Lakeport City Council Agenda Packet

AGENDA
REGULAR MEETING OF THE LAKEPORT CITY COUNCIL

(ALSO MEETS AS THE CITY OF LAKEPORT MUNICIPAL SEWER DISTRICT, THE LAKEPORT INDUSTRIAL
DEVELOPMENT AUTHORITY, THE MUNICIPAL FINANCING AGENCY OF LAKEPORT and THE SUCCESOR
AGENCY TO THE LAKEPORT REDEVELOPMENT AGENCY)
Tuesday, June 20, 2017
City Council Chambers, 225 Park Street, Lakeport, California 95453
Any person may speak for three (3) minutes on any agenda item; however, total public input per item is not to exceed 15 minutes, extended at the discretion of the
City Council. This rule does not apply to public hearings. Non-timed items may be taken up at any unspecified time.
CLOSED SESSION: 5:00 P.M.
1. Conference with Legal Counsel; Anticipated Litigation (Gov. Code

54956.9(d)(2) & (d)(3)) A point has been reached where, in the opinion
of the City Council on the advice of its legal counsel, based on the
below-described existing facts and circumstances, there is a significant
exposure to litigation against the City:
Statement made at an open meeting of City (Gov. Code

54956.9(e)(4)): Name of Person: Paul B. Albritton.
Nature of Specific Matter: Appeal of Verizon Wireless Application UP

14- 04, AR 14-12, CE 14-24.
Number of potential cases: one (1)

I. CALL TO ORDER & ROLL CALL: 6:00 p.m.
II. PLEDGE OF ALLEGIANCE:
III. ACCEPTANCE OF AGENDA: Move to accept agenda as posted, or move to add or delete items.
Urgency Items: To add item, Council is required to make a majority decision that an urgency
exists (as defined in the Brown Act) and a 2/3rds determination that the need to
take action arose subsequent to the Agenda being posted.
IV. CONSENT AGENDA: The following Consent Agenda items are expected to be routine and noncontroversial. They will be acted upon by
the Council at one time without any discussion. Any Council Member may request that any item be removed from
the Consent Agenda for discussion under the regular Agenda. Removed items will be considered following the
Consent Calendar portion of this agenda.
A. Ordinances: Waive reading except by title, of any ordinances under consideration at this
meeting for either introduction or passage per Government Code Section 36934.
B. Minutes: Approve minutes of the City Council Special meeting of June 5, 2017, and the
regular City Council meeting of June 6, 2017.
C. Warrants: Approve the warrant register of June 12, 2017.
D. Application 2017-023: Approve Application No. 2017-023 with staff recommendations for the Annual
Lake County Fair Parade to take place on Main Street on August 31, 2017.
E. Lake County Fair Parking: 1. Approve the designated temporary disabled parking on C and D Streets,
between South Forbes Street and the respective fairgrounds entrance
gates from 4:00 p.m. August 31st to Midnight on Sunday, September 3rd,
2017, and
2. Approve the lease for Fair parking at 902 Bevins Court with the 49th
District Agricultural Association and authorize the City Manager to
execute the lease.
F. Meeting Cancellation: Cancel the regular City Council meeting on August 1, 2017, and approve the
participation of the City of Lakeport in the National Night Out event, with street
closures.
G. Notice of Completion: Authorize the acceptance of the Hwy 29 Force Main project, and to record a
Notice of Completion with the County of Lake.
City Council Agenda of June 20, 2017 Page 2
V. PUBLIC PRESENTATIONS/REQUESTS:
A. Citizen Input: Any person may speak for 3 minutes about any subject within the authority of the City Council, provided that the
subject is not already on tonights agenda. Persons wishing to address the City Council are required to complete a
Citizens Input form and submit it to the City Clerk prior to the meeting being called to order. While not required,
please state your name and address for the record. NOTE: Per Government Code 54954.3(a), the City Council
cannot take action or express a consensus of approval or disapproval on any public comments regarding matters
which do not appear on the printed agenda.
VI. COUNCIL BUSINESS:

A. Finance Director
1. Fiscal Year 2017-2018 Budget: Adopt a resolution approving the recommended budget for the City of Lakeport
and its component units, and authorize the City Manager to expend the
appropriations found therein for the fiscal year 2017-18.
2. Fiscal Year 2017-2018 Adopt a resolution approving the appropriations limit of $11,486,172 in Fiscal
Appropriation Limit: Year 2017-18 for the City of Lakeport.
3. Ordinance Introduction: 1. Adopt the proposed Resolution electing to become subject to the
Uniform Public Construction Uniform Public Construction Cost Accounting Act, and
Cost Accounting Act (UPCCAA) 2. Introduce the proposed Ordinance repealing and replacing Chapter 3.05
to the Lakeport Municipal Code to comply with the Uniform Public
Construction Cost Accounting Act.
B. Administrative Services Director
1. Job Classifications: Approve the following new and modified classifications as presented, effective
7/1/2017: Maintenance Worker III; Utility Operator I/II/III; Wastewater Systems
Supervisor I/II; Water Operations Supervisor I/II and Government Accountant.
VII. CITY COUNCIL COMMUNICATIONS:
A. Miscellaneous Reports, if any:
VIII. ADJOURNMENT: Adjourn the meeting to June 27, 2017 at 6:00 p.m. to be held in the Lakeport City
Council Chambers.
Materials related to an item on this Agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the City Clerks Office at 225
Park Street, Lakeport, California, during normal business hours. Such documents are also available on the City of Lakeports website, www.cityoflakeport.com, subject to
staffs ability to post the documents before the meeting.
The City of Lakeport, in complying with the Americans with Disabilities Act (ADA), requests individuals who require special accommodations to access, attend and/or
participate in the City meeting due to disability, to please contact the City Clerks Office, (707) 263-5615, 72 hours prior to the scheduled meeting to ensure reasonable
accommodations are provided.
_______________________________________
Hilary Britton, Deputy City Clerk
MINUTES
SPECIAL MEETING
OF THE LAKEPORT CITY COUNCIL
Monday, June 5, 2017
5:30 p.m.
City Council Chambers, 225 Park Street, Lakeport, California 95453
CALLTO ORDER AND ROLL CALL Mayor Mattina called the Special Meeting to order at 5:30 p.m.
Council Members Barnes, Parlet, Spurr, and Turner were present.
BUDGET WORKSHOP: Finance Director Walker and City Manager Silveira presented a
Power Point overview of the proposed budget for Fiscal Year
2017/2018, with additional discussion from Administrative
Services Director Buendia.
ADJOURNMENT: Mayor Mattina adjourned the meeting at 7:15 p.m.
____________________________________
Stacey Mattina, Mayor
Attest:
__________________________________
Kelly Buendia, City Clerk
MINUTES
REGULAR MEETING OF THE LAKEPORT CITY COUNCIL
(ALSO MEETS AS THE CITY OF LAKEPORT MUNICIPAL SEWER DISTRICT, THE LAKEPORT INDUSTRIAL DEVELOPMENT AUTHORITY, THE
MUNICIPAL FINANCING AGENCY OF LAKEPORT and THE SUCCESOR AGENCY TO THE LAKEPORT REDEVELOPMENT AGENCY)
Tuesday, June 6, 2017
CLOSED SESSION: 5:00 P.M.

