Point, Subzone 19 near Big Horn and Franklin,
Subzone 29 near Bruceville and Elk Grove Blvd, Subzone 86 near Bond and Waterman,
Subzone 92 near Elk Grove Florin and East Stockton, Subzones 46,48, and 49 near
Franklin High School, Subzone 59 near Bruceville and Civic Center. Alternate Bid for
subzones 9-12 in the Stonelake area, and Subzone 30 near Bruceville and Elk Grove
Blvd.
Overlay Project FY16
Kent Street and Dino Street will be reconstructed by using the Full Depth Reclamation
method.
Big Horn and Bruceville intersection will have rutting issues rectified by either a deep lift
AC or concrete inlay.
Location: Kent Street, Dino Drive (Waterman to Kent), Possibly the Intersection of Big
Horn and Bruceville.
173
WPR017
WRM001
2017 Pavement Slurry Seal and Resurfacing
Annual Citywide pavement maintenance work consisting mainly of slurry seals and
overlays.
Location: Project is Citywide
Rural Road Shoulder Maintenance
The project will flatten shoulders by placing shoulder backing on Grant Line Road from
Elk Grove Boulevard to Calvine Road, Bradshaw Road from Grant Line Road to Sheldon
Road, Kammerer Road from Lent Ranch Drive to Bruceville Road, and Waterman Road
from Elk Grove Boulevard to Sheldon Road.
Location: Four locations at:
1) Grant Line Road from Elk Grove Boulevard to Calvine Road; 2) Bradshaw Road from
Grant Line Road to Sheldon Road; 3) Kammerer Road from Lent Ranch Drive to
Bruceville Road; and 4) Waterman Road from Elk Grove Boulevard to Sheldon Road
174
4,060,000
FY 16/17
FY 16/17
275,000
FY 14/15
FY 16/17
32,265,779
Speed Control Program
Program Description
This Program collaborates with local residents on traffic calming plans for local residential streets that have submitted by petition and met the qualifying criteria
for the program. The traffic calming plans may include a variety of traffic calming devices and roadway signing and striping.
Prioritization
Improvements are identified by citizen request. Projects are prioritized based the order in which the streets have qualified for speed control improvements.
Expenses
Prior to
FY 15/16
Type of Expenditure
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
Future $
Total
Capital Costs
-
90,000
-
-
-
-
-
-
$
-
20,000
-
-
-
-
-
-
$
20,000
-
10,000
-
150,000
163,500
169,500
175,500
180,000
$
848,500
-
30,000
-
-
-
-
-
-
$
30,000
Total Capital Costs
$
-
$
150,000
$
-
$
150,000
$
163,500
$
169,500
$
175,500
$
180,000
90,000
$
-
$
988,500
Expenses
Prior to
FY 15/16
Funding Source(s)
-
394 Meas A Traffic Control & Safety
Revised
Budget
FY 15/16
$
-
FY 16/17
150,000
$
150,000
FY 17/18
-
$
-
FY 18/19
150,000
$
150,000
175
FY 19/20
163,500
$
163,500
FY 20/21
169,500
$
169,500
Future $
175,500
$
175,500
180,000
$
180,000
Total
$
988,500
$
-
$
988,500
Program:
WSC Program - Speed Control Program
Project Status:
Report Run Date:
4/21/2016
Project Number
Project Description
WSC006
Speed Control Phase 6
Construct various speed control measures on residential streets.
Location: Locations to be determined.
Speed Control Phases 7-11
Install a combination of speed humps, speed tables, roadway signing and striping.
Location: City-wide, locations to be determined.
WSC007
Estimated
Total Project
Costs
176
Planned
Engineering
Start Year
Planned
Construction
Start Year
150,000
FY 15/16
FY 16/17
838,500
N/A
N/A
988,500
Traffic Control Program
Program Description
This program constructs improvements to traffic controls throughout the City that are not funded through other means. Improvements may include constructing
intelligent transportation systems, additional turn lanes, new signals, new signage or striping, modification to signal timing, pedestrian safety enhancements, or
other measures to manage vehicle speed or relieve congestion.
Prioritization
Needed improvements are identified through field observations, traffic studies, traffic warrant analysis, and citizen requests. Projects are generally prioritized
based on need and in the following order:
3. Recommendations from the City's Traffic Engineer
Expenses
Prior to
FY 15/16
Type of Expenditure
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
Future $
Total
Capital Costs
Environmental
264,818
2,699,015
1,472,900
699,656
-
-
-
5,491,000
17,110
308,896
199,000
100,000
-
-
-
505,700
$
4,169
19,426
-
-
-
-
-
16,500
$
40,095
-
25,000
-
-
-
-
-
90,300
$
115,300
-
48,165
161,500
60,000
200,000
-
-
5,281,300
$
5,750,965
330,915
408,588
35,000
-
-
-
-
505,700
$
1,280,204
$
-
Total Capital Costs
$
617,012
$
3,509,090
$
1,868,400
$
859,656
$
200,000
$
-
$
-
$ 10,627,389
1,130,706
$ 11,890,500
$ 18,944,659
Future $
Total
Expenses
Prior to
FY 15/16
Funding Source(s)
221 Gas Tax
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
14,999
-
-
-
-
-
-
-
$
14,999
125,666
2,388,994
-
-
-
-
-
-
$
2,514,660
256,470
419,661
864,900
-
-
-
-
11,890,500
188,952
184,912
376,500
684,656
-
-
-
-
$
28,303
10,296
-
-
-
-
-
-
$
38,599
2,622
505,227
627,000
175,000
200,000
-
-
-
$
1,509,849
$
-
-
$ 11,890,500
$
617,012
$
3,509,090
$
1,868,400
$
859,656
177
$
200,000
$
-
$
$ 13,431,531
1,435,020
$ 18,944,659
Program:
WTC Program - Traffic Control Program
Project Status:
Report Run Date:
4/21/2016
Project Number
Project Description
WTC000
Traffic Control Program Minor Improvements
changesor the addition of traffic cntrol work to the scope of existing projects where
Location: Citywide
50,000
WTC001
Intelligent Transportation Systems (ITS) Phase IV
Upgrade and connect 25+ traffic signals with the Traffic Management Center. Install 22
CCTV traffic monitoring cameras. Upgrade and relocate the Transportation
Management Center to City Hall. Perform corridor coordination assessment studies
and optimize signal timing on major corridors.
Location: Citywide - 22 signalized intersections on Big Horn Blvd., Bruceville Rd., East
Stockton Blvd., West Stockton Blvd., Grant Line Rd., Franklin Blvd., Elk Grove Florin Rd.,
Laguna Blvd., Bond Rd., Elk Grove Blvd., Whitelock Pkwy., Sheldon Rd., etc. Includes 3
pedestrian crossing signals. Move Transportation Management Center from Corp Yard
to City Hall.
Laguna Blvd/Laguna Springs Drive Intersection
Revise traffic lanes and signal system to accommodate a new dedicated westbound to
northbound right-turn only lane. Project will return existing lane for use as a through
lane.
Location: Laguna Boulevard and Laguna Springs Intersection
Franklin and Bruceville Signal Coordination
This project will coordinate signals along Franklin Boulevard and Bruceville Road. Work
involves signal timing analysis and modifying the signal timing. There is no construction
component to this project.
Location: Franklin Boulevard, betweeen Elk Grove Boulevard and Big Horn Boulevard,
and Bruceville Road, between Elk Grove Boulevard and Big Horn Boulevard
Whitelock Parkway/Bartholomew Park East Driveway Left Turn Pocket
This project will provide a new left turn pocket for westbound Whitelock Parkway
traffic into Bartholomew Sports Park's existing eastern driveway to help relieve traffic
congestion associated with the adjacent school pick-up and drop-off periods.
Location: Along Whitelock Parkway, adjacent to Bartholomew Sports Park; between
Bellaterra Drive/ Franklin High Road and the dropoff driveway for Franklin High School.
Whitelock Parkway/Franklin High Park Improvements
Construct vehicle turnout to allow for better traffic circulation and bicycle and
pedestrian safety during student pick up/drop off times.
Location: On Whitelock Parkway near the front of Franklin High School
Intelligent Transportation System (ITS) Phase 5
Construct conduit and fiber-optic cable to create a fiber-optic backbone ring.
Location: Bond Road/Laguna Boulevard to Franklin Boulevard to Elk Grove Boulevard
to Elk Grove-Florin Road
Intelligent Transportation System (ITS) Phase 6
Complete improvements outlined in the ITS Master Plan, including upgrading all existing
intersections, adding CCTV, and providing transit and STARNET integration.
Location: City-wide
Left Turn Pocket Extension Laguna Blvd and Laguna Park Dr (East)
Extend the westbound to southbound left turn pocket to provide more queuing
Location: Intersection of Laguna Blvd and Laguna Park Drive, east intersection
Left Turn Pocket Extension EB Laguna Blvd at Franklin Blvd
Extend the existing east bound left turn pocket along Laguna Blvd. to north bound
Franklin Blvd. approximately 160 feet.
Location: East bound left turn pocket at Laguna Blvd. to north bound Franklin Blvd.
(intersection).
Intersection Improvement 2018
Traffic operational improvements
Location: To Be Determined
Bond Road Median between East Stockton Blvd and Elk Crest Drive
The project will construct a raised median to create a physical separation between
westbound and eastbound traffic and a signal interconnect on Bond Road.
Location: Bond Road, between East Stockton Boulevard and Elk Crest Dr.
WTC003
WTC005
WTC007
WTC008
WTC009
WTC010
WTC012
WTC013
WTC014
WTC015
Estimated
Total Project
Costs
178
Planned
Engineering
Start Year
Planned
Construction
Start Year
N/A
N/A
3,633,095
FY 11/12
FY 16/17
993,400
BEYOND
FY 20/21
BEYOND
FY 20/21
161,508
FY 14/15
FY 15/16
453,000
FY 13/14
FY 16/17
789,656
FY 14/15
FY 17/18
4,373,100
BEYOND
FY 20/21
BEYOND
FY 20/21
5,258,400
BEYOND
FY 20/21
BEYOND
FY 20/21
195,000
FY 14/15
FY 16/17
397,000
FY 15/16
FY 16/17
260,000
FY 17/18
FY 18/19
630,000
FY 15/16
FY 16/17
WTC017
WTC018
WTC019
Bond Road Median between Elk Crest Dr and Emerald Crest Dr
The project will construct a raised median on Bond Road to create a physical
separation between westbound and eastbound traffic
Location: Bond Road, between Elk Crest Dr. and Emerald Crest Dr.
Bond Road Median between Emerald Crest Dr and Egret Dr.
The project will construct a raised median to create a physical separation between
westbound and eastbound traffic.
Location: Bond Road, between Emerald Crest Dr and Egret Dr..
Pedestrial Crossing Upgrade at Whitelock Pkwy and Franklin Creek
Upgrade the existing pedestrian mid-block crossing at the Oasis Park site to increase
crossing safety, may include signalization.
Location: On Whitelock Parkway at Franklin Creek, between Bruceville Rd and Big Horn
Blvd.
179
964,900
BEYOND
FY 20/21
BEYOND
FY 20/21
635,600
BEYOND
FY 20/21
BEYOND
FY 20/21
150,000
FY 16/17
FY 17/18
18,944,659
Bicycle & Pedestrian Improvement Program
Program Description
This program undertakes various on-street and off-street bicycle and pedestrian-related improvements throughout the City including improvements identified in
the City's Trails Master Plan, the Biycle and Pedestrian Master Plan, and miscellaneous bicycle and pedestrian facilities.
