Elk Grove 2010-11 Budget Proposed

DEVELOPMENT SERVICES
Proposed Budget
2010-2011
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City Council
Planning Commission
City Clerk City Manager City Attorney
Police Chief Assistant City Manager Human Resource Finance Director

Development Services Director
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Accounting Information
Administration Patrol Building Planning Budget
Technology
Information Investigations Public Works Integrated Economic Financial Planning Fleet

Technology Waste Development
Emergency
Support Services Animal Code Transit Utility Billing
Operations GIS
Services Enforcement
Public Information Facilities

Purchasing
Officer
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TABLE OF CONTENTS
Introduction
Transmittal Letter ........................................................................................................................................................ 1
Budget Calendar ......................................................................................................................................................... 7
Financial Analysis ................................................................................................................................9
Financial Summaries .......................................................................................................................... 17
General Fund - 101

1100 City Council ..................................................................................................................................................... 21
1200 City Manager .................................................................................................................................................. 23
1300 City Attorney ................................................................................................................................................... 28
1400 City Clerk ........................................................................................................................................................ 30
1500 Finance ........................................................................................................................................................... 35
1600 Administrative Services .................................................................................................................................. 37
1900 Non-Departmental .......................................................................................................................................... 40
1910 Revenue Neutrality .......................................................................................................................................... 42
1920 Community Service Grants ............................................................................................................................. 43
2200 Police .............................................................................................................................................................. 46
3120 General Fund Planning ................................................................................................................................... 58
3500 Code Enforcement .......................................................................................................................................... 59
102 Equipment Replacement Fund .......................................................................................................................... 62
105 Economic Development Fund ........................................................................................................................... 62
106 Facility Reserve Fund ........................................................................................................................................ 62
Special Revenue Funds - 200s

202 Used Oil Recycling Grant .................................................................................................................................. 63
203 Vehicle Abatement ............................................................................................................................................ 63
204 Household Hazardous Waste ............................................................................................................................ 63
213 Police Off-Duty................................................................................................................................................... 63
215 Asset Seizure ..................................................................................................................................................... 64
216 Office of Traffic Safety Grants ........................................................................................................................... 64
217 Local Police Grants ........................................................................................................................................... 64
221 Gas Tax Fund .................................................................................................................................................... 65
231 Affordable Housing ............................................................................................................................................ 65
233 Agricultural Preservation Mitigation Fee ............................................................................................................ 66
234 Swainson Hawk Mitigation Fee ......................................................................................................................... 66
235 Tree Mitigation ................................................................................................................................................... 67
236 Very Low Income Housing Trust Fund Fee ....................................................................................................... 67
238 Street Trench Cut .............................................................................................................................................. 67
241 Community Development Block Grant .............................................................................................................. 68
245 Elk Grove Redevelopment ................................................................................................................................. 68
251 CFD 2003-1 Police Services ............................................................................................................................. 68
252 CFD 2003-2 Police Services ............................................................................................................................. 69
255 CFD 2006-1 Maintenance Services................................................................................................................... 69
256 CFD 2005-1 Maintenance Services................................................................................................................... 69
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TABLE OF CONTENTS
261 Street Maintenance District No. 1, Zone 1 ........................................................................................................ 70
267 Street Lighting Maintenance District 1, Zone 1 ................................................................................................. 72
268 Street Lighting Maintenance District 1, Zone 2 ................................................................................................. 72
280 ........................................................................................................................................................................... 72
285 Neighborhood Stabilization ................................................................................................................................ 72
291 EECBG Energy Block Grant .............................................................................................................................. 73
294 Measure A Maintenance .................................................................................................................................... 73
Development Services Fund – 295 .................................................................................................... 75
Capital Funds - 300s

302 State Capital Grants .......................................................................................................................................... 81
305 Local Transportation Fund – Bikes & Pedestrian .............................................................................................. 81
311 Capital Facilities Fee (CFF) – Civic Center ....................................................................................................... 82
312 CFF – Police ...................................................................................................................................................... 82
313 CFF – Corporation Yard .................................................................................................................................... 83
315 CFF – Library ..................................................................................................................................................... 83
317 CFF – Transit Facilities ...................................................................................................................................... 83
319 CFF – Administration ......................................................................................................................................... 84
324 East Franklin Fee – Landscape Corridor ........................................................................................................... 84
325 East Franklin Fee – Supplemental Drainage ..................................................................................................... 84
326 East Franklin Fee – Administration.................................................................................................................... 84
328 Elk Grove Roadway Fee .................................................................................................................................... 85
329 Impact Fee Administration ................................................................................................................................. 85
333 Laguna Ridge Parks........................................................................................................................................... 86
335 Laguna Ridge Infrastructure Facilities Fee ........................................................................................................ 86
336 Lakeside Service Area ....................................................................................................................................... 86
338 External Agencies Fund .................................................................................................................................... 86
341 CFD 2002-1 East Franklin ................................................................................................................................. 87
343 CFD 2003-1 Poppy Ridge ................................................................................................................................. 87
344 CFD 2005-1 Laguna Ridge ................................................................................................................................ 88
347 Laguna Area CFD .............................................................................................................................................. 88
348 Laguna West CFD ............................................................................................................................................. 89
349 Lakeside CFD .................................................................................................................................................... 89
360 Laguna Ridge Park Fee ..................................................................................................................................... 90
394 Measure A Construction .................................................................................................................................... 90
Debt Service Funds - 400s

402 Debt Service – CFD 2002-1 .............................................................................................................................. 91
403 Elk Grove Finance Authority .............................................................................................................................. 91
404 Debt Service – CFD 2003-1 .............................................................................................................................. 91
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TABLE OF CONTENTS
Enterprise Funds - 500s
501 Utility Billing ....................................................................................................................................................... 93
501 Integrated Waste ............................................................................................................................................... 94
502 Commercial Haulers .......................................................................................................................................... 94
503 Drainage & Flood Control .................................................................................................................................. 97
511 Transit ................................................................................................................................................................ 98
512 Transit Prop B .................................................................................................................................................... 98
Internal Service Funds - 600s

601 Risk Management ............................................................................................................................................ 101
602 Facilities/Fleet .................................................................................................................................................. 103
603 Information Technology/GIS ............................................................................................................................ 106
Agency Funds - 700s

730 Employee Sunshine Fund ............................................................................................................................... 111
740 HRA Trust Fund ............................................................................................................................................... 111
756 Debt Service – CFD 2005-1 ............................................................................................................................ 111
Capital Improvement Program

Introduction ............................................................................................................................................................. 113
Accessibility Improvement ...................................................................................................................................... 117
Annual Pavement Resurfacing ............................................................................................................................... 118
Bicycle & Pedestrian Improvements ....................................................................................................................... 119
Bond/Bader Intersection Improvements ................................................................................................................. 120
Bradshaw/Sheldon Road Intersection Improvements ............................................................................................ 121
Campus Landscape Project ................................................................................................................................... 122
Citywide Bus Shelters ............................................................................................................................................. 123
Citywide Community Enhancements ...................................................................................................................... 124
Civic Center ............................................................................................................................................................ 125
Corporation Yard Miscellaneous Improvements .................................................................................................... 126
Curb, Gutter, Sidewalk Program ............................................................................................................................. 127
Elk Grove Blvd/SR 99 Interchange Modifications ................................................................................................... 128
Elk Grove Creek Trail Crossing at State Route 99 ................................................................................................. 129
Elk Grove-Florin Road at East Stockton Blvd Intersection Improvements ............................................................. 130
Emerald Park Drive Storm Drain Pipe Replacement .............................................................................................. 131
Emergency Operations Center ............................................................................................................................... 132
Grant Line Road Widening From E. Stockton Blvd to Waterman Road ................................................................. 133
Harbour Point Median Project ................................................................................................................................ 134
Household Hazardous Waste Collection Facility (HHWCF) ................................................................................... 135
I-5/Elk Grove Blvd Interchange Improvements ....................................................................................................... 136
Intelligent Transportation System (ITS) Program ................................................................................................... 137
Major Drainage Repairs/Capital Replacement ....................................................................................................... 138
Poppy Ridge Street Light & Various Improvements Program ................................................................................ 139
Program Management/Advance Planning .............................................................................................................. 140
Railroad Crossing Safety Study, Design, and Improvements ................................................................................ 141
Safety, Streetscaping & Bicycle/Pedestrian Improvement Program ...................................................................... 142
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TABLE OF CONTENTS
Sheldon/Waterman Road Intersection Improvements ............................................................................................ 143
Slurry and Chip Seal 2009 ...................................................................................................................................... 144
Swainson‘s Hawk Mitigation Property .................................................................................................................... 145
Traffic Control & Safety Program ............................................................................................................................ 146
Fiscal Policies .................................................................................................................................................... 147
Community Profile............................................................................................................................................. 159
Resolution ......................................................................................................................................... 165

Position Listing........................................................................................................................................................ 168
Glossary of Terms .................................................................................................................................................. 171
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8401 Laguna Palms Way Phone: 916.683.7111 Web: www.elkgrovecity.org
Elk Grove, California 95758 Fax: 916.691.3182
May 26, 2010
Mayor and Council Members:
I am pleased to submit the Fiscal Year 2010-11 Proposed Budget for your review and consideration. The total
Proposed Budget for FY 2010-11 is $210.6 million, which is $6.8 million (3.3%) more than the final FY 2009-10
budget of $203.8 million. The City‘s proposed General Fund budget, which provides discretionary funds for
services, is $49.3 million, which is $600,000 (-1.2%) less than the FY 2009-10 final budget of $49.9 million.
The Proposed FY 2010-11 Budget maintains the Council‘s effort to recalibrate the City‘s fiscal reality while
preserving the current level of service to the citizens of Elk Grove. Although FY 2009-10 presented the greatest
financial challenges Elk Grove has endured in its relatively short history, economic conditions are slow to improve.
As economists look to various factors to predict the timing and intensity of recovery, the following activity in the
local economy suggests continued struggle with potential for a more positive outlook:
The residential real estate market is experiencing a decline in mortgage defaults, although real estate
experts are unclear as to whether improving market conditions or changing lender policies are
responsible. Economists continue to warn of a second wave of foreclosure activity to begin in 2011, as
many adjustable rate mortgages are reset. However, increased sales activity in recent quarters indicates
that Proposition 8 assessed values will flatten or even experience modest growth, which could represent
a bottoming out of the recent decline in property tax revenues.
The past year continued to see national retailers close their doors or indefinitely delay expansion plans in
Elk Grove, as the tight credit market and decreased consumer spending took their toll. While auto sales,
which represent about a quarter of the City‘s sales tax revenues, remain sluggish, additional dealers are
positioning themselves in the Elk Grove market in preparation to take advantage of rising consumer
confidence.
Despite many economists‘ agreement that the recession has ended, employment-related indices are
lagging indicators of economic recovery. Unemployment will continue to hover around ten percent
through the coming year in the Sacramento region, with potential for modest job growth expected in 2011.
This continued unavailability of jobs, coupled with the State of California‘s ongoing employee furlough
program, will adversely impact the ability of Elk Grove citizens to purchase goods and afford their homes.
The City exercised prudent planning for the current fiscal environment by cutting nearly ten percent of the General
Fund budget in FY 2009-10. As economic recovery gets underway, growth will be much more moderate than the
growth rates the region experienced in the mid-2000s. Consequently, the next two to three fiscal years will likely
see major revenue sources trending at flat to modest growth. Thus, this budget proposal continues the
recalibration effort of FY 2009-10 through a balanced approach of:
Reducing operational expenses,

Suspending components of employee compensation, and
Using one-time resources on a limited basis.
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FY 2010-11 Service Plan
Through a series of Town Hall Meetings and Strategic Planning Sessions held in early 2009, the City Council
adopted five goals to guide City activities for FY 2009-10 and FY 2010-11. The City‘s FY 2010-11 Work Plan
furthers accomplishments of FY 2009-10 toward the ultimate achievement of these five goals:
Create a vibrant, diverse economy
Economic Development Corporation: The Proposed FY 2010-11 Budget assumes that the City will
continue its close working relationship with the Elk Grove Economic Development Corporation (EGEDC).
The agreement between the City and the EGEDC calls for a contribution of $150,000 in either cash or in-
kind services, and the FY 2010-11 Budget assumes a cash contribution of $150,000.
Redevelopment: The Proposed FY 2010-11 Budget provides for continued efforts to explore the
feasibility of creating a Redevelopment Agency through a $550,000 loan from unallocated fund balance in
the General Fund. (The Redevelopment Agency would repay the loan once formed and generating
sufficient revenue to do so.) As findings emerge from those studies, staff is committed to involving all
stakeholders, including all taxing entities, in the process.
State Agency Incentive Program: In December 2009, the City Council adopted an incentive program
specifically targeting State office buildings. The program is designed to bring State jobs closer to where
their employees reside by offering incentives that may be used towards relocation costs, building
improvements, monthly rent, or even transportation or other quality of life subsidies for the employees. In
FY2011, Economic Development efforts will be focused on implementing this incentive program due to
the fact that 33% of Elk Grove‘s workforce comprises state employees.
Economic Development Incentive Fund: The Proposed FY 2010-11 Budget includes the establishment
of an Economic Development Incentive Fund. Established through a transfer from the General Fund, the
$600,000 appropriation will allow the City to offer grants or low-interest loans for specific projects as
approved by the City Council.
Regional Awareness Campaign: This fall, the City will be launching a regional campaign to support the
City‘s Economic Development efforts. The campaign is aimed at raising awareness throughout the region
about the City‘s continual efforts to streamline its processes, become more business friendly, and provide
top-notch amenities to employers and residents alike. Ads will focus on new programs and services
designed to make opening a business in Elk Grove as easy and efficient as possible.
Market Study: During the current fiscal year, the City and private sector partners began a market study to
determine the best economic niches for the City to fill within the Sacramento region. The study will identify
future land use needs and economic development opportunities. This Study is a collaborative effort
between the City, existing business interests and future development interests. The Market Study will be
a tool the City ultimately uses to develop a formal Economic Development Strategy.
Grow and support safe, livable, attractive neighborhoods
Emergency Management: The City Manager‘s work plan for FY 2010-11 includes recruiting and hiring
an Emergency Operations Coordinator, who will be responsible for convening the City‘s Disaster Council;
managing structural and technological upgrades to the Emergency Operations Center; and supervising
emergency preparedness and disaster response exercises.
One-Stop City Hall Contact Number: The FY 2010-11 work plan for the City Manager‘s office includes
evaluating, implementing, and marketing a one-stop City Hall contact number. Citizens will be able to use
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one phone number to reach knowledgeable staff to answer and address questions, suggestions, and
concerns pertaining to any of the services the City furnishes.
Improved Traffic Safety and Circulation: During FY 2010-11, the Public Works Department will oversee
the installation of additional Intelligent Transportation Software to minimize traffic congestion during peak
commute hours.
Rental Housing and Abandoned Property Registries: The Rental Housing and Vacant Building
Registries, created by the City Council in March 2010, will strengthen Community Enhancement‗s ability
to proactively monitor properties for violations while also improving communication with property owners
who are absent while their properties are vacant or rented.
Promote Elk Grove as a recreational and cultural center that attracts visitors
Civic Center and Community Park: The FY 2010-11 work plan calls for embarking on initial design
schemes for the Civic Center and Community Park based on Council‘s direction regarding the feasibility
program and market analysis. The FY 2010-FY 2015 Capital Improvement Program includes future
construction phases of the Civic Center through FY 2013-14.
Historic Preservation: The City is currently working towards attaining Certified Local Government (CLG)
status through the California Office of Historic Preservation. Once attained, the City‘s CLG status will
allow for acquisition of grant funding to conduct a Historic Context study, to gain a better understanding of
the City‘s place in the historic fabric of the region. Following completion of the Historic Context study, the
City will then embark on an Historic Resources Inventory, to inventory all existing historic resources
present within the City today. These two studies will provide technical basis for discussions and policy
directions by the City Council to actively preserve the history of the Elk Grove community and foster a
positive community image.
Serve as wise, responsible stewards of fiscal resources
Multi-Year Projections: The Finance Department will continue to review and address sustainability of
current operations through the development and analysis of five-year financial forecasts for the General
Fund and the major enterprise funds. Given that it may take as long as three years for the current
economy to adjust to sustainable conditions, the multi-year forecast is more important than ever so that
the City continues to operate within its means and not create a structural deficit for future years.
Performance Measurement System: The Proposed FY 2010-11 Budget includes a number of

performance measures that each department will use to measure its progress towards providing
responsible, effective, and efficient services to our citizens. The City will also continue its participation in
the International City/County Management Association‘s Center for Performance Measurement to
educate staff in best practices and learn from the successes of similar-sized agencies nationwide.
Develop an efficient and effective City organization with a regional perspective
Electronic Plan Submittal/Plan Check Software: The Development Services and Information
Technology departments will complete the implementation phase of electronic plan submittal in FY 2010-
11. Working closely with the development industry group, Development Services will begin allowing
customers to submit their building plans electronically. All agencies included in the development review
process will provide comments on plans together instead of providing their comments sequentially, thus
reducing processing time between submittal and building permit issuance.
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Development Services Fee Study: Development Services is conducting a fee study for Council
consideration and implementation in FY 2010-11. Comparison to other municipalities in the region and
stakeholder involvement will facilitate competitive rates, a business-friendly environment, and more
efficient work flow processes for Development Services and Finance staff.
Financial Overview
General Fund Revenue Sources. The Proposed FY 2010-11 Budget reflects relative stabilization in the City‘s
major revenue sources. After declining for two years, property tax receipts for FY 2010-11 are projected to remain
at FY 2009-10 levels. Additionally, the decline in retail sales appears to have hit bottom in FY 2009-10. Statewide,
sales taxes are projected to increase by 6% in FY 2010-11, as consumer confidence improves, fuel prices
increase, and additional retailers enter the market. The City‘s sales tax consultant sees a similar growth pattern
for Elk Grove, and the 6.6% projected increase in sales tax revenues reflects the statewide growth estimate.
Fund Balance Analysis. In FY 2008-09, the City Council adopted a Fund Balance Reserve Policy:
The contingency reserve is composed of designations for economic uncertainty (75%) and for exposures
to emergencies (25%).
The contingency reserve will fall no lower than 15% of appropriations. The optimum level is 20% of
appropriations.
The adopted FY 2009-10 Budget assumed an appropriation of almost $3.4 million from fund balance to provide
for the following:
State property tax ―borrowing‖ ($1,452,086), from fund balance designated for economic uncertainty;
Equipment replacement ($725,000), from fund balance designated for equipment replacement;
Loan for redevelopment activities ($200,000), from undesignated fund balance; and
Transfer to Development Fund to cover the FY 2008-09 operating deficit ($1,000,000), from undesignated
fund balance.
In determining the revised estimates, for FY 2009-10, staff has determined that there will be sufficient revenue
available at June 30, 2010 to cover all expenditures without any appropriation from fund balance necessary.
Consequently, the level of fund balance at June 30 prior to appropriations in the FY 2010-11 Budget is the same
as it was prior to appropriation in the FY 2009-10 Budget, as shown in the table below:
Fund Balance
Fund Balance at July 1, 2009 Add to/(Take From) Estimated
at July 1, 2009 FY 2010 after FY 10 Fund Balance at Fund Balance
(CAFR) Appropriation appropriation June 30 at July 1, 2010
Beginning Fund Balance at July 1
Designated for Contingency Reserve
- Economic Uncertainty $ 7,875,000 $ (1,452,086) $ 6,422,914 $ 1,452,086 $ 7,875,000
- Exposure/Emergencies 2,625,000 $ 2,625,000 $ 2,625,000
Subtotal Designated for Contingency Reserve $ 10,500,000 $ (1,452,086) $ 9,047,914 $ 1,452,086 $ 10,500,000
Designated for Equipment Replacement 2,744,396 (725,500) 2,018,896 725,500 2,744,396
Undesignated 4,196,899 (1,200,000) 2,996,899 1,445,000 4,441,899
Total Fund Balance $ 17,441,295 $ (3,377,586) $ 14,063,709 $ 3,622,586 $ 17,686,295
There are two reasons for this result:
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The State property tax ―borrowing‖ was covered through reductions in interfund transfers during the
course of the fiscal year, saving the $1,452,086 in fund balance designated for economic uncertainty.
Departmental expenditures were below budget by $2.1 million.
The Proposed FY 2010-11 Budget assumes the following uses of fund balance:
Equipment replacement ($725,000), from fund balance designated for equipment replacement;
Loan for redevelopment activities ($550,000), from undesignated fund balance;
Transfer to Development Fund to cover the FY 2008-09 operating deficit ($250,000), from undesignated
fund balance; and
Transfer to Economic Development Incentive Fund ($600,000), from undesignated fund balance.
The following table demonstrates that the planned use of fund balance in the Proposed FY 2010-11 Budget is
compliant with the City Council‘s fund balance policy:
Fund Balance
Estimated at July 1, 2010
Fund Balance FY 2011 after FY 11
at July 1, 2010 Appropriation appropriation
- Economic Uncertainty $ 7,875,000 $ - $ 7,875,000
- Exposure/Emergencies $ 2,625,000 $ 2,625,000
Subtotal Designated for Contingency Reserve $ 10,500,000 $ - $ 10,500,000
Designated for Equipment Replacement 2,744,396 (275,000) 2,469,396
Undesignated 4,441,899 (1,400,000) 3,041,899
Total Fund Balance $ 17,686,295 $ (1,675,000) $ 16,011,295
General Fund Appropriations $ 49,520,350

Fund Balance at 7/1 as % of appropriations 32.33%
Contingency Reserve as % of appropriations 21.20%
Five-Year Projection. The current five-year forecast suggests that the restoration of compensation levels and the
implementation of a step play plan system in FY 2011-12 will expose the City to a $4.6 million structural deficit
annually. (This forecast assumes the current level of services and a 1.5% growth in operating revenues.) Reserve
balances are not adequate to weather the slow recovery of property and sales tax revenues through the forecast
period. We will continue to monitor and analyze revenues to determine the extent of additional, permanent cost
reductions versus draws on reserves to recommend at the FY 2010-11 mid-year review and during the
preparation of the proposed FY 2011-12 Budget and FY 2012-13 fiscal plan.
More detail concerning the City‘s financial position can be found in the Financial Analysis section of this
document.
Organizational Issues
Compensation. The Proposed FY 2010-11 Budget is prepared with the continuation of the following reductions to
the City‘s compensation plan, representing a savings of $1,250,000:
Take eight furlough days, or the equivalent of 3% of salary, for FY 2010-11, which represents the
percentage increase that most employees received in July 2008.
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Reduce 401(a) match to 3%.
Reduce the number of times that employees can cash out a portion of their vacation and/or administrative
leave from twice a year to once per year.
Reduce cash overtime compensation to members of the Elk Grove Police Officers Association consistent
with the Memorandum of Understanding.
As noted earlier, the revised estimates for fund balance levels in the General Fund reflect $2.1 million in
operational savings projected to be achieved in FY 2009-10. If these results remain at the conclusion of the
annual audit for FY 2009-10, and if local economic conditions warrant, I will return to the City Council with a
recommendation to suspend the four furlough days to be taken between January 1, 2011 and June 30, 2011.
Position Management. Continuing a practice begun in FY 2008-09, staff implemented a flexible freeze on vacant
positions. Administrative positions were frozen as they were vacated and evaluated on a case-by-case basis.
Departments have been allowed to fill positions that either provide direct services to the public in order to keep
field staff whole or provide essential support to field staff.
Over the course of this fiscal year, two Deputy City Managers left the organization. The proposed FY 2010-11
Budget assumes the replacement of these positions with two much-needed and less-expensive positions: a
Police Lieutenant to oversee the Animal Control and Problem-Oriented Policing units, and an Emergency
Operations Coordinator.
In addition, the proposed FY 2010-11 Budget assumes the implementation of the Public Works reorganization by
adding three contract managers and three administrative/accounting positions to the department. The cost of the
positions will be offset by contract savings.
More detail concerning City positions can be found in the Financial Analysis section of this document.
Conclusions/Acknowledgements
During 2009-10, departments were vigilant in limiting their spending and prioritizing those services directly
affecting the citizens of Elk Grove. Their sustained dedication through the 2010-11 budget process facilitated the
balanced plan I am proposing, which once again could not have been achieved without their assistance.
I wish to acknowledge the staff of the Finance Department, particularly Katy Baumbach, 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 dedicated the City Council meeting of June 9 to the Council‘s deliberation of the Proposed FY 2010-11
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 2010-11 Budget.
Respectfully submitted,
Laura S. Gill
City Manager
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Budget Calendar
Date Item
January Departments submit ICMA Center for Performance Measurement data
January – February Cost allocation plan development
February Community grant applications available
February Budget instructions distributed to departments
February Capital improvement project requests due
March Department budget requests due
March Develop department work plans according to Council priorities
April Community grants awarded by City Council
May 2010-15 Capital Improvement Program reviewed by Planning Commission
May Present Proposed FY 2010-11 Budget to City Council
June City Council Budget Work Session and opportunities for budget adoption
7
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FINANCIAL ANALYSIS
General Fund
All City activities not accounted for in special revenue, capital, debt service, proprietary or agency funds are
included in the General Fund. The General Fund accounts for approximately 25% of all activities in FY2010-11.
Revenues
The City of Elk Grove experienced significant population growth from 2003 through 2006 that resulted in an
expanded residential and commercial assessed value base that generated additional retail sales.
General Fund Revenues

Actual, Estimated and Projected
$70,000,000
$60,000,000
$50,000,000 Sales Tax
$40,000,000 Property Tax

Other Taxes
$30,000,000
Operating
$20,000,000 Other Funds
$10,000,000
$-
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
• Sales tax is a volatile revenue source, yet it is the City‘s largest single source for general operations.
Although retail sales have weakened since FY 2006-07, projections indicate the decline has reached
bottom in FY 2009-10 at -15% growth. Sales tax revenues will stabilize and are projected to increase
statewide by 6% in FY 2010-11 as consumer confidence improves, fuel prices increase, and additional
retailers enter the market.
• Property taxes are considered a stable revenue source for long-term dependability; however, the market
is correcting for multi-year over-inflated new home values. Although assessed values declined 5% and
11% in FY2008-09 and FY2009-10, respectively, recent sales activity indicates that assessed value
growth will be flat or even experience marginal growth in FY2010-11.
• One-fourth of the sales tax revenue and all Vehicle Licensing Fees (VLF) are distributed per State
formulas (Triple Flip and VLF Swap agreements) semi-annually based upon assessed property values
and are therefore projected to remain constant with FY2009-10 activity.
• Other taxes, including Utility User‘s, Transient Occupancy and Franchise fees, are remaining steady for
now.
• The City accounted for the development processing and related permit fees in the General fund as
operating revenue until they were segregated to a special revenue fund in FY2008.
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FINANCIAL ANALYSIS
Base Expenditures
The City appropriates and accounts for the majority of its programs including police, governance, community
enhancement, animal services, special events, community grants and other general government programs in the
General Fund.
General Fund Expenditures

by Function
$80,000,000
Governance
$70,000,000
Finance
$60,000,000
Administration
Police
$50,000,000 Neighborhood Services
Code Enforcement
$40,000,000 Development Services
ISF
$30,000,000
Transit ISF Subsidy
$20,000,000 Revenue Neutrality
Non-Departmental
$10,000,000 Transfers Out
$-
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Operating expenditures decreased by nearly 8% from FY 2008-09 to FY 2009-10. Expenditures are

projected to be over $2 million under budget for FY 2009-10, which protects the General Fund‘s
contingency reserve for future use.
The City initially procured Police Services through a contract with the County Sheriff and subsequently
established its own force in FY 2006-07. Further, the City segregated contracted Development Services
to a special revenue fund in FY2007-08. The General Fund provides support to the Planning
Commission and $643,000 for advanced planning functions requested of the Planning Department.
Reorganization resulted in the elimination of some costs associated with Neighborhood Services and
Animal Services has been incorporated into the Police Department.
The General Fund does not provide direct support for Transit‘s operations; however, it absorbs Transit‘s
share of indirect support identified through cost allocation and internal service fund (ISF) charges.
The City Manager proposes a transfer of $1 million to address prior year Development Services fund
shortfall; a $550,000 loan to initiate a Redevelopment Authority (RDA); $600,000 to establish an
economic development incentive fund; $275,000 for capital outlay, including replacement computers and
servers; $100,000 for a utility rate assistance program; and $800,000 for Development Services
operations.
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FINANCIAL ANALYSIS
General Fund Expenditures

$80,000,000 by Category
$70,000,000 Compensation
Contract Services
$60,000,000
Operating
$50,000,000
Internal Services
$40,000,000
Revenue Neutrality
$30,000,000 Capital
$20,000,000 Debt Service
$10,000,000 Transfers Out
$-
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Salaries and benefits for 247 General Fund FTE equals 58% of the annual budget and totals $28.8 million,
approximating $116,500 per position. Total funded positions increase by 9.2 in FY 2010-11, as follows:
FY2009-10 FY2010-11 Change in