1. CONFERENCE WITH LABOR NEGOTIATOR (Gov. Code 54957.6): Name
of City Negotiator to Attend Closed Session: Margaret Long and
Administrative Services Director Kelly Buendia; Employee Organization:
Lakeport Employees Association (LEA) and the Unrepresented
Management (UM) group.
Mayor Mattina called the meeting to order at 5:00 p.m., and adjourned to Closed
Session at 5:01p.m.
REPORT OUT OF CLOSED SESSION: There was no reportable action from closed session.
I. CALL TO ORDER & ROLL CALL: Mayor Mattina called the meeting to order at 6:00 p.m. with Council Member
Barnes, Council Member Parlet, Council Member Spurr, and Council Member
Turner present.
II. PLEDGE OF ALLEGIANCE: The Pledge of Allegiance was led by Kelly Buendia, Administrative Services
Director.
III. ACCEPTANCE OF AGENDA: City Attorney Ruderman advised of an Urgency Item, which arose subsequent to
the agenda posting and requiring Council action prior to the next regular Council
meeting.
A motion was made by Council Member Barnes, seconded by Council Member
Parlet, and unanimously carried by voice vote, to accept the agenda with the
added Urgency Item Application 2017-024, an application for street closure for a
Bike Blessing event to be held by the Lakeport Christian Center.
IV. CONSENT AGENDA: The following Consent Agenda items are expected to be routine and noncontroversial. They will be acted upon by
the Council at one time without any discussion. Any Council Member may request that any item be removed from
the Consent Agenda for discussion under the regular Agenda. Removed items will be considered following the
Consent Calendar portion of this agenda.
A. Ordinances: Waive reading except by title, of any ordinances under consideration at this
meeting for either introduction or passage per Government Code Section 36934.
B. Minutes: Approve minutes of the regular City Council meeting of May 16, 2017.
C. Warrants: Approve the warrant register of May 23, 2017.
D. Application 2017-022: Approve Application No. 2017-022 with staff recommendations for the Annual
Halloween Parade to take place on Main Street on October 31, 2017.
E. CalTrans Agreements: Adopt a resolution authorizing the City Manager, or his/her designee, to execute
all Master Agreements, Program Supplemental Agreements, Fund Exchange
Agreements, Fund Transfer Agreements and/or any amendments thereto with
Caltrans.
F. Meeting Cancellation: Authorize the cancellation of the regular meeting of July 4, 2017
G. Measure Z Advisory Committee: Receive and file the draft minutes of the Measure Z Advisory Committee meeting
of May 24, 2017.
H. Application 2017-024 Approve Application No. 2017-024 with staff recommendations for a Bike
Blessing to take place on June 17, 2017.
City Council Minutes of June 6, 2017 Page 2
Vote on Consent Agenda: A motion was made by Council Member Parlet, seconded by Council Member
Turner, and unanimously carried by voice vote, to approve the Consent Agenda,
items A-H.
V. PUBLIC PRESENTATIONS/REQUESTS:
A. Citizen Input: Suzanne Lyons of the Parks and Recreation Commission provided copies of a
Downtown walking path flyer and stated that medallion markers would be
placed to help identify the path.
B. New Employee Introduction: Administrative Services Director Buendia introduced new Administrative
Specialist Pam Samac.
VI. PUBLIC HEARING:
A. Groundwater Sustainability Agency: Community Development Director Ingram presented the staff report regarding
establishing a Groundwater Sustainability Agency (GSA).
At 6:13 p.m. Mayor Mattina opened the Public Hearing.
Rhonda Armstrong, chair of the Scotts Valley Advisory Council, Scotts Valley
residents Joanne Ruddock and Ron Love, as well as Lakeport resident Suzanne
Lyons, had questions for the Council on the GSA process.
At 6:30 p.m. Mayor Mattina closed the Public Hearing
Philip Moy, Lake County Director of Water Resources, spoke in support of the
GSA and updated the Council on the status of the alternative plan to downgrade
the Scotts Valley basin to low priority. He advised the county probably wont
hear anything back from the state about its decision until the end of this year or
the start of next year.
A motion was made by Council Member Turner, seconded by Council Member
Spurr, and unanimously carried by voice vote, to adopt the resolution electing to
become the Groundwater Sustainability Agency for a portion of the Scotts Valley
Basin within the County of Lake and direct staff to proceed to file the required
notification with the Department of Water Resources.
VII. COUNCIL BUSINESS:
A. City Manager
1. Berryessa Snow Mountain City Manager Silveira presented the staff report. Sierra Club, Lake Group
National Monument: member Victoria Brandon spoke in support of the resolution.
A motion was made by Council Member Parlet, seconded by Council Member
Barnes, and unanimously carried by voice vote, to adopt the proposed Resolution
of Support for the Berryessa Snow Mountain National Monument.
B. Police Chief
1. Fireworks: Police Chief Rasmussen presented the staff report.
Turner, and unanimously carried by voice vote, to receive and file the Illegal
Fireworks Police Operation Plan.
2. Application 2017-017: Police Chief Rasmussen presented the staff report.
Tony Barthel, promoter of the event, spoke in favor of the event and answered
questions of the City Council.
A motion was made by Council Member Turner, seconded by Council Member
Barnes, and unanimously carried by voice vote, to approve Application 2017-017
with the listed restrictions and requirements, for the Lakeside Car and Boat
Show.
C. Community Development Director
City Council Minutes of June 6, 2017 Page 3
1. Bid Request: The staff report was presented by Community Development Director Ingram.
Spurr, and unanimously carried by voice vote, to authorize staff to advertise for
competitive bids for the Carnegie Library Accessibility Upgrades Project.
VIII. CITY COUNCIL COMMUNICATIONS:
A. Miscellaneous Reports, if any: City Manager Silveira reported that the Sprint Boat Race event was a great
success and that she is very excited about the great events taking place this
summer.
City Attorney Ruderman had no report.
Public Works Director Grider had no report.
Finance Director Walker had no report.
Police Chief Rasmussen had no report.
Community Development Director Ingram thanked Lakeport residents that have
been compliant with weed abatement letters.
Administrative Services Director Buendia had no report.
Council Member Spurr had no report.
Council Member Parlet reported that he spoke with many boat racers from the
Sprint Boat races who spoke very highly of Lakeport.
Council Member Barnes had no report.
Council Member Turner reported that she attended and volunteered at the
Sprint Boat Races. She commended the efforts of city staff and assisting
agencies. She reported on the Hike for Hospice to be held on Saturday at
Highland Springs. She announced Grillin on the Green will take place August 5,
2017 at the Westside Community Park.
Mayor Mattina reported that a budget workshop took place, with a proposed
balanced budget. She gave kudos to the Council in approving the Sprint Boat
Races.
IX. ADJOURNMENT: Mayor Mattina adjourned the meeting at 7:08 p.m.
_______________________________________
Stacey Mattina, Mayor
Attest:
_____________________________
Kelly Buendia, City Clerk
CITY OF LAKEPORT
Over 125 years of community
pride, progress and service

6/14/2017
Iherebycertifythattheattachedlistofwarrantshasbeenaudited,
extensionsareproper,purchaseordershavebeenissued,anddepartment
headshavebeengiventheopportunitytoreviewandsignclaimforms.