Prioritization
Improvements and projects within the Bicycle & Pedestrian Improvements Program are prioritized based on need and by request and generally in the following
order:
2. Recommendations from the Elk Grove Trails Committee
3. Citizen requests
4. Gaps identified in the Elk Grove Bicycle, Pedestrian, and Trails Master Plan
Expenses
Prior to
FY 15/16
Type of Expenditure
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
Future $
Total
Capital Costs
-
3,372,050
376,000
115,500
3,382,500
761,000
65,500
-
$
8,072,550
-
548,450
40,000
26,300
753,600
-
28,100
-
$
1,396,450
180,230
140,443
21,500
40,100
-
5,600
-
-
$
387,873
32,905
266,653
33,000
1,612,500
-
141,200
-
-
$
2,086,258
Environmental
-
201,000
110,000
604,000
187,100
800,000
936,000
17,695,100
489,992
315,500
422,000
446,300
218,100
27,100
-
-
$
1,918,993
-
120,000
-
-
-
-
-
-
$
120,000
$
-
Project Study
Total Capital Costs
$
703,128
$
4,964,096
$
1,002,500
$
2,844,700
$
4,541,300
$
1,734,900
$
1,029,600
$ 20,533,200
$ 17,695,100
$ 34,515,324
Future $
Total
Expenses
Prior to
FY 15/16
Funding Source(s)
221 Gas Tax
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
-
440,663
175,000
157,600
479,600
-
-
-
$
1,252,863
85,157
2,329,456
292,000
202,000
1,358,900
-
-
-
$
4,267,514
172,834
713,116
-
-
-
-
-
-
$
885,950
-
-
20,000
62,000
87,200
-
-
-
$
169,200
1,473
140,945
151,500
-
217,000
57,100
23,400
4,423,800
$
5,015,218
56,161
182,392
-
-
-
-
-
-
$
238,554
-
500,000
-
-
-
-
-
-
$
500,000
216,828
657,524
364,000
430,100
519,300
155,900
-
-
$
2,343,652
170,674
-
-
-
-
-
-
-
$
170,674
-
-
-
1,993,000
1,879,300
1,521,900
1,006,200
13,271,300
1,029,600
$ 17,695,100
305 L TF - Bikes & Pedestrian
998 Potential Grant
$ 19,671,700
$
$
703,128
$
4,964,096
$
1,002,500
$
2,844,700
180
$
4,541,300
$
1,734,900
$
-
$ 34,515,324
Program:
WTL Program - Bicycle & Pedestrian Improvement Program
Project Status:
Report Run Date:
4/21/2016
Project Number
Project Description
PT0121
Laguna Creek Trail - Camden South Spur
The project will extend the existing Laguna Creek Trail from Camden Park/Lake to Bond
Road. The project includes construction of 0.6-mile of paved asphalt, multi-use trail
with a steel bridge spanning Laguna Creek, and repair of the weir owned by CCSD. The
project also provides new bike lanes to connect Laguna Creek Trail to Whitehouse
Creek Trail.
Location: North of Bond Road, between 8631 (California Family Fitness) and 8569
(Sacramento Yolo Mosquito Vector Control District), extending north to existing trail in
Camden Park
Bicycle And Pedestrian Program Minor Improvements
changes or the addition of bicycle and pedestrian work to the scope of existing projects
where these funds are the most appropriate fund for added scope.
Location: Citywide
Laguna Creek Trail - Camden North Spur
This project will construct a 600 foot trail segment from Camden Estates neighborhood
to Camden Park/Lake and the existing Laguna Creek Trail. Also, it includes 2,600 feet of
new bike lanes on Beckington Drive to connect the Laguna Creek Trail to the
Whitehouse Creek Trail. A 200 foot extension of the Whitehouse Creek Trail is also
proposed to connect it to Beckington Drive.
Location: Western end of existing trail in Camden Park, northerly to existing trail south
of Beckington Drive, to MacDonald Park and end of existing Whitehouse Creek Trail.
WTL000
WTL005
WTL006
WTL009
WTL010
WTL011
WTL012
WTL013
WTL014
WTL015
Estimated
Total Project
Costs
Trails Committee Bicycle Exercise Routes
The Elk Grove Trails Committee has identified multiple 10 and 20 mile bike routes that
connect throughout the City. Each route creates a loop, which is ideal for those who
wish to start and end in the same location. This Project proposes to fund the striping,
signing and other various improvements of three initial routes.
Location: Various locations citywide.
Elk Grove Creek Trail - Emerald Vista to Elk Grove-Florin
This project will improve the Elk Grove Creek Trail by replacing a 5,950 foot long gravel
path with a 10-foot wide pedestrian/bicycle asphalt trail with a 2-foot gravel shoulder.
Location: Elk Grove Creek Trail, between Emerald Vista Drive and Elk Grove-Florin
Road.
Elk Grove Creek Trail - Elk Grove-Florin to Markoffer Elem.
This project will improve the Elk Grove Creek Trail by providing a 6,050 foot long path
with a 10-foot wide pedestrian/bicycle asphalt trail with a 2-foot gravel shoulder.
Location: Elk Grove Creek Trail, between Elk Grove-Florin Road and Markoffer
Elementary School.
Laguna Springs Corporate Center Area Trail Improvements
The project will construct a new Class I Bikeway.
Location: Elk Grove Creek from Laguna Springs Drive to Oneto Park and from Miwok
Park to Big Horn Boulevard.
Power Line Trail - Sheldon to Calvine
Location: North-south power line corridor (east of Waterman Road) from Sheldon
Road to Calvine Road.
Power Line Trail - Grant Line to Charolais Way
Location: North-south power line corridor (east of Waterman Road) from Grant Line
Road to Charolais Way.
Power Line Trail - Hambley Circle to Misty Springs Court
Location: North-south power line corridor (east of Waterman Road) from Hambley
Circle to Misty Springs Court.
Laguna Creek Trail - Undercrossings at Waterman Road and Bond Road
The project will construct a new Class I Bikeway undercrossings at existing roadway
bridges.
Location: Laguna Creek Trail at intersection of Bond Road and Waterman Road.
181
Planned
Engineering
Start Year
Planned
Construction
Start Year
FY 12/13
FY 16/17
50,000
N/A
N/A
815,999
FY 12/13
FY 16/17
73,000
FY 15/16
FY 16/17
1,259,800
FY 16/17
FY 18/19
1,242,500
FY 17/18
FY 18/19
614,500
BEYOND
FY 20/21
BEYOND
FY 20/21
1,186,500
BEYOND
FY 20/21
BEYOND
FY 20/21
957,100
BEYOND
FY 20/21
BEYOND
FY 20/21
487,100
BEYOND
FY 20/21
BEYOND
FY 20/21
1,270,400
FY 18/19
FY 19/20
2,260,243
WTL016
WTL017
WTL018
WTL019
WTL020
WTL021
WTL022
WTL024
WTL025
WTL026
WTL027
WTL028
WTL031
WTL032
Laguna Creek Trail - Undercrossing at State Route 99
The project construct a new Class I Bikeway undercrossing at State Route 99.
Location: Laguna Creek Trail at State Route 99.
Laguna Creek Trail - Undercrossing at Sierra River Drive
The project will construct a new Class I Bikeway undercrossing at Bond Road and
Sirerra River Drive.
Location: Laguna Creek Trail at Bond Road and Sirerra River Drive.
Laguna Creek Trail - Camden Lake to East Stockton Blvd/State Route 99
Location: Laguna Creek Trail between Camden Lake and East Stockton Boulevard/State
Route 99.
Laguna Creek Trail and Bruceville Road SRTS Improvements
The project will construct approximately 8,250 feet of new 10' wide Class I Bikeway
along Laguna Creek, 950' 8'-wide trail along Bruceville Rd (from Big Horn to north) and
1160' 6'-wide pedestrian path/sidewalk along Bruceville Rd. (from Sheldon Rd to south
and between Di Lusso Dr. and Laguna Blvd.).
Location: Laguna Creek Trail extension between Lewis Stein Road and Bruceville Road,
trail gap closures between Bruceville Rd, Manningtin St and Sheldon Rd./Center Pkwy
and sidewalk gap closures on Bruceville Road between Sheldon Rd and Big Horn Blvd
and between Di Lusso Dr. and Laguna Blvd.
Whitehouse Creek Trail Extension
The project will construct a new Class I Bikeway and railroad undercrossing.
Location: Whitehouse Creek Trail from Springhurst Drive to Waterman Road.
Strawberry Creek Trail - Monterey Trail HS to Jones Park
The project will construct nearly 10,000 feet of new Class I Bikeway, including a bridge
over Strawberry Creek at Union Pacific Railroad.
Location: Strawberry Creek Trail from Monterey Trails High School to Jones Family
Park.
Laguna Creek Open Space Preserve Trail
The project will construct more than 1 mile of Class I Bikeway/multi-use trail through a
permanent open space preserve adjacent to Laguna Creek. The project also includes a
60,000 square foot educational area with 8’ wide decomposed granite paths and
interpretive sign stations, appropriate trail signs, striping, and pavement markings, and
restoration of native riparian and wetland landscaping.
Location: Across the Lower Laguna Creek Open Space Preserve from Elk Spring Way to
Laguna Creek near Fieldale Dr. in the City of Sacramento.
Stone Lake Preserve Trail Improvements
The project will construct a new Class I Bikeway and pave existing gravel trail.
Location: North side of Elk Grove Boulevard from Four Winds Drive to exisiting
Stonelake Preserve levy bikeway.
I-5 Corridor Bikeway
Location: East of I-5 from Harbour Pointe Drive to northern City Limit
Southeast Policy Area Trails: Western North-South Bikeway and Bridge
The project will construct a new Class I Bikeway and trail bridge over Shed C.
Location: East of Bruceville Road and west of Big Horn Boulevard from Bilby Road to
Shed C.
Southeast Policy Area Trails: Eastern North-South Bikeway and Bridge
The project will construct a new Class I Bikeway and trail bridge over Shed C.
Location: East of Big Horn Boulevard and west of West Stockton Boulevard from Poppy
Ridge Road to Shed C.
Southeast Policy Area Trails: East-West Bikeway Corridor
Location: Along Shed C, from Bruceville Road. To Sterling Meadows.
Elk Grove Creek Trail Main Corridor Improvements
The project will construct new Class I Bikeways, pave existing trails, construct channel
crossings (culverts), roadway crossings, and railroad undercrossing, and modify existing
channel as needed to accommodate bikeway and crossing construction.
Location: Elk Grove Creek from Markoffer Elementary School to Grant Line Road and
from Lewis Stein Road to Mannington Street and from Mannington Street to Big Horn
Boulevard.
Trail Extension - Tegan Road to Wackman Park
Location: Trail from Tegan Road to Wackman Park.
182
1,605,600
BEYOND
FY 20/21
BEYOND
FY 20/21
286,100
BEYOND
FY 20/21
BEYOND
FY 20/21
787,300
BEYOND
FY 20/21
BEYOND
FY 20/21
2,841,400
FY 16/17
FY 18/19
2,128,700
BEYOND
FY 20/21
BEYOND
FY 20/21
2,198,100
FY 17/18
FY 18/19
1,913,032
FY 15/16
FY 17/18
272,300
BEYOND
FY 20/21
BEYOND
FY 20/21
1,222,100
BEYOND
FY 20/21
BEYOND
FY 20/21
1,303,900
BEYOND
FY 20/21
BEYOND
FY 20/21
1,629,200
BEYOND
FY 20/21
BEYOND
FY 20/21
1,352,400
BEYOND
FY 20/21
BEYOND
FY 20/21
3,862,300
BEYOND
FY 20/21
BEYOND
FY 20/21
320,700
FY 19/20
FY 21/22
WTL033
Citywide Bike Lane Improvements for East-West Arterial Roads
Remove, renovate, and replace existing vehicle lane and bike lane striping and roadside
signs to improve bicycle mobility and safety on major east-west arterial roads.
Improvements may also include construction of new curb ramps and or bicycle lanes.
Location: East-West arterial roads including Elk Grove Blvd., Laguna Blvd., and Bond Rd
west of Bradshaw.
WTL034
Annual Trail Pavement Slurry Seal and Resurfacing
Annual Citywide trails pavement maintenance work consisting mainly of slurry seals
and overlays.
Location: Project is Citywide on existing paved trails.
Elk Grove and Whitehouse Creek Trail Rehabilitation
Pavement and shoulder rehabilitation, ADA improvements, new curb ramps and
installation of a Rectangular Rapid Flashing Beacon.
Location: Elk Grove Creek Trail from Laguna Springs Drive to Laguna Blvd.; and
Whitehouse Creek Trail from Springhurst Drive to MacDonald Park.
Trail Planning and Preliminary Engineering
This project funds planning and preliminary engineering work for trails throughout the
City to determine a clear project scope, cost and the associated impacts of trail
projects. Work may include surveying, environmental investigations, and/or public
outreach. Work would also assist in having a high quality grant application for trail
projects
Location: Various locations Citywide.
WTL035
WTLA02
183
1,391,500
FY 19/20
BEYOND
FY 20/21
307,600
N/A
N/A
755,950
FY 15/16
FY 15/16
120,000
FY 15/16
N/A
34,515,324
Transportation Capital Improvements Program
Program Description
This program constructs vehicular transportation improvements throughout the City. Improvements may include new roads, widened roads, realigned roads, nonmaintenance signing and striping, interchange improvements, bridge construction, and major intersection improvements. See list of currently planned projects
within this program.