Department Position Count Position Count Position Count
General Fund:
City Council 2.0 5.0 3.0
City Manager 6.0 8.0 2.0
City Attorney 5.0 5.0 -
City Clerk 5.0 4.0 -1.0
Finance 15.0 14.0 -1.0
Human Resources 4.0 4.0 -
Police 200.0 200.0 0-
Code Enforcement 8.0 8.0 -
General Fund Total 245.0 248.0 3.0
FY2009-10 FY2010-11 Change in
Department Position Count Position Count Position Count
Other Funds:
Dev Svcs Admin 3.0 4.0 1.0
Planning 1.0 1.0 -
Building 1.0 2.0 1.0
Public Works 1.0 5.0 4.0
Integrated Waste 3.2 3.4 0.2
Utility Billing 5.0 5.0 -
Transit 4.0 4.0 -
Risk Management 1.0 1.0 -
Facilities & Fleet 4.0 4.0 -
All Funds Total 268.2 278.4 9.2
Revenue Neutrality accounts for the incorporation agreement to hold the County of Sacramento cost-
neutral. The County collects and retains a portion of the property taxes collected from the original
11
FINANCIAL ANALYSIS
incorporation boundaries at a declining rate over twenty-five years (see chart on page 42). In FY 2010-
11, the retention percentage decreases from 85% to 80%. The City expects the County to retain $5.875
million, which totals 1/8 of all general revenues.
A non-departmental contingency account totaling $100,000 has been established. This foresight provides
the City Council and City Manager authorized appropriations in the event unforeseen activities arise
beyond those programmed.
Employee Services
The City Manager implemented a flexible hiring freeze in Fall 2008 at the Council‘s request to mitigate declining
revenues. As such, many vacant positions have either been unfunded, eliminated, or under-filled. The Council
directed staff to create six positions in Development Services, funded by contract savings. Also, two Deputy City
Managers left the organization in FY 2009-10; those positions are proposed to be eliminated and replaced by two
much-needed and less-expensive positions: a Police Lieutenant and an Emergency Management Coordinator.
A summary of the position changes:
New
Police Lieutenant
Emergency Management Coordinator
3 Development Services-Public Works Contract Managers
Administrative Assistant in Development Services
Accounting Technician in Development Services
Customer Service Specialist in Development Services
Administrative Assistant in Police
Part Time Battery Collector (add 0.2 FTE) in Integrated Waste
Eliminate
Customer Service Specialist in Police
2 Deputy City Managers
Employee compensation deductions will continue in FY 2010-11, totaling $1.25M, or 4% of wages and benefits.
The savings are identified in the table below:
Non-POA POA Total

Furlough (8 days annually) $ 320,000 $ 320,000
Reduce 401(a) by 50% 150,000 150,000
Reduce buy-back to 1x/year 100,000 100,000
POA Concessions $ 680,000 680,000

Total $ 570,000 $ 680,000 $ 1,250,000
In December 2009, the City Council revised the Health Retirement Account (HRA) Benefit for employees.
Program costs for FY 2010-11, approximately $400,000, will continue to be funded through prior year Annual
Retirement Contribution (ARC) payments that now exceed the amount required by actuarial study. In FY 2011-
12, program expenses will be incorporated in the compensation budget.
12
FINANCIAL ANALYSIS
Internal Services
Risk Management, Information Technology, Geographic Information Systems, Facilities Management and Fleet
operations support multiple city departments and are budgeted in separate internal service funds (ISFs).
Independent oversight ensures operating departments are charged a proportionate value for each function,
resulting in a clearer picture of program costs. ISFs are classified as Proprietary and operate as self-sustaining
businesses with a long-term focus.
Internal Service Fund Total Budget General Fund Other Funds

Risk Management $ 649,683 $ 565,089 $ 84,594
Facilities 1,870,258 901,010 969,249
Fleet Services 1,470,950 1,455,084 15,866
Information Technology 2,243,092 708,000 1,535,092
Geographic Info Sys 788,848 338,283 450,565
Total $7,022,831 $3,967,466 $3,055,365
Portion 56% 44%
The Transit fund‘s share of ISF charges are reflected within the Transit budget, although revenues are not
sufficient to absorb the cost. Consequently, the General Fund subsidizes the $302,677 in ISF charges, as well as
$487,344 in overhead charges sent to the Transit fund through the Cost Allocation Plan.
Cost Allocation Plan

The City hired a consultant to identify the costs incurred by the General Fund and Development Services fund
that support other funds‘ activities. Further, the consultant determined multiple applicable bases to allocate the
costs. The resulting Plan documents the cost allocations with supporting data and methodology. A table
summarizing these allocations can be found in Schedule 3 on page 20.
General Fund Reserves

The City Council adopted a Fund Balance Reserve Policy in February 2009 that establishes a goal to retain 20%
of General Fund adjusted appropriations for contingency purposes. The contingency reserve is comprised of
designations for economic uncertainty (75%) and for exposures and emergencies (25%). The Council may
reduce the balance for allowable uses to 15% as needed and define a plan for returning the balance to 20%
reserves goal within three years.
13
FINANCIAL ANALYSIS
The following chart outlines the use of fund balance in FY 2009-10 and the Proposed FY 2010-11 Budget:
Fund Balance FY 2010 Fund Balance FY 2011 Fund Balance

7/1/09 Activity 7/1/10 Appropriation 7/1/11
- Economic Uncertainty $ 7,725,000 $ - $ 7,725,000 $ - $ 7,725,000
- Exposure/Emergencies 2,575,000 - 2,575,000 - 2,575,000
Subtotal Contingency Reserve $ 10,300,000 $ - $ 10,300,000 $ - $ 10,300,000
Designated for Equipment Replacement 2,700,000 - 2,700,000 (275,000) 2,425,000
Undesignated 4,600,000 245,000 4,845,000 (1,400,000) 3,145,000
Ending Fund Balance at June 30 $ 17,600,000 $ 245,000 $ 17,845,000 $ (1,675,000) $ 16,170,000
Adjusted Appropriations $ 49,860,500 $ 49,526,595

Fund Balance as % of appropriations 35.79% 32.04%
Contingency Reserve as % of appropriations 20.66% 20.80%
The total fund balance at July 1, 2009 was $17.6 million, of which $10.3 million is reserved for contingency. Of
the remaining $7.3 million, $2.7 million is reserved for future equipment replacement, in line with the policy‘s
allowable use. The FY 2009-10 budget proposed to draw down the Undesignated Reserve balance by $1.2
million; however, reduced operating expenditures are expected to add $245,000 to the fund balance.
The Proposed FY 2010-11 budget assumes the following uses of fund balance:
Equipment Replacement ($275,000)

Loan for redevelopment activities ($550,000)
Establish economic development incentive program ($600,000)
Transfer to Development Services fund to cover FY 2009-10 operating deficit ($250,000)
14
FINANCIAL ANALYSIS
General Fund
Actual and Estimated Total Reserves
versus Contingency Policy
20,000,000
17,500,000
15,000,000
12,500,000
10,000,000
7,500,000
5,000,000
2,500,000
-
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Total Reserves 20% Contingency 15% Contingency
A five-year forecast of the General Fund suggests that, if services remain at current levels and compensation
reductions are restored in FY 2011-12, the City is at risk of running an ongoing structural deficit between $3-4
million. Reserve balances are not adequate to weather the slow recovery of property and sales tax revenues.
Staff will continue to monitor and analyze revenues to determine the extent of additional, permanent cost
reductions versus draws on Reserves to recommend in FY 2011-12 and beyond.
Development Services Fund

The City segregated the activities encompassing the processing of planning, building and engineering services
related to residential and commercial private development provided by multiple contracted service providers in FY
2007-08. This fund also accounts for administration of city-wide planning projects and public works‘ oversight of
infrastructure capital and maintenance. Although current development is not occurring at the pace experienced in
2004-2007, the City Council is cognizant of its long-range opportunities and supports the Advanced Planning
function accordingly.
Due to the economic downturn and the revenue policy that does not fully support operations, levels of service are
continuing to be reduced throughout the department and the General Fund is transferring $800,000 to support
customer service at the public counter.
The service delivery model was 100% contractor-provided until FY2008-09. In January 2009, three department
heads were hired and proposed positions for FY 2010-11 include three contract managers, an accounting
technician, an administrative assistant, and a customer service specialist, pursuant to Council direction.
Capital Improvement Plan

The Capital Improvement Plan (CIP) identifies the infrastructure, land, buildings and equipment expected to be
needed in providing services and amenities to the residents through the next five years. Further, the plan
documents the various funding sources. The projects and equipment requested for FY 2010-11 have been
entered as requests for appropriation within the proposed budget.
15
FINANCIAL ANALYSIS
Impact Fee Deferral Program

To stimulate private development during this construction slow-down, Council adopted an Impact Fee Deferral
Program in April 2008. The program allows land-owners to apply for deferral of certain city-wide impact fees,
including roadway, capital facilities, affordable housing and very low income affordable housing at time of building
permit. The program sunsets June 30, 2012 and can be extended at the Council‘s discretion.
The short-term impact of existing and recommended measures will be the deferral of revenue collections and
associated construction of facilities necessitated by the impact for many years. With minimal impact fee monies
expected to be received during the next few years, the existing funds‘ balances are the only monies that will be
available for appropriation in FY 2010-11 unless the Council chooses to loan monies from the General Fund.
Integrated Waste
In May 2010, the City Council enacted legislation to address the cash flow and write-off issues that face the
integrated waste utility billing operation through stop service authorization on delinquent accounts and application
with deposit requirements for new accounts. New processes will be introduced and implemented in Summer
2010.
With verbal discussions indicating a shrinking competitive market and resulting cost increases associated with
trash and recycling collection and disposal, the City Council approved a residential rate increase effective July 1,
2007 to fund a long range planning project that explores options for constructing and operating an Integrated
Waste Transfer Station, Materials Recycling Facility, Household Hazardous Waste Facility and other possible
ancillary facilities. The proposed FY 2010-11 includes funding for land acquisition, design, and construction of a
Household Hazardous Waste Facility through debt financing. If approved, staff will coordinate the debt issuance
with a financial adviser and bond counsel.
Transit Operations
The fixed, commuter and para-transit bus service operation commenced FY 2009-10 with a $1.3 million negative
balance. Through a combination of increased fares, revised service provision, and a renegotiated contract with
the service provider, transit operations are nearing a sustainable level. The General Fund continues to subsidize
Transit‘s support operations, valued at approximately $800,000 in FY 2010-11, and the proposed Transit budget
continues to reflect an operating deficit, although it has narrowed to approximately $325,000.
16
Schedule 1
Summary of Estimated Financial Activity and Fund Balance
Fiscal Year 2010-2011
Estimated Estimated Estimated Estimated

Fund Balance Revenues Expenses Balance
No. 7/1/2010 6/30/2011 6/30/2011 6/30/2011
General Fund
Contingency 101 $ 10,300,000 $ - $ - $ 10,300,000
Replacement 101 2,700,000 - 275,000 2,425,000
Undesignated 101 4,845,000 - 1,700,000 3,145,000
Total General Fund $ 17,845,000 $ - $ 1,975,000 $ 15,870,000
Equipment Replacement Fund

Operations 102 $ 30,179 $ 293,300 $ 293,300 $ 30,179
Total Equipment Replacement Fund $ 30,179 $ 293,300 $ 293,300 $ 30,179
Economic Development Fund

Operations 105 $ - $ 600,000 $ 600,000 $ -
Total Economic Development Fund $ - $ 600,000 $ 600,000 $ -
Facilitiy Reserve Fund

Operations 106 $ 15,143,999 $ - $ 1,150,000 $ 13,993,999
Total Reserve Fund $ 15,143,999 $ - $ 1,150,000 $ 13,993,999
Development Services Fund

Operations 295 $ (2,851,154) $ 9,507,875 $ 10,300,292 $ (3,643,571)
Total Development Services Fund $ (2,851,154) $ 9,507,875 $ 10,300,292 $ (3,643,571)
Special Revenue Funds

Used Oil Recycling Grant 202 10,647 23,787 23,787 10,647
Vehicle Abatement 203 231,286 70,000 - 301,286
Household Hazardous Waste 204 - 250,000 - 250,000
Police Off-Duty 213 30,000 180,000 140,000 70,000
State Seizure 215 661,594 - 495,000 166,594
OTS Grant 216 (432,649) 300,642 322,109 (454,116)
Local Police Grants 217 10,803 72,000 72,000 10,803
Gas Tax Fund 221 (946,076) 3,658,383 2,308,381 403,926
Affordable Housing 231 12,184,200 870,000 10,670,000 2,384,200
Agricultural Preservation 233 2,475,154 30,000 2,010,000 495,154
Swainson Hawk 234 (2,057,801) 145,000 2,175,000 (4,087,801)
Tree Mitigation 235 437,095 15,000 - 452,095
VLIHTF 236 2,707,643 49,000 3,600,000 (843,357)
Street Trench Cut 238 297,103 35,000 80,000 252,103
CDBG 241 (31,432) 813,575 813,575 (31,432)
Elk Grove Redevelopment 245 112,200 550,000 662,200 -
CFD 2003-1 Police Services 251 122,878 648,000 606,821 164,057
CFD 2003-2 Police Services 252 381,323 740,000 701,244 420,079
CFD 2006-1 Maintenance Services 255 100,901 430,500 388,340 143,061
CFD 2005-1 Maintenance Services 256 2,898,005 790,000 786,160 2,901,845
Street Maintenance D1 Zone 1 261 2,326,620 575,000 118,532 2,783,088
Street Maintenance D1 Zone 2 262 25,154 15,750 4,321 36,583
Street Maintenance D1 Zone 4 264 630 4,500 1,250 3,880
Street Light Maintenance Zone 1 267 214,222 776,000 773,000 217,222
Street Light Maintenance Zone 2 268 13,159 95,100 134,152 (25,893)
Neighborhood Stablization 285 (27,940) 1,298,965 1,260,400
EECBG Energy Block Grant 291 705,693 - 705,693 -
Measure A Maintenance 294 (135,344) 2,682,162 2,513,243 33,575
Total Special Revenue Funds $ 22,855,812 $ 15,454,864 $ 31,533,958 $ 6,766,093

17
Schedule 1
Summary of Estimated Financial Activity and Fund Balance
Estimated Estimated Estimated Estimated

Fund Balance Revenues Expenses Total
No. 7/1/2010 6/30/2011 6/30/2011 6/30/2011
Capital Project Funds
Federal Capital Grants 301 $ (2,822,506) $ - $ - $ (2,822,506)
State Capital Grants 302 (448,822) 3,488,000 1,900,000 1,139,178
Local Transportation Fund 305 (113,140) 64,262 108,819 (157,697)
CFF - Civic Center 311 4,164,674 60,000 - 4,224,674
CFF - Police 312 4,336,850 85,000 446,257 3,975,593
CFF - Corporation Yard 313 358,878 6,000 - 364,878
CFF - Library 315 962,507 20,000 - 982,507
CFF - Bus Facilities 317 1,601,053 - 150,000 1,451,053
CFF - Administration 319 30,179 10,000 40,179 -
East Franklin Fee - Landscape Corr. 324 12,221,067 175,000 11,500,000 896,067
East Franklin Fee - Supp. Drainage 325 454,757 7,000 275,000 186,757
East Franklin Fee - Admin 326 118,838 2,000 14,165 106,673
Elk Grove Roadway Fee 328 42,175,311 1,000,000 32,038,962 11,136,349
Impact Fee Administration 329 42,865 - 2,000 40,865
Laguna West Service Area 335 506,118 37,500 58,911 484,707
Lakeside Service Area 336 101,637 1,500 101,303 1,834
External Agencies Fund 338 1,573,790 15,000 - 1,588,790
CFD 2002-1 East Franklin 341 3,241,717 130,000 3,371,717 -
CFD 2003-1 Poppy Ridge 343 9,409,660 135,000 9,319,409 225,251
CFD 2005-1 Laguna Ridge 344 3,992,934 140,000 2,085,319 2,047,615
Laguna Area CFD 347 1,147,941 2,300,000 21,490 3,426,451
Laguna West CFD 348 920,693 232,145 232,145 920,693
Lakeside CFD 349 (368,342) 347,511 347,511 (368,342)
Laguna Ridge Park Fee 360 2,198,345 - 9,869 2,188,476
Measure A Construction 394 283,112 598,068 795,063
Total Capital Project Funds $ 86,090,116 $ 8,853,986 $ 62,818,119 $ 32,039,866
Debt Service Fund

Debt Service - CFD 2002-1 402 $ 7,723,358 $ 3,575,000 $ 3,570,762 7,727,596
Debt Service - Financing Authority 403 2,260,430 1,806,538 1,809,038 2,257,930
Debt Service - CFD 2003-1 404 6,737,916 - 3,012,908 3,725,008
Total Debt Service Fund $ 16,721,704 $ 5,381,538 $ 8,392,708 $ 13,710,534
Enterprise Fund
Integrated Waste 501 $ 5,691,189 $ 12,490,655 $ 11,135,997 $ 7,045,847
Commercial Hauler 502 1,732,114 529,500 438,996 1,822,618
Drainage 503 13,760,898 6,005,000 4,599,030 15,166,868
Transit Operations 511 225,111 8,887,805 9,213,644 (100,728)
Total Enterprise Fund $ 21,409,312 $ 27,912,960 $ 25,387,667 $ 23,934,605
Internal Service Funds

Risk Management 601 $ 595,812 $ 2,098,269 $ 2,098,269 $ 595,812
Facilities & Fleet 602 94,369 3,341,210 3,372,987 62,592
IT & GIS 603 124,530 3,132,940 3,183,320 74,150
Total Internal Service Fund $ 814,711 $ 8,572,419 $ 8,654,576 $ 732,554

Agency Funds
Employee Sunshine Fund 730 12,064 10,000 20,000 2,064
HRA Trust Fund 740 338,167 400,000 400,000 338,167
Debt Service CFD 2005-1 756 9,827,625 3,728,698 3,728,698 9,827,625
Total Agency Fund $ 10,177,856 $ 4,138,698 $ 4,148,698 $ 10,167,856
GRAND TOTAL $ 173,093,536 $ 80,115,640 $ 153,504,318 $ 99,608,116
18
Schedule 2
General Fund Activity
FY 2009 FY 2010 FY 2010 FY 2011 Change From

Actual Budget Estimate Budget FY 2010
Revenues
Taxes
Property Taxes $ 12,037,378 $ 10,400,000 $ 10,750,000 $ 10,800,000 $ 400,000
Sales & Use Tax 16,281,060 14,496,500 13,842,000 14,755,000 258,500
Other Taxes 5,395,156 5,429,000 5,430,000 5,465,000 36,000
Taxes Total $ 33,713,594 $ 30,325,500 $ 30,022,000 $ 31,020,000 $ 694,500
Intergovernmental
Property tax in lieu VLF $ 11,058,997 $ 9,600,000 $ 9,810,000 $ 9,850,000 $ 250,000
MVL + Mandates 450,880 540,000 385,000 500,000 (40,000)
Intergovernmental Total $ 11,509,877 $ 10,140,000 $ 10,195,000 $ 10,350,000 $ 210,000
Fines & Forfeitures $ 1,772,013 $ 2,222,500 $ 1,401,628 $ 1,452,500 $ (770,000)

License, Fees & Permits 618,650 443,000 532,393 464,650 21,650
Interest 618,234 300,000 300,300 300,000 -
Other Revenue 579,066 265,500 387,133 443,091 177,591
Cost Allocation 1,688,686 2,075,000 2,075,774 2,255,109 180,109
Transfers In 1,116,643 2,164,000 2,455,800 1,365,000 (799,000)
Revenue Total $ 51,616,763 $ 47,935,500 $ 47,370,028 $ 47,650,350 $ (285,150)
Expenses by Function
City Council $ 360,066 $ 458,750 $ 405,703 $ 437,288 $ (21,462)
City Manager 1,493,619 1,516,360 1,462,335 2,123,959 607,599
City Attorney 965,927 1,152,431 1,039,226 1,122,687 (29,744)
City Clerk 508,336 539,590 505,839 702,263 162,673
Finance 1,744,202 2,034,445 1,945,943 1,893,638 (140,807)
Administrative Services 353,257 449,919 198,578 - (449,919)
Human Resources 667,509 593,656 410,535 805,843
Non-Departmental 3,758,771 1,768,262 2,046,388 2,781,419 1,013,157
Revenue Neutrality 7,588,135 6,348,500 6,220,000 5,875,000 (473,500)
Community Service Grants 147,113 298,000 300,160 320,000 22,000
Police Department 27,683,742 29,783,393 27,979,241 29,952,623 169,230
Neigborhood Services 1,510,119 1,416,690 1,041,887 - (1,416,690)
Code Enforcement 658,609 772,504 987,311 859,430
Information Technology 1,195,604 - - - -
Facilities 2,404,211 - - - -
Development Services 10,504 2,728,000 2,580,000 2,451,200 (276,800)
Expenses by Function Total $ 51,049,724 $ 49,860,500 $ 47,123,146 $ 49,325,350 $ (834,263)
Expenses by Category
Compensation $ 29,992,988 $ 29,657,000 $ 27,804,008 $ 28,707,419 $ (949,581)

Operating Expenses 17,643,529 13,487,000 10,894,450 11,701,361 (1,785,639)
Internal Services - 4,791,500 4,791,500 3,967,466 (824,034)
Capital Outlay 902,198 725,000 9,800 - (725,000)
Debt Service 57,330 - - - -
Transfers Out 2,453,679 1,200,000 3,623,388 4,949,104 3,749,104
Expenses by Category Total $ 51,049,724 $ 49,860,500 $ 47,123,146 $ 49,325,350 $ (535,150)
Change in Fund Balance 567,039 (1,925,000) 246,882 (1,675,000) 250,000

-
Beginning Fund Balance 16,874,256 17,441,295 17,441,295 17,688,177 246,882
-
Ending Fund Balance 17,441,295 15,516,295 17,688,177 16,013,177 496,882
19
Schedule 3
Summary of Cost Allocation
Fund 602 Fund 602 Fund 603

Fund 101 Fund 295 Fund 601 Risk Fund 603 GIS Total
Facilities Fleet IT
General Fund - 109,583 1,165,089 901,010 1,455,084 708,000 338,283 4,677,049
295 DS - Admin - - 11,536 15,161 - 33,159 2,453 62,309

295 Planning 460,321 24,924 3,845 65,696 - 176,845 46,413 778,044
295 Building 46,363 12,462 3,845 121,285 - 176,845 17,249 378,049
295 PW - Eng 147,460 209,587 944 90,664 - 200,985 47,639 697,279
Dev Services Fund 654,144 246,972 20,170 292,806 - 587,834 113,754 1,915,680
221 Gas Tax 55,272 91,491 372 35,722 - 79,189 18,770 280,816
251 CFD 5,321 - - - - - - 5,321
252 CFD 8,244 - - - - - - 8,244
255 CFD 7,142 5,151 21 2,011 - 4,458 1,057 19,840
256 CFD 28,427 19,953 81 7,790 - 17,270 4,094 77,615
261 St Maint Dist 7,212 1,144 5 447 - 990 235 10,032
262 SMD 1,671 - - - - - - 1,671
263 SMD 3,577 368 1 144 - 319 75 4,485
267 SLMD 21,519 19,857 81 7,753 - 17,187 4,074 70,471
268 SLMD 2,777 2,586 11 1,010 - 2,238 531 9,152
294 Measure A Maint. 56,988 81,600 332 31,860 - 70,628 16,741 258,149
305 LTF Bike & Ped 2,656 2,500 10 976 - 2,164 513 8,819
319 CFF-Admin 46,063 6,554 27 2,559 - 5,673 1,345 62,220
326 E. Franklin Admin 7,866 2,555 10 998 - 2,211 524 14,165
328 Roadway Fee 226,859 365,533 1,487 142,719 - 316,384 74,992 1,127,974
333 Laguna Ridge Parks 4,031 6,687 27 2,611 - 5,788 1,372 20,516
335 Laguna West SA 3,874 218 1 85 - 189 45 4,411
336 Lakeside SA 835 190 1 74 - 164 39 1,303
341 E. Franklin CFD 34,856 34,976 142 13,656 - 30,273 7,176 121,079
343 Poppy Ridge CFD 5,033 964 4 376 - 834 198 7,409
344 Laguna Ridge CFD 17,660 3,107 13 1,213 - 2,689 637 25,319
347 Laguna Area CFD 8,607 5,226 21 2,040 - 4,523 1,072 21,490
348 Laguna W CFD 10,082 766 3 299 - 663 157 11,971
349 Lakeside CFD 2,360 1,533 6 599 - 1,327 315 6,139
360 LR Park Fee 7,813 834 3 326 - 722 171 9,869
394 Measure A Const. 51,624 58,969 240 23,024 - 51,040 12,098 196,995
501 Solid Waste 336,200 11,265 7,691 26,125 6,030 27,632 6,211 421,153
501-1560 Utility Billing 36,685 4,201 15,381 25,268 - 66,317 13,239 161,091
502 Commercial Haul 47,306 679 7,691 26,125 - 27,632 6,211 115,643
503 Drainage 77,473 183,384 - 15,161 - 55,264 137,408 468,690
511 Transit 474,931 12,413 15,381 181,982 5,555 77,370 22,389 790,021
601 Risk Management - - - 4,856 - 21,748 1,464 28,068
602-1810 Facilities - - 9,613 - 4,280 32,622 2,196 48,711
602-1843 Fleet - - 5,768 45,797 - 21,748 1,464 74,777
603-1630 IT - - - 33,992 - - - 33,992
603-1640 GIS - - - 38,848 - - - 38,848
2,255,109 1,281,259 1,249,683 1,870,261 1,470,949 2,243,092 788,847 11,159,201
20
Governance 101-1100
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.
BUDGET SUMMARY
FY 2009 FY 2010 FY 2010 FY2011 Change from

Compensation 122,579 165,450 133,653 167,310 1,860
Operating Expenses 237,487 186,050 164,800 148,900 (37,150)
Capital Outlay - - - - -
Transfers - - - - -
Expense Total 360,066 351,500 298,453 316,210 (35,290)
POSITION LISTING
Authorized Funded
Position FY 2009 FY 2010 FY 2011 Change
1100 Intern to Councilmember 1 2 5 3
1100 City Council Total 1 2 5 3
PROGRAM DESCRIPTION $316,210

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
21
Governance 101-1100
CITY COUNCIL
FY 2010-11 CITY COUNCIL GOALS
Create a vibrant, diversified economy.
Significant employment growth, through both recruitment of new high quality job opportunities and continued
growth of existing businesses, will fuel future prosperity. We will create a balance between jobs and jousting by
targeting industry sectors that support stable employment and a healthy local economy. Creating innovative
public-private partnerships, collaborating with local and regional economic development agencies, and enhancing
City business practices will promote success.
Grow and support safe, livable, attractive neighborhoods.
The City of Elk Grove will work collaboratively with neighborhood groups and individual homeowners and
business owners to maintain and improve safety, aesthetics, and property values throughout the City. The City‘s
public spaces will be beautiful, well-designed, and well-maintained. The City will promote the co-location of
commercial, recreational, and social amenities that encourage residents to live, work, and play. While planning
for new development, the City will recognize the needs of existing neighborhoods.
Promote Elk Grove as a recreational and cultural center that attracts visitors.
The City of Elk Grove will capitalize on our diverse, family-oriented community and our respect for the City‘s
heritage and character. We recognize that natural resources and constructed facilities should be available to
serve our residents and invite visitors. We will develop facilities, activities, and amenities that promote Elk Gore
as a regional cultural and tourism destination.
Serve as wise, responsible stewards of fiscal resources.
City Council and staff will serve as wise stewards of the City‘s fiscal resources in safeguarding assets, planning
long-term financial stability and maintaining adequate contingency reserves. Fiscal activities will be justifiable,
efficient, effective, transparent, and accountable.
Develop an efficient and effective City organization with regional perspective.
In regional partnerships with other agencies, the City of Elk Grove is committed to improving service delivery to
our residents and businesses. Our commitment is to our customers, both internally and externally. We provide a
positive organizational culture where we recruit, retain, and promote the best employees who are regionally
focused and always willing to work with all stakeholders in achieving success.
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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 Information, Emergency Services, ADA Coordination, Economic Development Ombudsman,
Federal and State Legislative programs, as well as the Office of Management and Budget.
BUDGET SUMMARY
FY 2009 FY 2010 FY 2010 FY 2011 Change from

Compensation 677,440 628,074 586,094 1,102,011 473,937
Operating Expenses 814,234 772,340 760,295 939,054 166,714
Capital Outlay 1,945 - - - -
Transfers - - - - -
Expense Total 1,493,619 1,400,414 1,346,389 2,041,065 640,651
POSITION LISTING
Authorized Funded
1200 Administrative Assistant 1 1 1 0
1200 Assistant to the City Manager 1 1 1 0
1200 Budget Manager 1 1 1 0
1200 City Manager 1 1 1 0
1200 Economic Development Coordinator 1 1 1 0
1200 Emergency Management Coordinator 0 0 1 1
1200 Executive Administrative Assistant 1 0 0 0
1200 Public Information Officer 1 1 1 0
1200 Sr. Customer Service Specialist 0 0 1 1
1200 City Manager Total 7 6 8 2
PROGRAM DESCRIPTIONS
City Manager’s Office $926,065
8.0 FTEs
The City Manager is charged with a variety of duties and responsibilities, which include: carrying out policies and
direction from the City Council; enforcing ordinances of the City; preparing and recommending to the City Council
a balanced municipal budget annually; appointing and supervising all City personnel except as provided by State
law or other municipal code; administering the personnel system; creating a healthy and safe working
environment for all personnel; and being responsive and available to the community.
The City Manager‘s office is also charged with the following responsibilities:
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CITY MANAGER
Public Information $405,000
The Public Information Office is responsible for the City‘s monthly newsletter, the City‘s Website and community
calendar, press releases, advertising, marketing, public and community relations, speech writing, special events,
community outreach and public meetings. Additionally, the Office organizes all City special events,
groundbreakings and grand openings for city projects, and provides marketing/public information support to all
City departments and programs.
Emergency Services $160,000
The City Manager is charged with providing emergency services coordination for its residents. This coordination
includes response planning, first responder support, and post event recovery for major emergencies that might
trigger a large scale emergency response. Recognizing that emergency situations often cross jurisdictional
boundaries, the City Manager supports emergency services planning with all first responder agencies in the South
Sacramento region through participation in the Disaster Council.
Americans with Disabilities Act (ADA) Coordination

The City‘s ADA Coordinator is charged with a variety of duties throughout the City including: coordination and
development of ongoing efforts for full ADA compliance including consultative services to management. Other
tasks include arranging for and/or conducting training on the ADA; coordinating and monitoring architectural
barrier surveys; developing processes for prompt fulfillment of requests for alternative formats; development of
the required Self-Evaluation Transition Plan to remove access barriers; involvement of the City‘s Disability
Advisory Committee (DAC) to facilitate policy formation and to review existing policies such as reasonable
accommodation.
Economic Development $425,000
The Economic Development Ombudsman functions as a liaison to local businesses and developers to help
minimize barriers to local economic development. The Ombudsman works closely with the Elk Grove Economic
Development Corporation to encourage the retention and expansion of existing businesses and to attract new
employers. The Ombudsman also works directly with businesses to assist them in obtaining information,
navigating the permitting and business license process, and assisting them throughout the process. This position
also administers any City Economic Development incentive programs.
State and Federal Legislative Programs
The State and Federal Legislative programs are closely monitored for impacts to the City, region and nation. Each
year, the City works to advance critical public safety and priority projects through the federal Appropriations
process as well as other venues. The City also works closely with the California Legislature to advance State
legislation as well as monitor bills that impact local government.
Office of Management and Budget $125,000
The Office of Management and Budget is responsible for preparation, delivery, and monitoring of annual budgets,
multi-year fiscal plans, and five-year capital improvement programs. The OMB develops and analyzes financial
forecasts to ensure sustainability of current operations. Also charged with measuring performance in order to
facilitate resource allocation decisions, the OMB assists departments with performance benchmarking, identifies
opportunities for improved efficiency and efficacy, and coordinates participation in International City/County
Management Association‘s Center for Performance Measurement.
Budget Issues
The following functions have been transferred to the City Manager‘s Office for FY 2010-11:
o Economic Development (from Development Services)
o Office of Management and Budget (from Finance)
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CITY MANAGER
The budget also includes the following:
o $7,500 for Youth Commission Management
o $100,000 for a Comprehensive Economic Development Strategy
o $150,000 for the Elk Grove Economic Development Corporation
The City contracts with Sacramento County for hazardous materials incident responses. This contract has
moved from the City Manager‘s budget to Public Works.
FY 2010-11 WORK PLAN SUPPORTING CITY COUNCIL GOALS
Create a vibrant diversified economy.
Facilitate continued processing of the City‘s Sphere of Influence application.