______________________________
NicholasWalker
FinanceDirector
225 PARK STREET LAKEPORT, CALIFORNIA 95453 TELEPHONE (707) 263-5615 FAX (707) 263-8584
Bank Transaction Report
Lakeport Transaction Detail
Issued Date Range: 05/24/2017 - 06/12/2017
Cleared Date Range: -
Issued Cleared
Date Date Number Description Module Status Type Amount
Bank Account: 15-0352000798 - POOLED CASH BANK
05/31/2017 51313 LAKEPORT DISPOSAL, INC. Accounts Payable Outstanding Check -19,315.35
06/05/2017 51314 AFLAC Accounts Payable Outstanding Check -736.65
06/05/2017 51315 CA STATE DISBURSEMENT UNIT Accounts Payable Outstanding Check -693.67
06/05/2017 51316 JACQUELINE M. STOEBE Accounts Payable Outstanding Check -25.00
06/05/2017 51317 LAKEPORT EMPLOYEE'S ASSOC Accounts Payable Outstanding Check -315.00
06/05/2017 51318 LPOA Accounts Payable Outstanding Check -405.00
06/05/2017 51319 NATIONWIDE RETIREMENT SOLUTION Accounts Payable Outstanding Check -975.00
06/05/2017 51320 REDWOOD CREDIT UNION Accounts Payable Outstanding Check -150.00
06/05/2017 51321 VALIC - C/O JP MORGAN CHASE Accounts Payable Outstanding Check -1,888.50
06/05/2017 DFT0000460 CALPERS Accounts Payable Outstanding Bank Draft -1,692.95
06/05/2017 DFT0000468 CALPERS Accounts Payable Outstanding Bank Draft -44.00
06/05/2017 DFT0000469 CALPERS Accounts Payable Outstanding Bank Draft -59.82
06/05/2017 DFT0000470 IRS Accounts Payable Outstanding Bank Draft -3,062.00
06/05/2017 DFT0000471 CA EMP DEVELOPMENT DEPT Accounts Payable Outstanding Bank Draft -2,981.47
06/05/2017 DFT0000472 CA EMP DEVELOPMENT DEPT Accounts Payable Outstanding Bank Draft -950.28
06/05/2017 DFT0000473 IRS Accounts Payable Outstanding Bank Draft -10,691.12
06/05/2017 DFT0000474 IRS Accounts Payable Outstanding Bank Draft -195.54
06/06/2017 51322 LAKEPORT DISPOSAL, INC. Accounts Payable Outstanding Check -27,734.79
06/12/2017 51324 L. N. CURTIS & SONS Accounts Payable Outstanding Check -139.67
06/12/2017 51325 AFLAC Accounts Payable Outstanding Check -761.81
06/12/2017 51326 ALPHA ANALYTICAL LABORATORIES Accounts Payable Outstanding Check -4,378.00
06/12/2017 51327 Void Check Accounts Payable Voided Check 0.00
06/12/2017 51328 APEX TECHNOLOGY MGMT, INC. Accounts Payable Outstanding Check -1,605.00
06/12/2017 51329 AQUA PRODUCTS Accounts Payable Outstanding Check -19.58
06/12/2017 51330 ARAMARK UNIFORM SERVICES Accounts Payable Outstanding Check -138.55
06/12/2017 51331 AT&T Accounts Payable Outstanding Check -70.00
06/12/2017 51332 AT&T Accounts Payable Outstanding Check -1,559.03
06/12/2017 51333 BRIAN DENTON Accounts Payable Outstanding Check -1,210.00
06/12/2017 51334 CALIF POLICE CHIEFS' ASSN. Accounts Payable Outstanding Check -145.00
6/12/2017 1:27:11 PM Page 1 of 4

Bank Transaction Report Issued Date Range: -
Issued Cleared
06/12/2017 51335 CHEMSEARCH Accounts Payable Outstanding Check -324.08
06/12/2017 51336 CLEARLAKE LAVA, INC. Accounts Payable Outstanding Check -360.36
06/12/2017 51337 CODE PUBLISHING Accounts Payable Outstanding Check -450.00
06/12/2017 51338 COLANTUANO, HIGHSMITH & Accounts Payable Outstanding Check -6,363.90
06/12/2017 51339 DEBRA ENGLAND Accounts Payable Outstanding Check -675.00
06/12/2017 51340 DEEP VALLEY SECURITY Accounts Payable Outstanding Check -202.95
06/12/2017 51341 DEFINITE IMPRESSIONS Accounts Payable Outstanding Check -317.33
06/12/2017 51342 DEPT OF JUSTICE Accounts Payable Outstanding Check -70.00
06/12/2017 51343 DUNKEN PUMPS Accounts Payable Outstanding Check -64.68
06/12/2017 51344 ESRI Accounts Payable Outstanding Check -3,353.75
06/12/2017 51345 EUREKA OXYGEN COMPANY Accounts Payable Outstanding Check -15.88
06/12/2017 51346 FED EX Accounts Payable Outstanding Check -76.32
06/12/2017 51347 FERRELLGAS Accounts Payable Outstanding Check -17.23
06/12/2017 51348 GRAINGER Accounts Payable Outstanding Check -73.08
06/12/2017 51349 IMAGE SALES, INC. Accounts Payable Outstanding Check -20.56
06/12/2017 51350 IT'S ABOUT TIME, INC Accounts Payable Outstanding Check -141.38
06/12/2017 51351 JAMES DAY CONSTRUCTION, INC. Accounts Payable Outstanding Check -1,703.00
06/12/2017 51352 LAKE COUNTY AMERICORPS Accounts Payable Outstanding Check -15.00
06/12/2017 51353 LAKE COUNTY RECORD BEE Accounts Payable Outstanding Check -125.00
06/12/2017 51354 LAKEPORT GLASS & DOOR Accounts Payable Outstanding Check -151.80
06/12/2017 51355 LAKEPORT MAIN STREET ASSN. Accounts Payable Outstanding Check -1,000.00
06/12/2017 51356 LAKEPORT TIRE & AUTO SERVICE Accounts Payable Outstanding Check -75.00
06/12/2017 51357 LEAGUE OF CALIF CITIES- REDWOOD EMPIRE DIVISION Accounts Payable Outstanding Check -135.00
06/12/2017 51358 LEXIS NEXIS RISK SOLUTIONS Accounts Payable Outstanding Check -30.00
06/12/2017 51359 LINCOLN AQUATICS Accounts Payable Outstanding Check -718.25
06/12/2017 51360 MEDIACOM Accounts Payable Outstanding Check -135.90
06/12/2017 51361 MIREYA TURNER Accounts Payable Outstanding Check -84.63
06/12/2017 51362 MSDS ONLINE, INC. Accounts Payable Outstanding Check -700.00
06/12/2017 51363 NEARY LANDSCAPE, INC. Accounts Payable Outstanding Check -92,055.00
06/12/2017 51364 NICK WALKER Accounts Payable Outstanding Check -251.00
06/12/2017 51365 NIXON-EGLI EQUIPMENT CO. Accounts Payable Outstanding Check -2,544.28
06/12/2017 51366 NORTHERN CALIFORNIA GLOVE Accounts Payable Outstanding Check -42.83
06/12/2017 51367 O'REILLY AUTO PARTS Accounts Payable Outstanding Check -282.52
06/12/2017 51368 PACE SUPPLY #03391-00 Accounts Payable Outstanding Check -362.71
06/12/2017 51369 PAUL R. CURREN Accounts Payable Outstanding Check -4,807.50
06/12/2017 51370 PETERSON Accounts Payable Outstanding Check -114.37
06/12/2017 51371 PG&E VO248104 Accounts Payable Outstanding Check -11,233.43
06/12/2017 51372 PUBLIC ENGINES, INC. Accounts Payable Outstanding Check -1,425.60
06/12/2017 51373 R.E.M.I.F. Accounts Payable Outstanding Check -130.56
06/12/2017 51374 RAINBOW AGRICULTURAL SERVICES Accounts Payable Outstanding Check -395.86
06/12/2017 51375 RB PEST CONTROL Accounts Payable Outstanding Check -315.00
06/12/2017 51376 RDO EQUIPMENT CO. Accounts Payable Outstanding Check -885.09
06/12/2017 51377 REDWOOD FORD Accounts Payable Outstanding Check -141.59
6/12/2017 1:27:11 PM Page 2 of 4