Prioritization
The majority of improvements are identified in the Roadway Fee Program and are funded from that fee. Projects are prioritized based on need and generally in
the following order:
3. Projects needed based on traffic surveys and system operational needs
Type of Expenditure
Expenses
Prior to
FY 15/16
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FY 19/20
FY 20/21
Future $
Total
Capital Costs
9,062,589
28,873,127
15,835,000
52,682,000
13,171,269
2,237,700
-
66,546,800
1,095,308
4,225,301
1,564,000
5,700,000
1,787,200
768,900
-
8,253,300
Environmental
643,508
1,429,867
325,000
160,000
163,600
566,200
-
203,000
667,639
10,496,174
1,090,000
425,000
100,000
-
-
3,800,300
$ 16,579,113
$ 348,986,502
4,180
2,320,309
2,851,213
1,000,000
656,800
-
-
342,154,000
2,064,239
8,818,428
1,008,000
5,098,000
3,908,600
904,200
-
1,123,000
-
800,000
-
-
-
-
-
-
Project Study
Total Capital Costs
$ 13,537,462
$ 56,963,206
$ 22,673,213
$ 65,065,000
$ 19,787,469
Expenses
Prior to
FY 15/16
Revised
Budget
FY 15/16
FY 16/17
FY 17/18
FY 18/19
$
4,477,000
$
-
$ 188,408,485
$ 23,394,010
$
3,491,174
$ 22,924,467
$
800,000
$
-
$ 422,080,400
$ 604,583,750
Future $
Total
Funding Source(s)
221 Gas Tax
FY 19/20
FY 20/21
3,589,634
296,980
242,000
50,000
-
-
-
-
$
-
-
-
150,000
-
-
-
-
$
150,000
1,197,092
3,944,831
477,213
2,918,200
-
-
-
-
$
8,537,335
$
5,997,624
241 CDBG
4,178,614
3,378,074
2,619,549
-
-
-
-
-
-
304 Measure A Construction
-
-
-
-
-
-
-
27,641,600
$ 27,641,600
4,390,373
25,207,896
2,283,000
9,263,409
3,510,300
-
-
368,141,500
$ 412,796,479
681,403
3,918,000
100,000
-
-
-
-
-
$
-
18,940,000
-
-
-
-
-
-
$ 18,940,000
4,699,403
287,835
-
-
-
-
-
-
-
$
-
-
19,353,000
-
-
-
-
-
$ 19,353,000
287,835
349 Lakeside CFD
-
-
118,000
-
325,169
-
-
-
$
443,169
-
1,549,000
-
-
-
-
-
-
$
1,549,000
-
-
100,000
-
-
-
-
-
$
100,000
13,051
486,949
-
400,000
-
-
-
-
$
900,000
990 Unfunded Roadway
-
-
-
23,898,391
11,252,000
3,142,400
-
-
$ 38,292,791
992 Unfunded Reimbursable Utility
-
-
-
280,000
3,417,100
1,334,600
-
-
$
5,031,700
993 Unfunded Unreimb. Utility
-
-
-
105,000
1,282,900
-
-
-
$
1,387,900
996 Potential JPA/STA/Other
-
-
-
24,000,000
-
-
-
-
$ 24,000,000
998 Potential Grant
-
-
-
4,000,000
-
-
-
23,557,200
999 Unidentified
-
-
-
-
-
-
-
2,740,100
503 Drainage Fee
$ 13,537,462
$ 56,963,206
$ 22,673,213
$ 65,065,000
184
$ 19,787,469
$
4,477,000
$
-
$ 422,080,400
$ 27,557,200
$
2,740,100
$
-
$ 604,583,750
Program:
WTR Program - Transportation Capital Improvements Program
Project Status:
Report Run Date:
4/21/2016
Project Number
Project Description
PT0134
Bond/Bader Intersection Signalization
The project will construct a rural traffic signal (wood poles a) to operate during peak
times only. The project will correct existing deficiency in accordance with the Rural
Roads Policy.
Location: Bond Road at Bader Road, which is about 2,700 feet east of Bradshaw Road
PT0137
Bradshaw/Sheldon Rd Intersection Improvements
This project will replace an existing bridge in the interestion that spans over a Laguan
Creek Tribuary and construct a roundabout intersection improvement. This project will
correct existing deficiency in accordance with the Rural Roads Policy.
Location: Bradshaw and Sheldon Intersection
Sheldon/Waterman Rd Intersection Improvement
The project will construct intersection improvements consisting a roundabout. Project
shall correct existing deficiency in accordance with the Rural Roads Policy.
Location: Intersection of Sheldon and Waterman Roads.
Grant Line Rd Widening Phase 1 (East Stockton to Waterman)
This project involves widening Grant Line Road from two to four lanes. The project
includes a four-lane overhead grade separated crossing of the Union Pacific Railroad
tracks.
Location: Grant Line Road from East Stockton Boulevard and Waterman Road.
Transportation Program Minor Improvements
changesor the addition of transportation work to the scope of existing projects where
Location: Citywide
Grant Line Road Widening - Phase II
Design and construct widening from 2 to 4 lanes of Grant Line Road from New
Waterman Road to Mosher Road including a signal at Mosher Road. Work may include
preserving ROW for 6 lanes. Work may include amending the existing CEQA
environmental document.
Location: Grant Line Road between Waterman Road and Mosher Road
I-5 Elk Grove Blvd Interchange Improvements
Widening of the northbound on-ramp.
Location: I-5/Elk Grove Boulevard Interchange
Quiet Zone at Dwight Rd and Sims Rd
Construct a railroad crossing "Quiet Zone" at Dwight Road and Sims Road.
Improvements will permit trains to pass without the need to blow their horns. Planned
improvements include closing the crossing at Dwight Road and constructing median
curbs at Sims Road.
Location: The project is located at the Union Pacific Railroad crossings of Dwight Road
and Sims Road north west of the intersection of Laguna Boulevard and Franklin
Boulevard.
Whitelock Pkwy/State Route 99 Interchange Project
Project funded scope is limited to the project study report (PSR) and environmental
document. These PSR will identify the alignment options and likely costs and
environmental considerations of those options. Environmental clearance will conclude
with Geometric Approval Drawings (GADs) that set the ROW. Scope includes the
interchange, bike/pedestrian crossing over SR99, realignment or modifications to East
Stockton and West Stockton Boulevards and widening of Whitelock Parkway.
Location: On SR-99 at Whitelock Parkway (between Elk Grove Boulevard and
Kammerer Road)
PT0138
PT034A
WTR000
WTR002
WTR007
WTR008
WTR009
WTR010
WTR011
Estimated
Total Project
Costs
Grant Line Rd Widening - Phase III
This project will widen Grant Line Road from two lanes to four lanes. This project is
construction only.
Location: Grant Line Road, between Mosher Road and Bradshaw Road.
Bruceville Road & Poppy Ridge Road/Quail Run Lane Intersection Signal
Design and construction of a traffic signal at Bruceville Road & Poppy Ridge Road/Quail
Run Lane.
Location: Bruceville Road & Poppy Ridge Road/Quail Run Lane
185
Planned
Engineering
Start Year
Planned
Construction
Start Year
310,000
FY 13/14
FY 15/16
7,981,531
FY 12/13
FY 17/18
3,883,212
FY 13/14
FY 15/16
17,038,042
FY 04/05
FY 13/14
N/A
N/A
4,652,000
FY 15/16
FY 16/17
5,210,200
BEYOND
FY 20/21
BEYOND
FY 20/21
362,004
FY 13/14
FY 15/16
75,272,447
FY 16/17
N/A
14,785,800
BEYOND
FY 20/21
BEYOND
FY 20/21
441,941
FY 14/15
FY 15/16
500,000
WTR012
Old Town Area Streetscape Phase 2
The Project will design street frontage improvements along Elk Grove Boulevard which
may include expanded, decorative sidewalks, landscape strips, corner bulbouts,
landscaped median islands, crosswalks, bike lanes/routes, signs, striping, bus shelters
and potential utility undergrounding. The Project is funded for environmental, design
and ROW phases only. Construction will require an additional grant award.
Location: Elk Grove Boulevard from School Street to Waterman Road.
5,653,824
FY 14/15
FY 18/19
WTR014
Kammerer Rd 4-Lane Extension Lent Ranch to Big Horn Blvd
Widen roadway to 4 lanes, water, sewer and joint utility trench, no frontage
improvements or curb and gutter.
Location: Kammerer Road from Lent Ranch Road to Big Horn Blvd
Kammerer Rd Extension and Widening (Environmental Only)
Environmental document (CEQA and NEPA), including engineering support, only to
widen Kammerer Road from Lent Ranch to Bruceville Road and extend Kammerer Road
as four lanes from Bruceville Road to I-5. Project includes a grade separated crossing
over the railroad.
Location: Kammerer Road from Lent Ranch to I-5.
Kammerer Rd Extension Bruceville to I-5
Construct a 4-lane Kammerer Road including a grade separated crossing at the UPRR
tracks.
Location: From the I-5 Interchange at Hood-Franklin Rd and the existing terminus of
Kammerer Road
Kammerer Rd Widening Big Horn Blvd to Bruceville Rd
Widen Kammerer Road to 4 lanes.
Location: On Kammerer Rd from Big Horn Blvd to Bruceville Rd
Lotz Parkway - Whitelock Pkwy to Sterling Meadows North Bndry
Construction of center 2 lanes and median. The project includes building a new 2-lane
roadway, including drainage, water, sewer and joint utility trench. Project may also
construct an additional 2 lanes and frontage from Whitelock Parkway to Poppy Ridge
Road.
Location: Lotz Parkway from Whitelock Pkwy to Sterling Meadows Development North
Boundary
Lotz Parkway - Sterling Meadows North Bndry to Bilby Rd
The project includes constructing two center lanes and median, including water and
joint utility trench.
Location: On Lotz Parkway from Sterling Meadows North Boundary to Bilby Rd
Lotz Parkway - Bilby Rd to Kammerer Rd
roadway, including drainage, water, sewer and joint utility trench. Project may
construct an additional 2 lanes and frontage from Bilby to Kammerer.
Location: Lotz Parkway from Bilby Rd to Kammerer Rd
Promenade Pkwy Extension to Lotz Pkwy
roadway, and joint utility trench. Project may construct an additional 2 lanes and
frontage for this extension.
Location: Promenade Pkwy from existing northern end to Lotz Pkwy at Poppy Ridge Rd.
11,800,000
FY 16/17
FY 17/18
2,645,281
FY 12/13
N/A
59,732,000
FY 16/17
FY 17/18
5,005,312
FY 16/17
FY 17/18
6,609,400
FY 17/18
FY 18/19
4,477,000
FY 19/20
FY 19/20
6,104,700
FY 17/18
FY 18/19
4,395,900
FY 18/19
FY 18/19
Big Horn Blvd - Los Rios College Driveway To Bilby Rd
Construction of center 2 lanes, 6-foot shoulders, and un-landscaped raised median. The
project includes drainage, water, sewer and joint utility trench. Median landscaping
would be constructed with later phases including outside lanes and frontage, as
development occurs.
Location: On Big Horn Blvd from Los Rios College Driveway to Bilby Rd
SEPA Roadway ROW Acquisition
Project captures cost of right-of-way (ROW) engineering and/or acquisition for
roadway projects in the SEPA. In addition, it includes to costs to demolish existing
structures, remove wells and other appurtenances, and any similar task needed to
secure the acquired property.
Location: South East Planning Area (SEPA)
Grant Line / Sheldon Area Feasibility Study
This project is a feasibility study to determine the preferred access, potential impacts
and property acquisitions for the widening of Grant Line Road in the Sheldon area.
Previous efforts by the Connector JPA have identified several varied configurations of
roadway improvements, but this study would refine those ideas, with input of the
property owners, into one cohesive design direction that can be taken forward by the
Connector JPA.
Location: Grant Line Road between Bond Road and Calvine Road
Bilby Road Improvements - Bruceville Road to Shed C Channel
The project will construct a road generally consisting of the center two lanes, unlandscaped raised median, drainage, water, sewer, and joint utility trench. At locations
where existing right of way is limited, the median will be deferred until later phases.
Median landscaping would be constructed with later phases of outside lanes and
frontage, as development occurs.
Location: Bilby Road, from Bruceville Road to Shed C Channel
11,907,000
FY 15/16
FY 16/17
8,307,688
FY 15/16
N/A
800,000
FY 14/15
N/A
13,198,000
FY 15/16
FY 16/17
WTR015
WTR016
WTR017
WTR022
WTR023
WTR024
WTR025
WTR026
WTR027
WTR028
WTR029
186
WTR030
635,000
FY 16/17
FY 16/17
653,300
FY 16/17
FY 18/19
52,000
FY 14/15
N/A
3,756,500
BEYOND
FY 20/21
BEYOND
FY 20/21
7,806,600
BEYOND
FY 20/21
BEYOND
FY 20/21
Bradshaw Road Improvements - Grant Line Road to Calvine Road
In urban area, the project will widen the road to four lanes, including landscaped bike
lane and medians, storm drain system, nine traffic signals (including collectors), street
lighting, signal interconnect, sidewalk,landscaping, and right of way acquisition.
In rural area, the project will provide roadway improvements consistent with Rural
Roads Policy.
Location: Bradshaw Road, from Grant Line Road to Calvine Road
Bruceville Road Improvements - Laguna Blvd to Kammerer Road
The project will widen the road to six lanes, including bike lanes, landscaped medians,
storm drain system, box culverts, two traffic signals (collectors), street lighting, signal
interconnect, sidewalk, curb and gutter, landscaping, right of way acquisition, utility
relocations, and environmental mitigation.