Provide a direct point of contact through the Economic Development Ombudsman for existing and new
businesses to facilitate the retention and creation of new jobs and industries.
Use new technologies and techniques, including existing resources on the City‘s website, to ensure that the
public has easy access to information about city government and to connect Elk Grove residents and
neighborhoods with information and resources at City Hall.
Develop and strengthen relationships with key organizations and community groups; identify partnership and
resource sharing opportunities.
Promote Elk Grove as a recreational and cultural center that attracts visitors.
Complete market and development analyses to guide the future development of the Civic Center and
Community Park, including the involvement of Private Sector partners in the development of the project.
Develop City ―wayfinding‖ program to direct visitors to City landmarks and attractions.
Track performance measures that provide feedback in the achievement of Council goals.
Develop an efficient and effective organization with a regional perspective.
Strategically align the organization to support the identified and adopted FY09/10 and FY10/11 City Council
Goals, Objectives and Strategies.
Revise City Personnel Rules & Regulations.
Implement a ―One Stop for City Hall‖ number that residents can call for information, assistance, or work
orders.
Continue to strengthen relationships with regional partners, particularly those related to economic
development.
PERFORMANCE MEASURES
Measure FY10 Estimate FY11 Target

Average monthly media inquiries 60 N/A
received
Number of visits to the City‘s 1,116,026 1,150,000
website
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CITY MANAGER
In addition, the City Manager‘s Office will track:
Percentage of City Manager Office inquiries within 48 hours

Percentage of City Council follow-up items within 20 business days
Current status of emergency management procedures as compared to Emergency Management
Accreditation Program (EMAP) standards
Usage trends on the City‘s web site. In FY 2009-10, the five most frequented pages are:
1. City home page
2. Elk Grove Police Department home page
3. E-tran web pages
4. Request for Proposals/Bids
5. Utility billing, Solid Waste and Storm Water Billing
ADA grievance procedures as outlined in the City‘s formal Grievance Procedure
COMPLETED INIATIVES FOR FY 09-10

Recruited and hired a new Director of Human Resources and Assistant City Manager.
During fall 2009, the City embarked on a citywide survey through the International City/County Management
Association (ICMA). Developed by ICMA and National Research Center, Inc., The National Citizen Survey
(The NCS) is a low-cost resident survey service for local governments. The NCS allows jurisdictions to survey
resident opinion for: program planning, goal setting, budgeting, and performance measurement. The City also
conducted multiple focus groups to confirm and learn more about the survey results. The results of both the
survey and focus groups are used on a regular basis to improve business at City Hall.
Successfully completed tasks related to the City‘s FY2011 Appropriations process. Due to budget constraints
and the legislative climate, staff conducted conference calls to Washington, DC to advocate for projects
instead of conducting an in-person visit. Staff continues to work proactively with the City‘s federal advocates
and Councilmembers to win support for federal earmarks that will help fund critical community projects,
including the Capital Southeast Connector JPA.
Secured a $750,000 Congressional Grant in the Fiscal Year 2010 Homeland Security Appropriations bill for
the City‘s Emergency Operations Center.
Attended the annual Sacramento Metro Chamber Cap-to-Cap trip in Washington, D.C., to build and
strengthen partnerships and generate support for earmark requests.
Continued to make strides for improved customer service with the building industry which included: regular
attendance at the Building Industry Association (BIA) monthly Elk Grove specific meeting, conducted regular
outreach regarding City fees, standard updates, and process improvements, as well as co-sponsoring
interagency forums with BIA and Builder‘s Exchange to bring together all of the City‘s agency partners to
discuss the development process and brainstorm improvements.
Created two Economic Development Incentive programs to attract and retain employers: Economic
Development Incentive Program and State Office Incentive Program. The Economic Development Incentive
program provides incentives to new businesses that create jobs or generate sales tax revenue. The State
Office Incentive program specifically targets state office projects to locate in Elk Grove and provides
incentives to do so.
Kicked-off citywide Market Study that will identify future land use needs and economic development
opportunities. This Study is a collaborative effort between the City, existing business interests and future
development interests. The Market Study will be a tool the City ultimately uses to develop a formal Economic
Development Strategy.
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CITY MANAGER
The City completed a Retail Leakage Analysis which identifies both local and regional opportunities to capture
retail sales currently under-utilized. This study will provide demographic data as well as specific retail vendor
opportunities to aid in our economic development efforts to better serve our residents.
Publicized and coordinated multiple opportunities for public input and involvement in City programs and
activities, including the citywide ―Think, Shop, Live Elk Grove‖ shop local program, shoe recycling program,
State of the City event, Arbor Day celebration, Sheldon Interchange grand opening, spring cleaning program,
and the grand opening celebration of Laguna Creek Trail Bridge.
Conducted citywide research—including extensive public outreach—to explore the most effective methods to
communicate with residents and businesses, which would include analysis of the effectiveness of traditional
communication channels (newsletters, public notices, print advertising) to new media (social networking
Websites, online community forums, blogging).
Utilized new technologies and techniques, including social media and existing resources on the City‘s
website, to ensure that the public has easy access to information about their city government and to connect
Elk Grove residents and neighborhoods with information and resources at City Hall. New communications
tools include: weekly news updates ("Week at a Glance"), Facebook and Twitter pages, an Elk Grove Online
partnership that features City news and web chats, an online photo and video gallery on the City's website,
emergency response blog, and a PDA-friendly City website.
Submitted award applications on behalf of the City of Elk Grove that resulted in nearly a dozen awards from
the Sacramento Public Relations Association, International Association of Business Communicators and the
Annual Communicator Awards Program.
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Governance 101-1300
CITY ATTORNEY
MISSION
Our mission is to provide expert legal counsel for the City on a wide variety of complex legal matters to assist
departments in implementing the City Council‘s goals and objectives. The City Attorney‘s Office consists of two
divisions: City Attorney and Risk Management.
BUDGET SUMMARY

Compensation 691,465 736,719 628,589 724,170 (12,549)
Transfers - - - - -
Expense Total 965,927 1,051,944 938,739 1,019,070 (32,874)
POSITION LISTING
Authorized Funded
1300 Assistant City Attorney 1 1 1 0
1300 City Attorney 1 1 1 0
1300 Deputy City Attorney II 1 1 1 0
1300 Legal Assistant 1 1 1 0
1300 City Attorney Total 5 5 5 0
PROGRAM DESCRIPTION $1,019,070

5.0 FTEs
The City Attorney‘s office investigates, evaluates, and resolves complex legal matters for the City. Additionally,
we provide legal advice to the City Council, Planning Commission, City Departments and other boards and
committees on a wide range of municipal law topics. The City Attorney‘s office remains current on cases and
legislation affecting the conduct of the people‘s business and actively participates in meetings with internal and
external stakeholders to achieve desired results.
Budget Issues
If the District Attorney‘s office discontinues misdemeanor prosecution, the City Attorney‘s office will
investigate the hiring of additional staff to prosecute misdemeanors, including drunk driving, in the City of
Elk Grove.
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Governance 101-1300
CITY ATTORNEY
Increase prosecution of Municipal Code violations through the court system.
Continue to reduce reliance on outside counsel. Being fully staffed allows the City Attorney‘s Office to
handle more litigation matters in house, particularly
Amend purchasing ordinance to better track actual City operations.

Work with Sacramento County District Attorney and other City Attorneys in the County on misdemeanor
prosecution issues.
PERFORMANCE MEASUREMENTS
Will monitor assignments received to ensure appropriate cost recovery.
COMPLETED INITIATIVES FOR FY 09-10
Hired a Deputy City Attorney, continuing the reduction in reliance on outside counsel.
Actively prosecuted Municipal Code violations, including obtaining warrants for abatement.
Completed contract process and procedure, including launch of on-line insurance compliance program
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Governance 101-1400
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 413,032 408,413 387,412 409,103 690
Transfers - - - - -
Expense Total 508,336 456,978 423,227 600,548 143,570
POSITION LISTING
Authorized Funded
1400 Assistant City Clerk 1 1 1 0
1400 City Clerk 1 1 1 0
1400 Customer Service Specialist 1 1 0 -1
1400 Deputy City Clerk/Records Manager 1 1 1 0
1400 City Clerk Total 5 5 4 -1

4.0 FTEs
Administration
The City Clerk, appointed by and under the direction of the City Council, serves as the Clerk to the
City Council, and Secretary to the Finance Authority, Parking Authority, and Redevelopment
Agency. 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
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Governance 101-1400
CITY CLERK
is the custodian of the City Seal and Redevelopment Agency Seal, and attests and acknowledges
official City documents as required.
Operations
The City Clerk’s Office is responsible for agenda preparation and posting, as well as the duplication
and 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 City Clerk’s Office 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, the City Engineer,
and Code Enforcement staff.
Records
The City Clerk’s Office 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. Records Division
staff facilitates the delivery of records from other departments for inactive storage pursuant to
retention policy.
Elections
The City Clerk is responsible for administering General Municipal Elections, as well as any Special
Elections that may be called, in addition to annexation elections to Street Maintenance Districts and
Community Facility Districts.
Budget Issues
One full-time Customer Service Specialist position has remained vacant since September
2008. During these 19 months, workload has not necessitated the reinstitution of this
position; therefore, its elimination is recommended. This action will achieve an annual cost
savings of $51,000.
The November 2, 2010 General Municipal Election for Districts 2 and 4 is estimated to cost
$70,000. Ballot measures will cost an additional $8,100 for each question. As of the time
of budget preparation, possible ballot measures include: 1) Utility User Tax revision, 2)
establishing the office of elected mayor, and 3) an advisory question on the desired number
of Council districts. If all three measures were placed on the November 2, 2010 ballot, the
total cost of election services could reach $94,300.
Redistricting of City Council Member Residency Districts is scheduled to occur in 2011,
subsequent to receiving the results of the decennial census. The length of the process will
depend upon its complexity, which will, in part, be contingent upon voter preference for an
elective mayor position, i.e. requiring either a decrease or increase in the number of
districts and, therefore, creating the need for multiple district scenarios to be developed and
brought before the voters for approval. A Request for Proposals will be issued in November
2010 to seek a qualified professional services consultant, which is estimated to cost
$50,000.
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Governance 101-1400
CITY CLERK
Develop an efficient and effective City organization with regional perspective
Administer the November 2, 2010 General Municipal Election (Districts 2 and 4, and possible
ballot measures);
Initiate redistricting of Council Districts, based on results of the 2010 Census;
Conduct Conflict of Interest Code Biennial Review;
Continued development/expansion of Records Management Program;
Continued implementation of a Digital Records Initiative to increase access to public
records.
Administer the November 2, 2010 General Municipal Election (Districts 4 and 6)
Prepare for City Council consideration, appropriate resolutions for election consolidation and
possible ballot measures for November 2, 2010 Election;
Prepare 2010 Candidate’s Instruction Manual;
Issue and receive nomination papers from candidates residing in City Council Districts 2 and
4;
Prepare all necessary publications and notices related to the election and Fair Political
Practices Commission filing obligations;
Prepare and present resolution for certification of the November 2, 2010 General Municipal
Election results, administer oaths of office, and compile all information necessary for City
Council reorganization procedures (e.g. compile information for annual review of Council
service on local and regional bodies and member appointments/reappointments to City
boards, commissions, and committees).
2010 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 City Clerk’s Office 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 2010 COI Code Revision no later than December 8, 2010.
Administer Process to Reapportion Council District Boundaries
Draft and administer the Request for Proposals for professional services to reapportion district
boundaries, the scope of which will include: database creation, block splitting, base map
development, graphic 2010 Census Demographic Report, development of redistricting concepts,
collaboration with a Redistricting Advisory Committee, public outreach, presentations at public
meetings, and final Council district boundary descriptions.
Records Management Program Expansion
Provide technical advice regarding recommended records management practices to the

divisions of Building Inspection, Police Services, Administration, and Neighborhood Services,
toward the goal of creating specific departmental Record Retention Schedules;
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Governance 101-1400
CITY CLERK
Conduct annual records retention review in accordance with Resolution 2008-63 (records
maintained by the City Clerk’s Office);
Increase effective use, by staff, of the citywide records archive program.
Information Accessibility through the Digital Records Initiative
Provide online video archive from incorporation to present;

Implement additional stages of the City Council Agenda preparation and follow-up processes
into a streamlined, digital format;
Increase number of City Clerk Forms, Policies, Procedures, and Templates on the Intranet;
Reduce costs of distributing and reproducing hard copy materials.
Provide Staff Support to the Elk Grove City Charter Commission
Throughout Fiscal Year 2009-10 City Clerk’s Office staff provided support to the Charter
Commission through preparation and posting of agendas pursuant to the Brown Act, facilitating the
organization, duplication and distribution of agenda materials, attending all meetings, providing
requested subject matter research, and preparing minutes to memorialize the actions of the
Commission in development of a City Charter. The draft charter was presented to the City Council
on January 13, 2010, at which time the Charter Commission was disbanded.
Development/Expansion of Records Management Program
Consolidated all City Clerk’s Office records from the 8380 Laguna Palms Way facility to the
Finance Department File Room at the 8401 Laguna Palms Way building (freeing
approximately 1,200 linear feet of space for the Police Department in our vacated records
storage room);
Increased annual City retention review four-fold, from 22 linear feet in Fiscal Year 2008-09,
to over 100 linear feet Fiscal Year 2009-10 (Resolution No. 2009-180 was adopted on
September 9, 2009 authorizing the destruction of certain records retained by the Finance
Department).
Information Accessibility through the Digital Records Initiative by:
Provided a fully updated online, text searchable, and downloadable version of the Elk Grove
Municipal Code to the City website;
Added 23 City Council meeting video webcasts to the City website;
Added 56 sets of Closed Caption transcription notes to the City website;
Posted Fair Political Practices Commission filings to the City website (607 Campaign
Disclosure Statements covering 1999 through 2009, and 102 Statements of Economic
Interest covering 2009 and 2010);
Implemented and administered Intranet workflow tracking of: 1) Agenda Preparation,
2) Contract Processing, and 3) Public Requests for Information Tracking;
Conducted test conversion of the City Clerk digital record archive (PaperVision) into the
consolidated, City-wide digital record archive system (Real Vision Imaging).
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Governance 101-1400
CITY CLERK
Comprehensive Policy and Procedure Manual:
Created and updated over 50 department policies/procedures and presented two policies for
Council Approval (Resolution No. 2009-238 was adopted on December 9, 2009
implementing a policy governing the receipt and distribution of tickets and/or passes, and
Resolution No. 2010-24 was adopted on January 27, 2010 regarding the conduct of City
Council meetings and amending the rules of procedure);
Streamlined pagination and compilation of electronic staff reports, reducing production
process steps in half.
34
Governance 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 1,505,782 1,483,956 1,373,680 1,250,911 (233,045)
Transfers - - - - -
Expense Total 1,744,202 1,735,207 1,585,630 1,539,911 (195,296)
POSITION LISTING
Authorized Funded
1500 Accounting Manager 1 1 1 0
1500 Accounting Technician 4 5 4 -1
1500 Customer Service Specialist 3 1 1 0
1500 Finance Analyst 1 1 1 0
1500 Director of Finance & Admin Services 1 1 1 0
1500 Payroll Technician 1 1 1 0
1500 Purchasing Agent 1 1 1 0
1500 Purchasing Manager 1 1 1 0
1500 Senior Customer Service Specialist 1 1 1 0
1500 Senior Administrative Assistant 1 1 1 0
1500 Senior Accountant 1 1 1 0
1500 Finance Total 16 15 14 -1

14.0 FTEs
Finance supports the City Council, management, and other departments with financial planning and
administration, cash management, accounting and reporting, payroll processing, purchasing, and cash receipting.
Budget Issues:
One Accounting Technician position will be converted to a Sr. Customer Service Specialist and transferred to
the City Manager‘s Office. The Budget function will also be transferred to the City Manager‘s Office.
The Finance budget includes $226,500 in professional services for audit services, technical financial services
consulting, and support to the Council audit committee.
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Governance 101-1500
FINANCE
Audit utility user tax remittances for compliance

Implement utility billing cash flow controls: applications, deposits, lifeline rate and service suspension
Assist with new facility and program planning by providing feasibility analysis and financing alternatives
Identify and implement strategies to maximize paperless solutions

Number of payrolls processed without errors 24 26
Percentage of debt payments made on time and in 100% 100%
compliance
The Finance Department will also track:
Monthly cash reconciliations completed within 30 days of month‘s end

Investment Portfolio Return to Market
100% external funding requisitioned within 30 days of period end
Supported the negotiation of the first Memorandum of Understanding with the Elk Grove Police Officers
Association
Supported Internal Audit consultant‘s review of Public Works
Developed employee step plan pay structure
Implemented paperless business license processing
Implemented paperless payroll distribution
Encouraged vendor migration from paper checks to electronic payments
Supported implementation of the citywide Travel Policy
Provided fiscal analysis for the Transfer Station Long-Range Planning and Household Hazardous Waste
projects, including preparation for debt financing and modeling impacts to ratepayers
Prepared five-year forecasts for the General Fund
Administered delinquent Mello-Roos special tax accounts per bond covenants, including collection
demand process, continuing disclosure obligations and advancement to judicial foreclosure
Provided fiscal analysis for various operational improvements and proposed capital projects
Published second Annual Financial Report to the Community summarizing technical document
Received GFOA awards for Budget and CAFR
Conducted in-house accounting, purchasing and budgeting training
Participated in regional fiscal officers meetings to foster relationships and sharing of information
Supported the Council Audit Committee
36
Governance 101-1600
HUMAN RESOURCES
MISSION
To provide excellent customer service by strategically partnering with City departments and facilitating to
effectively recruit, retain, develop, compensate, manage and lead a diverse and innovative City workforce that is
committed to excellence.
BUDGET SUMMARY

Compensation 461,614 398,481 212,398 596,725 198,244
Expense Total 667,504 547,671 321,160 709,295 161,624
POSITION LISTING
Authorized Funded
1610 Management Analyst 1 1 1 0
1600 Human Resources Director 1 1 1 0
1600 Human Resource Specialist 1 1 1 0
1600 Hum an Resources Total 4 4 4 0

4.0 FTEs
The Human Resources Department is responsible for providing the City with well-trained and motivated
employees by maximizing employee potential through proactive employee relations and development. The
Human Resources Department serves to promote the development, well-being and success of employees in the
various departments within the City, and to advise the City‘s Executive Team, managers and supervisors in all
aspects of human resource management. Its 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 sessions; 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.
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Governance 101-1600
HUMAN RESOURCES
Budget Issues:
Human Resources commits to excellent levels of service to employees and the public with a status quo budget for
employee related expenses.
Total overall operating expenditures have been reduced by $54,055.00 from the 2009-2010 FY.
The Human Resources Analyst position will be filled at the Human Resource Specialist level to better
meet the needs of the department.
The City‘s workers compensation program will be administered in the Human Resources Department,
rather than in Risk Management with no need for departmental budget expansion.
The City‘s employee wellness program will be administered in the Human Resources Department, rather
than in Risk Management with no need for departmental budget expansion.

Develop an efficient and effective organization with a regional perspective
Revise City Personnel rules and Regulations to update them with current public sector best practices for
human resource management and current employment laws.
Ensure city is in regulatory compliance in all areas of Human Resources.
Develop and enhance training opportunities for staff citywide.
Develop an effective New Hire Orientation Program.
Number of polices developed and/or revised

Percentage of the Personnel Rules and Regulations updated
Number of trainings provided
Number of staff trained
Percent of staff trained who found the training to be beneficial to their work or professional development.
Percent of employees satisfied with working for the City of Elk Grove
Percent of employees who feel ―engaged‖ to the City‘s overall mission
Percent of employees who feel valued as an employee with the City
EGPOA labor agreement - Worked collaboratively through the collective bargaining process to complete
the City‘s first labor agreement with the EGPOA.
Deferred Compensation Plan - Modified the City‘s deferred compensation plan to comply with Internal
Revenue Code changes.
Administrative Policy Development - Led a cross departmental Administrative Policy team
o Developed an effective procedures process
o Created consistency in the format of all citywide administrative policies
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Governance 101-1600
HUMAN RESOURCES
o Created intranet file storage for easy accessibility to all staff

o The Team Effectively developed six (6) Administrative Policies
 Computer Use Policy
 Vehicle Use Policy
 Email Policy
 Social Media Policy
 Identity Protection Policy
 Employee Travel & Expense Policy
 Furlough Leave Policy
Ensured all staff reviewed newly developed policies
Return to work Program - Collaborated with risk management staff to document a Return to Work
program for work and non-work related injuries.
Recruitments - Successfully recruited and filled 14 positions within the City.
Class and Compensation Study - Completed Classification and Compensation Analysis.
City Wide Training - Enhanced city wide training
Developed a citywide training schedule
Rolled out ―Prevention Link‖ online training program city wide
o Computer Use Policy – 261 Staff trained
o Vehicle Use Policy – 261 Staff trained
o Harassment Awareness – 193 Staff trained
o AB 1825 Sexual Harassment Supervisor Train. – 11 Supervisors trained
Joined Liebert Cassidy training consortium to cost effectively provide training to staff on a variety of topics
o Advanced FLSA – 7 Staff trained
o Public Agencies During Lean Economic Times – 11 Staff trained
o The Most Important Part of the Hiring Process - 1 Staff trained
o Discipline: Putting It Into Practice – 7 Staff trained
o Discipline and Harassment Investigations - 4 Staff trained
o Labor Relations: The Meet and Confer Process – 2 Staff trained
39
Other programs 101-1900
NONDEPARTMENTAL
BUDGET SUMMARY

Compensation - 56,100 45,000 - (56,100)
Operating Expenses 2,641,771 247,000 392,000 243,515 (3,485)
Debt Service - - - - -
Transfers 1,117,000 2,873,388 2,873,388 4,336,104 1,462,716
Expense Total 3,758,771 7,967,988 8,101,888 8,547,085 635,197
PROGRAM DESCRIPTION
The non-departmental section includes appropriations that are not directly attributable to any one
function.
Internal Service Fund Allocation $3,967,466
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 Mgmt - Risk Mgmt - Geographic

Information
General Fund Balance Facilities Fleet Information Total
Technology
Liability Draw Systems
City Council $ 27,460 $ (14,141) $ 25,829 $ - $ 76,928 $ 5,003 $ 121,078

City Manager 15,692 (8,081) 20,663 - 51,285 3,336 82,894
City Attorney 19,614 (10,101) 25,829 - 64,106 4,169 103,617
City Clerk 15,692 (8,081) 25,829 - 64,106 4,169 101,715
Finance 62,766 (32,323) 82,651 - 217,962 22,672 353,727
Human Resources 15,692 (8,081) 20,663 - 64,106 4,169 96,548
Police 976,791 (503,030) 687,568 1,423,112 66,936 288,097 2,939,475
Code Enforcement 31,382 (16,161) 11,979 31,972 102,571 6,670 168,413
Subtotal GF $ 1,165,089 $ (600,000) $ 901,010 $ 1,455,084 $ 708,000 $ 338,283 $ 3,967,466
Draw on ISF Reserves (600,000) - - - -
$ 565,089 $ 901,010 $ 1,455,084 $ 708,000 $ 338,283 $ 3,967,466
40
NONDEPARTMENTAL
Special Events $143,515

The City of Elk Grove supports many community events throughout the year. In-kind services and funds from
multiple departments are captured in this non-departmental division. Supported events include:
Harvest Festival Santas & Sirens

Dickens Faire/Santa Parade School parades
Old Town Elk Grove special events Spotlight Elk Grove
Red, White & Blue Strauss Festival
Run 4 Independence Western Festival
Safety Fair Veterans Day Parade
Transfers Out $4,336,104

The General Fund makes transfers to other funds for overhead and operating purposes, as follows:
Transfer To Purpose Amount

102 Fund capital equipment replacement $ 293,300
105 Initial funding for economic development incentive program $ 600,000
245 Initial funding for Redevelopment Agency $ 550,000
295 Operations subsidy $ 798,200
295 Overhead allocation $ 129,583
295 Cover prior year deficit $ 1,000,000
295 Hazardous incident response $ 75,000
501 Utility Rate Assistance program $ 100,000
511 Transit overhead and ISF subsidy $ 790,021
$ 4,336,104
Contingency $100,000
The $100,000 Contingency Funds is available for unexpected needs or events that may arise throughout the
fiscal year.
41
REVENUE NEUTRALITY
BUDGET SUMMARY

Operating Expenses 7,588,135 6,348,500 6,220,000 5,875,000 (473,500)
Expense Total 7,588,135 6,348,500 6,220,000 5,875,000 (473,500)
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 the first half of Elk Grove‘s ten years of
cityhood, 90% of property taxes were transferred. 85% was transferred in the latter half. Now, in FY‘s 2010-
2015, 80% will be returned to the County.
42
COMMUNITY SERVICE GRANTS
BUDGET SUMMARY

Expense Total 147,113 298,000 300,160 320,000 22,000
PROGRAM DESCRIPTION
City Council Committee for the Arts $20,000
The City Council-appointed Committee for the Arts locates and recommends specific pieces of art to be installed
at City-owned facilities, provides recommendations to the City Council for arts and entertainment within the City,
and dialogues with regional and local entities interested in arts and entertainment.
City Council Community Service Grants $300,000
Awards granted by the City Council to organizations to fund activities for the betterment and improvement of the
community.
COMMUNITY SERVICE GRANT REQUESTS
FY10 Funding FY11 Funding FY11 Funding