Issued Cleared
06/12/2017 51378 RICOH USA, INC. Accounts Payable Outstanding Check -29.84
06/12/2017 51379 ROGER WHEELER Accounts Payable Outstanding Check -250.00
06/12/2017 51380 SAFETY CENTER, INC. Accounts Payable Outstanding Check -2,575.00
06/12/2017 51381 SAFETY-KLEEN CORPORATION Accounts Payable Outstanding Check -230.20
06/12/2017 51382 SIERRA CHEMICAL COMPANY Accounts Payable Outstanding Check -1,474.11
06/12/2017 51383 STANDARD PRINTING COMPANY Accounts Payable Outstanding Check -560.43
06/12/2017 51384 STAPLES CREDIT PLAN Accounts Payable Outstanding Check -416.15
06/12/2017 51385 THE WORKS INC/MLS - LSQ FUNDING GROUP Accounts Payable Outstanding Check -2,204.44
06/12/2017 51386 TOTAL COMPENSATION SYSTEMS Accounts Payable Outstanding Check -1,200.00
06/12/2017 51387 TRI-CITIES ANSWERING SERVICE Accounts Payable Outstanding Check -450.90
06/12/2017 51388 TS WORLDWIDE, LLC Accounts Payable Outstanding Check -10,723.30
06/12/2017 51389 UKIAH PAPER SUPPLY, INC. Accounts Payable Outstanding Check -109.29
06/12/2017 51390 US POSTMASTER - ARIZONA Accounts Payable Outstanding Check -867.46
06/12/2017 51391 USA BLUE BOOK Accounts Payable Outstanding Check -3,837.96
06/12/2017 51392 VERIZON WIRELESS Accounts Payable Outstanding Check -323.30
06/12/2017 51393 WESTGATE PETROLEUM CO., INC. Accounts Payable Outstanding Check -4,405.40
06/12/2017 51394 WYATT IRRIGATION SUPPLY INC Accounts Payable Outstanding Check -190.23
Bank Account 15-0352000798 Total: (96) -260,930.47
Report Total: (96) -260,930.47
6/12/2017 1:27:11 PM Page 3 of 4

Summary
Bank Account Count Amount
15-0352000798 POOLED CASH BANK 96 -260,930.47
Report Total: 96 -260,930.47
Cash Account Count Amount

**No Cash Account** 1 0.00
998 998-0000-101000 POOLED CASH - WEST AMERICA 95 -260,930.47
Report Total: 96 -260,930.47
Transaction Type Count Amount

Bank Draft 15 -36,429.44
Check 81 -224,501.03
Report Total: 96 -260,930.47
6/12/2017 1:27:11 PM Page 4 of 4

From: Jason D. Ferguson
To: Hilary Britton
Subject: Re: Application 2017-023 - Annual Fair Parade
Date: Friday, June 02, 2017 8:44:35 AM
Attachments: image002.png
Police:
(2) Patrol Officers to lead the parade at $64.00 per hour for 1 hour= $128
(2) Police Volunteers to asssist with the parade, traffic control at $27.00 per hour for 1 hour=
$54.00
THanks
Jason Ferguson
Lieutenant
Lakeport Police Department
2025 S. Main St.
Lakeport, Ca. 95453
Office (707) 263-9654
A true hero is not defined simply by the uniform he or she is wearing but rather the person who's wearing it!
-----Original Message-----
From: Hilary Britton [mailto:hbritton@cityoflakeport.com]
Sent: Thursday, June 1, 2017 03:50 PM
To: Amanda Frazell (Dean.Eichelmann@lakecountyca.gov),
Cheryl Bennett (cheryl.bennett@lakecountyca.gov), 'Cynthia Ader', 'Daniel Chance',
'Doug Grider', 'Executive Management', 'Jason Ferguson', 'Jim Kennedy', 'Linda Sobieraj',
Lori Price (lorip@co.lake.ca.us), Mark Wall (mwaconsulting@comcast.net),
'Matt Hartzog', 'Mike Sobieraj',
Pheakdey Preciado (pheakdey.preciado@lakecountyca.gov), 'Rebekah Dolby', 'Ron Ladd',
Sheriff's Dept (records@lakecountyca.gov),
Tina Rubin (Tina.Rubin@lakecountyca.gov)
Subject: Application 2017-023 - Annual Fair Parade
Hi all,

Please find attached application 2017-023 for the Annual Fair Parade to take place 08/21/2017,
for your review.

We would like to submit this for Council approval at the 06/20/2017 meeting, so please have your
comments back to me by 06/14/2017.

Thank you for your input.