Location: Bruceville Road, from Sheldon Road to Kammerer Road
Calvine Road Improvements - Cliffcrest Drive to Vineyard Road
In the urban area, the project will construct frontage improvements, including the
construction of outside lanes, bike lanes, street lighting, sidewalk, landscaping, traffic
signal, and an at-grade railroad crossing right of way acquisition.
In the rural area, the project will construct roadway improvements consistent with
Rural Roads Policy.
Location: Calvine Road, from 900 feet of Cliffcrest Drive to Vineyard Road
Calvine Road Improvements - Vineyard Road to Grant Line Road
The project will construct roadway improvements consistent with Rural Roads Policy.
Location: Calvine Road, from Vineyard Road to Grant Line Road
40,317,000
BEYOND
FY 20/21
BEYOND
FY 20/21
16,392,900
BEYOND
FY 20/21
BEYOND
FY 20/21
8,473,400
BEYOND
FY 20/21
BEYOND
FY 20/21
17,696,600
BEYOND
FY 20/21
BEYOND
FY 20/21
TBD008
Elk Grove Blvd Landscaping - RailRoad to Franklin Blvd
The project will provide landscaping and fencing along the south side of Elk Grove
Boulevard, between the railroad and Franklin Boulevard.
Location: Elk Grove Boulevard, from Railroad to Franklin Boulevard, on the south side
109,900
BEYOND
FY 20/21
BEYOND
FY 20/21
TBD009
Elk Grove Blvd Median - East Stockton Blvd to Elk Grove-Florin Road
The project will construct a landscaped median on Elk Grove Boulevard between East
Stockton Boulevard and Elk Grove-Florin Road and pedestrian improvements between
Elk Grove-Florin Road and Walnut Ave.
Location: Elk Grove Boulevard, between East Stockton Boulevard and Walnut Ave.
Elk Grove Blvd Improvements - Waterman Road to Bradshaw Road
The project will widen road for center four lanes, landscaped median, storm drain
system and one traffic signal (collectors).
Location: Elk Grove Boulevard, from Waterman Road to Bradshaw Road
Elk Grove Blvd Improvements - Bradshaw Road to Grant Line Road
The project will widen road for center median, landscaped median, storm drain system,
two traffic signal (collectors), signal interconnect, street lights, sidewalk, curb and
gutter, landscaping, and right of way acquisition for frontage improvements.
Location: Elk Grove Boulevard, from Bradshaw Road to Grant Line Road
Elk Grove-Florin Road Signals East Stockton Road and Elk Grove Blvd
The project will consists of construction of two traffic signals (colectors) on Elk GroveFlorin Road, between East Stockton Road and Elk Grove Boulevard.
Location: Elk Grove-Florin Road, between East Stockton Road and Elk Grove Boulevard
4,822,600
BEYOND
FY 20/21
BEYOND
FY 20/21
1,330,500
BEYOND
FY 20/21
BEYOND
FY 20/21
3,164,800
BEYOND
FY 20/21
BEYOND
FY 20/21
869,700
BEYOND
FY 20/21
BEYOND
FY 20/21
243,300
BEYOND
FY 20/21
BEYOND
FY 20/21
WTR031
WTRA04
TBD001
TBD003
TBD004
TBD005
TBD006
TBD007
TBD010
TBD011
TBD012
TBD013
Grant Line Rd Overcrossing Landscaping
Construct landscaping improvements.
Location: Landscaping areas at the Union Pacific Railroad overcrossing project on
Grant Line Rd east of SR99
Elk Grove Blvd/I-5 Southbound Off-Ramp
The project will modify the southbound off-ramp from I-5 to Elk Grove Boulevard to a
two-lane exit.
Location: Elk Grove Boulevard at I-5, Southbound Off-Ramp
Interchange ROW Transfer
Transfer rights-of-way for the interchanges to Caltrans.
Location: Various interchages on SR99 and I-5
Bilby Road Improvements - Shed C Channel and Promenade Parkway
The project will construct a road for center two lanes, landscaped median, storm drain
system, box culvert at Shed "C", one traffic signal (collectors), signal interconnect and
street lights.
Location: Bilby Road, from Shed C Channel to Promenade Parkway
Bond Road Improvements from Bradshaw Road to Grant Line Road
Location: Bond Road, between Bradshaw Road and Grant Line Road
Elk Grove-Florin Blvd Median between Elk Grove Blvd and Bond Road
The project will construct a landscaped median, signal interconnect and storm drain
repair on Elk Grove-Florin Boulevard, between Elk Grove Boulevard and Bond Road.
Location: Elk Grove-Florin Boulevard, between Elk Grove Boulevard and Bond Road
187
TBD014
TBD015
TBD016
TBD017
TBD018
TBD019
TBD020
TBD021
TBD022
TBD023
TBD024
TBD025
TBD026
Elk Grove-Florin Road Improvements - Bond Road to Calvine Road
In the urban area, the project will widen road for improvements, including landscaped
medians, storm drain system repair, three traffic signals (collectors), street lighting,
signal interconnect, sidewalk, curb and gutter, landscaping, an at-grade railroad
crossing, Whitehouse Creek culvert extension and right of way acquisition for frontage
improvements.
In the rural area, the project will construct roadway improvements consistent with
Rural Roads Policy.
Location: Elk Grove-Florin Road, from Bond Road to Calvine Road
Excelsior Road Improvements - Sheldon Road to Calvine Road
Location: Excelsior Road, from Sheldon Road to Calvine Road
9,395,000
BEYOND
FY 20/21
BEYOND
FY 20/21
6,143,100
BEYOND
FY 20/21
BEYOND
FY 20/21
Franklin Blvd Frontage Improvements
The project will widen road to provide frontage improvements, including storm drain
system, street lights, sidewalk, curb and gutter, and landscaping.
Location: Franklin Boulevard, at the southwest corner of Laguna Park Drive
Franklin Blvd Median - Elk Grove Blvd to Whitelock Parkway
The project will construct a landscaped median.
Location: Franklin Boulevard, from Elk Grove Boulevard to Whitelock Parkway
Grant Line Road 6-Lane Improvements - Waterman Road to Bradshaw Road
The project will widen road to six lanes, including landscaped medians, storm drain
system, box culverts, one traffic signals (collectors), street lighting, signal interconnect,
sidewalk, curb and gutter, landscaping and right of way acquisition.
Location: Grant Line Road, from Waterman Road to Bradshaw Road
Grant Line Road Improvements - Bradshaw Road to Calvine Road
In the urban area, the project will widen road to four lanes, including landscaped
medians, storm drain system, box culverts, four traffic signals (collectors), street
lighting, signal interconnect, sidewalk, curb and gutter and landscaping.
In the rural area, the project will provide roadway improvements consistent with Rural
Roads Policy.
The project also provides an at-grade railroad crossing and right of way acquisition.
Location: Grant Line Road, from Bradshaw Road to Calvine Road
Grant Line Road Two-Way Left Turn Lane
The project will widen Grant Line Road, between Bond Road and Calvine Road, to
provide a two-way left turn lane.
Location: Grant Line Road, between Bond Road and Calvine Road
Lotz Parkway Improvements - Sterling Meadows north boundary to Bilby Rd
The project will widen road and construct new road for center two lanes, landscaped
median, storm drain system, box culvert, four traffic signal (collectors), signal
interconnect, street lights, sidewalk, curb and gutter, landscaping and right of way
acquisition.
Location: On Lotz Parkway from Sterling Meadows north boundary to Bilby Road.
Willard Parkway Improvements - Bilby Road (South) to Kammerer Road
median and storm drain system.
Location: Willard Parkway, Bilby Road (south) to Kammerer Road
Whitelock Parkway Improvements - Bruceville Road to Poppy Ridge Road
median, two traffic signal (collectors), signal interconnect and street lights.
Location: Whitelock Parkway, Bruceville Road to Poppy Ridge Road
Sheldon Road Improvements - Elk Grove-Florin Road to Grant Line Road
Roads Policy.
The project also provides an at-grade railroad crossing and right of way acquisition.
Location: Sheldon Road, Elk Grove-Florin Road to Grant Line Road
Waterman Road Improvements - Grant Line Road to Bond Road
The project will widen road for center median, storm drain system, box culvert, five
traffic signal (collectors), signal interconnect, street lights, sidewalk, curb and gutter,
landscaping, pedestrian crossing (at Laguna Creek Trail), wall (north of Elk Grove
Boulevard) and right of way acquisition.
Location: Waterman Road, Grant Line Road to Bond Road
Waterman Road Improvements - Bond Road to Sheldon Road
In the urban area, the project will widen road for landscaped median and two center
lanes, including storm drain system, two traffic signals (collectors), street lighting,
signal interconnect, sidewalk, curb and gutter, landscaping and right of way acquisition.
Roads Policy.
Location: Waterman Road, Bond Road to Sheldon Road
142,700
BEYOND
FY 20/21
BEYOND
FY 20/21
1,006,200
BEYOND
FY 20/21
BEYOND
FY 20/21
14,248,400
BEYOND
FY 20/21
BEYOND
FY 20/21
56,764,400
BEYOND
FY 20/21
BEYOND
FY 20/21
10,737,700
BEYOND
FY 20/21
BEYOND
FY 20/21
14,344,500
BEYOND
FY 20/21
BEYOND
FY 20/21
4,122,300
BEYOND
FY 20/21
BEYOND
FY 20/21
3,586,500
BEYOND
FY 20/21
BEYOND
FY 20/21
46,413,000
BEYOND
FY 20/21
BEYOND
FY 20/21
19,468,700
BEYOND
FY 20/21
BEYOND
FY 20/21
7,897,800
BEYOND
FY 20/21
BEYOND
FY 20/21
188
TBD027
Waterman Road Improvements - Sheldon Road to Calvine Road
In the urban area, the project will widen road for landscaped median and two center
lanes, including storm drain system, two traffic signals (collectors), street lighting,
signal interconnect, sidewalk, curb and gutter, landscaping and right of way acquisition.
Roads Policy.
Location: Waterman Road, Sheldon Road to Calvine Road
3,810,700
BEYOND
FY 20/21
BEYOND
FY 20/21
TBD028
Wilton Road Improvements - Grant Line Road to City Limits
The project will construct roadway improvements consistent with the Rural Roads
Policy.
Location: Wilton Road, Grant Line Road to City Limits
West Stockton Blvd Improvements - Poppy Ridge Road to Machado
The project will widen road for center two lanes, landscaped median, storm drain
system, two traffic signals (collectors), signal interconnect and street lights.
Location: West Stockton Boulevard Improvements - Poppy Ridge to Machado
Wyland Drive Bridge
The project will construct 48' wide by 100' long bridge over Elk Grove Creek on Wyland
Drive.
Location: Wyland Drive, at Elk Grove Creek
Elk Grove Blvd and Ginther Drive Traffic Signal
The project will modify/signalize the intersection.
Location: Elk Grove Boulevard and Ginther Drive Intersection
Laguna Blvd and Laguna Springs Drive Traffic Signal Modification
The project will modify the intersection and traffic signal.
Location: Laguna Boulevard and Laguna Springs Road intersection
Whitelock Parkway and West Stockton Blvd Traffic Signal
The project will construct an interim traffic signal.
Location: Whitelock Parkway and West Stockton Boulevard intersection
Whitelock Parkway and Cosumnes High School Intersection Modifications
The project will include intersection modifications.
Location: Whitelock Parkway and Cosumnes High School Intersection
Elk Grove Blvd/State Route-99 Northbound Auxiliary Lane
The project will construct a northbound auxiliary lane on SR-99 from Elk Grove
Boulevard to Laguna Boulevard/Bond Road.
Location: SR-99 from Elk Grove Boulevard to Laguna Boulevard/Bond Road.
Laguna Blvd/State Route-99 Southbound Off-Ramp
The project will construct free right turn lane from SR-99 southbound off-ramp to
westbound Laguna Boulevard.
Location: Laguna Boulevard at SR-99 Southbound Off-Ramp
Laguna Blvd/State Route-99 Southbound Auxiliary Lane
The project will construct a southbound auxiliary lane on SR-99 from Laguna Boulevard
to Elk Grove Boulevard.
Location: SR-99, from Laguna Boulevard to Elk Grove Boulevard
Big Horn Blvd - Bilby Rd to Kammerer Rd
Construct center 2 lanes and median.
Location: Big Horn Blvd from Bilby Rd to Kammerer Rd.
Kent, Webb and Dino Roadways Connection
The project will construct a roadway to connect Kent and Webb Streets with Dino Drive
and limit roadway access between the industrial park and the residential areas on Kent
and Webb Streets. Project assumes substantial ROW acquisition in fee. Project will
likely require exceptions to design standards to fit within the available area.
Location: Scope includes approximately 1000 feet of 40-foot wide roadway with 5foot sidewalk from Dino Drive to Webb Street to Kent Street.