Organization Activity Description
Awarded Requested Adopted
Provide low cost spay/neuter and

Animal Rescue
vaccinations for 500 cats and initiate $ 2,500 $ 25,500 $ -
League
educational campaign.
Provide hot home-delivered meals five
Asian Community days per week to homebound seniors
$ 22,595 $ 37,365 $ 22,595
Center and provide five frozen meals one day per
week to homebound Elk Grove seniors.
Chicks in Crisis/Parenting and life skills training,
Empowering pregnancy and HIV testing, teen $ 10,000 $ 60,000 $ 10,000
Relationships Inc.
pregnancy support.
A collaboration of three non-profit
Community Action organizations to provide counseling,
$ - $ 15,000 $ -
Partnership training, and mentoring to at-risk youth
ages 12-24.
In partnership with Playground Partners,
Consumnes Legacy this is a multi-year project to resurrect
$ - $ 38,000 $ -
Foundation Pirates Island Playground in Elk Grove
Regional Park.
43

Provides a new Football, Cheer &

Marching Band program for youths 6 to
Consumnes Oaks Jr. 14 years of age, and an annual ―NFL
Wolfpack Football & Skills Camp‖ at Cosumnes Oaks High $ - $ 88,230 $ 8,000
Cheer Inc School. Promotes affordable football and
cheer programs, and activities to replace
recent program cuts.
Create a website that will meet ADA
Elk Grove Adult accessibiity standards to expand the
$ 15,000 $ 3,200 $ 2,000
Community Training visibility of services and programs for
people with developmental disabilities.
Funds EGUSD High School Art contest
for the 6th yr. Open to all high school
Elk Grove Artists,
juniors/seniors; encourages students $ 2,500 $ 5,000 $ 2,500
Inc.
showing a heightened level of artistic
talent regardless of academic standing.
Hosts both the Pacific South West 9U
and 10U regional tournaments at the
Elk Grove Cal Kloss Complex inside Elk Grove Park,
Ripken Baseball bringing in thousands of people. This will $ - $ 10,000 $ 5,000
League have a benefit to Elk Grove restaurants,
hotels and stores. Funding will pay for
fees to host the tournament and
equipment.
Proposes to add 14 food bank plots to
the community garden, which provides
Elk Grove the EG Food Bank with a source of
Community Garden fresh, organic produce. The new phase
$ 3,800 $ 7,029 $ 3,000
and Learning would provide a larger children‘s garden
Center to educate children on the importance of
eating healthy foods and taking care of
the environment.
Develops a free program of fine art
lectures. Funding will be used for
presenter fees and promotion of the
Elk Grove Fine Arts
event. The fee of $2,000 per lecture will $ - $ 12,000 $ -
Center
enable EGFAC to invite high profile
speakers to lecture on topics of interest
to the community.
Provides programs and services to
low/moderate income persons, focusing
on rising needs of children and seniors.
Elk Grove Food
Includes Food Closet, Clothes Closet, $ 25,000 $ 58,800 $ 33,000
Bank Services
Helping Hand, Support Works for
Women and Mobile Pantry. Focus on
rising needs of children and seniors.
Provide ADA accessibility to the historic
Elk Grove Historical
Rhoads School House in Elk Grove Park $ - $ 12,355 $ -
Society
with the construction of a concrete ramp.
Provide youth crime prevention

Elk Grove Police programs; involve youth at risk with no
$ 37,010 $ 148,275 $ 38,000
Activity League cost sports, education and recreational
activities.
44

Mentoring program for high school-age at-

risk youth. Those who complete the
Elk Grove Rotary $ - $ 20,000 $ 1,000
program are awarded a $5,000
scholarship.
Provide after school services such as
Elk Grove Teen interviewing, job readiness, etiquette and
$ 36,000 $ 100,000 $ 38,000
Center personal development skills, mentoring
relationship building, counseling, etc.
Veterans Day parade on November 22,
Elk Grove Veterans 2010 to honor our military veterans of all
$ 2,000 $ 2,000
Day Parade branches of service as well as Police,
Firefighters, Paramedics, etc.
Elk Grove Western Two-day annual community event at Elk
$ - $ 2,000
Festival Grove Regional Park.
Provide fair housing services to Elk
Human Rights Fair
Grove residents, including telephone
Housing $ 15,000 $ 38,515 $ 15,000
hotline, landlord-tenant workshops, and
Commission
investigation of complaints.
Provide parents/guardians with the skills
People Reaching and support needed to assist their
$ - $ 35,262 $ -
Out, Inc. children to be successful in the
community, their schools, and at home.
Provides children and adults with special

needs a safe, educational and
Project R.I.D.E. Inc. recreational equine experience to enrich $ 16,650 $ 38,250 $ 16,910
their physical and emotional
development.
Community Outreach Program for
spay/neuter education. Funds will assist
with advertising and fund continued
rescue efforts for the growing number of
Sister's Animal
abandoned animals due to foreclosures, $ - $ 10,000 $ -
Sanctuary Inc.
and educating the public on medical
emergencies, re-homing their pets, and
stray or feral animals in their
neighborhood.
The FTC‘s Procurement Assistance
Program promotes economic
development by helping small
businesses learn to sell their products to
The Federal all levels of government. All small
$ 5,000 $ 5,000 $ 5,000
Technology Center business in Elk Grove are eligible for free
training courses and workshops related
to government contracting, counseling to
meet individual business needs, contract
administration.
Provide staffing and operations support
to the Elk Grove Senior Center including
The Senior Center
offering the congregate dining program $ 99,995 $ 112,000 $ 99,995
of Elk Grove
that provides nutritious meals five days
per week.
Provides the Elk Grove community and
The Strauss Festival greater Sacramento with a free annual
$ - $ 15,000
of Elk Grove festival featuring the works of Johann
Strauss.
Total $ 293,050 $ 898,781 $ 300,000
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MISSION
The Elk Grove Police Department is a premier public safety agency. Our basic mission is to improve public safety
by reducing the fear of crime and disorder through enforcement, education, and vigilance. We are dedicated to
continuing an open, proactive, and creative environment with our many community partners in this effort. We
maintain the public trust through integrity, diversity, and excellence in our programs, our social actions, and in our
most valuable asset, our employees.
BUDGET SUMMARY

Compensation 24,402,680 24,073,335 23,045,471 23,850,447 (222,888)
Operating Expenses 2,478,779 2,652,782 1,866,695 3,162,702 509,920
Capital Outlay 747,546 - 9,800 - -
Debt Service 54,737 - - - -
Expense Total 27,683,742 26,726,117 24,921,966 27,013,149 287,032
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POSITION LISTING
Authorized Funded
Police Chief 1 1 1 0
Captains 1 2 2 0
Captain 0 U U 0
Lieutenants 7 6 7 1
Sergeants 18 18 17 -1
Police Officers 99 98 98 0
Total Sw orn 126 125 125 0
Administrative Assistant 6 6 7 1
Administrative Assistant (Senior) 1 1 1 0
Animal Services Officer 3 3 3 0
Animal Services Supervisor 1 1 1 0
Community Services Officer 11 11 11 0
Crime Analyst 1 1 1 0
Crime Prevention Specialist 1 1 1 0
Customer Service Specialist 1 1 0 -1
Dispatcher 18 18 18 0
Dispatch Supervisor 3 3 3 0
Forensic Investigator 3 3 3 0
IT Analyst 1 1 1 0
IT Analyst (Sr.) 3 3 3 0
IT Manager 1 1 1 0
Management Analyst 1 2 2 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 6 8 8 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 2 0
Security Officer 2 2 2 0
Subtotal Non-Sw orn 72 75 75 0
Police Total 198 200 200 0
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PROGRAM DESCRIPTION
Administrative Services $ 4,601,908
The Administrative Services Division provides executive, management, and logistical support to the Elk Grove
Police Department (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 the 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 the 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 the development and oversight of the Elk Grove Police Department‘s
overall budget. Finance provides financial management and support services to other service areas
within the Police Department and works closely with other City departments. Additionally, the Finance
unit provides coordination and evaluation of all fiscal activities including: budget, purchasing, facilities,
cost recovery, special events, and grants.
Information Technology
Information Technology (IT) serves the Police Department‘s mission by providing integrated computer
systems and data, negotiating and managing information technology related contracts, and technology
support. The IT unit is a lead and active partner in regional data-sharing networks and is dedicated to
providing quality service through teamwork, partnerships, and developing team and individual strengths.
Public Information
The Public Information Officer‘s role is to provide information on 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; maintenance of policies which are legally current and represent the best law enforcement
practices available.
Training Manager
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The Training Manager organizes, processes, develops, and monitors all mandated and compulsory
training; creates cost effective, innovative, and useful training; and seeks out other valuable training
opportunities.
Off-Duty Program
The Off-Duty Program Coordinator maintains a program for the business community to utilize uniformed,
off-duty personnel for specialized police security purposes.
Reserve Program
The Reserve Program maintains and utilizes a team of reserve officers to provide additional support and
expertise as needed.
Budget Issues
Reflects a decrease in funding from US Department Homeland Security Urban Area Security Initiative
(UASI) grant
Animal Services transferred from Neighborhood Services to the Police Department
Field Services $ 11,682,289
The Field Services Division provides basic call response and police patrol services to the City of Elk Grove,
including emergency incident response, routine call response, traffic and vehicle enforcement, and collision
investigation. Personnel assigned to the Field Services Division also conduct law, ordinance, and regulation
enforcement, as well as preliminary crime scene investigations, nuisance and criminal investigations, and
proactive patrol activities.
The Field Services Division consists of the following sections:
Patrol Services (Dayshift, Swingshift, Graveyard)
Patrol is the largest component of the Field Services Division and includes 3 lieutenants, 8 sergeants, 53
patrol officers, and 10 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, providing
emergency services, and the reporting of information to appropriate organizational components.
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 on Elk Grove‘s streets safe
through enforcement, education, and engineering. The Traffic Bureau consists of 1 lieutenant, 2
sergeants, 10 motor officers, 2 commercial enforcement officers, 2 traffic investigators, and 1 part-time
administrative assistant. The Traffic Bureau manages the Red Light Camera Program and in FY09-10,
one additional red light camera system was installed at an Elk Grove intersection. There are now four of
these enforcement systems operating in the City. The Traffic Bureau also manages several traffic safety
grants funded by the Office of Traffic Safety and other sources. The Traffic Bureau is also involved in
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community outreach programs with local high schools, Union Pacific Railroad, the Every 15 Minutes
Program, National Night Out, and the Sacramento Youth and Alcohol Coalition.
Canine Unit
The Canine Unit is comprised of 6 sworn canine handlers and their canine partners. Each handler is
assigned a specific shift in patrol and works under the supervision of a patrol sergeant and lieutenant.
This program is an essential element to a successful police agency by significantly reducing the amount
of time an officer spends on calls for service, particularly associated with the dog‘s ability to track, locate,
and apprehend people. The Canine Unit also reduces officer safety risks, risks to the public at large, and
provides community outreach as a conduit to educate the public in the use of canines in law enforcement.
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 1 lieutenant, 2 team leaders, and 15 operators. The Hostage
Negotiations Team has 10 members and its duty is to act in concert with the SWAT Team to resolve
critical incidents. There are 5 tactical dispatchers who work at the scene of a critical incident to gather,
document, and provide information for the different components of the Crisis Response Unit. Tactical
medics provide emergency medical care to those who may be injured in a critical incident.
Budget Issues
Office of Traffic Safety STEP Grant will end September 30, 2010
UC Berkeley Click It or Ticket Grant will end September 8, 2010
UC Berkeley Sobriety Checkpoint Grant will end September 8, 2010
AVOID the 15 DUI Grant will end September 30, 2010
Investigative Services $ 7,285,941
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 aiding in the 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. General investigators 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 attached to the Central Valley
Hi-Tech Task Force (part-time basis) and is also responsible for all computer forensics.
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Narcotics Unit
Narcotics detectives are responsible for investigating those individuals who participate in the sales,
possession, and creation of illegal drugs. These detectives are also responsible for undercover drug
operations, handling of informants, drug related search warrants, and case presentation to the District
Attorney‘s Office. This unit also handles vice related crimes and asset forfeiture investigations.
Street Crimes Unit
Street Crimes detectives are primarily responsible for dealing with those individuals that have been
identified as gang members or those who choose to follow a gang lifestyle pattern. They work proactively
throughout the City to identify gang members, 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 handle 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 items of evidence. Forensic Investigators take both still
photographs and video to document a crime scene and are often called to testify in court regarding the
collection and preservation of evidence.
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, preventing and
suppressing criminal activity, aiding the investigative process to increase the apprehension of criminals,
and assisting in clearing cases.
Community Resources
Volunteers
Police volunteers are an integral component of customer service delivered at our Service Center. These
volunteers greet the public, take reports, consult with citizens in need of assistance on a variety of topics,
and assist with special department projects. Volunteers also provide support in the field by conducting
vacation house checks, performing graffiti and illegal signage abatement, collecting and returning illegally
dumped shopping carts from city streets, and performing other duties which provide assistance to officers
in the field. Volunteers additionally provide administrative support to the department by staffing the Police
Administration reception counter during regular business hours. In total, police volunteers provide well
over a thousand hours of service to the community over the course of a year.
Problem Oriented Policing (POP)/Youth Services Unit
POP Officers are responsible for working closely with residents to improve the quality of life in city
neighborhoods. These officers work with Community Enhancement, Animal Control, and our VIPS
(Volunteers in Police Service) to investigate neighborhood complaints and resolve complex, and often
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chronic, neighborhood problems. Utilizing a team approach, City staff makes use of all available tools
and resources to advance the Department‘s commitment to community policing. POP Officers form
partnerships with residents and business operators, allowing for a free flow of information leading to more
effective communication and problem solving. Ultimately, this in-depth analysis of problems and effective
utilization of resources in problem solving leads to a positive impact on quality of life issues for our
citizens.
The Youth Services Unit focuses on matters affecting and involving the youth of Elk Grove. These
officers work closely with city schools and School Resource Officers to identify and resolve youth related
issues. These officers coordinate curfew/truant sweeps and conduct operations targeting the illegal sales
of alcohol and tobacco to minors. Youth Officers work very closely with the Police Activities League
(PAL) and assist with the Department‘s Police Explorer Program.
Crime Prevention Unit
The Crime Prevention Specialist is responsible for working with residents and business owners to prevent
crime throughout the City of Elk Grove. The primary programs for Crime Prevention are Neighborhood
Watch, Business Watch, Crime Free Multi-Housing, and National Night Out. The Crime Prevention
Specialist coordinates Neighborhood Watch and attends many of their meetings. Crime Prevention is
also responsible for reviewing building plans to ensure the proper application of Crime Prevention
Through Environmental Design (CPTED) principles.
Animal Services
Animal Services Officers patrol the streets within City limits for loose or stray animals; investigate calls
from citizens on reported abuse or neglect of animals; and investigate reports of animal bites, dangerous
and vicious animals, and barking complaints. Officers provide education and enforcement of all City
ordinances and state laws as they pertain to animal control and investigate calls from citizens on
reported abuse or neglect of animals. In addition, the City contracts with the Sacramento Society for the
Prevention of Cruelty to Animals (SSPCA) for shelter services. The SSPCA offers pet adoptions, low
cost spay and neuter programs, low cost vaccination and microchip clinics, and dog behavioral classes.
Support Services $ 3,443,011
The Support Services Division answers incoming emergency and routine calls for police services from the public;
provides dispatch support for field personnel to respond to calls for service; collects, maintains, and disseminates
police-related records and information; and collects, maintains, and manages all evidence and personal property
coming into possession of the agency in the course of its business.
The Support Services Division consists of the following sections:
Dispatch Bureau
The Dispatch Bureau uses state-of-the-art equipment to operate the 911 Dispatch Center. Dispatchers
process emergency and routine calls for service in the Dispatch Center as well as communicate with Elk
Grove Police field units via radio and mobile data computers. In addition to law enforcement,
Communications provides dispatch support for Animal Services and Code Enforcement.
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Property and Evidence Bureau
The Property and Evidence Bureau is responsible for custody of a wide variety of property including
personal property held for safekeeping, found property, and physical evidence associated with a crime.
The main duty is to maintain the integrity and condition of all property received ensuring it is not
compromised for court exhibit or damaged before it is released to its rightful owner. All property received
must be documented in a case file, along with the strict maintenance of chain of custody records,
documenting all movement of the property from the time it is received until its final release, disposal, or
other disposition.
Records Bureau
The Records Bureau securely maintains, disseminates, and protects the official law enforcement records
of the City of Elk Grove. In addition to other duties, Records Technicians complete District Attorney
Packages, requests for reports and CAD call printouts, backgrounds, and answer phone calls from
citizens and the law enforcement community. The staff coordinates the City‘s alarm permits and
processes false alarm statements, as well as maintaining and coordinating Parking Citation enforcement.
Staff also provides assistance to employees and citizens with official law enforcement records.
The Service Center is part of the Records Bureau and is operated during normal business hours. Staff in
the Service Center includes Security Officers, Records Technicians and Volunteers who conduct
business at the public counter and by telephone; assisting the citizens of Elk Grove with a variety of
issues and problems. Non-priority reports are taken in person or by telephone. The Service Center
provides assistance ranging from having a ticket signed off to releasing vehicles from storage/impound.
In addition, Security Officers are responsible for maintaining security and access systems and for
providing specialized security at the city /police campuses.
Budget Issues
Update of Dispatch Manager/Supervisory command structure
Appropriately and expeditiously respond to calls from the public for police services
Increase community safety by providing proactive enforcement and education (enhanced by
CrimeReports.com)
Identify beats and subsectors warranting high visibility patrols; encourage and oversee active policing
through regular patrols and citizen contacts to provide increased public safety
Utilize resources such as Gang and Narcotic detectives, POP and Traffic officers to supplement patrol as a
deterrent against crime and disorder (consistent in-progress arrests for serious felonies such as robbery and
burglary)
Identify beats warranting community outreach; provide education and presence through beat officers and
other associated resources including: Traffic officers, Code Enforcement and POP officers
Expand utilization of our Domestic Violence Response Team (DVRT) to better serve the victims/survivors of
domestic violence and sexual assault
Create and foster relationships with community groups to educate and partner in the prevention of gang and
gang pattern violence in our community through education and presentations
Continue and further develop POP officer programs such as Crime Free Housing and Juvenile Diversion
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Develop timely and appropriate intelligence related to criminal enterprises and individuals and direct to
appropriate investigators
Improve service provided to the residents of Elk Grove through call answer times, wireless 911 call routing,
911 community education and quality assurance.
Maintain a high degree of professionalism by conducting timely and quality personnel complaint
investigations; continue to monitor high risk activities and prevent unnecessary liabilities
Provide reliable and accurate information on the preparation and monitoring of the annual PD budget and
Capital Improvement Projects
Participate in community events, Neighborhood Watch meetings, and conduct 911 for Kids presentations at
local elementary schools
Add processes to the quality assurance program to receive feedback from citizens regarding their interaction
with staff
Records will complete all requests within 5 days of receipt
Provide efficient and effective training opportunities; continue to satisfy all mandated training
The Street Crimes Unit will participate in regional operations in which criminal intelligence will be shared,
probation/parole compliance checks will be conducted, and arrests will be made where appropriate
Detectives will attend regional robbery, auto theft, and other such meetings to ensure timely sharing of
information related to crime in the general area
Work with CHP and the State DGS 911 Office to review cell sector routing so that wireless 911 calls
originating in the City are routed to EGPD by participating agencies in the RED (Routing on Empirical Data)
Project being conducted by the State
Support Services staff will attend and/or host regional training and meetings pertaining to 911 services,
communications interoperability, emergency preparedness, Records/Service Center processing and Property
& Evidence functions to ensure consistent and effective sharing of data and/or work processes
Support Services
Measure FY09 Actual FY10 Estimate FY11 Target
Answer 90% of 911 calls within 10 seconds 96.50% 97.70% 97%
Answer 90% of non-emergency calls within 15 seconds
91.60% 92% 92%
Investigations
# of Domestic Violence
community presentations and
counseling meetings N/A 110* 121
*Reflects 10 months actual and 2 months estimated
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Field Services
50% avg 51% avg
Respond to 90% of Priority 1 calls within 5 minutes 90%
5.89 min 5.62 min
56% avg 56% * avg
Respond to 90% of Priority 2 calls within 10 minutes 90%
11.9 min 11.33 min
Increase DUI arrests by 10%
259 328** 400
towards a goal of .8 of estimated
(.29) (.41%) (.45%)
licensed drivers
*Statistics are for calendar 2009
** As of 5.19-2010
Administrative Services
Maintain an accurate inventory for all IT equipment

Complete at least 60% of all complaint investigations within 60 days
Complete at least 40% of all complaint investigations within 30 days
Provide training and continuing education that meet or exceed P.O.S.T. standards to department
employees
Field Services
Schedule and attend quarterly beat meetings to identify concerns regarding safety and crime prevention
Continue to obtain and analyze data to aid in the deployment and prioritization of department resources
Automate collection of performance statistics and monthly reviews
Increase Field Services DUI arrests by 10% toward a goal of .8% of estimated licensed drivers (2008
measure was .33%)
Reduce alcohol and speed related injury and fatal collisions through enforcement and education by 10%
Additional performance measures for Field Services will be developed during FY 10-11 to be
implemented in FY 11-12
Investigative Services
Increase community stakeholder awareness and reduce property crime victimization through crime
analysis by issuing internal and external informational bulletins and making community presentations
Respond to neighborhood complaints about gang and narcotics issues to reduce their community impact
and to improve the quality of life for residents
Increase outreach and domestic violence prosecution services to victims by increasing the number of
counseling meetings and community presentations by 10%
Continue community outreach and public participation programs such as the Citizen‘s Academy, Coffee
with a Cop, National Night Out, and community beat meetings
The Street Crimes Unit will work toward mitigating the influence of violent crime within the city by
participating in 3-5 regional operations in which criminal intelligence will be shared, probation/parole
compliance checks will be conducted, and arrests will be made where appropriate
Maintain an average clearance time of 45 days or less on cases assigned to detectives for follow-up
investigation
55
101-2200
POLICE
Support Services
Answer at least 90% of 911 calls within 10 seconds in Dispatch

Answer at least 90% of non-emergency calls within 15 seconds in Dispatch
Continue to process all property in intake by the end of the business day and respond to all inquiries for
property on the same day
Continue to improve the purge rate to mitigate space limitations and backlog
Continue to provide excellent customer service in Records and Service Center by call answering,
handling of requests/inquiries and data management
ACCOMPLISHMENTS
Red Light Camera program expanded by one intersection
With the addition of the intersection at Bruceville and Elk Grove, the number of violations recorded at
existing camera monitored intersections is decreasing over time, indicating compliance and program
effectiveness
Field Services increased DUI enforcement by 36%
The average number of DUI arrests by Field Services grew to 30/month. This increase is accompanied
by a decrease of alcohol related injury accidents of 25%. There have been no alcohol related fatal
collisions this fiscal year
Traffic Bureau increased moving violation citations by 9%
This increase is accompanied by an increase in speed related injury collisions of 8%. There were no
speed related fatal collisions this fiscal year
A new Juvenile Diversion program was launched by the POP Unit. The program is designed to give first
time, non-violent juvenile offenders an opportunity to atone for their behavior without being channeled into
the already impacted Juvenile Justice System
While seeing a drop of 6.5% in items received, the Property & Evidence Bureau increased the purge rate
of property by 75% over the previous year, from 2,753 items in 2008 to 4,821 items in 2009. This was
accomplished primarily by streamlining the disposition policy with detectives and researching cases from
2006 for clearance
Increased the amount of money transferred to the Department of Revenue Recovery by 50.8%, from
$2,822.55 in 2008 to $4,258.94 in 2009. These funds recovered help to cover court mandated
fees/fines/restitution costs incurred by the prosecution of crime

Administrative Services
Performed several replacement infrastructure installations, including computers, in-car video and servers
Police Fence Project was completed under budget
56
101-2200
POLICE
Field Services
Completed Office of Traffic Safety Street Racing Grant

K-9 unit on-viewed 1156 events, made 25 arrests, apprehended 32 suspects, and participated in 32
community demonstrations
The Crisis Response Unit responded to 10 incidents; including assistance to other Elk Grove Police units,
such as narcotics and gangs in carrying out high risk duties, and support to neighboring agencies,
including a regional incident involving the California Department of Justice
The Red Light Camera program was increased by one intersection in 2010
Beat meetings continued in the community to identify concerns regarding safety and crime prevention
Crime Analysis continued to work in coordination with patrol to analyze data and aid in the deployment of
field resources. A computer resource (CrimeReports.com) was initiated to enhance this function
Field Services performance statistics were initiated, automated and reviewed monthly
Investigative Services
POP Unit initiated a new Juvenile Diversion program in order to provide first time, non-violent minor
offenders with an opportunity to change their paths, atone for their actions and relieve pressure on the
already impacted Juvenile Justice System
The Gang Unit continued its proactive efforts toward making the City of Elk Grove a safer place by
conducting approximately 500 contacts, 280 searches and making 125 arrests
The Domestic Violence Response Team (DVRT), a team made up of domestic violence advocates and a
police detective, worked together to better serve victims of domestic violence in Elk Grove. The DVRT
conducted 30 counseling sessions and approximately 80 domestic violence presentations in Elk Grove
The Crime Prevention Unit facilitated 35 National Night Out Celebrations throughout Elk Grove and made
over 40 Neighborhood Watch presentations
Forensics responded to crime scenes to document, search for and collect evidence that links suspects
and crimes
Support Services
Dispatch continued to meet the State standard for answering at least 90% of 911 calls within 10 seconds;
97.3% of 911 calls received by the Dispatch Center were answered within 10 seconds
92.1% of non-emergency calls were answered within 15 seconds in the Dispatch Center
Property & Evidence continued to process intake of all items on the same day as received
With the addition of the signature pad to capture electronic versions of signatures for chain of custody
records, all major Property & Evidence related functions of the Records Management System are fully
operational
The responsibility for day to day operation of the Service Center was successfully transitioned from
Community Resources to the Records Bureau. The Records Bureau is now responsible for the daily
operation and all assistance provided within the Service Center. The goal was to improve upon an
already high level of customer service, while assigning the Volunteer Coordinator to a role which focuses
solely on coordinating the VIPS Program
57
101-3120
GENERAL FUND PLANNING
BUDGET SUMMARY

Transfers - 750,000 750,000 613,000 (137,000)
Expense Total 10,504 780,000 780,000 653,000 (127,000)
PROGRAM DESCRIPTION
Planning Commission $40,000
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 $613,000
The General Fund supports the Development Services Fund in the provision of advanced planning for the City.
Advanced planning activities may include General Plan and zoning code amendments, sphere of influence, South
Sacramento Habitat Conservation Plan, Council-appointed historic preservation and trails committees, market
studies, climate change planning, Old Town SPA triennial review, and community development.
58
101-3540
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 542,580 637,886 583,284 606,742 (31,144)
Expense Total 634,683 772,504 645,069 691,017 (81,487)
POSITION LISTING
Authorized Funded
3540 Code Enforcement Field Insp 3 5 5 0
3540 Code Enforcement Manager 1 1 1 0
3540 Code Enforcem ent Total 6 8 8 0

8 FTEs
The Code Enforcement Division enhances the appearance and quality of life in Elk Grove through educating the
public to adhere to the standards set forth in the Municipal and Zoning Code. The division focuses on concerns
regarding unsafe, 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.
Budget Issues
$2,000 for overtime expenses has been allocated to provide on-call services, call-outs during the evening
hours and lecture at the Citizens‘ Academy to educate and inform interested residents about the various
aspects of municipal code enforcement.
Community Enhancement will be reorganized to the Building Safety & Inspection Department and will be
known as the Code Enforcement Division.
Through performing most abatements with in-house labor and after closely monitoring legal and
professional services line items for a couple of years we have been able to more accurately predict our
expenses in these areas and are therefore requesting significantly less than in years past.
59
101-3540
CODE ENFORCEMENT
DEPARTMENT WORK PLAN FOR FY 2010-11

Continue with the implementation of the Rental Housing and Vacant Building Registration Ordinances
that will benefit Elk Grove by strengthening Code Enforcement‘s ability to proactively monitor properties
for violations while also improving communication with property owners who are absent while their
properties are vacant or rented.
Establish a ride-along policy to provide members of the community with the opportunity to see firsthand
how their Code Enforcement Division handles calls for service.
Participate in community outreach events and meetings in neighborhood associations meetings, police
beat meetings and other forums to continue to provide education to residents and assist them with their
concerns.
Implement an alternative hearing officer program with the assistance of the City Attorney‘s Office which
will significantly reduce the cost of hearings while maintaining a fair and unbiased process for property
owners.
Implement a process to add large unpaid fines and fees to the tax rolls. Through recordation of a
Certificate of Nuisance for noncompliance, this will provide the Code Enforcement Division with an
additional tool to collect outstanding revenues from property owners who fail to maintain their properties.
Percentage of cases closed with voluntary compliance through 63% 100%
courtesy notification
Percentage of Code Enforcement calls responded to within 60 100% 100%

minutes when an imminent danger exists
Code Enforcement will also begin tracking:
Percentage of correspondence from residents (phone calls, e-mail, online service request form, etc).
responded to within 24 hours during the normal business week
Percentage of Code Enforcement cases resolved via voluntary or forced compliance
Percentage reduction of spring cleaning violation cases over previous year activity
Performed the second annual “Elk Grove Spring Cleaning” from March 2009 to June 2009. Code
Enforcement Officers visited every street in the City and worked with residents and businesses to correct
visible nuisances. Through this effort, staff opened 2,336 cases and closed 1,672 cases both from Spring
Cleaning and cases that had been opened in prior months.
In an effort to maintain property values and our quality of life here in Elk Grove, a new ordinance takes
effect that requires property owners to register vacant and rental properties with the City. The
implementation of the approved ordinance will include classes that teach best practices for landlords,
landlord-tenant law and Elk Grove‘s local ordinances.
60
101-3540
CODE ENFORCEMENT
Established beekeeping standards by implementing new ordinances through open community outreach
meetings and visits with beekeepers at their properties.
In an effort to be a sustainable City, Code Enforcement implemented a web based software called
Comcate which increased the department‘s efficiency, effectiveness and productivity.
Code Enforcement executed six inspection warrants to abate violations that have not been corrected by
the property owner in a timely manner.
Code Enforcement generated approximately $33,000 in reimbursement from the Sacramento
Transportation Authority for abandoned vehicles and tows by Code Enforcement and the Elk Grove
Police Department.
61
102 & 106
REPLACEMENT AND RESERVE FUNDS
Equipment Replacement Fund - 102

Revenue Total - 622,788 663,818 293,300 (329,488)
Operating Expense - - 13,639 - -
Capital Outlay - 622,788 620,000 293,300 (329,488)
Expense Total - 622,788 633,639 293,300 (329,488)
Current Year Excess (Deficiency) - - 30,179 - -
Available Fund Balance - - 30,179 30,179 -
Economic Development Fund – 105

Revenue Total - - - 600,000 600,000
Operating Expense - - - 600,000 600,000
Expense Total - - - 600,000 600,000
Current Year Excess (Deficiency) - - - - -
Available Fund Balance - - - - -
Facility Reserve Fund - 106

Revenue Total 7,767,917 7,926,082 - (7,767,917)
Operating Expenses 250,000 - - (250,000)
Capital Outlay - - 300,000 1,150,000 1,150,000
Expense Total - 250,000 300,000 1,150,000 900,000
Current Year Excess (Deficiency) - 7,517,917 7,626,082 (8,667,917)
Available Fund Balance - 7,517,917 15,143,999
FY 2011
Estim ate
Campus Landscape Project 100,000
Household Hazardous Waste Collection Facility 1,000,000
Total 1,100,000
62
200S
SPECIAL REVENUE FUNDS
202 - Used Oil Recycling Grant

Fund received from the California Integrated Waste Management Board to comply with waste diversion. Funds
are used to educate the public on oil recycling.