From: Lori Price
To: Hilary Britton
Subject: RE: Application 2017-023 - Annual Fair Parade
Date: Friday, June 02, 2017 9:24:12 AM
Attachments: image002.png
Good morning Hilary,
I have reviewed the above subject application and it does not appear that it will impact County
roads. We do not have any conditions or comments to add to this permit.
Thank you for the opportunity to comment.
Sincerely,
Lori Price
Secretary III
Lake County Department of Public Works
255 N. Forbes Street, Rm 309
Lakeport, CA 95453
(707) 263-2341
lorip@co.lake.ca.us
From: Hilary Britton [mailto:hbritton@cityoflakeport.com]
Sent: Thursday, June 01, 2017 3:50 PM
To: Dean Eichelmann; Cheryl Bennett; Cynthia Ader; Daniel Chance; Doug Grider; Executive
Management; Jason Ferguson; Jim Kennedy; Linda Sobieraj; Lori Price; Mark Wall
(mwaconsulting@comcast.net); Matt Hartzog; Mike Sobieraj; Pheakdey Preciado; Rebekah Dolby; Ron
Ladd; records@lakecountyca.gov; Tina Rubin
Subject: Application 2017-023 - Annual Fair Parade
Hi all,
Please find attached application 2017-023 for the Annual Fair Parade to take place 08/21/2017, for
your review.
We would like to submit this for Council approval at the 06/20/2017 meeting, so please have your
comments back to me by 06/14/2017.
Thank you for your input.
Hilary Britton
Deputy City Clerk
City of Lakeport
225 Park Street
Lakeport, CA 95453
(707) 263-5615 x12
hbritton@cityoflakeport.com
ATTACHMENT 1
CITY OF LAKEPORT
City Council
City of Lakeport Municipal Sewer District
Lakeport Redevelopment Successor Agency
Lakeport Industrial Development Agency
Municipal Financing Agency of Lakeport
STAFF REPORT
RE: Designated Disabled Parking and Overflow Parking MEETING DATE: 06/20/2017
Agreement
SUBMITTED BY: Brad Rasmussen, Chief of police
PURPOSE OF REPORT: Information only Discussion Action Item
WHAT IS BEING ASKED OF THE CITY COUNCIL/BOARD:

The City Council is being asked to consider approval of the following items to assist the Lake County Fair
with parking concerns:
1. Designate disabled parking spaces in the entire 200 block of C Street, between South Forbes Street
and the C Street entrance to the fairgrounds and the entire block of D Street, between South Forbes
Street and the D Street entrance to the fairgrounds from the time period of 4:00 p.m. Thursday,
August 31, through Sunday, September 3rd, at midnight.
2. Approve a lease agreement with 49TH District Agricultural Association, to allow for overflow
parking at 902 Bevins Court from Wednesday, August 30, 2017 at 6:00 AM through Monday,
September 4, 2017 at midnight during the Annual Lake County Fair.
BACKGROUND:
The annual Lake County Fair is host to hundreds of visitors and motorists wishing to participate in the
event. In years past, traffic congestion and parking, particularly parking for disabled persons, has been an
issue on the fairgrounds property, as they have limited designated disabled parking spaces available.
Currently, the main entrance to the fairgrounds has approximately eight (8) designated disabled parking
spaces, which are not sufficient to accommodate the number of attendees who are qualified for such spaces.
As a result, disabled motorists are often forced to double park or park in spaces where parking is prohibited,
thus causing unnecessary traffic congestion and safety concerns.
Additionally, the City has had an agreement with the 49th District Agricultural Association, (Lake County
Fair Board) to utilize the empty lot at 902 Bevins Court, owned by the Lakeport Redevelopment Successor
Agency, for overflow parking during the Lake County Fair. The use of the Bevins lot for Fair parking has
been going on for many years. The lease agreement has been updated and staff is recommending the
approval of the lease. This agreement assists the Fair by providing them with extra parking area for vehicles
and trailers that during the event.
DISCUSSION:
The approval of temporary additional designated disabled parking spaces would allow those persons with
disabilities to have sufficient available parking, and reduce the potential for traffic congestion and safety
concerns at the main entrance. Police staff have discussed this request with Public Works staff who stated
they had sufficient signage to set up the temporary zone.
Meeting Date: 06/20/2017 Page 1 Agenda Item #IV.E.
ATTACHMENT 1
The Bevins Court agreement assists the Fair by providing them with extra parking area for vehicles and
trailers during the event.
OPTIONS:
Approve/not approve
FISCAL IMPACT:
None $ Account Number: Comments:
SUGGESTED MOTIONS:
Move to:
1. Approve the designated temporary disabled parking on C and D Streets, between South Forbes
Street and the respective fairgrounds entrance gates from 4:00 p.m. August 31st to Midnight on
Sunday, September 3rd, 2017 and
2. Approve the lease for Fair parking at 902 Bevins Court with the 49th District Agricultural
Association and authorize the City Manager to execute the lease.
Attachments: 1. Lease Agreement
Meeting Date: 06/20/2017 Page 2 Agenda Item #IV.E.

ATTACHMENT 1
LEASE AGREEMENT
DATE: ___________, 2017
THIS AGREEMENT by and between the SUCCESSOR AGENCY TO THE LAKEPORT

REDEVELOPMENT AGENCY, hereinafter called the Owner, and 49TH DISTRICT AGRICULTURAL
ASSOCIATION, hereinafter called the Lessee.
WITNESSETH:
WHEREAS The Lessee desires to secure from the Owner certain rights and privileges and
to obtain permission from the Owner to use the Owner's premises, located on 902 Bevins Court
in Lakeport (APN 025-462-11) (the Property), beginning at 6:00 AM on Wednesday, August
30, 2017 and ending at midnight on Monday, September 4th, 2017.
NOW, THEREFORE, Owner hereby grants to the Lessee the right to occupy the Property
for the public parking purposes associated with the Lake County Fair, subject to the terms and
conditions of this Agreement. The purpose of occupancy shall be limited to temporary public
parking for visitors to the Lake County Fair, and shall be for no other purpose or purposes
whatsoever.
1. Lessee agrees to compensate Owner for the rights and privileges hereby granted, in the
manner set forth below: Lessee shall:
A. Lessee shall pay Owner $1.00 as consideration for the use of the Property.
B. Remove any brush within the parking area of the Property.
C. Perform minor leveling of the Property to make the lot safe for parking and
walking.
D. Maintain a gravel walkway from the Property onto fairgrounds property.
E. Keep the Property clean of trash and clean it of any accumulated trash after the
Fair.
F. Provide a liability insurance certificate naming the Owner as an additional