10,277,300
BEYOND
FY 20/21
BEYOND
FY 20/21
2,743,200
BEYOND
FY 20/21
BEYOND
FY 20/21
1,181,100
BEYOND
FY 20/21
BEYOND
FY 20/21
848,200
BEYOND
FY 20/21
BEYOND
FY 20/21
989,800
BEYOND
FY 20/21
BEYOND
FY 20/21
434,900
BEYOND
FY 20/21
BEYOND
FY 20/21
652,900
BEYOND
FY 20/21
BEYOND
FY 20/21
935,000
BEYOND
FY 20/21
BEYOND
FY 20/21
208,000
BEYOND
FY 20/21
BEYOND
FY 20/21
781,000
BEYOND
FY 20/21
BEYOND
FY 20/21
7,313,700
BEYOND
FY 20/21
BEYOND
FY 20/21
2,740,100
BEYOND
FY 20/21
BEYOND
FY 20/21
TBD029
TBD030
TBD031
TBD032
TBD033
TBD034
TBD036
TBD038
TBD039
TBD042
TBD050
189
604,583,581
190
FISCAL POLICIES
The overall goal of the City’s budget is to establish and maintain effective management of the City’s resources.
Formal statements of budget policy and major goals provide the foundation for effective planning.
Overview
Some of the benefits to establishing financial policy include:




Publicly adopted policy statements contribute greatly to the credibility of and public confidence in the City. For
the credit rating industry and prospective investors, such statements show the City’s commitment to sound
financial management and fiscal integrity.
Established policy saves time and energy. Once decisions are made at the policy level, the issues do not need
to be discussed each time a decision has to be made.
The process of developing overall policy directs the attention of staff and Council to the City’s total financial
condition rather than single-issue areas. Moreover, this process requires staff and Council to think about linking
long-term financial planning with day-to-day operations.
Developing financial policies reinforces the Council’s policy role in maintaining a positive financial condition.
Setting sound financial policies can improve the City’s fiscal stability by setting a forward-looking approach to
planning while contributing to continuity in handling the City’s financial affairs.
Fund Structure
The annual budget is divided into many separate funds with a specific purpose. Understanding the City of Elk
Grove’s fund structure is the basis for interpreting the City’s finances. As such, the budget document is divided
into the following categories:
General Fund – 100 Series
This is the City’s main operating fund, which pays for basic services such as governance, administration, public
safety, and quality of life functions.
Special Revenue Funds – 200 Series
These funds account for revenues received or set aside for a specific purpose, such as public safety and
recycling grants, street maintenance, and environmental mitigation. The Development Services fund, one of the
City’s major funds, is categorized as a special revenue fund.
Capital Project Funds – 300 Series
These funds account for the acquisition or construction of major capital facilities. Revenue sources include
federal and state grants, development impact fees, and special taxes from community facility districts.
Debt Service Funds – 400 Series
These funds accumulate resources for and make the payment of long-term debt principal and interest.
Enterprise Funds – 500 Series
These funds account for specific services funded directly by fees and charges to users and are intended to be
self-supporting. Functions such as transit, drainage, and integrated waste are captured in enterprise funds.
Internal Service Funds – 600 Series
These funds are created to finance and account for services and commodities provided to internal City
departments, rather than directly to the public. Examples of internal services are risk management, information
technology, facilities management, and fleet services.
191
FISCAL POLICIES
Agency Funds – 700 Series
These funds are used to account for assets held by the City as an agent for individuals, other governments, and
other organizations.
Financial Plan Organization
Through its financial plan, the City will:





Identify community needs for essential services.
Establish policies and goals which define the nature and level of services required.
Identify and organize activities required to provide these services.
Propose objectives for improving the delivery of services.
Set standards to measure and evaluate the output of activities, accomplishment of objectives, and expenditure of
appropriations.
The status of major program objectives will be reported to the Council who will review and amend appropriations as
necessary to achieve these objectives.
Financial Activity Reporting
The City’s financial activity will be reported in a variety of funds, which are the basic accounting and reporting
entities in governmental accounting. The City’s accounting structure will make it possible:


To present fairly and with full disclosure the financial position and results of financial operations of the funds
of the City in conformity with generally accepted accounting principles and government auditing standards.
To determine and demonstrate compliance with finance-related legal and contractual provisions.
Fees and Rates
Ongoing Review
Fees and rates will be reviewed and updated on an on-going basis to ensure that they are correct and appropriate
based on the changing needs of the community, including economic concerns, social issues, and public safety.
General concepts regarding the use of service fees and rates include:





Revenues normally will not exceed the reasonable cost of providing the service.
Cost recovery goals should be based on the total cost of delivering the service, including direct costs,
departmental administration costs, and organization-wide costs such as accounting, personnel, data processing,
vehicle/building maintenance and insurance.
The method of assessing and collecting fees should be as simple as possible in order to reduce the
administrative cost of collection.
Rate structures should be sensitive to the “market” for similar services as well as to smaller, infrequent users of
the service and the influence rates and fees have on economic development.
A unified approach should be used in determining cost recovery levels for various programs based on the factors
discussed above.
192
FISCAL POLICIES
Fund Balance Designations and Reserves
The City strives to maintain adequate fund balances in the General Fund. This is necessary to maintain the City’s
credit worthiness and to adequately provide for:
 Economic uncertainties, local disasters, and other financial hardships or downturns in the local economy;
 Contingencies for unforeseen operation or capital needs; and
 Cash flow requirements.
The City establishes and maintains Facilities Improvement and Equipment Fund to provide for the timely replacement
of capital equipment and public facilities. The minimum fund balance in these funds should allow for annual
fluctuations in expenditures while maintaining a level annual transfer and allow for emergency replacement
purchases. Interest earnings and sales of surplus equipment, as well as, any related damage and insurance
recoveries will be credited back to these funds to reduce the need for other revenue enhancements.
Fund balance levels will be sufficient to meet funding requirements for projects approved in prior budgets that are
carried forward into the new year. Sufficient fund balances will also be maintained to meet debt service reserve
requirements, reserves for encumbrances, and other reserves or designations required by contractual obligations,
state law, or generally accepted accounting principles.
Appropriation Limitation
The Council will annually adopt a resolution establishing its appropriation limit calculated in accordance with Article
XIIIB of the Constitution of the State of California, Section 7900 of the State of California Government Code, and any
other voter-approved amendments of state legislation that affect the City’s appropriation limit.
The City will strive to develop revenue sources, both new and existing, which are considered non-tax proceeds in
calculating its appropriations subject to limitation.
Investments
Investment and cash management will be the responsibility of the Administrative Services Director/City Treasurer or
designee. The City Treasurer will develop and maintain an Investment Policy which addresses the City’s
administration of its portfolio, including investment guidelines, practices, and procedures. Additionally, the Treasurer
will develop and maintain a comprehensive, well-documented investment reporting system which complies with
Government Code Section 53607.
The City’s primary investment objective is to achieve a reasonable rate of return while minimizing the potential for
capital losses arising from market changes or issuer default. Accordingly, the following factors will be considered, in
priority order, in determining individual investment transactions:
 Safety
 Liquidity
 Yield
The City will strive to keep idle cash balances fully invested through daily projections of cash flow requirements. To
avoid force liquidation and loss of investment earnings, cash flow and future liquidity needs will be the primary
consideration when selecting maturities. As the market and the City’s investment portfolio change, care will be taken
to maintain a healthy balance of investment types and maturities.
193
FISCAL POLICIES
The City will invest only in those instruments authorized by the California Government Code Section 53601 and
further restricted by the City’s Investment Policy. The City will not invest in stock, will not speculate, and will not deal
in futures, options or reverse repurchase agreements. The investment market is highly volatile and continually offers
new and creative opportunities for enhancing interest earnings. Accordingly, the City will thoroughly investigate any
new investment vehicles prior to committing City funds to them. Ownership of the City’s investment securities will be
protected through third-party custodial safekeeping.
In order to maximize yields from its portfolio, the City will consolidate cash balances from all funds for investment
purposes, and will allocate investment earnings to each fund in accordance with generally accepted accounting
principles.
Capital Improvement Budget
The Capital Improvement Budget will emphasize project planning, with projects progressing through at least two and
up to six of the following phases:
Designated - Set-aside funding for future project development under “pay-as-you-go” financing.
Study - Includes concept design, site selection, feasibility analysis, schematic design, environmental determination,
property appraisals, scheduling, grant application, grant approval, and specification preparation for equipment
purchases.
Acquisition - Includes equipment purchases and property acquisition for projects, if necessary.
Design - Includes final design, plan and specification preparation, and construction cost estimation.
Construction - Includes bid administration, construction, project inspection and management, and closeout.
Debt Service - Installment payments of principal and interest for completed projects funded through debt financing.
Funding and related appropriations to a project account will only be made upon approval of each phase by the City
Council. Accordingly, project appropriations for acquisition and construction will generally be approved when
contracts are awarded.
Personnel Resource Management
Regular employees are the core work force and the preferred means to staff ongoing, year-round activities. Where
possible and justified, the City strives to provide fair compensation and benefit schedules for its regular work force.
Each regular employee will:


Fill an authorized position.
Receive salary and benefits consistent with the labor market.
To manage the growth of the regular work force and overall staffing costs, the City will follow these procedures:


The City Council will authorize all regular positions.
The City Manager has the authority to authorize under filling a position at a classification and cost below City
Council authorization, but not above.
194
FISCAL POLICIES

Human Resources will coordinate the hiring of all employees and evaluate the reallocation of existing positions.
All requests for additional regular positions will be supported by an explanation as to the necessity, term, and
expected results of the proposed position; staffing and material costs including salary, benefits, equipment,
uniforms, clerical support and facilities; and cost effectiveness (additional revenues or cost savings which may be
realized).
Part-time or temporary employees are employees other than regular employees, elected officials, and volunteers.
Part-time or temporary employees will augment regular staffing only as limited-term employees, seasonal employees,
emergency, intermittent, contract employees, and interns.
Temporary employees will be used to meet peak workload requirements, fill interim vacancies, and accomplish tasks
where less-than-regular, year-round staffing is required. Independent contractors will not be considered City
employees. Independent contractors may be used in three situations:
 Short-term, peak workload assignments to be accomplished through the use of personnel contracted through an
outside employment agency. All placements through an outside employment agency will be coordinated through
the Human Resources Department.
 Construction of public works projects and the provision of operating, maintenance, or specialized professional
services not routinely performed by City employees. Such services will be provided without close supervision by
the City staff, and the required methods, skills, and equipment will generally be determined and provided by the
contractor.
 When it is determined that work can be completed affectively and cost efficiently through the use of contractors.
The work performance of the contractors should be periodically evaluated.
Productivity Review
The City will constantly monitor and review its methods of operation to ensure that services continue to be delivered in
the most cost-effective manner possible. The review process encompasses a wide range of issues, a few of which
are discussed below.
Maintaining a decentralized approach in managing City’s services
Although some level of centralization is necessary for review and control purposes, decentralization supports
productivity by:




Encouraging accountability by delegating authority to the lowest possible level.
Stimulating creativity, innovation, and individual initiative.
Reducing the administrative cost of operation by eliminating unnecessary review procedures.
Improving the organization’s ability to respond to changing needs and to identify and implement cost saving
programs.
 Assigning responsibility for effective operations and citizen responsiveness to the department.
Analyzing systems and procedures
This analysis provides a means to identify and remove unnecessary review requirements. The process includes
investing in the City’s most valuable asset, its employees, by developing the skills and abilities of all City
employees. This process also recognizes that those who perform the function are a vital part of the process.
195
FISCAL POLICIES
Identifying and evaluating the ability of new technologies
As new technology emerges, whether it is in the computer-related or mechanical equipment field, an objective
evaluation provides the City with necessary information as to how it may enhance employee efficiency, thereby
allowing the City to continue providing high-quality services.
Evaluating local market service providers
An evaluation of other local market service providers, including other government agencies, assists in determining
whether the comparable service is available at a lower cost than provided by City staff.
Allocating the Cost of Services
General Policy Guidelines
The City is committed to achieving efficiency by centralizing general administrative services to the extent they serve
the needs of the City as a whole and provide for greater cost efficiency. Accordingly, general and administrative
services will be charged to those activities not financed by the General Fund by use of a cost allocation plan.
Cost Allocation Criteria
Cost will be allocated considering the following criteria:




Cause and effect - the identification of output in proportion to the service provided.
Benefits received - the allocation of cost in relation to the benefits received.
Fairness and equity - the allocation must be mutually satisfactory to the parties affected.
Ability to bear - the allocation of cost must consider the ability to pay and the impact on the services provided.
Purchasing
The City will maintain a purchasing policy designed to support and enhance the delivery of governmental services
while seeking to obtain the maximum value for each dollar expended.