Revenue Total 35,042 14,046 35,217 23,787 9,741
Expense Total 24,323 14,046 32,197 23,787 9,741
Current Year Excess (Deficiency) 10,719 - 3,020 - -
Available Fund Balance 7,627 7,627 10,647 10,647
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.

Vehicle Abatement Actual Budget Estimate Budget FY 2010
Revenue Total 78,903 60,000 78,250 70,000 10,000
Operating Expenses - 60,000 - 148,250 88,250
Transfers 60,000 - - - -
Expense Total 60,000 - - - 88,250
Current Year Excess (Deficiency) 18,903 60,000 78,250 70,000 (78,250)
204 - Household Hazardous Waste

Funds received from California Integrated Waste Management Board to design and obtain regulatory approvals
for proposed facility.

Revenue Total - 210,000 - 250,000 40,000
Capital Outlay - 210,000 - - (210,000)
Expense Total - 210,000 - - (210,000)
Current Year Excess (Deficiency) - - - 250,000 250,000
Available Fund Balance - - - 250,000
213 - Police Off-Duty

Revenue Total 153,959 106,000 215,000 180,000 (47,959)
Compensation 123,692 94,000 185,000 140,000 (29,692)
Transfers - 12,000 - - 12,000
Expense Total 123,692 106,000 185,000 140,000 (17,692)
Current Year Excess (Deficiency) 30,267 - 30,000 40,000 (30,267)
Available Fund Balance 30,267 - 30,000 40,000
63
200S

215 - Asset Seizure

Revenue Total 361,279 - 250,000 - -
Operating Expenses 10,190 - 10,000 - -
Capital Outlay 3,625 - 218,000 - -
Amount Available for Allocation - 375,000 - 495,000 120,000
Expense Total 13,815 375,000 10,000 495,000 120,000
Current Year Excess (Deficiency) 347,464 (375,000) 240,000 (495,000) (120,000)
216 - Office of Traffic Safety Grants

Funds provided by the State of California Office of Traffic Safety (OTS) to be utilized for DUI enforcement.

Revenue Total 773,331 696,568 1,007,605 300,642 (395,926)
Compensation 573,759 150,384 550,400 281,109 130,725
Transfers 164,000 164,000 210,615 - (164,000)
Expense Total 1,004,388 696,568 1,007,605 322,109 (374,459)
Current Year Excess (Deficiency) (231,057) - - (21,467) (21,467)
Available Fund Balance (432,649) (432,649) (432,649) (454,116)
217 - Local Police Grants

Revenue Total 121 72,108 127,890 72,000 (108)
Compensaton 10,000 10,000 75,000 72,000 62,000
Operating Expenses 35,108 133,744 - - (133,744)
Expense Total 45,108 143,744 75,000 72,000 (71,744)
Current Year Excess (Deficiency) (44,987) (71,636) 52,890 - 71,636
Available Fund Balance (42,087) (113,723) 10,803 10,803
64
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 2,978,829 2,317,000 2,308,832 3,658,383 (661,829)
Compensation - - - 156,244 -
Operating Expense 1,009,943 1,000,000 283,996 250,000 (9,943)
Transfers 154,000 526,365 163,780 280,816 372,365
Capital Outlay 1,413,029 700,000 1,002,339 1,697,000 (713,029)
Debt Service Total 100,331 90,635 90,635 80,565 (9,696)
Expense Total 2,677,303 2,317,000 1,540,750 2,308,381 (360,303)
Current Year Excess (Deficiency) 301,526 - 768,082 1,350,002 (301,526)
Available Fund Balance (1,714,158) (1,714,158) (946,076) 403,926
Capital Improvement Projects Funded by 221
FY 2011
Estim ate
Accessibility Improvement PT0058 300,000
Annual Pavement Resurfacing PT0035 1,000,000
Bicycle & Pedestrian Improvements PT0074 137,000
Curb, Gutter, Sidew alk Program PT0075 60,000
Program Management/Advance Planning 200,000
Total 1,697,000
231 - Affordable Housing

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

Revenue Total 1,566,508 200,000 1,255,000 870,000 670,000
Transfers 30,000 - -
Expense Total 8,137,645 12,300,000 2,130,000 10,670,000 (1,630,000)
Current Year Excess (Deficiency) (6,571,137) (12,100,000) (875,000) (9,800,000) 2,300,000
Available Fund Balance 13,059,200 959,200 12,184,200 2,384,200
65
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 58,957 30,000 35,000 30,000 -
Operating Expenses - 10,000 10,000 -
Transfers -
Transfers - - -
Capital Outlay - 2,000,000 2,000,000 -
Expense Total - 2,010,000 - 2,010,000 -
Current Year Excess (Deficiency) 58,957 (1,980,000) 35,000 (1,980,000) -
Available Fund Balance 2,440,154 460,154 2,475,154 495,154
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 181,299 35,000 315,000 145,000 110,000
Transfers 22,000 779,766 (779,766)
Capital Outlay 275 - 1,900,000 1,900,000
Debt Service 69,218 95,349 90,000 (5,349)
Expense Total 255,552 1,065,115 227,000 2,175,000 1,109,885
Current Year Excess (Deficiency) (74,253) (1,030,115) 88,000 (2,030,000) (999,885)
Other Fund Offset - - -
Available Fund Balance (1,115,686) (2,145,801) (2,057,801) (4,087,801)
FY 2010
Estim ate
Sw ainson's Haw k Mitigation Property 1,900,000
Total 1,900,000
66
200S

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

Revenue Total 76,359 15,000 15,500 15,000 (61,359)
Transfers 3,500 (3,500)
Expense Total 201,004 185,000 155,000 190,000 (16,004)
Current Year Excess (Deficiency) (124,645) (170,000) (139,500) (175,000) (45,355)
236 - Very Low Income Housing Trust Fund Fee

This Citywide fee is imposed upon nonresidential development to increase and improve the supply of housing
units affordable to households of very low income.

Revenue Total 83,585 49,863 174,350 49,000 (863)
Operating Expenses - 3,600,000 3,600,000 -
Transfers 1,800 -
Expense Total 1,800 3,600,000 - 3,600,000
Current Year Excess (Deficiency) 81,785 (3,550,137) 174,350 (3,551,000) (863)
Available Fund Balance 2,533,293 (1,016,844) 2,707,643 (843,357)
238 - Street Trench Cut

This fee is used for the associated cost of cutting pavement and the future maintenance of roadways.

Revenue Total 208,993 210,000 35,500 35,000 (175,000)
Expense Total 11,600 200,000 100,000 80,000 (120,000)
Current Year Excess (Deficiency) 197,393 10,000 (64,500) (45,000) (55,000)
67
200S

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

Revenue Total 434,652 1,330,626 855,177 813,575 (517,051)
Operating Expenses 379,656 1,330,626 855,177 569,275 (761,351)
Capital Outlay 29,843 - 3,500 244,300 244,300
Expense Total 409,499 1,330,626 858,677 813,575 (517,051)
Current Year Excess (Deficiency) 25,153 - (3,500) - -
FY 2011
Estim ate
Curb, Gutter, Sidew alk Program PT0075 244,300
Total 244,300
245 - Elk Grove Redevelopment

Establish a Redevelopment Agency with loan from General Fund.

Revenue Total 200,000 200,000 550,000 350,000
Operating Expenses 200,000 87,800 662,200 462,200
Transfers -
Expense Total - 200,000 87,800 662,200 462,200
Current Year Excess (Deficiency) - - 112,200 (112,200) (112,200)
Available Fund Balance - - 112,200 -
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 630,717 647,000 649,250 648,000 1,000
Operating Expenses 1,218 1,500 1,500 1,500 -
Transfers 281,000 924,573 924,573 605,321 (319,252)
Expense Total 282,218 926,073 926,073 606,821 (319,252)
Current Year Excess (Deficiency) 348,499 (279,073) (276,823) 41,179 320,252
68
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 595,153 744,000 745,750 740,000 (4,000)
Operating Expenses 4,290 17,500 12,000 18,000 500
Transfers 573,000 995,621 995,621 683,244 (312,377)
Expense Total 577,290 1,013,121 1,007,621 701,244 (311,877)
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 336,138 337,250 336,900 430,500 93,250
Transfers 20,000 60,069 60,069 19,840 (40,229)
Expense Total 282,551 333,069 322,569 388,340 55,271
Current Year Excess (Deficiency) 53,587 4,181 14,331 42,160 37,979
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 1,953,839 750,000 945,000 790,000 40,000
Compensation - - - 31,149
Transfers - 90,313 90,313 77,615 (12,698)
Expense Total 651,069 963,313 953,113 786,160 (177,153)
Current Year Excess (Deficiency) 1,302,770 (213,313) (8,113) 3,840 217,153
Available Fund Balance 2,906,118 2,692,805 2,898,005 2,901,845
69
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 619,789 545,000 554,000 575,000 30,000
Capital Outlay - - - 500,000
Transfers 30,000 41,560 - 10,032 (31,528)
Expense Total 62,739 350,060 104,500 118,532 (231,528)
FY 2011
Estim ate
Annual Pavement Resurfacing PT0035 500,000
Total 500,000


Revenue Total 2,951 11,800 15,250 15,750 3,950
Operating Expenses 1,072 3,250 4,750 2,650 (600)
Transfers - - 1,126 1,671 1,671
Expense Total 1,072 3,250 5,876 4,321 1,071
70
200S


Revenue Total 154,114 136,000 131,500 160,000 (18,114)
Transfers 10,000 12,448 150,000 2,448
Expense Total 20,164 28,948 12,250 166,500 8,784
Current Year Excess (Deficiency) 133,950 107,052 119,250 (6,500) (26,898)
FY 2011
Estim ate
Annual Pavement Resurfacing PT0035 150,000
Total 150,000


Revenue Total 4,686 4,000 4,000 4,500 500
Operating Expenses 140 1,550 225 1,250 (300)
Expense Total 140 1,550 225 1,250 (300)
Current Year Excess (Deficiency) 4,546 2,450 3,775 3,250 800
Available Fund Balance (3,145) (695) 630 3,880


Revenue Total 5,690 5,300 17,005 176,500 171,200
Operating Expenses 165 1,550 1,050 2,250 700
Expense Total 165 1,550 1,050 2,250 700
Available Fund Balance (10,373) (6,623) 5,582 179,832
71
200S

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 814,562 841,000 825,750 776,000 26,438
Transfers - 76,240 - - 76,240
Expense Total 846,829 841,000 763,260 773,000 (5,829)
Current Year Excess (Deficiency) (32,267) - 62,490 3,000 32,267
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 88,623 86,250 85,075 95,100 8,850
Transfers - 21,927 21,927 9,152 (12,775)
Expense Total 44,403 86,250 85,250 134,152 47,902
Current Year Excess (Deficiency) 44,220 - (175) (39,052) (39,052)
Available Fund Balance 13,334 13,334 13,159 (25,893)
280 – Library Ownership

Revenue Total - - 150,000 - -
Operating Expenses - - - 100,000 100,000
Transfers - - - - -
Expense Total - - - 100,000 100,000
Available Fund Balance - - 150,000 50,000
285 - Neighborhood Stabilization

Revenue Total - 2,388,914 1,079,949 1,298,965 (1,089,949)
Operating Expenses 27,539 2,388,914 1,080,350 1,260,400 (1,128,514)
Transfers - - - - -
Expense Total 27,539 2,388,914 1,080,350 1,260,400 (1,128,514)
Current Year Excess (Deficiency) (27,539) - (401) 38,565 38,565
Available Fund Balance (27,539) (27,539) (27,940) 10,625
72
200S
291 - EECBG Energy Block Grant

Funds received from the US Department of Energy as part of the American Recovery and Reinvestment Act of
2009 to help stimulate the economy through the funding of projects and programs promoting energy efficiency
and conservation in the City of Elk Grove.

Revenue Total - 1,160,800 1,160,800 - (1,160,800)
Operating Expenses - 1,160,800 455,107 279,589 (881,211)
Capital Outlay - - - 426,104 426,104
Expense Total - 1,160,800 455,107 705,693 (455,107)
Available Fund Balance - - 705,693 -
FY 2011
Estim ate
Cityw ide Community Enhancements 166,442
Corp Yard Miscellaneous Improvements 259,662
Total 426,104
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 - 2,964,000 2,369,000 2,682,162 (281,838)
Compensation - - - 125,094
Operating Expenses - 2,824,656 2,365,000 2,130,000 (694,656)
Transfers - 139,344 139,344 258,149 118,805
Expense Total - 2,964,000 2,504,344 2,513,243 (575,851)
Current Year Excess (Deficiency) - - (135,344) 168,919 294,013
Available Fund Balance - (135,344) (135,344) 33,575
73
74
295
DEVELOPMENT SERVICES FUND SUMMARY
FY 2009 FY 2010 FY 2010 FY 2011 Change From

Revenue
Charges for Services $ 3,132,182 $ 4,190,000 $ 1,618,200 $ 3,200,500 $ 1,057,818
License Fees and Permits 1,352,118 1,031,000 1,119,450 1,065,000 $ (321,118)
Other Revenue 55,247 15,000 11,500 15,000 $ (40,247)
Other Financing Sources 2,429,981 5,010,719 5,010,719 5,227,375 $ 2,580,738
Revenue Total $ 6,969,528 $ 10,246,719 $ 7,759,869 $ 9,507,875 $ 3,277,191
Expenses
Development Services Admin $ 529,239 $ 807,057 $ 691,058 $ 730,552 $ 277,818
Planning & Environmental 2,465,256 3,455,180 2,521,637 2,856,453 $ 989,924
Building Safety & Inspection Svcs 1,029,598 1,320,469 1,200,257 1,222,186 $ 290,871
Public Works 535,958 1,895,414 1,888,044 2,158,985 $ 1,359,456
Public Works Engineering 2,930,510 3,970,742 2,111,111 3,332,116 $ 1,040,232
GIS 554,413 - - - $ (554,413)
Expenses Total $ 8,044,974 $ 11,448,862 $ 8,412,107 $ 10,300,292 $ 3,403,888
Change in Fund Balance (1,075,446) (1,202,143) (652,238) (792,417) (126,697)
Beginning Fund Balance (1,117,000) (2,198,916) (2,198,916) (2,851,154) (3,401,059)
Ending Fund Balance (2,198,916) (3,401,059) (2,851,154) (3,643,571)
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MISSION
Development Services is responsible for all development-related activity in the City of Elk Grove, including
Building, Planning, Public Works, and Water Resources.
POSITION LISTING
Authorized Funded
3110 Assistant City Manager 1 1 1 0
3110 Accounting Technician 0 0 1 1
295 Developm ent Services Total 2 3 5 2
Development Services Administration - 295:3110 $730,552

5.0 FTE
The Development Services Administration division provides oversight and support to all
Development Services operations.

Revenue - 691,485 691,485 2,956,259 2,264,774
Compensation 444,381 506,748 459,279 585,693 78,945
Internal Services - 113,889 113,889 62,309 (51,580)
Transfers - - - - -
Expense Total 529,239 702,057 691,058 730,552 28,495
Net Cost 529,239 10,572 (427) (2,225,707) (2,236,279)
Budget Issues:
One Accounting Technician and one Customer Service Specialist are added to support Development
Services functions. The proposed positions will be funded from savings in contractual services.
Operating expenses include $21,000 for half the cost of the City‘s state advocacy firm.
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Planning – 295:3120 $2,856,453
1.0 FTEs
Current Planning
The Current Planning Division is responsible for current planning projects which encompasses reviewing all
proposed development projects including new residential, commercial, and office development. This division
provides customer assistance at the public counter and coordinates 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.
Advanced Planning
The Advanced Planning Division provides advanced planning 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.
Environmental Services
The Environmental Services division is responsible for completing and/or managing the environmental review of
all current planning projects, reviewing improvement plans for mitigation compliance, and monitoring of
developments during construction activities. This division also provides support to Public Works through
environmental review of Capital Improvement Projects and regulatory permitting.
Housing
The Housing Division facilitates the Affordable Housing program. This responsibility includes ensuring not only
that adequate housing opportunities exist for very low- and low- income households but also that sufficient funds
are available to facilitate construction of these very-low and low-income housing units. This division administers
the Community Development Block Grant programs which provide opportunities for develop of housing, suitable
living environments, and expanded economic opportunities, principally for low and moderate income persons.
Fund: Dept FY 2009 FY 2010 FY 2010 FY 2011 Change from

295:3120 Actual Budget Estimate Budget FY 2010
Revenue Total 552,041 2,500,000 1,749,000 1,601,700 (898,300)
Compensation 91,742 196,019 183,715 188,109 (7,910)
Internal Services - 216,607 216,607 292,799 76,192
Transfers - 614,315 614,315 485,245 (129,070)
Expense Total 2,465,256 3,448,941 2,521,637 2,856,453 (592,488)
Net Cost 1,913,215 948,941 772,637 1,254,753 305,812
Budget Issues:
The FY 2010-11 budget includes funding for a City-employed Planning Director.

The budget includes funds $763,000 for advance planning projects which include the Sphere of Influence
application, Habitat Conservation Plan, climate change activities, historic preservation ordinance, market
studies, high speed rail, General Plan and zoning code amendments, State-required General Plan
reports, and support for the Historic Preservation and Trails committees.
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Building Safety and Inspection – 295:3130 $1,222,186
1.0 FTEs
The Building Safety and Inspection Services group provides building permit application processing, plan review,
construction inspection and records maintenance. Public outreach is provided to promote awareness and
education of the value in obtaining required building permits, to ensure safe, healthy and code compliant
buildings.

Revenue Total 1,374,597 1,031,000 1,119,450 1,065,000 34,000
Compensation 80,865 161,247 161,178 233,692 72,445
Transfers - 93,089 - 58,825 (34,264)
Expense Total 1,029,598 1,320,356 1,221,287 1,222,186 (98,170)
Net Cost (344,999) 289,356 101,837 157,186
Budget Issues:
The FY 2010-11 budget reflects the new building services contract, effective January 2010.
Public Works – 295:4100, 4110 $2,158,985

1.0 FTEs
Project Delivery and Programming Division
The Project Delivery and Programming Division delivers the city's transportation projects from inception to ribbon
cutting. This Division manages the Department‘s five year Capital Improvement Program (CIP) and pursues
funding sources to leverage the city's local dollars. It works closely with other regional transportation partners
(SACOG, STA, Caltrans, FHWA, etc) to coordinate transportation improvement plans. Project delivery activities
include oversight and management of the environmental, design, right of way acquisitions, and construction
phases of an array of capital and major maintenance projects including traffic signals, pavement maintenance,
roadway widening, and interchange improvements.
Development Engineering Division
The Development Engineering Division supports private land development activity, including plan check, map
check, construction inspection, storm water inspection, drainage review, and traffic engineering review. The
Division provides customer support at the front counter; fee schedules maintenance; customer invoicing; contract
administration; construction standard maintenance, ensures subdivision and street ordinances reflect changes in
state law and general plan policies, maintains the City‘s project management software, and issues special use
permits, transportation permits, and encroachment permits.
Traffic/Transportation Engineering Division
The Traffic Engineering and Transportation Programming Divisions supports traffic planning associated private
and public projects. Services are funded through the Capital Improvements Program, Private Development, and
Maintenance Programs, and Gas Tax fund. Services include management and oversight of traffic operations
within the City include traffic investigations, traffic signal operations, traffic volume counts, observation during
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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, monitoring transportation.
Water Resources Division
The Water Resources Division manages the City‘s Drainage System. Responsibilities include delivering drainage
and flood control services, securing regional permits, maintaining data and monitoring requirements for the
National Pollutant Discharge Elimination System (NPDES), partnering with the Sacramento Storm Water Quality
Partnership, providing engineering support to Capital Improvement Projects, managing and providing response
strategies to storm related issues, updating storm utility fees, and managing and resolving flooding issues.
Operations and Maintenance Division
Operations and Maintenance (O&M) operates and maintains the City‘s roadway and drainage infrastructure.
Included is maintenance service contract oversight; annual work plan development; scheduling routine
maintenance; implementation of maintenance programs; utility expense administration for landscaping, street
lighting, and 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.
PUBLIC WORKS ADMINISTRATION: 4100

Revenue Total 9,595 2,214,234 2,210,734 1,404,916 (809,318)
Compensation 93,494 205,752 204,338 372,806 167,054
Transfers - - - - -
Expense Total 535,958 2,000,414 1,888,044 2,158,985 158,571
Net Cost 526,363 (213,820) (322,690) 754,069 967,889
DEVELOPMENT ENGINEERING: 4110

Revenue Total 424,477 2,810,000 989,200 2,480,000 2,385,523
Transfers - 777,923 777,923 627,616 777,923
Expense Total 2,930,510 3,787,923 2,111,111 3,332,116 857,413
Net Cost 2,506,033 977,923 1,121,911 852,116 (1,528,110)
Budget Issues:
The FY 2010-11 assumes current operations; however, a Request for Proposals for public works
professional services will be evaluated early in the fiscal year.
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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.
Grow and support safe, livable, attractive neighborhoods
Complete amendments to the Zoning Code to ensure clarity of the City’s regulations.
Facilitate continued processing of the City’s Sphere of Influence request including identification of
common interests and solutions with the County, continued public outreach, and support to LAFCo.
Administer the City’s Community Development Block Grant Program and Neighborhood Stabilization
Program.
Pursue the completion of the ITS Master Plan.
Complete development of the Storm Drainage Master Plan (SDMP).
Administer the annual Pavement Markings Maintenance program to include striping, legends, and
RPM’s.
Replace Traffic Signal Pedestrian push button at non-compliant locations.
Continued development of a fully functional asset maintenance management system (MMS) utilizing HTE
Work Order module. This MMS will enable the tracking of historical maintenance information vital to the
development of annual and five year maintenance programs such as traffic signal re-lamping, traffic sign
replacement, along with the development of the Pavement Markings Replacement Program.
Develop an efficient and effective organization with a regional perspective
Continue to implement electronic plan check and submittal software.

Complete a comprehensive study of Development Services fees.
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CAPITAL PROJECTS FUNDS
302 - State Capital Grants

This fund receives money from the State of California to fund capital projects.

Revenue Total 11,291,017 1,988,000 400,000 3,488,000 1,500,000
Operating Expenses 17,109 - - -
Capital Outlay 11,386,514 1,988,000 615,000 1,900,000 (88,000)
Expense Total 11,403,623 1,988,000 615,000 1,900,000 (88,000)
Current Year Excess (Deficiency) (112,606) - (215,000) 1,588,000 1,588,000
Available Fund Balance (233,822) (233,822) (448,822) 1,139,178
FY 2011
Estim ate
Elk Grove Blvd/SR 99 Interchange Modifications 1,000,000
Elk Grove Creek Trail Crossing at State Route 99 PT0062 900,000
Total 1,900,000
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 284,532 - 74,494 64,262 64,262
Operating Expenses 69,289 - 243,400 100,000 100,000
Capital Outlay - - 19,174 8,819 8,819
Expense Total 69,289 - 262,574 108,819 108,819
Current Year Excess (Deficiency) 215,243 - (188,080) (44,557) (44,557)
Available Fund Balance 74,940 74,940 (113,140) (157,697)
FY 2011
Estim ate
Safety, Streetscaping, and Bicycle/Pedestrian Improvements PT0104 100,000
Total 100,000
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311 - Capital Facilities Fee (CFF) – Civic Center
Funds new development‘s share of the construction/acquisition of civic center facilities.

Revenue Total 220,550 75,000 125,000 60,000 (15,000)
Operating Expenses - - - - -
Transfers 196,046 515,662 - - (515,662)
Capital Outlay - 8,000 - - (8,000)
Expense Total 196,046 523,662 - - (523,662)
Current Year Excess (Deficiency) 24,504 (448,662) 125,000 60,000 508,662
FY 2011
Estim ate
Emergency Operations Center 125,000
Total 125,000
312 - CFF – Police

Funds new development‘s share of the construction/acquisition of police facilities and related equipment.

Revenue Total 372,489 110,000 210,000 85,000 (25,000)
Transfers 249,513 321,451 321,451 321,257 (194)
Capital Outlay - 42,000 - 125,000 83,000
Expense Total 524,288 363,451 1,281,451 446,257 82,806
Current Year Excess (Deficiency) (151,799) (253,451) (1,071,451) (361,257) (107,806)
FY 2011
Estim ate
Emergency Operations Center 125,000
Total 125,000
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313 - CFF – Corporation Yard
Funds new development‘s share of the construction/acquisition of the corporation yard facilities and related
equipment.

Revenue Total 221,444 5,500 115,500 6,000 500
Operating Expenses - - 150,000 - -
Capital Outlay 19,593 107,000 - - (107,000)
Expense Total 19,593 107,000 150,000 - (107,000)
315 - CFF – Library

Funds new development‘s share of the construction/acquisition for library facilities.

Revenue Total 327,524 - - - -
Transfers - 6,738,136 - - (6,738,136)
Expense Total - 6,738,136 - - (6,738,136)
Current Year Excess (Deficiency) 327,524 (6,738,136) - - 6,738,136
Available Fund Balance 6,814,660 76,524 6,814,660 6,814,660
317 - CFF – Transit Facilities

Funds new development‘s share of the construction/acquisition for transit-related equipment and facilities.

Reventue Total 89,860 2,663,162 2,832,413 - (2,663,162)
Capital Outlay - - - 150,000
Transfers - 501,988 - - (501,988)
Debt Services Total - 1,580 - - (1,580)
Expense Total - 503,568 - 150,000 (503,568)
Current Year Excess (Deficiency) 89,860 2,159,594 2,832,413 (150,000) (2,159,594)
Available Fund Balance (1,231,360) 928,234 1,601,053 1,451,053
FY 2011
Estim ate
Cityw ide Bus Shelters 150,000
Total 150,000
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319 - CFF – Administration
This fee levied to cover the City‘s cost of administering the Citywide Capital Facilities Fee Program.