insured, in accordance with Section 11 below.
G. Provide for site access to the Property over the Bevins Court curb.
H. Provide temporary site lighting on the Property.
I. Repair any damage caused to the Property as result of activities occurring under
this Lease within 30 days of September 4, 2017.
1
167396.2
ATTACHMENT 1
2. Lessee further agrees that it will not sell, exchange or barter, or permit its employees to
sell, exchange or barter, any permits issued to Lessee or its employees hereunder
3. It is mutually agreed that this contract or the privileges granted herein, or any part
thereof, cannot be assigned or otherwise disposed of without the written consent of
Owner.
4. In the event Lessee fails to comply in any respect with the terms of this agreement, all
payments for this rental space shall be deemed earned and non-refundable by Owner and
Owner shall have the right to occupy the space in any manner deemed for the best
interests of Owner.
5. This agreement is not binding upon either party until it has been duly accepted and signed
by their authorized representatives.
6. Lessee shall not do or permit anything to be done in or about the Property nor bring or
keep anything therein that will in any way increase the existing rate of or affect any fire or
other insurance upon the Property. Lessee shall not commit or allow to be committed any
waste in or upon the Property.
7. Lessee shall not without, Owners prior written approval, install or affix any lighting,
shades, awnings, or decorations, signs, lettering, placards, or the like on any portion of
the Property; display or sell merchandise on, or otherwise obstruct, any area outside the
Property; cause or permit to be used any advertising, loudspeakers, unusually bright or
flashing lights, and similar devices which may be seen or heard outside the Property
unless approved by a separate Conditional Use Permit or Special Event Permit with prior
approval by Lessee,
8. Owner and Owner's officers, employees, and agents shall at all reasonable times have the
right to enter the Property for the purpose of inspecting the same, posting notices of non-
responsibility or any other notices required by law for the protection of Owner, doing any
work that Owner is permitted or required to perform under this Agreement, and making
any reasonable repairs which Owner determines may be required.
9. Lessee is, and at all times shall remain, an independent contractor solely responsible for
all acts and omissions of its employees, agents and representatives, including any
negligent acts or omissions. Lessee is not an agent of Owner and shall have no authority
to act on behalf of Owner or to bind Owner to any obligation whatsoever unless Owner
provides its prior written authorization to Lessee of such an obligation. Lessee is not an
officer or employee of Owner, and Lessee shall not be entitled to any benefit, right, or
compensation other than that as provided for in this Agreement.
10. Lessee shall comply with all applicable legal requirements including all federal, state, and
local laws (including ordinances and resolutions), whether or not said laws are expressly
stated in this Agreement.
2
167396.2
ATTACHMENT 1
11. Lessee shall, throughout the duration of this Agreement, secure and maintain insurance to
cover Lessee (including its agents, representatives, and employees) in connection with
Lessees performance under this Agreement. This Agreement identifies the required
minimum levels of insurance coverage that Lessee shall obtain; however, Lessee may
carry, at its own expense, any additional insurance it deems to be necessary or prudent.
Prior to the commencement of any performance under this Agreement, Lessee shall
furnish to Owner written proof of insurance (certificates and endorsements), in a form
acceptable to Owner. Lessee shall provide subsequent written proof of insurance no later
than 30 days prior to the expiration date of any insurance policy required by this
Agreement. Lessee shall maintain insurance that complies with the following
requirements:
A. Workers' Compensation Insurance with statutory limits and employer's liability

insurance with limits of not less than one million dollars ($1,000,000) per
accident.
B. Lessee shall take out and maintain, at Lessees sole expense, Public Liability
Insurance with coverage in the amount of $ 1,000,000.00 for one person and
$1,000,000.00 for one accident with bodily injury and $ 1,000,000.00 for
property damage.
C. Lessees insurance will not be canceled, limited, or allowed to expire without

renewal until after 30 days advance written notice of any such cancellation,
limitation or expiration has been given to Owner.
D. All insurance companies providing coverage to Lessee shall be insurance

organizations authorized by the Insurance Commissioner of the State of
California to transact the business of insurance in the State of California and
rated at least B+ under Bests Insurance Guide.
E. All of the insurance policies required to be obtained by Lessee under this Section
shall be with companies and policies whose form is satisfactory and acceptable
to Owner. Each policy shall designate Owner as an additional named insured.
Lessee shall provide Owner with certificates of insurance (hereinafter
Certificates) issued by each of the insurance companies issuing any of the
policies required pursuant to this Section. In the event Lessee fails to take out or
maintain any of the insurance required pursuant to this Section, Owner shall
have the right to obtain said policies in form and with companies acceptable to
Owner, and to pay any premiums due thereon. The total amount of any
insurance premiums paid by Owner on Lessees behalf shall be paid by Lessee to
Owner upon demand, and said amounts shall start to bear interest at the rate of
ten percent (10%) per annum as of the date of Owners demand for payment by
Lessee.
3
167396.2
ATTACHMENT 1
12. To the fullest extent permitted by law, Lessee shall indemnify, hold harmless, and when
Owner requests with respect to a claim provide a deposit for the defense of, and defend
Owner, its officers, agents, employees and volunteers from and against any and all claims
and losses, costs or expenses for any damage due to death or injury to any person,
whether physical, emotional, consequential or otherwise, and injury to any property
arising out of or in connection with Lessees alleged negligence, recklessness or willful
misconduct or other wrongful acts, errors or omissions of Lessee or any of its officers,
employees, servants, agents, or subcontractors, or anyone directly or indirectly employed
by either Lessee or its subcontractors, in the use of the property, the performance of this
Agreement, or its failure to comply with any of its obligations contained in this
Agreement, except such loss or damage as is caused by the sole active negligence or
willful misconduct of Owner. Such costs and expenses shall include reasonable attorneys
fees due to counsel of Owners choice, expert fees and all other costs and fees of
litigation. Lessee shall not be entitled to any refund of attorneys fees, defense costs or
expenses in the event that it is adjudicated to have been non-negligent.
13. Should interpretation of this Agreement or any portion thereof be necessary, it is deemed
that this Agreement was prepared by the parties jointly and equally, and shall not be
interpreted against either party on the ground that the party prepared the Agreement or
caused it to be prepared.
14. Owner and Lessee agree to mediate any dispute or claim arising between them out of this
Agreement, or any resulting transaction, before resorting to arbitration or court action in
relation to any such dispute or claim. Mediation fees, if any shall be divided evenly among
the parties involved. If, for any dispute or claim to which this paragraph applies, any party
commences a court action without first attempting to resolve the matter through
mediation, or refuses to mediate after a request has been made, than that party shall not
be entitled to recover attorneys fees in relation to the dispute or claim even if they would
be available to that party in any such action.
15. The prevailing party in any action under this Agreement shall be entitled to recover its
reasonable attorneys fees and litigation costs from the other party.
16. This Agreement constitutes the entire Agreement of the parties hereto. This Agreement
shall not be amended in any way except by a writing expressly purporting to be such an
amendment, signed, and acknowledged by both of the parties thereto.
17. If any provision of this Agreement is held by a court of competent jurisdiction to be invalid
or unenforceable the remainder of this Agreement shall be interpreted so as to best affect
the reasonable intent of the parties hereto.
18. This Agreement shall be construed in accordance with the laws of the State of California
and the parties hereto agree that venue of any action or proceeding arising under this
Agreement or the performance thereof shall be heard in Lake County, California.
4
167396.2
ATTACHMENT 1
This agreement has been executed in duplicate, by and on behalf of the parties hereto, the day
and year first above written.
SUCCESSOR AGENCY TO THE LAKEPORT 49TH DISTRICT AGRICULTURAL ASSOCIATION

REDEVELOPMENT AGENCY
By: By:_______________________________
Margaret Silveira, City Manager Name, Level of Officer
Date: Date: _______________
Attest: Attest:
By: By:
Kelly Buendia, City Clerk Name, Title
Date: Date:
Approved as to form: Approved as to form:
By: By:
David J. Ruderman, City Attorney Name, Title
Date: Date:
5
167396.2
CITY OF LAKEPORT
City Council
STAFF REPORT
RE: Cancel Regular Meeting of August 1, 2017 to Participate MEETING DATE: 06/20/2017
in National Night Out
SUBMITTED BY: Brad Rasmussen, Chief of Police