Performance Measures
The City Manager will annually develop performance measures and assess how efficiently and effectively the
functions, programs, and activities in each department are provided and for determining whether program goals
are being met. The City Council will adopt performance targets for select measures along with the annual budget.
Funds of the City of Elk Grove
Governmental accounting systems are organized and operated on a fund basis. A fund is a self-balancing set of
accounts recording cash and other financial resources, together with all related liabilities and residual equities or
balances. Funds are used to segregate the City’s financial activities in categories that attain certain objectives in
accordance with special regulations, restrictions, or limitations.
196
DEBT POLICY, LIMIT AND OUTSTANDING DEBT OBLIGATIONS
Debt Policy
In general, the City will consider debt financing on an as needed, case by case basis using the criteria identified in this
section. The information in this section constitutes the City’s entire debt policy.
Uses of Debt Financing
Debt financing will not be considered appropriate for any recurring purpose, such as current operating and
maintenance expenditures. The issuance of short-term instruments such as revenue, tax or bond anticipation notes
is excluded from this limitation. Given the City’s existing healthy fund balances, internal borrowings will continue to be
the preferred source of anticipation note financings.
Debt Management
The City will not obligate the General Fund to secure long-term financing, except when the marketability can be
significantly enhanced. A feasibility analysis will be prepared for each long-term financing to assess debt service on
current and future operations. This will also include an analysis on the reliability of revenues to support a debt
service.
The City will generally conduct debt financing on a competitive basis. However, negotiated financing may be used
due to market volatility or the use of an unusual or complex financing or security structure. The City will seek
investment grade ratings (Baa/BBB or greater) on any direct debt and will seek credit enhancements such as letters
of credit or insurance when necessary for marketing purposes, availability and cost-effectiveness.
The City will monitor all forms of debt annually coincident with the budget process. This process will include
monitoring compliance with bond covenants and ensuring adherence to federal arbitrage regulations.
The City will maintain good communications with bond rating agencies about its financial condition. The City will
follow a policy of full disclosure on every financial report and bond prospectus (Official Statement).
Capital Financing
The City will consider the use of debt financing for capital projects and under the following circumstances:
 When the project’s useful life will exceed the term of the financing.
 When project revenues or specific resources will be sufficient to service the long-term debt.
Capital improvements will be financed primarily through user fees, service charges, assessments, special taxes, or
developer agreements when benefits can be specifically attributed to users of the facility. An analysis of the operating
costs of any new facilities will be conducted and significant new operating costs will be factored into the calculation of
the new revenue source as is legally permissible. The City will use the following criteria to evaluate “pay-as-you-go”
versus “long-term financing” in funding capital improvements:
Pay-As-You-Go



When current revenues and adequate fund balances are available or when project phasing can be accomplished.
When debt levels adversely affect the City’s credit rating.
When market conditions are unstable or present difficulties in marketing.
197
Long-Term Financing






When revenues available for debt service are deemed sufficient and reliable so that long-term financing can be
marketed with investment grade credit ratings.
When the project securing financing is of the type which will support an investment grade credit rating.
When market conditions present favorable interest rates and demand for City financing.
When State or Federal requirements and current revenues mandate a project and available fund balances are
insufficient.
When the project is required to meet or relieve service requirements.
When the life of the project or asset financed is 10 years or longer.
Debt Limit
The City’s legal debt limit, shown on the following page, is calculated as a percentage of total assessed property
value within the City. The debt margin indicates that Elk Grove is fortunate to have issued only a fraction of its
legal debt limit. From another perspective, the outstanding bond debt per capita is $163, which is well below the
debt burden of typical municipalities.
198
CITY OF ELK GROVE, CALIFORNIA
Legal Debt Margin
For the Last Ten Years Ended June 30,
Assessed value
(1)
Less: Exemptions (1)
Legal debt margin
Debt Limit (15% of Assessed Value)
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
$ 12,758,015,228
$ 16,044,275,767
$ 17,720,724,360
$ 17,403,866,487
$ 15,168,755,317
$ 15,221,335,725
$ 14,624,234,897
$ 13,556,088,414
$ 14,606,310,971
$ 16,119,227,237
(189,484,400)
12,568,530,828
(179,794,966)
15,864,480,801
(234,786,725)
17,485,937,635
(270,921,680)
17,132,944,807
(324,208,752)
14,844,546,565
(296,152,644)
14,925,183,081
(333,570,758)
14,290,664,139
(346,233,652)
13,209,854,762
(359,424,853)
14,246,886,118
(398,318,801)
15,720,908,436
1,885,279,624
2,379,672,120
2,622,890,645
2,569,941,721
2,226,681,985
2,238,777,462
2,143,599,621
1,981,478,214
2,137,032,918
2,358,136,265
106,775,000
123,765,000
122,010,000
119,045,000
116,160,000
123,875,000
120,525,000
118,676,624
114,923,363
9,870,000
Debt applicable to limit:
Total Bonded Debt (including Special
Assessment Bonds)
Less:
Special Assessment Bonds
Tax Allocation Bonds
Total Amount of Debt Applicable to Debt
Limit
Legal Debt Margin
Total debt applicable to limit as a percentage of
debt limit
-
-
-
-
-
-
-
-
-
-
106,775,000
123,765,000
122,010,000
119,045,000
116,160,000
123,875,000
120,525,000
118,676,624
114,923,363
9,870,000
$ 1,778,504,624
$ 2,255,907,120
$ 2,500,880,645
$ 2,450,896,721
$ 2,110,521,985
$ 2,114,902,462
$ 2,023,074,621
$ 1,862,801,590
$ 2,022,109,555
$ 2,348,266,265
6.00%
5.49%
4.88%
4.86%
5.50%
5.86%
5.96%
6.37%
5.68%
0.42%
Source: (1) HdL from the Sacramento County Assessor 2005/06-2014/15 Combined Tax Rolls
199
Outstanding Debt Obligations
External Debt
Currently, the only debt backed by the City’s General Fund is held by the Elk Grove Finance Authority, as shown
in Fund 403. Other debt is held by Community Facilities Districts (CFDs) to provide facilities, such as roads and
landscaping, to certain assessed properties within the City.
The bonds issued by the Finance Authority to date have provided funding for the City Hall facility and a Special
Waste Collection Center (SWCC) that opened on April 23, 2014, to the general public. Information regarding the
impact to operations the SWCC is shown in Fund 506. In accordance with the debt policies outlined above, rate
increases were adopted in 2010, and have since been adjusted, to fully fund both debt and operations at the
facility. The following chart indicates the outstanding amounts on the Finance Authority’s debt:
Issue
Purpose
EGFA 2010 Lease Revenue Bonds
EGFA 2007 Lease Revenue Bonds
Total
Special Waste Collection Center
City Hall Complex
Principal
Outstanding
$ 9,645,000
$8,260,000
$17,905,000
Other Obligations managed by the City, and shown in funds within this document include debt of various
Community Facilities District (CFD’s) within the City. CFD’s are governed by the Mello-Roos act under California
State law and are not obligations of the City. Repayment for the debt is backed solely by the values of properties
within each CFDs boundaries. The City, as Administrator, annual levies special taxes on the properties in
amounts sufficient to cover debt payments. In the event delinquency levels on individual parcels or district wide
violate covenants of each individual debt issuance, the City will commence judicial foreclosure proceedings to
secure the special taxes owed, as required by the Fiscal Agent Agreement for each issue.
CFD
Issue(s)
CFD 2002-1 East
Franklin
EGFA Special Tax
Revenue Bonds Series
2015 (East Franklin CFD
2002-1)
EGFA Special Tax
Revenue Bonds Series
2015 (Poppy Ridge CFD
2003-1)
City of Elk Grove
Community Facilities
District No. 2005-1
(Laguna Ridge) Special
Tax Bonds, Series 2007
CFD 2003-1 Poppy
Ridge
CFD 2005-1 Laguna
Ridge
Fund
402
404
756
Principal
Outstanding
$47,985,000
$41,510,000
$62,390,000
Current debt has minimal impact on general operations. Debt Service is primarily funded by special taxes or fees
dedicated and levied for the express purpose of delivering the capital facilities financed by the debt.
The EGFA 2007 Lease Revenue Bonds were issued to fund acquisition and construction of municipal facilities.
Of the $1,694,338 of debt service due in Fiscal Year 2017, $931,585 will be paid by fund 602 Facilities. This fund
is an internal service fund that receives revenue from allocating its costs to the departments it serves. The EGFA
2010 Lease Revenue Bonds were issued to fund construction of the City’s Special Waste Collection Center. The
debt is funded by rates on residential solid waste customer bills. These two bonds represent all external debt the
City holds whose funding source is operating funds.
200
Internal Debt
In addition to external debt, the City Council may authorize Inter-fund multi-year loans over $500,000. The City
Manager may authorize Inter-fund loans below $500,000. Inter-fund loans are made to provide up front financing
for priority projects in the event sufficient capital is not immediately available in the receiving fund but is available
in another fund that does not have an immediate and equally important or greater need for the current resources.
Inter-fund loans must carry interest, typically set at the rate the City would otherwise earn by investing funds in the
Local Agency Investment Fund, or the LAIF rate.
The following is a summary of all outstanding Inter-fund loans.
Interfund Loan
Lending
Fund
Receiving
Fund
Annual
Payment
Outstanding
Balance
Final
Payment
Due
Street Light LED Conversion
106
267
393,973
3,892,249 FY 2025-26
The City advanced funds from the General Fund’s Capital Reserve Fund to Street Lighting Maintenance District
Funds Zone 1 for the LED Streetlight Replacement Capital Project (CIP Project WSL005).
Street Light LED Conversion
106
268
43,775
432,472 FY 2025-26
The City advanced funds from the General Fund’s Capital Reserve Fund to Street Lighting Maintenance District
Funds Zone 2 for the LED Streetlight Replacement Capital Project (CIP Project WSL005).
Elk Grove Sports Complex
503
106
607,550
5,409,100 FY 2024-25
The City advanced funds to the General Fund Capital Reserve Fund by way of a $6 million loan from the
Drainage Fund (503) to acquire land for the future Elk Grove Sports Complex (CIP Project WFC004). This loan
will be repaid over 10 years by future transfers from the General Fund (Fund 101) to the Capital Reserve Fund,
then from the Capital Reserve Fund to the Drainage Fund. The Loan does not have an impact on normal
drainage operations.
Old Town Plaza
503
101
105,582
697,624 FY 2022-23
The City advanced funds to the General Fund by way of a $1 million loan from the Drainage Fund (503) to acquire
a 4.4 acre parcel located in Old Town for strategic economic development use. The site is currently being
planned for and developed as a community space known as the Old Town Plaza (CIP Projects WCE021WCE023). This loan is scheduled to be repaid over 10 years by future transfers from the General Fund.
City and Reynen and Bardis
Settlement Agreement
332
331
382,297
1,485,621 FY 2016-17
This loan was originated to fund a settlement agreement between the City and Reynen & Bardis. The City was
owed reimbursement for then outstanding CFD 2005-1 Laguna Ridge special taxes and R&B was due credit for
parkland dedications. The City funded the repayment of outstanding taxes by monetizing the parks credits. The
Laguna Ridge Supplemental Park Fee (LRSPF) Land fund did not have sufficient cash to reimburse the CFD.
Funds were loaned from the LRSPF Facilities fund which did have cash. Final payment was originally scheduled
for FY 2016-17. Due to slower than anticipated collection rates since loan origination, final repayment is not likely
to occur until a later date. Staff is recommending Council to approve a new repayment schedule with the budget
adoption.
City and Reynen and Bardis
Settlement Agreement
324
331
314,870
1,863,260 FY 2016-17
This loan was originated to fund a settlement agreement between the City and Reynen & Bardis. The City was
owed reimbursement for then outstanding CFD 2005-1 Laguna Ridge special taxes and R&B was due credit for
parkland dedications. The City funded the repayment of outstanding taxes by monetizing the parks credits. The
Laguna Ridge Supplemental Park Fee (LRSPF) Land fund did not have sufficient cash to reimburse the CFD.
Funds were loaned from the East Franklin Landscape Corridor Fee fund which did have cash. Final payment was
originally scheduled for FY 2016-17. Due to slower than anticipated collection rates since loan origination, final
repayment is not likely to occur until a later date. Staff is recommending Council to approve a new repayment
schedule with the budget adoption.
201
202
COMMUNITY PROFILE
City of Elk Grove
Population – 162,001
Median Income - $84,827
Square Miles - 42.1
203
COMMUNITY PROFILE
History
In 1850, Elk Grove was established as a hotel stop and a stop for the stage. It is located about 15 miles south of
historic Sutter’s Fort and thus became a crossroads for business, entertainment, mail service and agriculture, and
acted as home base for gold miners in nearby communities. After it played its part in the early gold rush and
statehood history in California, a close-knit community evolved with a distinctly rural and western lifestyle.