Revenue Total 28,927 7,500 14,000 10,000 2,500
Transfers 155,000 61,093 61,093 35,179 (25,914)
Expense Total 273,728 71,093 66,093 40,179 (30,914)
Current Year Excess (Deficiency) (244,801) (63,593) (52,093) (30,179) 33,414
Available Fund Balance 82,272 18,679 30,179 -
324 - East Franklin Fee – Landscape Corridor

The landscape corridor fee is used to fund the design and construction of landscape corridor areas in the East
Franklin Specific Plan.

Revenue Total 638,639 100,000 230,000 175,000 75,000
Operating Expenses - 11,000,000 - 11,500,000 500,000
Expense Total - 11,000,000 - 11,500,000 500,000
Current Year Excess (Deficiency) 638,639 (10,900,000) 230,000 (11,325,000) (425,000)
Available Fund Balance 11,991,067 1,091,067 12,221,067 896,067
325 - East Franklin Fee – Supplemental Drainage

The supplemental drainage fee acquires land for the drainage channels in the East Franklin Specific Plan.

Revenue Total 132,376 7,500 13,500 7,000 (500)
Operating Expenses - 250,000 - 275,000 25,000
Expense Total - 250,000 - 275,000 25,000
Current Year Excess (Deficiency) 132,376 (242,500) 13,500 (268,000) (25,500)
326 - East Franklin Fee – Administration

This fee is covers the City‘s cost of administering the East Franklin Fee Program.

Revenue Total 37,262 15,000 7,250 2,000 (13,000)
Operating Expenses 125 - - - -
Transfers 140,000 193,028 193,028 14,165 (178,863)
Expense Total 140,125 193,028 193,028 14,165 (178,863)
Available Fund Balance 304,616 126,588 118,838 106,673 292,451
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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 6,453,763 11,112,916 13,574,930 1,000,000 (10,112,916)
Operating Expenses 214,835 10,065,000 30,000 10,030,000 (35,000)
Capital Outlay 15,704,137 4,328,600 10,300,000 20,880,988 16,552,388
Transfers 396,000 770,000 771,545 1,127,974 357,974
Expense Total 16,314,972 15,163,600 11,101,545 32,038,962 16,875,362
Current Year Excess (Deficiency) (9,861,209) (4,050,684) 2,473,385 (31,038,962) (26,988,278)
FY 2011
Estim ate
Bond/Bader Intersection Improvements 200,000
Bradshaw /Sheldon Road Intersection Improvements 200,000
Elk Grove Blvd/SR 99 Interchange Modifications 6,992,040
Elk Grove-Florin Road at East Stockton Blvd Intersection Improvements PT0085 540,700
Grant Line Road Widening - East Stockton Blvd to Waterman Road 11,498,248
I-5/Elk Grove Blvd Interchange Improvements 250,000
Intelligent Transportation System Program 1,000,000
Sheldon/Waterman Road Intersection Improvements PT0051 200,000
Total 20,880,988
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 15,434 14,000 11,550 - (14,000)
Operating Expenses - 2,000 - 2,000 -
Transfers 37,900 - - - -
Expense Total 37,900 2,000 - 2,000 -
Current Year Excess (Deficiency) (22,466) 12,000 11,550 (2,000) (14,000)
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333 – Laguna Ridge Parks

Revenue Total - - 12,000 10,000 10,000
Operating Expenses - - - 50,000 30,000
Transfers - - - 20,516
Expense Total - - - 50,000 50,516
Available Fund Balance - - 12,000 (28,000)
335 - Laguna West Service Area

Funds ongoing operations and maintenance costs for specialized services related to drainage, roadways, and
street sweeping.

Revenue Total 62,098 60,000 57,500 37,500 (22,500)
Operating Expenses 17,545 55,145 45,000 54,500 (645)
Transfers 5,000 4,855 4,855 4,411 (444)
Expense Total 22,545 60,000 49,855 58,911 (1,089)
Current Year Excess (Deficiency) 39,553 - 7,645 (21,411) (21,411)
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 2,606 2,500 1,700 1,500 (1,000)
Transfers 2,000 1,324 1,324 1,303 (21)
Expense Total 5,204 104,624 4,624 101,303 (3,321)
338 - External Agencies Fund

This fund accounts for other agencies‘ contributions to projects completed in tandem with City-delivered projects.

Revenue Total 1,195,077 2,200,000 23,500 15,000 (2,185,000)
Operating Expenses - - - -
Capital Outlay - 2,200,000 10,000 - (2,200,000)
Expense Total - 2,200,000 10,000 - (2,200,000)
Current Year Excess (Deficiency) 1,195,077 - 13,500 15,000 15,000
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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 351,813 510,000 565,736 130,000 (380,000)
Capital Outlay 3,093,283 1,799,235 4,279,500 1,089,000 (710,235)
Transfers 1,428,327 13,710 13,710 121,079 107,369
Expense Total 9,606,809 9,513,710 5,398,760 3,371,717 (6,141,993)
Current Year Excess (Deficiency) (9,254,996) (9,003,710) (4,833,024) (3,241,717) 5,761,993
Available Fund Balance 8,074,741 (928,969) 3,241,717 -
FY 2011
Estim ate
Annual Pavement Resurfacing PT0035 1,089,000
Total 1,089,000
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 259,893 230,000 140,000 135,000 (95,000)
Operating Expenses 34,256 4,400,000 35,050 8,555,000 4,155,000
Capital Outlay 106,723 4,200,000 385,000 757,000 (3,443,000)
Transfers 180,000 6,361 6,361 7,409 1,048
Expense Total 320,979 8,606,361 426,411 9,319,409 713,048
Current Year Excess (Deficiency) (61,086) (8,376,361) (286,411) (9,184,409) (808,048)
Available Fund Balance 9,696,071 1,319,710 9,409,660 225,251
FY 2011
Estim ate
Civic Center 600,000
Poppy Ridge Street Light & Various Improvements Program PT0106 157,000
Total 757,000
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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.

Revenue Total 263,484 175,000 150,750 140,000 (35,000)
Operating Expenses 2,310,937 2,180,500 45,050 2,060,000 (120,500)
Transfers 75,000 9,202 50 25,319 16,117
Expense Total 2,585,937 2,189,702 45,100 2,085,319 (104,383)
Current Year Excess (Deficiency) (2,322,453) (2,014,702) 105,650 (1,945,319) 69,383
347 - Laguna Area CFD

This County Administered CFD funds the construction of roadway facilities located in the City of Elk Grove.

Revenue Total 3,763,213 2,300,000 17,000 2,300,000 -
Operating Expenses - 83,856 - - (83,856)
Capital Outlay 423,926 - 20,000 - -
Transfer - 7,798 1,076,135 21,490 13,692
Expense Total 423,926 91,654 1,096,135 21,490 (70,164)
Current Year Excess (Deficiency) 3,339,287 2,208,346 17,000 2,300,000 70,164
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348 - Laguna West CFD
This County administered CFD funds the construction and reconstruction of certain roadway and transit related
facilitates located in the City of Elk Grove.

Revenue Total 1,108,137 146,320 233,539 232,145 85,825
Operating Expenses - - - -
Capital Outlay 20,843 76,362 365,000 232,145 155,783
Transfers 12,212 11,971
Expense Total 20,843 76,362 365,000 232,145 155,783
Current Year Excess (Deficiency) 1,087,294 69,958 (131,461) - (69,958)
Available Fund Balance 1,052,154 1,122,112 920,693 920,693
FY 2011
Estim ate
Harbour Point Drive Median Project 232,145
Total 232,145
349 - Lakeside CFD

This County administered CFD funds the construction and reconstruction of certain roadway and transit related
facilitates located in the City of Elk Grove.

Revenue Total - 230,036 324,890 347,511 117,475
Operating Expenses - - - - -
Capital Outlay 112,063 460,000 347,511 347,511
Expense Total 112,063 - 460,000 347,511 347,511
Current Year Excess (Deficiency) (112,063) 230,036 (135,110) - (230,036)
FY 2011
Estim ate
Harbour Point Median 347,511
Total 347,511
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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.

Revenue Total 377,382 - 495,500 - -
Operating Expenses 14,118 300,000 10,000 - (300,000)
Transfers - 7,992 7,992 9,869 1,877
Expense Total 14,118 307,992 17,992 9,869 (298,123)
Current Year Excess (Deficiency) 363,264 (307,992) 477,508 (9,869) 298,123
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 highway, street, and road
construction.

Revenue Total - 615,951 506,860 598,068 (17,883)
Capital Outlay - 615,951 30,000 598,068 (17,883)
Transfers - 193,748 193,748 196,995 3,247
Expense Total - 809,699 223,748 795,063 (14,636)
Current Year Excess (Deficiency) - (193,748) 283,112 (196,995) (3,247)
Available Fund Balance - (193,748) 283,112 86,117
FY 2011
Estim ate
Safety, Streetscaping and Bicycle/Pedestrian Improvements 336,558
Traffic Control & Safety Program 261,510
Total 598,068
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DEBT SERVICE FUNDS
402 - Debt Service – CFD 2002-1

Principal and interest payments on CFD 2002-1 (East Franklin) debt issue.

Revenue Total 4,394,887 3,600,000 3,640,000 3,575,000 (25,000)
Debt Service 3,796,144 3,580,556 3,580,556 3,560,762 (19,794)
Expense Total 3,806,263 3,590,556 3,583,056 3,570,762 (19,794)
Current Year Excess (Deficiency) 588,624 9,444 56,944 4,238 (5,206)
Fund Balance Restricted for Debt Service 7,666,414 7,675,858 7,723,358 7,727,596 7,670,652
403 - Elk Grove Finance Authority

Principal and interest payments on Elk Grove Finance Authority debt.

Revenue Total 8,430,816 8,402,784 4,193,081 1,806,538 (6,596,246)
Debt Service 1,788,537 8,402,784 1,807,968 1,806,538 (6,596,246)
Transfers Out 6,602,656 - 2,377,953 - -
Expense Total 8,394,143 8,407,784 4,187,421 1,809,038 (6,598,746)
Current Year Excess (Deficiency) 36,673 (5,000) 5,660 (2,500) 2,500
Fund Balance Restricted for Debt Service 2,254,770 2,249,770 2,260,430 2,257,930

Principal and interest payments on CFD 2003-1 (Poppy Ridge) debt issue.

Revenue Total 3,572,395 3,015,000 3,055,000 3,010,000 (5,000)
Debt Service 3,016,513 3,014,260 3,014,260 3,009,408 (4,852)
Expense Total 3,025,664 3,017,760 3,015,760 3,012,908 (4,852)
Current Year Excess (Deficiency) 546,731 (2,760) 39,240 (2,908) (148)
Fund Balance Restricted for Debt Service 6,698,676 6,695,916 6,737,916 6,735,008 6,695,768
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501-1560
UTILITY BILLING
BUDGET SUMMARY

Compensation 252,295 323,396 296,250 294,918 (28,478)
Internal Services 119,477 119,477 120,205 728
Capital Outlay - - - 71,500 71,500
Transfers 80,036 77,274 77,274 40,886 (36,388)
Expense Total 538,162 763,677 718,016 777,409 13,732
POSITION LISTING
Authorized Funded
1560 Sr Customer Service Specialist 0 1 1 0
1560 Administrative Analyst 0 1 1 0
1560 Utility Billing Total 3 5 5 0
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501 & 502
INTEGRATED WASTE
MISSION
Integrated Waste provides Elk Grove residents with cost-effective, environmentally sound, high-quality, efficient
services covering the full range of solid waste management through collection, recycling, and education.
BUDGET SUMMARIES
INTEGRATED WASTE: 501-5110, 5120

Revenue Total 12,489,883 12,429,935 12,478,655 12,490,655 60,720
Compensation 144,111 164,238 148,568 674,285 510,047
Capital Outlay 6,580 - 3,500 3,000 3,000
Debt Service Total 2,420 - - - -
Transfers 343,265 383,215 389,950 392,465 9,250
Expense Total 9,904,982 11,238,813 10,912,680 11,135,997 (102,816)
Current Year Excess (Deficiency) 2,584,901 1,191,122 1,565,975 1,354,658 163,536
Repayment of advance - - - - -
FY 2011
Estim ate
Household Hazardous Waste Collection Facility 500,000
Total 500,000
COMMERCIAL HAULERS: 502

Revenue Total 687,627 513,000 622,500 529,500 16,500
Compensation 132,545 157,146 144,565 153,407 (3,739)
Transfers 200,000 120,556 120,556 92,985 (27,571)
Expense Total 387,792 526,224 377,619 438,996 (87,228)
Current Year Excess (Deficiency) 299,835 (13,224) 244,881 90,504 103,728
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501 & 502
INTEGRATED WASTE
FY 2010
Estim ate
Household Hazardous Waste Collection Facility 1,000,000
Total 1,000,000
POSITION LISTING
Authorized Funded
501 Integrated Waste Coordinator 2 2 2 0
501 Integrated Waste Manager 1 1 1 0
501 Part Time Battery Technician 0 0.2 0.4 0
501/502 Integrated Waste Total 3 3.2 3.4 0.2
PROGRAM DESCRIPTION
Residential and Commercial Integrated Waste $10,884,311
3.4 FTEs
The Integrated Waste Division manages the City‘s residential solid waste franchises and monitors the authorized
commercial solid waste haulers and plans, coordinates, promotes, and implements city-wide solid waste
reduction, recycling, composting, and public education activities. Additionally, the Division works with Code
Enforcement and the Police Department on illegal dumping, illegal hauling, and other issues of non-compliance,
to ensure that our community is clean and safe. The Division also tracks solid waste and recycling tonnages as
part of the reporting (and 50% diversion) requirements mandated by the State of California.
Utility Billing $77,409

5.0 FTEs
Utility Billing provides solid waste and storm water billing for residential and commercial accounts throughout the
City of Elk Grove.
Budget Issues:
Hired one part-time (0.2 FTE) employee to collect and manage the battery recycling
program; an additional 0.2 FTE is proposed for battery pick-up.
Turn off Trash initiative was adopted by Council and will begin July 1, 2010.

Implement two new commercial programs:
o Business Recycling
o Construction and Demolition (C&D) Reduction, Reuse, and Recycling

Effectively communicate and implement Title 3.70, whereby trash service accounts that are delinquent for
a period in excess of 60 days will be suspended.
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501 & 502
INTEGRATED WASTE

Average number per month of missed pick-ups serviced by 130 100
Allied Waste (<5 per 1,000 accounts)
Percentage of missed collection pick-ups recovered within 24 100% 100%
hours
Average number of service complaints sustained per month 6 3
(<4% requirement)
Number of commercial and multi-family outreach meetings 5 13
A $250,000 grant from the California Integrated Waste Management Board to design a Permanent Household
Hazardous Waste Collection Facility (PHHWCF) and issued a Notice to Proceed with the Design of the
PHHCW Facility.
Extended Allied Waste‘s contract an additional seven years at a very low rate
Transfer Station Project Master Plan was adopted and the Final Environmental Impact Report was certified.
Initiated activities related to land acquisition for the Transfer Station Project Phase 1 - PHHWCF
Created and distributed six informational utility bill inserts
Held four composting workshops and offered composting bins at subsidized rates
rd
Collected 2 ½ tons of athletic shoes in our 3 Annual Nike Reuse-A-Shoe Collection Program during Earth
Week
Continued to manage grant funding for free Curbside Used Oil Collection Program
Managed the Used Battery Program, including collection and disposal
Reached 50% diversion goal of recyclables
Passed Title 30 which enables the enactment of a Business Recycling and C&D Ordinance
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503
DRAINAGE & FLOOD CONTROL
BUDGET SUMMARY
Change
FY 2009 FY 2010 FY 2010 FY 2011 from
Revenue Total 6,439,365 5,927,000 6,055,050 6,005,000 78,000
Compensation - - - 91,840 91,840
Capital Outlay 20,524 1,600,000 355,000 - (1,600,000)
Transfers 502,443 744,023 744,023 510,857 (233,166)
Expense Total 3,811,881 6,474,065 4,764,242 4,599,030 (1,875,035)
Current Year Excess (Deficiency) 2,627,484 (547,065) 1,290,808 1,405,970
FY 2011
Estim ate
Emerald Park Drive Storm Drain Pipe Replacement 580,000
Major Drainage Repairs/Capital Replacement 900,000
Total 1,480,000
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 2010-11 work plan, please refer
to the Public Works Department within Development Services, on pages 76-80.
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511
TRANSIT
MISSION
Transit provides fixed route and paratransit services within the City of Elk Grove and beyond, featuring a strong
commitment to on-time performance and customer service.
BUDGET SUMMARIES
511 Transit

Revenue Total 2,511,125 11,044,312 12,920,200 8,887,805 8,533,187
Compensation 233,116 414,203 414,077 428,039 181,087
Operating Expenses 6,218,257 8,313,542 7,353,333 6,294,873 2,095,285
Internal Services - - - 302,677
Capital Outlay 3,148,175 4,000,000 4,588,000 1,685,711 851,825
Debt Service 7,850 13,840 13,840 15,000 5,990
Transfers 186,250 - - 487,344 (186,250)
Expense Total 9,793,648 12,741,585 12,369,250 9,213,644 2,947,937
Current Year Excess (Deficiency) (7,282,523) (1,697,273) 550,950 (325,839) 5,585,250
Available Fund Balance (325,839) (2,023,112) 225,111 (100,728)
FY 2011
Estim ate
Cityw ide Bus Shelters 485,711
Corporation Yard Misc Improvements 1,200,000
Total 1,685,711
512 Transit Prop 1B

Revenue Total - - 111,856 900,000 -
Capital Outlay - 157,000 - 900,000 157,000
Expense Total - 157,000 - 900,000 157,000
Current Year Excess (Deficiency) - (157,000) 111,856 - (157,000)
Available Fund Balance - (157,000) 111,856 111,856
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511
TRANSIT
POSITION LISTING
Authorized Funded
511 Transit Services Planner 1 1 1 0
511 Transit System Manager 1 1 1 0
511 Transit Total 3 4 4 0

4.0 FTEs
Transit Services is responsible for the operation of e-tran and e-van within the City of Elk Grove and beyond. e-
tran commuter fixed route service operates 9 routes weekdays while the local fixed route service offers up to 9
routes daily. e-van provides Americans with Disabilities Act (ADA) Complementary Paratransit as well as Dial-A-
Ride style responsive door-to-door, shared ride services within the City of Elk Grove and to destinations within
urbanized Sacramento County. This service is for persons certified unable to utilize e-tran as well as passengers
age 74 or older. Staff participates with the Sacramento Area Council of Governments, Federal Transit
Administration, Air Resources Board, and fellow regional partner agencies regarding transit funding issues and
coordination.
Budget Issues:
The Proposed FY 20010-11 Budget reflects a continued downturn in regional sales tax receipts which is
affecting the Local Transportation Funds received for operations.

Purchase and delivery of 8 new CNG vehicles funded from the Economic Stimulus. Vehicles anticipated
to be delivered in September 2010
Deliver an expansive bus shelter installation project installing approximately 40 shelters throughout Elk
Grove
Actively pursue and develop public-private partnership for fast fill fueling of CNG transit buses;
Continue restructuring the transit service to close and minimize future operating deficits
Begin a 10-year Short Range Transit Plan
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511
TRANSIT
Performance Measures 2007/08 2008/09 2009/10

(Actual) Actual (Estimated)
Operating Cost per passenger: e-tran $7.73 $7.01
Operating Cost per passenger: e-van $51.09 $46.05
Total Number of e-tran passengers 1,196,694 1,313,630 1,000,000
Total Number of e-van passengers 26,998 33,163 16,000
Total Number of Revenue hours: e-tran 65,847 64,812 53,073
Total Number of Revenue hours: e-van 15,987 17,408 12,253.87
Passengers per revenue hour: e-tran 18.17 20.2 18.84
Passengers per revenue hour: e-van 1.12 1.9 1.31
Implemented a new contract for Commuter, Fixed Route, ADA Paratransit and Dial-A-Ride Operations
and Maintenance services with increased emphasis on reporting and Contractor accountability
Continued rebuilding and restructuring the transit service to close and minimize future operating deficits
Coordinated with Clean Energy to locate a Fast Fill CNG Fueling Station on Elkmont Way, in close
proximity to the City‘s Corporation Yard
Continued to work with Sacramento Regional Transit (RT) on development of a new AB466 Agreement
Developed and began the public outreach process on possible e-van restructuring in response to budget
shortfalls and the significant service reductions taken by RT
Awarded a contract for design of the Corporation Yard improvement project to Kappe and Du. The project
will add fall protection and a CNG Methane Detection to the Transit shop.
Began operations of the slow fill CNG fueling facility at the Corporation Yard.
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601
RISK MANAGEMENT
MISSION
Risk Management is committed to effectively handling claims, recovering funds lost due to City property damage,
and developing and promoting effective risk management, safety, and health and wellness programs.
BUDGET SUMMARY

Revenue Total 2,510,581 1,822,524 1,258,416 2,098,269 (688,057)
Compensation 327,524 65,750 62,809 66,471 721
Expense Total 2,339,830 2,765,445 2,204,459 3,089,174 323,729
Current Year Excess (Deficiency) 170,751 (942,921) (946,043) (990,905) (1,011,786)
Available Fund Balance 2,484,776 1,541,855 595,812 (395,093)
POSITION LISTING
Authorized Funded
601 Risk Management Total 1 1 1 0

1.0 FTE
Under direction of the City Attorney, Risk Management administers General Liability/Property Claims, Workers‘
Compensation Claims, Safety/Loss Control; and Health & Wellness.
Budget Issues
State Compensation Insurance Fund, the City‘s workers compensation insurer, raised their rates 5% in
January and can raise their rates again in July. The City‘s experience modification will rise from 92% in
FY10 to an estimated 105% in FY11. These combined increases will result in premium, deposits and fees
increases of approximately $360,000.
Reduce non-salary operating costs by 20%

Reduce Safety, health & Wellness budget by 5% while expanding services.
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601
RISK MANAGEMENT
Pursue Joint Facility Use agreement with EGUSD.

Pursue Joint Facility Use agreement with CCSD.
# of lost worker days per work comp claim 23.48 8.05 8.5
# of lost worker days per Full Time Equivalent 3.72 1.11 1.5
Streamlined Return to Work Program –payroll savings of $97,000 (70%)

Streamlined Recovery process – resulting recoveries $82,500
Provided 57 Hepatitis A/B vaccinations and 70 flu vaccinations for employees.
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602-1810/1843
FACILITIES AND FLEET
MISSION
The City‘s facilities and fleet will be maintained and operated in a professional and presentable manner to serve
the public.
BUDGET SUMMARIES
1810: Facilities

Revenue Total 65,505 2,440,172 2,412,913 1,870,261 2,440,172
Compensation - 63,058 94,543 193,264 63,058
Operating Expenses 1,067,532 1,123,949 982,646 841,450 56,417
Capital Outlay - 231,500 100,000 - 231,500
Transfers 1,336,679 970,515 970,515 969,930 (366,164)
Expense Total 2,404,211 2,440,172 2,198,854 2,053,355 35,961
Current Year Excess (Deficiency) (2,338,706) - 214,059 (183,094)
1843: Fleet

Revenue Total 0 1,463,681 1,497,470 1,470,949 -33,789
Compensation - 136,602 135,880 136,697 722
Operating Expenses - 726,795 843,655 783,158 (116,860)
Internal Services Total - 113,974 113,974 74,777 -
Capital Outlay - 486,310 523,651 325,000 (37,341)
Expense Total - 1,463,681 1,617,160 1,319,632 (153,479)
Current Year Excess (Deficiency) - - (119,690) 151,317
Available Fund Balance - - (119,690) 31,627
POSITION LISTING
Authorized Funded
1810/ 1843 Facilities and Fleet Manager 0 1 1 0
1810 Facilities Technician 0 1 1 0
1810 Receptionist 1 1 1 0
602 Facilities and Fleet 0 4 4 0
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602-1810/1843
Facilities $2,053,355
2.5 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 at 8978 Elk Grove Boulevard, and the Hull Building, located at 10535 East Stockton Boulevard.
Facilities also assists with long-term planning for future facilities, ongoing utilization planning, and modification of
existing facilities.
Budget Issues:
The Facilities budget includes $93,600 for contract staffing services, $139,400 for janitorial services, and
$45,000 for landscaping services. Facilities will be conducting a Request for Proposals for landscaping
services in FY 2010-11.
The FY2010-11 Compensation budget for Facilities reflects the addition of one Facilities Technician at the
FY 2009-10 mid-year budget amendment.
Fleet Services $1,319,632

1.5 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.
Budget Issues:
Extending vehicle replacement cycles will require additional maintenance and repair funding to keep
vehicles safe and reliable.
Ford Motor Company will discontinue manufacturing the Crown Victoria, currently used for patrol vehicles.
Staff will need to determine a suitable replacement. Components currently used in vehicles may not fit
into selected manufacturer or vehicle.
Develop long-term master plan and implementation strategies for City Facilities
Investigate, recommend, and implement green and clean practices that create long term savings.
Continual development of the partnership with Transit to continuously utilize City contract resources to lower
operating cost
Install safety equipment, provide training, and create and publish policies for safe use of facilities.
Provide professional preventative maintenance and repair services for 176 City vehicles and equipment
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Replace all budgeted vehicles in this year‘s vehicle replacement program
Measure FY10 FY11 Target

Estimate
Number of Facilities helpdesk tickets resolved 590 550
Average fuel consumption of marked patrol vehicles 11 mpg 11 mpg
Number of work orders processed for vehicle maintenance and repair 1300 1300
Facilities
Creation of a comprehensive asset management plan for long-term maintenance and replacement costs
associated with City owned facilities.
Re-organization and consolidation space planning for more efficient utilization of the City Hall campus at
Laguna Palms Way
Collaborated with Corp Yard Stakeholders to initiated redesign of Corp Yard vehicle entry drive
Fleet
Purchased 9 vehicles within the budgeted vehicle replacement program
Amended 2 service contracts; Maintenance and Repairs of City Vehicles with Downtown Ford Sales and
Tires and Roadside Service with Les Schwab Tires
Implemented Vehicle Use Policy
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603
INFORMATION TECHNOLOGY
MISSION
The Information Technology division strives to be innovative in the manner in which we provide technical services
so that our users may focus on serving the public. We will also be reliable, forward thinkers that provide solution
to technical problems in a precise and timely fashion so that we may always be thinking ahead to ways in which
we can better serve our customers.
BUDGET SUMMARIES
Information Technology: 1630

Revenue Total 33,304 2,330,327 2,415,827 2,344,092 13,765
Internal Sevices Total - 30,749 30,749 33,992 3,243
Capital Outlay 71,683 280,948 320,948 108,000 (172,948)
Expense Total 1,195,604 2,330,327 2,300,847 2,394,472 64,145
Current Year Excess (Deficiency) (1,162,300) - 114,980 (50,380)
Geographic Information Systems: 1640

Revenue Total - 855,749 855,749 788,848 855,749
Operating Expenses - 825,000 815,450 750,000 825,000
Internal Sevices Total - 30,749 30,749 38,848 30,749
Expense Total - 855,749 846,199 788,848 855,749
Current Year Excess (Deficiency) - - 9,550 -
Geographic Information Systems $788,848
Geographic Information Systems (GIS) is a technology that serves as a resource to store, analyze, integrate and
display data with a spatial component. GIS resources are used in support of Enterprise management systems.
GIS Staff is 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:
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603
The GIS budget includes $693,585 for contract professional services.
Information Technology $2,394,472
The Information Technology Services division works collaboratively with all departments to provide first class
technical support. We maintain desktops, printers, handheld devices, phones, and network infrastructure. We
provide direction to the City‘s Information Systems including long term planning, software and hardware refresh
cycles, e-commerce availability and network security. IT Services maintains data integrity, remote access support,
and GIS support.
Budget Issues:
The IT Services budget includes $752,000 for contract staffing; $203,100 for technical professional
services such as website maintenance, media services, and public meeting support; and $410,640 for
annual maintenance of citywide software.
60 desktop computers are scheduled for replacement in FY 2010-11.
Continue to replace servers and desktops based on our replacement cycles while being fiscally
responsible in our choices so that we may balance the hardware needs with our budgets.
Continue work on implementation of E-Plan to assist the community and be more efficient in our
processing.
Implement the recommended asset management plan and begin work on needed data entry.
Continue to update and create IT policies to be consistent with current technologies and best practices.
Customize the GeoBlade tools to be utilized more by Police and Emergency Management staff.
Further Customize GeoBlade to enhance staff’s ability to analyze and report data.
Develop Debris Management Data for the Integrated Waste Department.