The City Council is being asked to cancel their regular meeting on August 1, 2017, and approve participation the
Lakeport National Night Out event with a street closure on that date.
BACKGROUND/DISCUSSION:
National Association of Town Watch (NATW) is a non-profit organization dedicated to the development and
promotion of various crime prevention programs including neighborhood watch groups, law enforcement
agencies, state and regional crime prevention associations, businesses, civic groups, and individuals, devoted to
safer communities. The introduction of National Night Out, Americas Night Out Against Crime, in 1984 began
an effort to promote involvement in crime prevention activities, police-community partnerships, neighborhood
camaraderie, and to send a message to criminals letting them know that neighborhoods are organized and
fighting back.
NATWs National Night Out program culminates annually, on the first Tuesday of August. The first National Night
Out took place on Tuesday, August 7, 1984. That first year, 2.5 million Americans took part across 400
communities in 23 states. National Night Out now involves over 37 million people and 15,000 communities from
all fifty states, U.S. Territories, Canadian cities, and military bases worldwide.
The traditional lights on campaign and symbolic front porch vigils turned into a celebration across America
with various events and activities including, but not limited to, block parties, cookouts, parades, visits from
emergency personnel, rallies and marches, exhibits, youth events, safety demonstrations and seminars, in effort
to heighten awareness and enhance community relations.
Matt Peskin, NATWs Executive Director, said, Its a wonderful opportunity for communities nationwide to
promote police-community partnerships, crime prevention, and neighborhood camaraderie. While the one
night is certainly not an answer to crime, drugs and violence, National Night Out represents the kind of spirit,
energy and determination to help make neighborhoods a safer place year round. The night celebrates safety
and crime prevention successes and works to expand and strengthen programs for the next 364 days.
Staff is requesting to cancel the regular City Council meeting of Tuesday, August 1, 2017 to participate in this
event. The City of Lakeport National Night Out event would be an opportunity for the community to meet and
greet City Council Members and Staff and local emergency personnel. The City would provide hot dogs and
drinks. In the past, the Kiwanis have volunteered to do the cooking.
Meeting Date: 06/20/2017 Page 1 Agenda Item #IV.F..

Staff is planning to have this years event in the private Esplanade Park and on Esplanade Street between
Konocti Ave and Helena Street, at the invitation of the Esplanade Street Neighborhood Watch Group. This
would require the Councils approval to close Esplanade Street in the described area for the event.
OPTIONS:
Approve the participation of the City of Lakeport in the National Night Out event, with street closures.
Do not approve the participation of the City of Lakeport in the National Night out event
Do not approve street closures.
FISCAL IMPACT:
None $1500.00 Budgeted Item? Yes No
Budget Adjustment Needed? Yes No If yes, amount of appropriation increase: $
Affected fund(s): General Fund Water OM Fund Sewer OM Fund Other:
Comments:
SUGGESTED MOTIONS:
1. Move to cancel the regular City Council meeting on August 1, 2017, and approve the participation of the
City of Lakeport in the National Night Out event, with street closures.
Attachments: 1. Street Closure Map
Meeting Date: 06/20/2017 Page 2 Agenda Item #IV.F..

City of Lakeport, CA
ATTACHMENT 1
LUP
O YOM LILY COVE
A
ESP
L AN
LUPOYOMA
AD E
HELENA
ROAD CLOSURE AREA
LUPOYOMA
MAIN
KONOCTI
LAKEPORT
I
National Night Out Road Closure Area
CITY OF LAKEPORT
City Council
STAFF REPORT
RE: Acceptance of USDA Hwy 29 Force Main Project MEETING DATE: 06/20/2017
SUBMITTED BY: Douglas Grider, Public Works Director

The City Council is being asked to authorize acceptance of the USDA Hwy 29 Force Main Project, and to record a
Notice of Completion with the County of Lake.
The Hwy 29 Force Main Project is a USDA project which requires it to be accepted by the City Council when the
work is completed and a Notice of Completion to be filed with Lake County.
OPTIONS:
Authorize the acceptance of the Hwy 29 Force Main Project and recording of Notice of Completion with Lake
County, or provide direction.
FISCAL IMPACT:
None $ Budgeted Item? Yes No
Comments:
SUGGESTED MOTIONS:
Move to authorize the acceptance of the Hwy 29 Force Main project, and to record a Notice of Completion with
the County of Lake.
Attachments: 1. Letter Substantial Completion

2. Certificate- Substantial Completion
Meeting Date: 06/20/2017 Page 1 Agenda Item #IV.G.

ATTACHMENT 1
ATTACHMENT 1
RECORDING REQUESTED BY
City of Lakeport
WHEN RECORDED RETURN TO

City of Lakeport
225 Park Street
Lakeport, CA 95453
(Space above this line for Recorders Use Only)

NOTICE OF COMPLETION
NOTICE IS HEREBY GIVEN:
That the construction work hereinafter described was completed on the 15th day of May, 2017.
That the work done consisted of constructing the Hwy 29 Force Main Project.
That the City of Lakeport, 225 Park Street, Lakeport, CA 95453 is said Owner of said work.
That the work of improvement was completed in Lake County, State of California, at the following locations:
APN 025-472-05-00, Section 23, Township 14 North, Range 10 West
The name of the Contractor for said work is:
Allen Gill Construction, Inc.

3307 Twin View Blvd.
Shasta Lake, CA 96019
That the nature of the title of the stated Owner is in fee.
City of Lakeport
Owner
By
Owners Agent
Page 1 of 2
ATTACHMENT 1
VERIFICATION OF CONTENT
The undersigned, being duly sworn, says that she is the City Manager of the aforesaid interest in the property
described in the foregoing notice, that she has read the same, and knows the contents thereof, and that the
facts stated therein are true.
_____________________________
Date Signed Margaret Silveira, City Manager
City of Lakeport
State of California
County of Lake______________
On , 2017, before me, , personally appeared

__________________________________________ who proved to me on the basis of satisfactory evidence to
be the person whose name is subscribed to the within instrument and acknowledged to me that she executed
the same in her authorized capacities, and that by her signature on the instrument the person, or the entity
upon behalf of which the person acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is
true and correct.
WITNESS my hand and official seal.
Date
Notary Public
(Seal)
M:\Jobs\0523\0523.32D Hwy 29 Force Main\Services During Construction\PROJECT CLOSEOUT\3 - Notice of Completion.docx
Page 2 of 2
ATTACHMENT 2
ATTACHMENT 2
CITY OF LAKEPORT
City Council
STAFF REPORT
RE: 2017-18 Budget Adoption MEETING DATE: 6/20/2017
SUBMITTED BY: Margaret Silveira, City Manager