Despite its close proximity to California’s capital city, Elk Grove remained quietly independent of Sacramento’s
growth and development as it expanded into adjoining countrywide areas until the 1980’s. Elk Grove had its start
in agriculture and it is still a big part of the area’s economy
today, with vineyards, dairy, cattle and row crops; but, now,
there is also high technology, professional service, commercial
and retail enterprises.
Our community is located in the southern portion of Sacramento
County and is halfway between Sacramento and Stockton,
straddling Highway 99. It is within easy driving distance from
both the Bay Area and Sierra Mountain resorts.
Type of Government
The City of Elk Grove incorporated on July 1, 2000. We are a general law city and operate on the Manager-City
Council type of governance. Elk Grove is in the 7th Congressional District, the 9th State Assembly District, the 6th
th
State Senate District and the 5 County Supervisorial District.
The current office holders and their term expirations are as follows:
Name/Office
Term Expiration
Gary Davis, Mayor
Steve Ly, Vice Mayor
Patrick Hume, Councilmember
Steven Detrick, Councilmember
Darren Suen, Councilmember
2016
2018
2018
2016
2016
Work…Play…Live in Elk Grove
Elk Grove is the ideal city to start or raise a family. The City has many
neighborhoods and homes to choose from that range from starter
homes to ranch estates. Pick one that suits your lifestyle and gives
your family room to grow.
With a diverse population, plenty of entertainment and an awardwinning school district, Elk Grove is an exciting city to work, play and
live.
204
COMMUNITY PROFILE
In Elk Grove, the City works together with the community to encourage education at all levels. From elementary
and middle schools to colleges and universities, you’ll always find the educational facilities to suit your family’s
needs. In fact, the Elk Grove Unified School District is the largest and one of the most renowned in Northern
California. In addition to exemplary education, your family will also have access to more than 80 parks managed
by the Cosumnes Community Services District, 500 acres of recreational amenities and more than 700 acres of
trails, open space, and landscape corridors in the region. That means abundant space to enjoy life just the way
you want.
If you thought that modern amenities didn’t go with timehonored charm, think again. Elk Grove is a great blend of
historic architecture and the best in restaurants and
shopping. With more than 70 local eateries and the finest
in restaurants, breweries, cafes and more, you are sure to
find something that’ll please your palette. But you don’t
need to be a foodie to enjoy Elk Grove; even shoppers get
to indulge in the City.
Elk grove has a variety of big-name retail businesses as
well as smaller, trendy, local boutiques. Enjoy an
afternoon of shopping at some of the specialty stores and
family-owned shops and businesses, or take a stroll back
in time, through Old Town Elk grove, for a truly historic
shopping and dining experience.
Elk Grove has everything in a place you’d want to call home – great medical facilities, quality education, mild
climate, and a safe and vibrant community.
Supporting Your Business Is Our Business –
Elk Grove City Hall welcomes you to our flourishing business community. From cutting red tape and reducing
fees to streamlining processes and introducing innovative incentive programs, we’re doing everything we can to
make relocating or expanding your business a smoother and quicker process. Combine this with top-notch,
personalized customer service, move-in ready office buildings, and access to the perfect work-life balance, and
you’ll find it easier than ever to get your business up and running.
The City of Elk Grove works to help established and new businesses prosper and flourish. With a population of
more than 150,000, a large community of skilled professionals, award-winning schools, a growing medical
community, well-designed office space, and local control of
police services, Elk Grove is the perfect place to locate your
business.
Elk Grove welcomes all businesses with enthusiasm, and
our amenities make the City all the more attractive. Two
major freeways – Interstate 5 and State Route 99 pass
through Elk Grove – providing easy access to highway
transportation routes. Businesses and residences are
located in an area served by a fiber-rich telecommunications
infrastructure designed to deliver voice, data and video
transmissions.
205
COMMUNITY PROFILE
Businesses, both big and small, can put down their roots and grow in Elk Grove. With a supportive government
and an expanding market, doing business in Elk Grove is a pleasure.
More Amenities – More Access
Whether you are moving to Elk Grove for business or pleasure, you’ll find everything you need right here. Elk
Grove prides itself on a superior quality of life with award-winning schools, easy access to cultural amenities, a
safe environment, great recreational options and excellent healthcare facilities.
Centrally located between Highway 99 and Interstate 5, Elk Grove is easily accessible, and is served by two ports
and access to rail lines. Additionally, it is only 4 miles south of Sacramento city limits, and close to the
Sacramento International Airport. Public transportation in Elk Grove is provided by e-tran, an award-winning
transit service.
Elk Grove is a community where entrepreneurs can find a market that’s expanding opportunities by the day.
Businesses have access to a skilled labor force, higher-than-average household incomes, and affordable office
space.
Medical research, healthcare, and development in Elk Grove have led to some of the best facilities in the region.
In addition to providing job opportunities, hospitals and medical campuses provide top-notch health services to
residents and businesses.
Make your way to Elk Grove today and experience everything this dynamic City has to offer. From prospering
businesses to a safe, clean and youthful community, Elk Grove has the conveniences of a big city with small town
charm.
Top Employers
Elk Grove Unified School District
Kaiser Permanente
Apple Computer, Inc.
City of Elk Grove
State of California
Sutter Health
Dignity Health
Walmart
Raley’s
ALLDATA
Frontier Communications
Cosumnes River College
Top 25 Sales Tax Producers
Apple
AT&T Mobility
Bel Air Market
Best Buy
Chevron
Elk Grove Dodge Chrysler Jeep
Elk Grove Acura
Elk Grove Buick GMC
Elk Grove Ford
Elk Grove Honda
Elk Grove Shell
Elk Grove Toyota Scion
Grantline Arco
Home Depot
Infiniti of Elk Grove
Kohl’s
Laguna 76
Lakeside AM PM
M & M Fuels
Maita Chevrolet
Niello BMW
Mazda of Elk Grove
Sheldon Road Chevron
Target
Walmart
206
RESOLUTION
207
RESOLUTION
208
RESOLUTION
209
POSITION LISTING
Authorized
Position
1100 Assistant to the Mayor
1100 Council Assistant
1100 City Council Total
FY2015
0
5
5
FY 2016
1
4
5
FY 2017
1
4
5
Change
0
0
0
Authorized
Position
1200 Administrative Analyst
1200 Administrative Assistant
1200 Assistant to the City Manager
1200 Budget Analyst I
1200 Budget Manager
1200 City Manager
1200 Community Events & Projects Coordinator
1200 Deputy City Manager
1200 Economic Development Coordinator
1200 Economic Development Director
1200 Executive Administrative Assistant
1200 Graphic Designer
1200 Jr. Graphic Designer-PT
1200 Public Affairs Manager
1200 Sr. Budget Analyst
1200 Sr. Customer Service Specialist
1200 City Manager Total
FY2015
0
0
0
1
1
1
1
1
1
1
1
1
0.5
0
1
0
1
11.5
FY 2016
1
0
1
1
1
1
1
1
1
1
1
1
0.5
0
1
0
0
12.5
FY 2017
1
1
1
0
1
1
1
1
1
1
1
1
0.5
1
1
1
0
14.5
Change
0
1
0
-1
0
0
0
0
0
0
0
0
0
1
0
1
0
2.0
Authorized
Position
1300 Assistant City Attorney
1300 City Attorney
1300 Executive Administrative Assistant
1300 Legal Assistant
1300 City Attorney Total
FY2015
2
0
1
1
4
FY 2016
2
0
1
1
4
FY 2017
2
1
1
1
5
Change
0
1
0
0
1
Authorized
Position
1400 Assistant City Clerk
1400 City Clerk
1400 Deputy City Clerk/Records Manager
1400 City Clerk Total
FY2015
1
1
1
3
FY 2016
1
1
1
3
FY 2017
1
1
1
3
Change
0
0
0
0
FY2015
0
1
3
1
1
1
2
1
1
1
1
0
1
0
1
15
FY 2016
1
1
2
1
1
1
2
1
1
1
0
1
1
0
1
15
FY 2017
1
1
2
1
1
2
2
1
1
1
0
1
0
0
1
15
Change
0
0
0
0
0
1
0
0
0
0
0
0
-1
0
0
0
Authorized
Position
1500
1500
1500
1500
1500
1500
1500
1500
1500
1500
1500
1500
1500
1500
1500
1500 Finance Total
Accountant
Accounting Manager
Finance Analyst I/II
Director of Finance & Admin Services
Payroll Technician
Purchasing Agent
Purchasing Manager
Purchasing and Contracts Manager
Sr. Accountant
210
POSITION LISTING
Authorized
Position
1600 Human Resources Analyst
1600 Human Resources Manager
1600 Human Resource Specialist
1600 Sr. Administrative Assistant
1600 Sr. Human Resources Specialist
1600 Human Resources Total
FY2015
0
1
1
1
0
3
FY 2016
1
1
1
1
0
4
FY 2017
1
1
1
1
1
5
Change
0
0
0
0
1
1
Authorized
FY2015
FY 2016
FY 2017
Change
Assistant Police Chief
Position
0
1
1
0
Police Chief
1
1
1
0
Captain
2
1
1
0
Lieutenant
7
7
7
0
Sergeant
18
18
18
0
103.5
105.5
108.5
3
131.5
133.5
136.5
3
FY2015
0
FY 2016
1
FY 2017
1
Change
0
5
5
5
0
Animal Services Officer
4
4
4
0
Animal Services Supervisor
1
1
1
0
Community Services Officer
11
13
13
0
Crime Analyst
1
1
1
0
Crime Prevention Specialist
1
0
0
0
1
1
1
0
Dispatcher
18
18
18
0
Dispatch Manager
1
1
1
0
Dispatch Supervisor
3
3
3
0
Forensic Investigator
3
3
3
0
IT Analyst
1
2
2
0
IT Manager
1
1
1
0
Police Administrative Manager
1
1
1
0
Policy Equipment/SupplyTechnician
1
1
1
0
Police Records Manager
1
1
1
0
Police Records Supervisor
1
1
1
0
Police Records Technician
8
0
0
0
Police Records Technician I
0
4
4
0
Police Records Technician II
0
4
4
0
Police Services Analyst
1
1
1
0
Police Support Services Manager
1
1
1
0
Police Volunteer Coordinator
1
1
1
0
Property & Evidence Manager
1
1
1
0
Property & Evidence Tech
2
2
3
1
Security Officer
2
2
2
0
3
3
3
0
Sr. IT Analyst
3
3
3
0
1
1
1
0
Supervising Forensic Investigator
0
0
1
1
78
81
83
2
209.5
214.5
219.5
5.0
Police Officer
Total Sworn
P olice (con tin u ed )
Authorized
Position
Subtotal Non-Sworn
Police Total
211
POSITION LISTING
Authorized
Position
3110 Assistant City Manager
3110 Accounting Technician
3110 Compliance Review Analyst
295 Development Services Total
FY2015
1
1
1
1
4.0
FY 2016
1
1
1
1
4.0
FY 2017
1
1
1
0
3.0
Change
0
0
0
-1
-1.0
Authorized
Position
3120 Development Services Director
3120 Housing Program Manager
3120 Permit Processing Coordinator
3120 Planning Director
3120 Sr. Adminstrative Assistant
3120 Sr. Management Analyst
3120 Development Svcs/Planning Total
FY2015
1
0
1
0
1
0
0
3
FY 2016
1
1
0
0
0
0
1
3
FY 2017
0
1
0
1
0
1
1
4
Change
-1
0
0
1
0
1
0
1
Authorized
Position
3130 Building Official
3130 Permit Processing Coordinator
3130 Development Svcs/Building Total
FY2015
1
1
1
3
FY 2016
1
1
1
3
FY 2017
1
0
1
2
Change
0
-1
0
-1
Authorized
Position
3540 Assistant Development Services Director
3540 Code Enforcement Field Officer
3540 Code Enforcement Manager
3540 Code Enforcement Supervisor
3540 Customer Service Specialist
3540 Sr. Code Enforcement Officer
3540 Code Enforcement Total
FY2015
1
0
4
1
0
1
2
9
FY 2016
1
1
4
0
1
1
1
9
FY 2017
0
1
4
0
1
1
1
8
Change
-1
0
0
0
0
0
0
-1
Authorized
Position
295 /503 Accounting Technician
4100 Administrative Analyst
295 /503 PW Division Manager #1
221 PW Division Manager #2
256 /294 PW Division Manager-Operations
Civil Engineer
Finance Analyst I
4100 Public Works Director
256 /294 Sr. Administrative Assistant
295 Sr. Civil Engineer
4100 Development Svcs/Public Works Total
FY2015
0
0
1
1
1
1
1
1
1
0
0
7
FY 2016
1
1
1
1
1
1
1
1
0
1
1
10
FY 2017
1
1
1
1
1
0
1
1
0
1
2
10
Change
0
0
0
0
0
-1
0
0
0
0
1
0
Authorized
Position
501 Integrated Waste Coordinator
501 Integrated Waste Manager
501/502 Integrated Waste Total
FY2015
2
1
3
FY 2016
2
1
3
FY 2017
2
1
3
Change
0
0
0
212
POSITION LISTING
Authorized
Position
1560 Customer Service Specialist
1560 Revenue Manager
1560 Sr. Customer Service Specialist
1560 Utility Billing Total
FY2015
4
1
0
5
FY 2016
5
1
0
6
FY 2017
5
1
0
6
Change
0
0
0
0
FY2015
1
1
2
1
0
5
FY 2016
1
1
2
1
0
5
FY 2017
1
1
1
1
1
5
Change
0
0
-1
0
1
0
601 Risk Analyst
601 Risk Management Total
FY2015
1
1
FY 2016
1
1
FY 2017
1
1
Change
0
0
Authorized
Position
1810/ 1843 Facilities and Fleet Manager
1810 Facilities Technician
1810 Facilities Technician part-time
1810 Receptionist
FY2015
0
1
1
0.4
1
1
4.4
FY 2016
0
1
2
0.0
1
1
5.0
FY 2017
0
1
2
0.0
1
1
5.0
Change
0
0
0
0
0
0
0
FY2015
0
1
0
1
1
1
FY 2016
0
1
1
0
1
1
FY 2017
1
1
1
0
1
1
Change
1
0
0
0
0
0
4
4
5
1
299.4
311.0
319.0
8.0
511
511
511
511
511
Authorized
Position
Transit Services Planner
Transit System Manager
Sr. Transit Planner
511 Transit Total
Authorized
Position
603/1640
603
603
603
603
603
Authorized
Position
GIS Database/SQL Administrator
IT Administrator
IT Analyst
IT Technician
Network Engineer
Sr. IT Analyst
603 Information Technology Total
Total City Employees
213
GLOSSARY OF TERMS
ACCRUAL BASIS – Sometimes called “full accrual” basis. A basis of accounting in which revenues are
recognized when earned regardless of when they are received, and expenses are recorded at the time the liability
is incurred, regardless of when it is paid.