Percentage of helpdesk tickets resolved within 24 hours 65% 70%
Percentage of helpdesk tickets resolved between 24 and 48 hours 12% 15%

Geographic Information Systems
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603
Drainage Easements – The GIS staff developed GIS data layers that depict the location and type of drainage
easements in the city. These are linked to support documentation that demonstrates the legal access rights the
city holds for entry into property. This is critical to field maintenance staff.
Land Use Capacity and Inventory –GIS staff further refined the land use capacity GIS data by ensuring is
currency and establishing new tracking criteria in support of projects such as Sphere of Influence research and
Regional Market Analysis.
Planning GIS Data Support – The GIS staff took on the responsibility for managing the GIS Data for the
planning department. This included General Plan, Zoning and the Trails data. Significant time was spent
partnering with the planning staff researching the data to ensure it was current and accurate.
GeoBlade Deployment –GIS Staff worked closely with the IT staff to fully deploy the GeoBlade Viewer tool. This
tool collects data from multiple city systems and integrates it into a centralized viewing tool allowing staff to see
data on a map and then reference other source systems such as SunGard, Capital Improvement and the Elknet
Management Console.
Public GIS and County Partnership – The GIS Staff developed a partnership with Sacramento County to deploy
highly functional and very cost effective public mapping website. This tool allows the public to see land use data
and development activity in an easy to use map interface. Residents can search for their address and be
presented with a list of critical information surrounding their home.
Address Coordination –GIS Staff worked with representatives from development services, Sacramento County,
Cosumnes Community Services District and the US Post Office to establish a collaborative process for creating
and sharing address data. This has improved the address data stored at each agency. Each group is working
towards more technology improvements to further improve the tools used to share data between them. The City
GIS staff is in a lead role in these cooperative efforts.
Information Technology
Begin Implementation of E-Plan

IT Services has partnered with Development Services to begin work on implementing E-Plan, an electronic plan
checking system that will increase overall efficiencies among departments and outside agencies. This software
will reduce the amount of paper that the City maintains and will provide documented activity of each plan set that
comes through City Hall. Digital Design Standards and updated processing documentation is included with this
project.
Plan for Asset Management Implementation
IT Services lead multiple discussions and team meetings to discuss the City‘s assets, what information needed to
be collected for each department, evaluated various software programs to store the data to make it more efficient
and accessible, and provided written recommendations to the Finance Director.
Increased Employee Efficiencies by Meeting with Departments to Develop Customized Training Plans.
IT Services continued its ―Training Tuesdays‖ program and expanded its course offerings to staff. We have
continued to attend department meetings and discuss software needs with each department. We included new
software applications in our training such as GeoBlade, Contact Management, and the Management Console to
assist staff in using new tools. We are continually adding new material and classes as the needs arise.
Partnered with GIS Staff to Finish Implementing GeoBlade
IT Services assisted the GIS department in creating reports that were converted to maps in GeoBlade. We took
existing monthly reports and turned them into coding that could be transferred to GeoBlade to create visual
representations of the data. IT Services worked with the various departments to learn how to utilize GeoBlade and
get feedback.
Continued to be Fiscal Stewards in Regards to Equipment Replacement

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603
IT Services frugally replaced computers and worked extremely hard to make sure that we were getting every
possible use out of a computer before it was replaced. We began moving to virtual servers to reduce the amount
of energy and servers needed to maintain work at City Hall.
Created IT Policies to Protect the City’s Network and Information
IT Services passed a Computer Use policy to protect the City‘s infrastructure and ensure that proper protocol is
being followed for using City owned equipment. Every Staff member was required to read and sign that they
understood the policy and would abide by it.
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110
700S
AGENCY FUNDS
730 - Employee Sunshine Fund

Revenue Total 26,909 25,000 21,410 10,000 (15,000)
Transfers Out 895 - - -
Expense Total 26,476 25,000 15,000 20,000 (5,000)
Current Year Excess (Deficiency) 433 - 6,410 (10,000) (10,000)
740 – HRA Trust Fund

Revenue Total 240,387 - 250,000 400,000 400,000
Compensation - - 85,000 400,000
Expense Total 29,720 - 122,500 400,000 -
Current Year Excess (Deficiency) 210,667 - 127,500 - 400,000

Principal and interest payments on CFD 2005-1 (Laguna Ridge) debt issue.

Revenue Total 4,863,022 3,656,020 3,657,020 3,728,698 72,678
Operating Expenses 2,198 3,656,020 1,000 1,000 (3,655,020)
Debt Service 3,586,053 - 3,656,020 3,727,698 3,727,698
Expense Total 3,588,251 3,656,020 3,657,020 3,728,698 72,678
Current Year Excess (Deficiency) 1,274,771 - - - -
Fund Balance Restricted for Debt Service 9,827,625 9,827,625 9,827,625 9,827,625
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112
INTRODUCTION
The 2010-15 Capital Improvement Program (CIP) describes transportation, drainage, and facility capital
improvements planned by the City for the five-year period from Fiscal Year 2010-11 through Fiscal Year 2014-15
and sets forth a funding strategy for their implementation.
The CIP will be updated each year and presented to the City Council for consideration in coordination with the
City‘s annual budget process. The capital improvements listed in the CIP necessitate the expenditure of public
funds over and above the City‘s annual operating expenditures.
As a multi-year program which includes forecasts of anticipated capital improvement 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 2010-11), which is adopted by the
City Council as part of the annual Appropriation Resolution. Subsequent years are also included in the CIP,
although these future years are subject to change due to more detailed engineering analyses becoming available,
possible changes in priorities, updates or revisions to anticipated revenues, and/or changes in cost and funding
projections.
The information included in the CIP is based on the best information available at the time the program was
developed (February – May, 2010). A new five-year CIP will be submitted for consideration to the City Council
each year with recommended adjustments to project budgets, funding sources, descriptions, and/or schedules.
Financial information included in the CIP is shown in 2010 dollars.
The CIP includes all active transportation, drainage, and facility projects and those expected to have identifiable
funding sources and be undertaken during the coming five fiscal years. Specific projects and their scheduled
completions were selected based on:
Implementation of the City‘s General Plan;
Existing traffic patterns and associated improvement needs;
Projected traffic patterns, based on assumptions regarding the quantity and location of expected
development;
The need to establish a coherent roadway network, with strategic connections that distribute traffic flows
efficiently;
Minimizing disruptions associated with construction activity;
Availability of funding; and
City Council direction.
OVERVIEW OF THE 2010-15 CAPITAL IMPROVEMENT PROGRAM

The City of Elk Grove plans to invest approximately $320 million over the next five years through the 2010-15
CIP, composed of 11 City-delivered transportation projects, eight annual programs, two major drainage project,
and five facility projects. A summary of the programmed funding for the CIP, by funding source and fiscal year,
follows.
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INTRODUCTION
2010-15 CAPITAL IMPROVEMENT PROGRAM FUNDING SOURCES
Funding Source FY10/11 FY11/12 FY12/13 FY13/14 FY14/15 Total FY 10-15 % of Total % FY10/11
106 Capital Facility Reserv e 1,100,000 - 3,000,000 4,500,000 - 8,600,000 2.7% 2.3%
221 Gas Tax Fund 1,697,000 2,700,000 2,700,000 2,700,000 2,700,000 9,797,000 3.1% 3.6%
234 Sw ainson's Haw k 1,900,000 - - - - 1,900,000 0.6% 4.0%
241 CDBG 244,300 - - - 244,300 0.1% 0.5%
261 Street Maint Dist Zone 1 500,000 - - - - 500,000 0.2% 1.1%
263 Street Maint Dist Zone 3 150,000 - - - - 150,000 0.05% 0.3%
291 Energy Block Grant 426,104 - - - - 426,104 0.1% 0.9%
301 Federal Grants 750,000 - - - - 750,000 0.2% 1.6%
302 State Grants 1,900,000 - - - - 1,900,000 0.6% 4.0%
305 LTF - Bikes & Pedestrians 100,000 50,000 50,000 50,000 50,000 250,000 0.1% 0.2%
311 CFF-Civ ic Center 125,000 2,000,000 3,000,000 - - 5,125,000 1.6% 0.3%
312 CFF-Police Facilities 125,000 - - - - 125,000 0.04% 0.3%
315 CFF-Library - 1,000,000 16,000,000 - - 17,000,000 5.3% 0.0%
317 CFF-Bus Facilities 150,000 - - - - 150,000 0.0% 0.3%
328 Elk Grov e Roadw ay Fee 20,880,988 150,000 150,000 150,000 150,000 21,330,988 6.7% 44.2%
341 CFD 2002-1 1,089,000 - - - - 1,089,000 0.3% 2.3%
343 Poppy Ridge 2003-1 757,000 2,900,000 - - - 3,657,000 1.1% 1.6%
344 CFD 2005-1 Laguna Ridge - - 2,000,000 22,000,000 - 24,000,000 7.5% 0.0%
348 Laguna West CFD 232,145 - - - - 232,145 0.1% 0.5%
349 Lakeside CFD 347,511 - - - - 347,511 0.1% 0.7%
394 New Measure A 598,068 618,517 640,196 677,034 710,885 2,533,815 0.8% 1.3%
501 Solid Waste 500,000 - - - - 500,000 0.2% 1.1%
502 Solid Waste Commercial Hauler 1,000,000 - - - - 1,000,000 0.3% 2.1%
503 Drainage 1,480,000 600,000 600,000 600,000 - 3,280,000 1.0% 3.1%
511 Transit 1,200,000 - - - - 1,200,000 0.4% 2.5%
Debt Financing 10,000,000 - - - - 10,000,000 3.1% 21.2%
Unidentified - 18,454,249 13,400,000 172,500,000 1,000,000 204,354,249 63.8% 0.0%
Total 47,252,116 28,472,766 41,540,196 203,177,034 4,610,885 320,442,112 100.0% 100.0%
A variety of funding sources support the 2010-15 CIP, including impact fees, grant funds, Community Facilities
Districts (CFDs), and debt financing. The Elk Grove Roadway Fee Fund is the most significant funding source in
FY 2010-11, with nearly $21 million programmed for infrastructure projects. The Grantline Road Widening and
Elk Grove Blvd/State Route 99 Interchange Modifications projects represent $11.5 million and $7 million of that
appropriation, respectively. The City also anticipates $10,000,000 in debt financing for land acquisition, design,
and construction of a local Household Hazardous Waste facility. Other significant funding sources in FY 2010-11
are state grants, Swainson‘s Hawk monitoring fees, and Gas Tax.
The 2010-15 CIP plans possible funding for the design and construction of a new Elk Grove Civic Center, the
scope of which continues to be refined. Several funding sources are expected to contribute to the project,
including capital facility impact fee funds and CFDs. In addition, the funding plan assumes significant funding
from an as-yet unidentified source in FYs 2012 through 2014.
Citizens of Elk Grove can expect the $330,000,000 CIP investment to benefit the community in multiple ways.
The following chart illustrates CIP expenditures categorized by project/program purpose. Many of the projects
and programs in the CIP serve multiple purposes (e.g., a project that provides additional vehicular capacity may
also provide safety benefits, improved mobility for alternate modes, and aesthetic benefits). The chart reflects
classification of projects and programs by their primary purpose.
114
INTRODUCTION
2010-15 CAPITAL IMPROVEMENTS CATEGORIZED BY PURPOSE
77%
Facility Improvements
Capacity Improvements
1%
Maintenance
2%
4% Safety Improvements
Alternate Modes
16%
Implementation of the 2010-15 CIP will result in significant improvements to the City‘s facilities – most notably, the
Civic Center complex. Residents will also benefit from nearly $55,000,000 in transportation projects dedicated to
increasing roadway capacity. These capacity improvements will be key to easing existing congestion and
maintaining a high quality of life for residents over the next five years.
CAPITAL IMPROVEMENT PROJECT SUMMARIES

Project/Program Page
Accessibility Improvement 117
Annual Pavement Resurfacing Program 118
Bicycle & Pedestrian Improvements 119
Bond/Bader Intersection Improvements 120
Bradshaw/Sheldon Road Intersection Improvements 121
Campus Landscape Project 122
Citywide Bus Shelters 123
Citywide Community Enhancements 124
Civic Center 125
Corporation Yard Improvements 126
Curb, Gutter, Sidewalk Program 127
Elk Grove Blvd/SR 99 Interchange Modifications 128
Elk Grove Creek Trail Crossing at State Route 99 129
Elk Grove-Florin Rd at East Stockton Blvd Intersection Improvements 130
Emerald Park Drive Storm Drain Pipe Replacement 131
Emergency Operations Center 132
Grant Line Road Widening 133
Harbour Point Drive Median Project 134
Household Hazardous Waste Collection Facility 135
I-5/Elk Grove Blvd Interchange Improvements 136
Intelligent Transportation System Program 137
Major Repairs/Restore Drainage Facilities 138
Poppy Ridge Street Lights & Various Improvements 139
Program management/Advance Planning 140
Railroad Crossing Safety Study, Design, and Improvements 141
Safety, Streetscaping, and Bicycle/Pedestrian Improvement Program 142
Sheldon/Waterman Road Intersection Improvements 143
Slurry and Chip Seal 2009 144
Swainson‘s Hawk Mitigation Property 145
Traffic Control and Safety Program 146
115
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116
Capital Improvement Program PT0058
ACCESSIBILITY IMPROVEMENT
Description
This program provides funding to upgrade and/or install curb ramps to meet current Americans with Disabilities
Act standards along with related improvements that improve mobility for disabled citizens (e.g. sidewalk
improvements).
Prior Future
Funding Source Years FY2011 FY2012 FY2013 FY2014 FY2015 Years Totals
221 Gas Tax Fund 300,000 400,000 400,000 400,000 400,000 1,900,000
Totals - 300,000 400,000 400,000 400,000 400,000 - 1,900,000
Prior Future
Expenditures Years FY2011 FY2012 FY2013 FY2014 FY2015 Years Totals
Preliminary Engineering -
Environmental -
Right-of-Way Acquisition -
Construction Engineering -
Construction Contract -
Other CIP Costs 300,000 400,000 400,000 400,000 400,000 1,900,000
Totals - 300,000 400,000 400,000 400,000 400,000 - 1,900,000
*Preliminary Engineering includes all engineering activities undertaken prior to construction, including project scoping, surveys, soil testing, and
associated consultant services, if any.
*"Future Years" represent unfunded needs for various project phases and identifies possible revenue sources to fund these phases.
117
ANNUAL PAVEMENT RESURFACING
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 (a layer of
asphalt placed on top of existing pavement) and slurry seals (sealing the entire street surface with an asphalt
emulsion/sand slurry).
Prior Future
221 Gas Tax Fund 500,000 1,000,000 2,000,000 2,000,000 2,000,000 2,000,000 9,500,000
223 Traffic Congestion Relief 1,319,902 1,319,902
261 Street Maint Dist Zone 1 500,000 500,000
263 Street Maint Dist Zone 3 150,000 150,000
341 CFD 2002-1 1,089,000 1,089,000
Other - Unidentified 1,000,000 1,000,000 1,000,000 1,000,000 4,000,000
Totals 1,819,902 2,739,000 3,000,000 3,000,000 3,000,000 3,000,000 - 16,558,902
Prior Future
Environmental -
Other CIP Costs 1,819,902 2,739,000 3,000,000 3,000,000 3,000,000 3,000,000 16,558,902
Totals 1,819,902 2,739,000 3,000,000 3,000,000 3,000,000 3,000,000 - 16,558,902
118
BICYCLE & PEDESTRIAN IMPROVEMENTS

Description
This program provides funding to undertake various bicycle and pedestrian related safety improvements
throughout the City in accordance with the City‘s bicycle and Pedestrian Master Plan, which was adopted by City
Council in July 2004. This program funds a wide array of improvements, including but not limited to new bike
trails/lanes, new sidewalks, sidewalk replacement, curb ramp improvements, high-visibility crosswalks, countdown
pedestrian signals, pedestrian refuges, etc. This program is also used to provide required local matching funds
for bicycle and pedestrian-related projects with State and/or Federal grants.
Prior Future
221 Gas Tax fund 137,000 137,000
Totals - 137,000 - - - - - 137,000
Prior Future
Environmental -
Other 137,000 137,000
Totals - 137,000 - - - - - 137,000
119
BOND/BADER INTERSECTION IMPROVEMENTS

Description
Environmental and preliminary engineering for intersection improvements, including roundabouts, in response to
City‘s Rural Road Policy. This CIP project evaluates engineering only and does not include construction funding
at this time. support only for future intersection improvements at Bond Road and Bader Road intersection.
Prior Future
328 Roadway Fee 200,000 200,000
Totals - 200,000 - - - - - 200,000
Prior Future
Environmental -
Construction Contract 200,000 200,000
Other CIP Costs -
Totals - 200,000 - - - - - 200,000
120
BRADSHAW/SHELDON ROAD INTERSECTION IMPROVEMENTS

Description
Prior Future
301 Federal Grants 50,000 50,000
328 Roadway Fee 30,000 200,000 230,000
Totals 50,000 200,000 - - - - - 280,000
Prior Future
Preliminary Engineering 30,000 30,000
Environmental 50,000 50,000
Other CIP Costs 200,000 200,000
Totals 80,000 200,000 - - - - - 280,000
121
CAMPUS LANDSCAPE PROJECT

Description
The purpose of this project is to create a drought tolerant, minimal water need environment that is attractive and
useful on a vacant lot that is currently not improved with drainage, irrigation, or landscaping. The landscaping will
utilize the space where lawn grass might otherwise be planted with decorative elements that require no or little
water such as rock gardens, succulent plants and ground covers, and wildflowers and ornamental grasses native
to the area and climate.
Prior Future
106 Capital Facility Reserve 100,000 100,000
Totals - 100,000 - - - - - 100,000
Prior Future
Environmental -
Totals - 100,000 - - - - - 100,000
122
Capital Improvement Program PF0014
CITYWIDE BUS SHELTERS

Description
Construct thirty-eight new e-tran bus shelters throughout the City.
Prior Future
302 State Grants 430,000 430,000
511 Transit 485,711 485,711
Other - 317 CFF Bus Facilities 263,211 150,000
Totals 693,211 635,711 - - - - - 915,711
Prior Future
Right-of-Way Acquisition 100,300 100,300
Construction Contract 485,711 150,000 635,711
Totals 693,211 635,711 - - - - - 1,328,922
123
CITYWIDE COMMUNITY ENHANCEMENTS

Description
This program is used to fund landscape or streetscape enhancements. This program is dedicated to improving
medians or gateways through upgrades or modifications of existing landscaping or medians. The goal is to
enhance street corridors or entryways to communities.
Prior Future
291 Energy Block Grant 166,442 166,442
Totals - 166,442 - - - - - 166,442
Prior Future
Environmental -
Totals - 166,442 - - - - - 166,442
124
CIVIC CENTER
Description
The master planning process is the first step towards the refinement of the Civic Center project. Cost estimates
and funding strategies will be developed and presented as part of the Master Plan. Work will include extensive
public workshops to determine the elements of the project. This phase of the project will be funded by the Civic
Center component of the Capital Facilities development impact fee program (46.3%) and the Facilities Fund
(From General Fund proceeds) (53.7%).
Prior Future
311 CFF - Civic Center 2,000,000 3,000,000 5,000,000
315 CFF - Library 1,000,000 16,000,000 17,000,000
343 CFD 2003-1 Poppy Ridge 1,000,000 600,000 2,900,000 4,500,000
344 CFD 2005-1 Laguna Ridge 2,000,000 22,000,000 24,000,000
106 Capital Facility Reserve 3,000,000 4,500,000 7,500,000
Other 12,400,000 171,500,000 183,900,000
Totals 1,000,000 600,000 5,900,000 36,400,000 198,000,000 - - 241,900,000
Prior Future
Preliminary Engineering 1,000,000 3,000,000 4,000,000
Environmental 2,900,000 2,900,000
Construction Engineering 4,400,000 13,000,000 17,400,000
Construction Contract 5,000,000 10,000,000 15,000,000
Other 600,000 27,000,000 175,000,000 202,600,000
Totals 1,000,000 600,000 5,900,000 36,400,000 198,000,000 - - 241,900,000
125
CORP YARD MISCELLANEOUS IMPROVEMENTS
Description
This project will address both long- and short-term improvements necessary for continued efficiency of operations
located at the facility.
Prior Future
291 Energey Block Grant 259,662 259,662
511 Transit 1,200,000 1,200,000
Totals - 1,459,662 - - - - - 1,459,662
Prior Future
Environmental -
Other 1,534,662 1,534,662
Totals - 1,534,662 - - - - - 1,534,662
126
CURB, GUTTER, SIDEWALK PROGRAM

Description
This program is used to fund various types of repairs to curbs, gutters, and sidewalks throughout the City. Priority
for repairs is given to safety-related problems and those which have been requested by citizens.
Prior Future
221 Gas Tax Fund 60,000 50,000 50,000 50,000 50,000 260,000
241 DCBG 244,300 244,300
Totals - 304,300 50,000 50,000 50,000 50,000 - 504,300
Prior Future
Environmental -
Other 304,300 50,000 50,000 50,000 50,000 504,300
Totals - 304,300 50,000 50,000 50,000 50,000 - 504,300
127
ELK GROVE BLVD/SR 99 INTERCHANGE MODIFICATIONS

Description
Provide a northbound loop on-ramp to State Route 99 from East Stockton Boulevard (south of Elk Grove
Boulevard), eliminate the signal at the existing northbound on-ramp at Elk Grove Boulevard, and add a second
left-turn lane to westbound Elk Grove Boulevard at the existing southbound on-ramp.
Prior Future
302 State Grants 1,000,000 1,000,000
304 Measure A Construction 494,535 494,535
328 Roadway Fee 1,978,315 6,992,040 8,970,355
Totals 2,472,850 7,992,040 - - - - - 10,464,890
Prior Future
Preliminary Engineering 1,746,250 1,746,250
Construction Engineering 4,505 4,505
Other CIP Costs 7,992,040 7,992,040
Totals 2,472,850 7,992,040 - - - - - 10,464,890
128
ELK GROVE CREEK TRAIL CROSSING AT STATE ROUTE 99

Description
This project will extend the existing Class 1 bikeway from Laguna Springs Drive and connect to Emerald Park
Drive and includes construction of an overcrossing at State Route 99. This project is funded through Local
Transportation Funds – Bicycles and Pedestrians along with Federal grants and Measure A Construction funds.
Prior Future
221 Gas Tax 154,117 154,117
301 Federal Grants 5,011,283 5,011,283
302 State Grants 900,000 900,000
305 LTF - Bikes & Pedestrians 35,000 35,000
Totals 5,925,196 900,000 - - - - - 6,825,196
Prior Future
Preliminary Engineering 1,224,796 1,224,796
Construction Contract 3,575,400 3,575,400
Other 900,000 900,000
Totals 5,925,196 900,000 - - - - - 6,825,196
129
ELK GROVE-FLORIN ROAD AT EAST STOCKTON BLVD INTERSECTION

IMPROVEMENTS
Description
This project consists of intersection widening for turn lanes and installation of traffic signals at the intersection of
Elk Grove-Florin Road and East Stockton Boulevard. This project will be funded through the Elk Grove Roadway
Fee Program (EGRFP ID No. 275).
Prior Future
328 Elk Grove Roadway Fee 707,000 540,700 1,247,700
Totals 707,000 540,700 1,247,700
Prior Future
Other 540,700 540,700
Totals 707,000 540,700 - - - - - 1,247,700
130
EMERALD PARK DRIVE STORM DRAIN PIPE REPLACEMENT

Description
This project will replace and upsize the existing storm drain pipe within Emerald Park Drive from La Nuez Drive to
Elk Grove Creek.
Prior Future
503 Drainage 580,000 580,000
Totals - 580,000 - - - - - 580,000
Prior Future
Environmental -
Totals - 580,000 - - - - - 580,000
131
EMERGENCY OPERATIONS CENTER

Description
This project involves communications infrastructure improvements to existing municipal building(s) to further
prepare for critical incident response.
Prior Future
301 - Federal Grants 750,000 750,000
311 - CFF - Civic Center 125,000 125,000
312 - CFF - Police 125,000 125,000
Totals - 1,000,000 - - - - - 1,000,000
Prior Future
Environmental -
Other CIP Costs 1,000,000 1,000,000
Totals - 1,000,000 - - - - - 1,000,000
132
GRANT LINE ROAD WIDENING FROM E. STOCKTON BLVD TO

WATERMAN ROAD
Description
This project involves widening Grant Line Road from two to four lanes from East Stockton
Boulevard to the realigned Waterman Road. The project includes a four-lane overhead grade
separated crossing of the Union Pacific Railroad tracks. The intersection of Grant Line Road and
Mosher Road will also be improved by adding a left-turn lane from eastbound Grant Line Road onto
Mosher Road. The road improvements will consist of two travel lanes in each direction, a center
median or turn lane as appropriate, and drainage improvements as needed. A Sacramento County
trunk sewer and a Sacramento County Water Agency transmission main will be installed as part of
this project.
Prior Future
328 Elk Grove Roadway Fee 14,272,601 11,498,248 - - - - - 25,770,849
338 Other Agency 4,400,000 - - - - - 4,400,000
Unidentified - - 17,454,249 - - - - 17,454,249
Totals 18,672,601 11,498,248 17,454,249 - - - - 47,625,098
Prior Future
Preliminary Engineering 1,948,000 - - - - - - 1,948,000
Environmental 756,000 - - - - - - 756,000
Right-of-Way Acquisition 7,732,501 - - - - - - 7,732,501
Construction Engineering 2,134,349 - - - - - - 2,134,349
Construction Contract 5,701,751 - - - - - - 5,701,751
Other 400,000 11,498,248 17,454,249 - - - - 29,352,497
Totals 18,672,601 11,498,248 17,454,249 - - - - 47,625,098
133
HARBOUR POINT MEDIAN

Description
The completed Phase I project constructed a landscaped/hardscaped median and channelization
along Harbour Pt from Renwick to Maritime Drive. Phase 2 of the proposed project would apply a
darker median concrete stain color in the existing medians and rehabilitate the Harbour Point
roadway.
Prior Future
348 Laguna Wast CFD 232,145 - - - - - 232,145
349 Lakeside CFD 347,511 - - - - - 347,511
Totals - 579,656 - - - - - 579,656
Prior Future
Preliminary Engineering - - - - - - -
Environmental - - - - - - -
Right-of-Way Acquisition - - - - - - -
Construction Engineering - - - - - - -
Construction Contract - - - - - - -
Other 579,656 - - - - - 579,656
Totals - 579,656 - - - - - 579,656
134
HOUSEHOLD HAZARDOUS WASTE COLLECTION FACILITY (HHWCF)
Description
The city has identified a need for a Household Hazardous Waste Collection Facility (HHWCF). The State of
California has contributed grant funding to the design of such a facility. This project includes site selection,
design, and construction of a facility that would accept, process, and ship household hazardous and special
wastes.
Prior Future
106 - Capital Reserve 1,000,000 1,000,000
501 - Solid Waste 500,000 500,000
502 - Solid Waste - Commercial Hauler 1,000,000 1,000,000
Debt Financing 10,000,000 10,000,000
Totals - 12,500,000 - - - - - 12,500,000
Prior Future
Environmental -
Other CIP Costs 12,500,000 12,500,000
Totals - 12,500,000 - - - - - 12,500,000
135
I-5/ELK GROVE BLVD INTERCHANGE IMPROVEMENTS
Description
Environmental and Preliminary Engineering Support only for future widening of the northbound on-ramp to the I-
5/Elk Grove Boulevard interchange.
Prior Future
328 Roadway Fee 250,000 250,000
Totals - 250,000 - - - - - 250,000
Prior Future
Environmental -
Totals - 250,000 - - - - - 250,000
136
INTELLIGENT TRANSPORTATION SYSTEM (ITS)
Description
This program is for various Intelligent Transportation System (ITS) improvements throughout the City.
Prior Future
314 CFF-ITS 150,000 150,000
328 Roadway Fee 1,000,000 150,000 150,000 150,000 150,000 1,600,000
341 CFD 2002-1 500,000 500,000
CFD 2003-1 300,000 300,000
Totals - 1,000,000 150,000 150,000 150,000 150,000 - 2,550,000
Prior Future
Environmental -
Other CIP Costs 950,000 1,000,000 150,000 150,000 150,000 150,000 2,550,000
Totals 950,000 1,000,000 150,000 150,000 150,000 150,000 - 2,550,000
137
Capital Improvement Program PD0006
MAJOR DRAINAGE REPAIRS/CAPITAL REPLACEMENT
Description
This project will improve, repair, and restore a limited number of drainage deficiencies within the City. The work
will be determines during design of these drainage improvements. This project will be funded through the
Drainage Fund.
Prior Future
503 Drainage 2,000,000 900,000 600,000 600,000 600,000 4,700,000
Totals 2,000,000 900,000 600,000 600,000 600,000 - - 4,700,000
Prior Future
Other CIP Costs 1,600,000 900,000 600,000 600,000 600,000 4,300,000
Totals 2,000,000 900,000 600,000 600,000 600,000 - - 4,700,000
138
POPPY RIDGE STREET LIGHT & VARIOUS IMPROVEMENTS
Description
This project will replace street lights and complete various miscellaneous improvements in the Poppy Ridge CFD
area.
Prior Future
343 CFD 2003-1 250,000 157,000 407,000
Totals 250,000 157,000 407,000
Prior Future
Environmental -
Other 250,000 157,000 407,000
Totals 250,000 157,000 - - - - - 407,000
139
PROGRAM MANAGEMENT/ADVANCE PLANNING