ACCUMULATED DEPRECIATION – The amount of depreciation that has accumulated to date during the
existing useful life of City assets.
ADOPTED BUDGET – The City Council approved annual budget establishing the legal authority for the
expenditure of funds as set forth in the budget resolution adopted by Council.
ADJUSTED APPROPRIATIONS – Total appropriations minus appropriations for one time activity, debt service
and non-operating transfers to other funds.
APPROPRIATION – An authorization by the City Council to make expenditures and to incur obligations for a
specific purpose. An appropriation is usually limited in amount as to the time when it may be expended.
APPROPRIATION RESOLUTION – The official enactment by a legislative body establishing the legal authority
for officials to obligate and expend resources.
ASSESSED VALUATION – A dollar value placed on real estate or other property by Sacramento County as a
basis for levying property taxes.
ASSESSMENT DISTRICT – Not a separate government entity, but rather a defined area of land that will benefit
from the acquisition, construction, or maintenance of a public improvement.
AUDIT – A systematic collection of sufficient and competent evidential matter needed to attest to the fairness of
management’s assertions in the financial statements, or to evaluate whether management has efficiently and
effectively carried out its responsibility.
BALANCED BUDGET - The total sum of revenues budgeted equal the total amount of the expenditures
budgeted.
BEGINNING/ENDING FUND BALANCE – Appropriated resources available in a fund from the
prior/current year after payment of the prior/current year’s expenses. This is not necessarily cash on hand.
BOND – A City may raise capital by issuing a written promise to pay a specific sum of money, called the face
value or principal amount, at a specified date or dates in the future together with periodic interest at a special rate.
BUDGET – A plan of financial operation listing an estimate of proposed applications or expenses and the
proposed means of financing them for a particular time period. The budget is proposed until it has been approved
by the City Council.
BUDGET CALENDAR – A schedule of key dates and milestones that a government follows in the preparation
and adoption of the budget.
BUDGET MESSAGE – Included in the opening section of the budget, the Budget Message provides the Council
and the public with a general summary of the most important aspects of the budget, changes from previous fiscal
years, and the views and recommendations of the City Manager.
CAPITAL EXPENDITURES - Expenditures which result in acquisitions of or addition to fixed assets - including
furniture, vehicles, machinery and equipment - and the costs necessary to place the capital item into service.
214
GLOSSARY OF TERMS
CAPITAL IMPROVEMENT – A permanent addition to the City’s assets, including the design, construction, or
purchase of land, buildings, or facilities, or major renovations of the same.
CAPITAL IMPROVEMENT PROGRAM (CIP) – A financial plan of proposed capital improvement projects with
single and multiple-year capital expenditures. This program plans for five years and is updated annually.
CAPITAL OUTLAY – A budget category which budgets all equipment having a unit cost of more than $5,000 and
an estimated useful life of over one year. Capital outlay is budgeted in the operating budget.
CERTIFICATES OF PARTICIPATION – Form of lease-purchase financing used to construct or acquire capital
facilities and equipment.
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) – A federal grant that aims to develop viable urban
communities by providing decent housing, a suitable living environment, and expanded opportunities for persons
of low and moderate income. The City of Elk Grove receives an annual CDBG entitlement from the U.S.
Department of Housing and Urban Development.
DEBT SERVICE – Payment of the principal and interest on an obligation resulting from the issuance of bonds or
notes.
DEFICIT – An excess of expenditures or expenses over resources.
DEPARTMENT – A major organizational unit of the City that has been assigned overall management
responsibility for an operation or a group of related operations within a functional area.
DEPRECIATION – The decrease in value of physical assets due to use and the passage of time.
DEVELOPMENT IMPACT FEE – Fees placed on the development of land or conditions required for the approval
of a development project such as the donation (dedication or exaction) of certain land (or money) to specific
public uses. The fees are typically justified as an offset to the future impact that development will have on existing
infrastructure.
ENCUMBRANCES – A legal obligation to pay funds for an expenditure that has not yet occurred. They cease to
be encumbrances when the obligations are paid or otherwise terminated.
ENTERPRISE FUNDS – This fund type is used to account for operations that are: (a) financed and operated in a
manner similar to private sector enterprises and it is the intent of the City that the costs (including depreciation) for
providing goods or services to the general public be financed or recovered primarily through the user charges; or
(b) the City or an outside grantor agency has determined that a periodic determination of revenues earned,
expenses, and net income is appropriate for capital maintenance, public policy, management control,
accountability, or other purposes. The City has established the following enterprise funds: water, sewer, solid
waste, transit, and recreation.
EXPENDITURE – The outflow of funds paid or to be paid for an asset or goods and services obtained regardless
of when the expense is actually paid. This term applies to all funds. Note: An encumbrance is not an expenditure;
an encumbrance reserves funds to be expended.
FIDUCIARY FUNDS - Used to report assets held in a trustee or agency capacity for others.
FISCAL YEAR (FY) – A 12-month period of time to which the budget applies. The City of Elk Grove’s fiscal year
is July 1 through June 30.
215
GLOSSARY OF TERMS
FULL-TIME EQUIVALENT (FTE) – The decimal equivalent of a part-time position converted to a full-time base
(i.e., one person working half time would equate to 0.5 FTE).
FUND – An independent fiscal and accounting entity used to record all financial transactions related to the
specific purpose for which the fund was created. The seven generic fund types used by the City are: General
Fund, Special Revenue, Debt Service, Capital Projects, Enterprise, Internal Service, and Trust and Agency.
FUND BALANCE – The amount of financial resources available for use. Generally, this represents the detail of all
the annual operating surpluses and deficits since the fund’s inception. Also known as the financial position, fund
balance is the excess of assets over liabilities, and represents the cumulative effect of revenues and other
financing sources over expenditure and other financing issues.
GANN APPROPRIATIONS LIMIT – This term refers to Article XIIIB of the California State Constitution that
places limits on the amount of proceeds from taxes that state and local governmental agencies can receive and
spend each year.
GAS TAX – Administered by the State Board of Equalization (SBOE), this is a per gallon tax on fuel used to
propel a motor vehicle or aircraft. Use of the revenue is for research, planning, construction, improvement,
maintenance, and operation of public streets and highways or public mass transit.
GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) – Uniform minimum standards and guidelines
for financial accounting and reporting.
GENERAL FUND – The primary fund of the City used to account for all revenues and expenditures of the City not
legally restricted as to use. Examples of departments financed by the General Fund include the City Council, City
Manager’s Office, Police, Fire, Personnel, Attorney’s Office, Finance, and others.
GENERAL PLAN – California State law requires each City to adopt a General Plan that describes the direction
the City will take concerning its future development.
GOAL – The desired result of accomplishments within a given time frame.
GOVERNMENTAL FUNDS - Funds used to account for tax-supported activities.
GRANT – Contribution or gift or cash or other assets from another governmental entity to be used or expended
for a specific purpose, activity, or facility.
HTE – The City’s primary financial, community development, and public safety software vendor.
INFRASTRUCTURE – Facilities on which the continuance and growth of the community depend on, such as
roads, water lines, sewers, public buildings, etc.
INTER-FUND TRANSFERS – Monies moved from one fund to another. The money is transferred to finance the
operations of another fund or to reimburse the fund for expenses.
INTERNAL SERVICE FUND – Funds established to account for the financing of goods or services provided by
one department for other departments within the City on a cost reimbursement basis.
LANDSCAPE AND LIGHTING DISTRICT – An assessment district that is formed for the maintenance of
landscaping and street light improvements.
MEASURE A – Sacramento County voters approved a ½ cent sales tax funding source in the late 1980’s to fund
specific transportation projects.
216
GLOSSARY OF TERMS
MELLO ROOS DISTRICT – The formation of a special tax district for the installation and maintenance of public
improvements.
MODIFIED ACCRUAL – An adaptation of the accrual basis of accounting for governmental fund types. Revenues
and other financing resources are recognized when they become available to finance expenditures for the current
period. Expenditures are recognized when the fund liability is incurred.
MOTOR VEHICLE IN-LIEU – A State vehicle fee imposed on motorists for the privilege of operating a motor
vehicle on the public highways. It is imposed “in-lieu” of a local property tax.
MUNICIPAL CODE – A book that contains City Council approved ordinances currently in effect. The Code
defines City policy with respect to areas such as planning, zoning, building, etc.
OBJECTIVES – The necessary steps that need to be accomplished to achieve a desired goal.
OPERATING BUDGET – Annual appropriation of funds for on-going program costs, including salaries and
benefits, services and supplies, debt service and capital outlay.
OPERATING EXPENSES – Expenditures for materials, supplies, and services which are ordinarily consumed
within a fiscal year and which are not included in program inventories.
ORDINANCE – A formal legislative enactment by the City Council. It is the full force and effect of law within City
boundaries unless pre-empted by a higher form of law. An ordinance has a higher legal standing than a
resolution.
PERFORMANCE MEASURES – Performance measures are an important component of decision making, and at
a minimum they should be based on program goals and objectives, measure program results or
accomplishments, provide for comparisons over time, measure efficiency and effectiveness, and be reliable,
verifiable, and understandable.
PROPERTY TAX – Property tax is imposed on real property (land and permanently attached improvements such
as building) and tangible personal property located within the City.
PROPOSED BUDGET – This refers to the status of an annual budget which has been submitted by the City
Manager and is pending public review and City Council adoption.
REDEVELOPMENT AGENCY (RDA) – A separate legal entity charged with the responsibility for elimination of
blight through the process of redevelopment.
REIMBURSEMENT – The payment of an amount remitted on behalf of another party, department, or fund.
RESERVE – An account used to record a portion of the fund’s balance that is legally restricted for a specific
purpose and is, therefore, not available for general appropriation.
RESOLUTION – A special order of the City Council which has a lower legal standing than an ordinance.
RETAINED EARNINGS – An equity account reflecting the accumulated earnings of an enterprise or internal
service fund.
REVENUE – Amount received for taxes, fees, permits, licenses, interest, and intergovernmental sources during
the fiscal year.
217
GLOSSARY OF TERMS
REVENUE BONDS – A type of bond usually issued to construct facilities. The bonds are repaid from the revenue
produced by the operation of these facilities.
SALARIES AND BENEFITS – A budget category that generally accounts for full-time and temporary employees,
overtime, and all employee benefits, such as medical, dental, and retirement.
SPECIAL ASSESSMENT – A compulsory levy made against certain properties to defray all or part of the cost of
a specific capital improvement or service deemed to benefit primarily those properties.
SPECIAL REVENUE FUND – A fund used to account for the proceeds of specific revenue sources that are
legally restricted to expenditures for specified purposes.
STAFFING – A budget category which generally accounts for full-time and temporary employees.
TAXES – Compulsory charges levied by a government for the purpose of financing services performed for the
common benefit.
TRANSIENT OCCUPANCY TAX (TOT) – A tax imposed on travelers who stay in temporary lodging facilities
within the City. Also referred to as a Hotel/Motel Tax.
218

development services

Transcription

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