Description
This program provides funding for planning and administration of the City‘s transportation program. Activities
include:
Studying the need for, and feasibility of, specific transportation improvements
Participating in regional transportation planning efforts (coordinating with outside agencies such as the
Sacramento Area Council of Governments, the Sacramento Transportation Authority, and the Connector Road
Joint Powers Authority);
Identifying funding needs and securing outside funding opportunities;
Developing the Transportation Improvement Program;
City‘s local contribution to the Connector JPA operations (Gas Tax funded only).
Prior Future
221 Gas Tax Fund 200,000 250,000 250,000 250,000 250,000 1,200,000
Unidentified 600,000 600,000
Totals - 200,000 250,000 250,000 250,000 250,000 - 1,800,000
Prior Future
Environmental -
Other 600,000 200,000 250,000 250,000 250,000 250,000 1,800,000
Totals 600,000 200,000 250,000 250,000 250,000 250,000 - 1,800,000
140
RAILROAD CROSSING SAFETY STUDY, DESIGN AND IMPROVEMENTS

Description
Prior Future
221 Gas Tax Fund 40,000 40,000
328 Elk Grove Roadway Fee 270,000 270,000
302 State Grants 408,714 (40,000) 368,714
Totals 773,714 - - - - - - 773,714
Prior Future
Other -
Totals 773,714 - - - - - - 773,714
141
SAFETY, STREETSCAPING & BICYCLE/PEDESTRIAN IMPROVEMENT
Description
This ongoing program undertakes various bicycle and pedestrian-related improvements throughout the City in
accordance with the City‘s Bicycle and Pedestrian Master Plan, which was adopted by City Council in July 2004.
Prior Future
305 LTF - bikes & Pedestrians 100,000 50,000 50,000 50,000 50,000 300,000
Other - 394 New Measure A 347,735 336,558 350,456 364,005 387,029 406,380 2,192,163
Totals 347,735 336,558 350,456 364,005 387,029 406,380 - 2,492,163
Prior Future
Environmental -
Other 347,735 436,558 400,456 414,005 437,029 456,380 2,492,163
Totals 347,735 436,558 400,456 414,005 437,029 456,380 - 2,492,163
142
SHELDON/WATERMAN ROAD INTERSECTION IMPROVEMENTS

Description
Prior Future
328 Roadway Fee 200,000 200,000
Totals - 200,000 - - - - - 200,000
Prior Future
Environmental -
Totals - 200,000 - - - - - 200,000
143
SLURRY AND CHIP SEAL 2009

Description
Work includes engineering, environmental documentation, and construction of various street improvements near
railroad crossings in order to establish three Quiet Zones throughout the City: (1) Quiet Zone 1 – Elk Grove
Boulevard, Bond Road, Elk Grove-Florin Road, Sheldon Road, and Calvine Road; (2) Quiet Zone 2 – Bilby Road,
private road MP124,9, and Franklin Boulevard; and (3) Quiet Zone 3 – Dwight road and Sims Road.
Prior Future
221 Gas Tax Fund 45,000 (40,000) 5,000
302 State Grants 40,000 40,000
Other - 224 Prop 1B 775,000 775,000
Totals 1,275,000 - - - - - - 1,275,000
Prior Future
Right-of-Way Acquisition - -
Construction Contract 1,069,000 1,069,000
Other CIP Costs - -
Totals 1,275,000 - - - - - - 1,275,000
144
SWAINSON’S HAWK MITIGATION PROPERTY

Description
Installation of irrigation and drainage improvements including, but not limited to, pipelines, drainage ditches and
ponds, recirculation pumps, irrigation valves and sprinklers, and associated components. Installation of fencing
(perimeter and interior) as needed to support agricultural activities on the property.
Prior Future
234 - Swainson's Hawk Mitigation Fee 1,900,000 1,900,000
Totals - 1,900,000 - - - - - 1,900,000
Prior Future
Environmental -
Other CIP Costs 1,900,000 1,900,000
Totals - 1,900,000 - - - - - 1,900,000
145
TRAFFIC CONTROL & SAFETY
Description
This program is dedicated to making improvements to traffic controls throughout the City that are not funded
through other means. Improvements may include additional turn lanes, modifications to signal timing, pedestrian
safety enhancements, or other measures to manage vehicle speeds.
Prior Future
Other - 394 New Measure A 268,216 261,510 268,061 276,191 290,005 304,505 1,668,488
Totals 268,216 261,510 268,061 276,191 290,005 304,505 - 1,668,488
Prior Future
Environmental -
Other CIP Costs 268,216 261,510 268,061 276,191 290,005 304,505 1,668,488
Totals 268,216 261,510 268,061 276,191 290,005 304,505 - 1,668,488
146
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.
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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.
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.
Budget Strategies
Strategic Focus – The City‘s financial management should be strategic, reflecting the Council‘s and the
community‘s priorities for service while providing resources that realistically fund routine operations.
Fiscal control and accountability – The City‘s financial activities should be fiscally sound and accountable to
the City Council through the City Manager.
Clarity – The City‘s financial planning and reporting should be clear and easy to understand so that all
participants, the Council, the community, and staff can productively participate in making good decisions.
Long-term planning – The City‘s financial planning should emphasize multi-year horizons to promote long-
term planning of resource uses.
Flexible and cost effective responses – The City‘s financial management practices should encourage a
mission-driven organization that responds quickly and straightforwardly to community demands. The City‘s
management should flexibly respond to opportunities for better service, should proactively manage revenues,
and should cost-effectively manage ongoing operating costs.
Staff philosophy – The City Council desires to retain a mix of contract staff and employment staff in order to
ensure a cost effective and flexible service delivery system. A core group of City employees create the
oversight and administrative guidance necessary for contractual staff.
Major City Goals

The involvement of the City Council in setting major City goals is essential to the budget process. These goals
provide short-term and long-term direction to staff, determine the allocation of resources, and establish priorities.
These goals will provide focus to the organization-wide efforts of staff and ensure that the most important, highest-
priority objectives are accomplished and that these priorities are communicated to the public.
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.
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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.
Annual Budget and Financial Plan

The City Manager will present an annual budget and financial plan and periodic financial information to the City
Council setting from the following information;
Actual revenues, expenditures, reserve balances, and fund balances for the prior fiscal year. Fund balance is
the difference between assets and liabilities in any given fund.
Estimated revenues, expenditures, reserve balances, and fund balances for the current fiscal year.
Projected revenues, expenditures, reserve balances, and fund balances for the next fiscal year.
Articulated priorities and service levels to be achieved by the organization over the next year.
Long-range financial plan, which will include projected revenues, expenditures, and reserve balances for the
next seven years.
Capital Improvement Program for the next five years.
Budget Development and Administration
The City's annual budget represents the official financial and organizational plan by which City policies and
programs are implemented. It is also an action and financial plan of services to be provided to the citizens of Elk
Grove.
Development
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.
The department managers prepare their operating and capital budget requests in accordance with the general
parameters. The City Manager, along with the budget review team, reviews each manager‘s requests and proposals
and formulates them into a "Proposed Budget" for submission to the City Council. The proposed budget is balanced
when expenditures are equal to or less than the sum of total revenues and the use of reserves, according to Council
adopted policy.
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Budget study sessions between the City Council, City Manager and City staff are scheduled in April or May. In May
or June, a public hearing is scheduled by the City Council to receive public input for consideration regarding the
proposed budget. The budget is then adopted by Council Resolution and becomes the City's action plan for the
ensuing fiscal year. If the City Council fails to adopt the budget by July 1, the City Council may elect one of the
following courses of action until passage of a budget and the appropriation of funds:
Provide the City Manager with Continuing Resolution Authority to allow continued services at expenditure levels
not greater than those levels approved in the prior year budget; or
Require staff to obtain prior approval for the expenditure (disbursement) of City funds.
Copies of the City budget as adopted are public records and shall be made available to the public upon request.
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

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 elected City Treasurer;
Maintains records for all these transactions and their effect on cash balances;
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FISCAL POLICIES
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.
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.
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
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FISCAL POLICIES
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.
The City will invest only in those instruments authorized by the California Government Code Section 53601. 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.
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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 Financing and Debt Management
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.
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.
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. 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.
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 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
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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 Improvement Budget
The Capital Improvement Budget will emphasize project planning, with projects progressing through at least two and
up to six of the following phases:
Designated - Set-aside funding for future project development under ―pay-as-you-go‖ financing.
Study - Includes concept design, site selection, feasibility analysis, schematic design, environmental determination,
property appraisals, scheduling, grant application, grant approval, and specification preparation for equipment
purchases.
Acquisition - Includes equipment purchases and property acquisition for projects, if necessary.
Design - Includes final design, plan and specification preparation, and construction cost estimation.
Construction - Includes bid administration, construction, project inspection and management, and closeout.
Debt Service - Installment payments of principal and interest for completed projects funded through debt financing.
Funding and related appropriations to a project account will only be made upon approval of each phase by the City
Council. Accordingly, project appropriations for acquisition and construction will generally be approved when
contracts are awarded.
Personnel Resource Management

Regular employees are the core work force and the preferred means to staff ongoing, year-round activities. Where
possible and justified, the City strives to provide fair compensation and benefit schedules for its regular work force.
Each regular employee will:
Fill an authorized position.

Receive salary and benefits consistent with the labor market.
To manage the growth of the regular work force and overall staffing costs, the City will follow these procedures:
The City Council will authorize all regular positions.

Human Resources will coordinate the hiring of all employees and evaluate the reallocation of existing positions.
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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 Administration 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.
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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.
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 General Fund by use of a cost allocation plan.
Cost Allocation Criteria
Cost will be allocated considering the following criteria:
Cause and effect - the identification of output in proportion to the service provided.
Benefits received - the allocation of cost in relation to the benefits received.
Fairness and equity - the allocation must be mutually satisfactory to the parties affected.
Ability to bear - the allocation of cost must consider the ability to pay and the impact on the services provided.
Purchasing
The City will maintain a purchasing policy designed to support and enhance the delivery of governmental services
while seeking to obtain the maximum value for each dollar expended.
Performance Measures
The City Manager will annually develop performance measures and assess how efficiently and effectively the
functions, programs, and activities in each department are provided and for determining whether program goals
are being met.
Funds of the City of Elk Grove
Governmental accounting systems are organized and operated on a fund basis. A fund is a self-balancing set of
accounts recording cash and other financial resources, together with all related liabilities and residual equities or
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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.
Basis of Budgeting
The budget is adopted 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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COMMUNITY PROFILE
Redding *
Sacramento
* * Lake Tahoe
Elk Grove
San Francisco *
* San Jose
* Fresno
Bakersfield *
Santa Barbara *
* Los Angeles
San Diego *
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COMMUNITY PROFILE
History
In 1850, Elk Grove was established as a hotel stop and a stop for the stage. It is located about 15 miles south of
historic Sutter‘s Fort and thus became a crossroads for business, entertainment, mail service and agriculture, and
acted as home base for gold miners in nearby communities. After it played its part in the early gold rush and
statehood history in California, a close-knit community evolved with a distinctly rural and western lifestyle.
Despite its close proximity to California‘s capital city, Elk Grove remained quietly independent of Sacramento‘s
growth and development as it expanded into adjoining countrywide areas until the 1980‘s. Today, Elk Grove had
its start in agriculture and it is still a big part of the area‘s economy today, with vineyards, dairy and 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.
Climate
Elk Grove‘s climate varies from low temperatures of 24 to 44 degrees to highs of 80 to 110 degrees. Average
annual rainfall is 22 inches per year falling primarily from October through April. Elevation is 45 feet.
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 3rd and 5th Congressional Districts, the 10th and 15th State
Assembly Districts, and the 1st and 5th State Senate Districts.
The current office holders and their term expirations are as follows:
Name/Office Term Expiration
Patrick Hume, Councilmember 2010

Gary Davis, Councilmember 2010
James Cooper, Councilmember 2012
Steve Detrick, Vice-Mayor 2012
Sophia Scherman, Mayor 2012
One of the most important resources of Elk Grove is its rich educational environment. The Elk Grove Unified
School District (EGUSD) alone boasts a reputation for being one of the best districts in the state! EGUSD
students regularly score above the state average as a whole. Local institutions of higher learning offer programs
for most undergraduate and graduate degrees, and several cater directly to the business community. This is
reflected in our city, which offers a well-educated community and labor force.
The City of Elk Grove is within the Elk Grove Unified School District (EGUSD), one of the fastest growing school
districts in the country and the 8th largest in California. The entire EGUSD includes 320 square miles, or about
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one third of Sacramento County. Notably, Elk Grove is projected to experience a greater growth in its student
population over the next 25 years than any other city in Sacramento County.
Cosumnes River Community College is near the City‘s northern boundary, and California State University,
Sacramento is just a short drive away in the City of Sacramento.
Primary, Secondary and Higher Education in the Region:

Elk Grove Unified School District
Los Rios Community Colleges
California State University, Sacramento
UC Davis, UC Davis Extension
National University
University of San Francisco
University of Southern California
Golden Gate University
University of Phoenix
Chapman University
St. Mary‘s College
McGeorge School of Law
DeVry University Center
Vocational Training
Heald Business College
MTI College of Business Technology
Airport
The Sacramento International Airport is located approximately 26 miles north of Elk Grove off I-5 and provides the
major carrier airlines.
Attractions
Local attractions include:
Laguna Creek Parkway, a 13-mile waterway featuring wetlands, open space, walking and riding trails, fishing
and bird watching.
Stone Lakes Refuge is on the western edge of Elk Grove, a narrow stretch of floodplain, was recently
dedicated as a National Wildlife Refuge comprised of 3,000 acres along the Pacific Flyway.
Cosumnes River Preserve is on the southern edge of Elk Grove, a riparian habitat running along the
Cosumnes River.
Churches
More than 50 churches in the greater Elk Grove area provide worship services for many faiths.
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Hospitals
Elk Grove residents have the best medical providers located in their community. A full range of physicians,
including many specialists, have active practices in
the area.
Additionally, the city is serviced locally by the following medical facilities:

Kaiser Permanente Hospital
Methodist Hospital/Mercy Healthcare
Sutter Health Systems
UC Davis Medical Center
Hotels
Local hotels that are easily accessible are the Holiday Inn, located at Hwy 99 and Laguna Boulevard. Comfort Inn
Suites and the Marriott Extended Stay located off Hwy 5 at Elk Grove Boulevard .and soon-to-open will be the
Hilton Garden Inn.
Housing
Housing available in the Elk Grove area ranges from the low $300,000s for new, entry-level homes and can go to
the $600,000+ price range for executive homes.
Newspapers
The local newspaper is the Elk Grove Citizen/Herburger Publication that is published twice weekly.
Recreation
Golf Courses: Emerald Lakes Golf Center and Valley Hi Country Club and a number of driving ranges provide
area golfers with facilities to meet their needs.
Health Clubs: There are three main health clubs that serve the Elk Grove area: California Family Fitness, 24
Hour Fitness and Laguna Creek Racquet Club. These clubs offer full facilities for swimming, indoor basketball
court, weight training, racquetball, tennis and aerobics.
Parks: Elk Grove has close to 50 parks, totaling more than 140 acres of lush landscaping and recreational
amenities. This includes picnic areas, softball fields, a skate park and swim center.
Theaters: The two main theater complexes are Century 16 and United Artists and Laguna Village.
Restaurants
There are over 70 local restaurants that serve food varying from American, Mexican, Chinese, Japanese, Thai, to
Italian.
Senior Center
The Elk Grove Senior Center provides classes, trips, game night, yoga, bingo, estate planning, AARP classes and
tax preparation assistance. Lunches are served during the week for a nominal cost.
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Service Clubs
Service clubs in Elk Grove are: American Legion, Bahai, Elks Lodge, Chamber of Commerce, Knights of
Columbus, Masonic, Odd Fellows & Rebekahs, Civic League, Kiwanis, Lions, Native Daughters of the Golden
West, Optimist, Rotary, Soroptimist and Moose.
Shopping
There are several shopping centers located within Elk Grove, which provide some of the more popular chain
stores. Old Town Elk Grove provides a unique collection of historical buildings, antique shops and small
businesses.
For shopping nearby, we have several large retail malls within the Elk Grove area. There is also a proposed plan
to create a regional mall "The Elk Grove Promenade", which will be 1.2 million square feet, and surrounding
satellite retail of about 1.8 million square feet.
Transportation
Elk Grove has convenient access to two major highways—Interstate 5 and Highway 99, providing easy access to
highway transportation routes.
Rail transportation is also available in Sacramento, 15 miles north of Elk Grove. Public transportation is provided
by e-tran, the City‘s first in the nation 100% hybrid electric commuter bus fleet.
Youth Organizations
Youth organizations in Elk Grove are: 4-H, Camp Fire, Teen Center, Future Farmers of America and Scouts.
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RESOLUTION
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RESOLUTION
167
POSITION LISTING
Authorized Funded
1100 Intern to Councilmember 1 2 5 3
1100 City Council Total 1 2 5 3
Authorized Funded
1200 Assistant to the City Manager 1 1 1 0
1200 Budget Manager 1 1 1 0
1200 City Manager 1 1 1 0
1200 Economic Development Coordinator 1 1 1 0
1200 Emergency Management Coordinator 0 0 1 1
1200 Public Information Officer 1 1 1 0
1200 Sr. Customer Service Specialist 0 0 1 1
1200 City Manager Total 7 6 8 2
Authorized Funded
1300 Assistant City Attorney 1 1 1 0
1300 City Attorney 1 1 1 0
1300 Deputy City Attorney II 1 1 1 0
1300 Legal Assistant 1 1 1 0
1300 City Attorney Total 5 5 5 0
Authorized Funded
1400 Assistant City Clerk 1 1 1 0
1400 City Clerk 1 1 1 0
1400 Customer Service Specialist 1 1 0 -1
1400 Deputy City Clerk/Records Manager 1 1 1 0
1400 City Clerk Total 5 5 4 -1
Authorized Funded
1500 Accounting Manager 1 1 1 0
1500 Accounting Technician 4 5 4 -1
1500 Director of Finance & Admin Services 1 1 1 0
1500 Payroll Technician 1 1 1 0
1500 Purchasing Agent 1 1 1 0
1500 Purchasing Manager 1 1 1 0
1500 Senior Customer Service Specialist 1 1 1 0
1500 Senior Administrative Assistant 1 1 1 0
1500 Senior Accountant 1 1 1 0
1500 Finance Total 16 15 14 -1
Authorized Funded
1600 Human Resources Director 1 1 1 0
1600 Human Resource Specialist 1 1 1 0
1600 Hum an Resources Total 4 4 4 0
168
POSITION LISTING
Authorized Funded
Police Chief 1 1 1 0
Captains 1 2 2 0
Captain 0 U U 0
Lieutenants 7 6 7 1
Sergeants 18 18 17 -1
Police Officers 99 98 98 0
Total Sw orn 126 125 125 0
Administrative Assistant 6 6 7 1
Administrative Assistant (Senior) 1 1 1 0
Animal Services Officer 3 3 3 0
Animal Services Supervisor 1 1 1 0
Community Services Officer 11 11 11 0
Crime Analyst 1 1 1 0
Crime Prevention Specialist 1 1 1 0
Customer Service Specialist 1 1 0 -1
Dispatcher 18 18 18 0
Dispatch Supervisor 3 3 3 0
Forensic Investigator 3 3 3 0
IT Analyst 1 1 1 0
IT Analyst (Sr.) 3 3 3 0
IT Manager 1 1 1 0
Management Analyst 1 2 2 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 6 8 8 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 2 0
Security Officer 2 2 2 0
Subtotal Non-Sw orn 72 75 75 0
Police Total 198 200 200 0
Authorized Funded
3110 Assistant City Manager 1 1 1 0
3110 Accounting Technician 0 0 1 1
295 Developm ent Services Total 2 3 5 2
Authorized Funded
3120 Planning Director 1 1 1 0
3120 Developm ent Svcs/Planning Total 1 1 1 0
169
POSITION LISTING
Authorized Funded
3130 Building Official 1 1 1 0
3130 Developm ent Svcs/Building Total 1 1 2 1
Authorized Funded
3540 Code Enforcement Field Insp 3 5 5 0
3540 Code Enforcement Manager 1 1 1 0
3540 Code Enforcem ent Total 6 8 8 0
Authorized Funded
295 /503 Contract Manager #1 0 0 1 1
256 /294 Contract Manager #2 0 0 1 1
221 Contract Manager #3 0 0 1 1
4100 Public Works Director 1 1 1 0
4100 Developm ent Svcs/Public Works Total 1 1 5 4
Authorized Funded
501 Integrated Waste Coordinator 2 2 2 0
501 Integrated Waste Manager 1 1 1 0
501 Part Time Battery Technician 0 0.2 0.4 0
501/502 Integrated Waste Total 3 3.2 3.4 0.2
Authorized Funded
1560 Sr Customer Service Specialist 0 1 1 0
1560 Utility Billing Total 3 5 5 0
Authorized Funded
511 Transit Services Planner 1 1 1 0
511 Transit System Manager 1 1 1 0
511 Transit Total 3 4 4 0
Authorized Funded
601 Risk Managem ent Total 1 1 1 0
Authorized Funded
1810/ 1843 Facilities and Fleet Manager 0 1 1 0
1810 Facilities Technician 0 1 1 0
1810 Receptionist 1 1 1 0
602 Facilities and Fleet 0 4 4 0
170
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.
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.
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.
171
GLOSSARY OF TERMS
CAPITAL IMPROVEMENT PROGRAM (CIP) – A financial plan of proposed capital improvement projects with
single and multiple-year capital expenditures. This program plans for five years and is updated annually.
CAPITAL OUTLAY – A budget category which budgets all equipment having a unit cost of more than $5,000 and
an estimated useful life of over one year. Capital outlay is budgeted in the operating budget.
CERTIFICATES OF PARTICIPATION – Form of lease-purchase financing used to construct or acquire capital

facilities and equipment.
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) – A federal grant that aims to develop viable urban
communities by providing decent housing, a suitable living environment, and expanded opportunities for persons
of low and moderate income. The City of Elk Grove receives an annual CDBG entitlement from the U.S.
Department of Housing and Urban Development.
DEBT SERVICE – Payment of the principal and interest on an obligation resulting from the issuance of bonds or
notes.
DEFICIT – An excess of expenditures or expenses over resources.
DEPARTMENT – A major organizational unit of the City that has been assigned overall management
responsibility for an operation or a group of related operations within a functional area.
DEPRECIATION – The decrease in value of physical assets due to use and the passage of time.
DEVELOPMENT IMPACT FEE – Fees placed on the development of land or conditions required for the approval
of a development project such as the donation (dedication or exaction) of certain land (or money) to specific
public uses. The fees are typically justified as an offset to the future impact that development will have on existing
infrastructure.
ENCUMBRANCES – A legal obligation to pay funds for an expenditure that has not yet occurred. They cease to
be encumbrances when the obligations are paid or otherwise terminated.
ENTERPRISE FUNDS – This fund type is used to account for operations that are: (a) financed and operated in a
manner similar to private sector enterprises and it is the intent of the City that the costs (including depreciation) for
providing goods or services to the general public be financed or recovered primarily through the user charges; or
(b) the City or an outside grantor agency has determined that a periodic determination of revenues earned,
expenses, and net income is appropriate for capital maintenance, public policy, management control,
accountability, or other purposes. The City has established the following enterprise funds: water, sewer, solid
waste, transit, and recreation.
EXPENDITURE – The outflow of funds paid or to be paid for an asset or goods and services obtained regardless
of when the expense is actually paid. This term applies to all funds. Note: An encumbrance is not an expenditure;
an encumbrance reserves funds to be expended.
FIDUCIARY FUNDS - Used to report assets held in a trustee or agency capacity for others.
FISCAL YEAR (FY) – A 12-month period of time to which the budget applies. The City of Elk Grove‘s fiscal year
is July 1 through June 30.
FULL-TIME EQUIVALENT (FTE) – The decimal equivalent of a part-time position converted to a full-time base
(i.e., one person working half time would equate to 0.5 FTE).
172
GLOSSARY OF TERMS
FUND – An independent fiscal and accounting entity used to record all financial transactions related to the
specific purpose for which the fund was created. The seven generic fund types used by the City are: General
Fund, Special Revenue, Debt Service, Capital Projects, Enterprise, Internal Service, and Trust and Agency.
FUND BALANCE – The amount of financial resources available for use. Generally, this represents the detail of all
the annual operating surpluses and deficits since the fund‘s inception. Also known as the financial position, fund
balance is the excess of assets over liabilities, and represents the cumulative effect of revenues and other
financing sources over expenditure and other financing issues.
GANN APPROPRIATIONS LIMIT – This term refers to Article XIIIB of the California State Constitution that
places limits on the amount of proceeds from taxes that state and local governmental agencies can receive and
spend each year.
GAS TAX – Administered by the State Board of Equalization (SBOE), this is a per gallon tax on fuel used to
propel a motor vehicle or aircraft. Use of the revenue is for research, planning, construction, improvement,
maintenance, and operation of public streets and highways or public mass transit.
GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) – Uniform minimum standards and guidelines
for financial accounting and reporting.
GENERAL FUND – The primary fund of the City used to account for all revenues and expenditures of the City not
legally restricted as to use. Examples of departments financed by the General Fund include the City Council, City
Manager‘s Office, Police, Fire, Personnel,
Attorney‘s Office, Finance, and others.
GENERAL PLAN – California State law requires each City to adopt a General Plan that describes the direction
the City will take concerning its future development.
GOAL – The desired result of accomplishments within a given time frame.
GOVERNMENTAL FUNDS - Funds used to account for tax-supported activities.
GRANT – Contribution or gift or cash or other assets from another governmental entity to be used or expended
for a specific purpose, activity, or facility.
HTE – The City‘s primary financial, community development, and public safety software vendor.
INFRASTRUCTURE – Facilities on which the continuance and growth of the community depend on, such as
roads, water lines, sewers, public buildings, etc.
INTER-FUND TRANSFERS – Monies moved from one fund to another. The money is transferred to finance the
operations of another fund or to reimburse the fund for expenses.
INTERNAL SERVICE FUND – Funds established to account for the financing of goods or services provided by
one department for other departments within the City on a cost reimbursement basis.
LANDSCAPE AND LIGHTING DISTRICT – An assessment district that is formed for the maintenance of
landscaping and street light improvements.
MEASURE A – Sacramento County voters approved a ½ cent sales tax funding source in the late 1980‘s to fund
specific transportation projects.
173
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.
174
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.
175

Elk Grove 2010-11 Budget Proposed

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Elk Grove 2010-11 Budget Proposed

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DEVELOPMENT SERVICES

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City Clerk City Manager City Attorney

Police Chief Assistant City Manager Human Resource Finance Director

Information Investigations Public Works Integrated Economic Financial Planning Fleet

Public Information Facilities

Financial Analysis ................................................................................................................................9

Financial Summaries .......................................................................................................................... 17

General Fund - 101

Special Revenue Funds - 200s

Development Services Fund – 295 .................................................................................................... 75

Capital Funds - 300s

Debt Service Funds - 400s

Internal Service Funds - 600s

Agency Funds - 700s

Capital Improvement Program

Fiscal Policies .................................................................................................................................................... 147

Community Profile............................................................................................................................................. 159

Resolution ......................................................................................................................................... 165

May 26, 2010

Mayor and Council Members:

Reducing operational expenses,

Create a vibrant, diverse economy

Grow and support safe, livable, attractive neighborhoods

Serve as wise, responsible stewards of fiscal resources

Performance Measurement System: The Proposed FY 2010-11 Budget includes a number of

Develop an efficient and effective City organization with a regional perspective

There are two reasons for this result:

Departmental expenditures were below budget by $2.1 million.

Loan for redevelopment activities ($550,000), from undesignated fund balance;

General Fund Appropriations $ 49,520,350

General Fund Revenues

$50,000,000 Sales Tax

$40,000,000 Property Tax

General Fund Expenditures

Operating expenditures decreased by nearly 8% from FY 2008-09 to FY 2009-10. Expenditures are

General Fund Expenditures

FY2009-10 FY2010-11 Change in

A summary of the position changes:

Non-POA POA Total

POA Concessions $ 680,000 680,000

Internal Service Fund Total Budget General Fund Other Funds

Cost Allocation Plan

General Fund Reserves

Fund Balance FY 2010 Fund Balance FY 2011 Fund Balance

Adjusted Appropriations $ 49,860,500 $ 49,526,595

Equipment Replacement ($275,000)

Total Reserves 20% Contingency 15% Contingency

Development Services Fund

Capital Improvement Plan

Impact Fee Deferral Program

Estimated Estimated Estimated Estimated

Equipment Replacement Fund

Economic Development Fund

Facilitiy Reserve Fund

Development Services Fund

Special Revenue Funds

Total Special Revenue Funds $ 22,855,812 $ 15,454,864 $ 31,533,958 $ 6,766,093

Estimated Estimated Estimated Estimated

Debt Service Fund

Total Enterprise Fund $ 21,409,312 $ 27,912,960 $ 25,387,667 $ 23,934,605

Internal Service Funds

Total Internal Service Fund $ 814,711 $ 8,572,419 $ 8,654,576 $ 732,554

GRAND TOTAL $ 173,093,536 $ 80,115,640 $ 153,504,318 $ 99,608,116