Nicholas Walker, Finance Director
Adopt the operating and capital expenditure budget for the 2017-18 fiscal year and associated resolution.
The City of Lakeport is in transformation. Over the last several years - and despite significant challenges - we
have invested millions of dollars in infrastructure to make our community a beautiful, safe place to for our
citizens (and visitors) to live, work, and play. With the completion of these projects we are turning our attention
to other areas of critical need, including ways to make this organization a premier place in which to work, this
City a destination to visit and enjoy, this region an area of economic growth, and Lakeport self-reliant and strong
through enhancing general revenues and other resources. We are transforming from a place of economic
recovery to one of hope and opportunity.
The coming fiscal year, 2017-18, we look to build on this transformation process. Enhanced service delivery,
economic vitality, and a high quality of life are the overall goals. I have highlighted already the needs we will
focus on addressing, but an integral component to the process rests with the City Council the elected
governing body for our community. The City Council has set its sights on these goals through its budget. It has
established objectives to enhance our participation in regional economic development activities; improve the
safety, health, and security of it citizenry; and bolster service delivery by enhancing the Citys commitment to its
people.
Moving forward during this transformation is something far more significant than what City staff and Council
alone can do. It requires community involvement and participation from our citizenry. We look to move away
from the traditional concept of City-customer to one of City-citizen. Collaboration between all stakeholders:
residents, businesses, City staff, and everyone else who calls Lakeport home is vitally important in this effort. It
will be the moment of the citizen, our community, our hometown. Its time to unleash the power working
together can yield.
2016-17 FISCAL YEAR IN REVIEW

The biggest challenge for this fiscal year were the winter storms of 2017, which displaced over 42 families for
many months. The storm also caused havoc and severely damaged the Lakeport waterfront, our beautiful Library
Park, and several city streets. For several weeks most city staff was dedicated to the flood emergency, and during
this time some projects required round the clock staffing. We are very grateful that some of our neighboring cities
assisted us in our staffing needs. Fortunately, the California Office of Emergency Services (Cal OES) and the Federal
Meeting Date: 06/20/2017 Page 1 Agenda Item #VI.C.1.

Emergency Management Agency (FEMA), declared Lake County a disaster area, which provides reimbursement
for over 90% of the storm expenses.
Fiscal year 2016-17, another busy year. In spite of the storms projects were completed by the Citys dedicated
and hardworking staff and volunteers. Through many long hours and hard work staff completed several critical
projects, with the Downtown Main Street revitalization, being the most staff intensive project for the year and
seen to completion.
These are just some of the accomplishments my staff realized in 2016-17:
All water and sewer projects funded by the USDA were completed.
The Downtown Main Street revitalization project was completed, including the new trees. This project
was funded by the remaining redevelopment bond proceeds, water and sewer projects within this project
were fund by the water and sewer enterprise funds.
Road projects completed during the year included:

Bevins Street major repaving project
4th Street between Forbes and Main St. resurfacing
Estep between Martin & Fifth Street resurfacing for emergency asses during downtown events.
Portions of Fifth Street resurfacing for emergency assess during downtown events.
The City received a CDBG Lakefront Planning Grant which provided community outreach and planning.
There were over 700 responses to our survey and community meetings.
The City received a $40,000 grant from USDA in order to complete a Hotel Feasibility Study.
The City completed the distribution of CDBG Grant funds for small business assistance loans. These loans
funded five local businesses, assisting them in startup, expansion, and/or capitalization.
The Business, Neighborhood and Community Outreach Officer, the 13th position for the sworn police
staff, has now begun working with local businesses and neighborhoods. This position was partially funded
by a Department of Justice COPS grant.
The City of Lakeport continues to support and lead the regional economic development efforts through
the Lake County Economic Development Corporation. Partnering with the City of Clearlake and the County
of Lake, the wine industry and other business partners, we have made significant progress in creating a
business environment of collaboration, communication, and support.
Implementation of self-funded healthcare plans through REMIF, has saved health insurance costs. While
most plans were increasing their rates by double digits, REMIF cities were able to see a minimal increase
of less than 2%
These projects were mostly completed by grants and other resources, we did all this under significant fiscal
constraint.
THE BUDGET YEAR, 2016-17

Over the last several years - and despite significant challenges - we have invested millions of dollars in
infrastructure to make our community a beautiful, safe place for our citizens (and visitors) to live, work, and play.
We are transforming from a place of economic recovery to one of hope and opportunity.

The coming fiscal year, 2017-18, we are enhancing our public safety and getting back to street repairs and paving.
Our focus is on service delivery, economic vitality, and improving quality of life. The City Council has set its sights
on these goals through its budget. It has established objectives to enhance our participation in regional economic
development activities; improve the safety, health, and security of it citizenry; and bolster service delivery by
enhancing the Citys commitment to its people.
We look to move away from the traditional concept of City-Customer to one of City-Citizen. Collaboration between
all stakeholders: residents, businesses, City staff, and everyone else who calls Lakeport home is vitally important
in this effort.
During the Council-Management strategic planning and goals setting session in April 2017, new City objectives for
the 2017-18 budget were developed. They include the following, and are presented in order of strongest support
by Council:
1. Public Safety staffing/operations

2. Road improvement paving/equipment/staffing
3. Completion of the South Main Street/Soda Bay Road annexation
4. Complete Solar Array Project
5. Replace aging patrol vehicles
6. Economic development; such as Wi-Fi for downtown areas.
My job as the City Manager is to implement programs, activities, and directives to meet these goals. Department
heads have tailored their individual departmental goals with these priorities in mind and structured their budgets
accordingly. Additional priorities also were identified during the budget process, and we worked to finance those
activities accordingly. Specifically, I have asked them to focus on activities that enhance public safety, streets,
reduce costs (particularly in regards to long-term liabilities), and bolster civic engagement.
An important element of civic engagement includes increased participation in our neighborhoods. Efforts will
continue to increase the number of Neighborhood Watch areas. This is one of the primary areas where residents
can help their neighborhoods be safe. No matter how many police officers any city employs the best defense for
crime in a neighborhood is neighbors watching out for each other. The City will continue its National Night Out
event in hopes of bringing more awareness to safety and community policing.
The solar power project at the Citys wastewater treatment facility has been delayed from the previous fiscal year
to be completed in this fiscal year. New technology and research as to which type of solar project would be best
suited for Lakeport, will be worth the wait. This project will be not only a viable, environmentally responsible
resource, but also has the potential to generate significant cost savings. Council has voiced strong support for the
City to pursue its implementation, and it will continue to be a key focus for us in the coming year.
One of our greatest cost challenges in the 2017-18 and future budgets is in the realm of pensions and retiree
health insurance obligations. We took bold steps to ensure the City is positioned well to meet those challenges
successfully. Pension costs will be increasing due to the lack of investment returns for the Public Employee
Retirement System (PERS), which is the statewide pension fund for public employees. These additional costs
bring no increased benefits for employees, in-fact the opposite, as lower formulas are being imposed for new
employees since 2012.
OPERATIONAL HIGHLIGHTS
Fiscal year 2016-17 was a year of capital projects. In 2017-18, project completion will continue to be a focus, but
strong emphasis will be placed on our people, recruiting and retaining the best our community can afford. The
following are the highlights of whats to come:
Personnel. We continue to strive to fully staff our City ranks to relieve the heavy load on existing staff
while providing the highest quality service possible. Although we all continue to wear many different
hats, the goal is to prevent burn-out from overwork while maintaining a challenging work environment
for all staff members. We also look to bolster compensation with select labor groups.
In terms of total compensation, Lakeport has fallen behind its closest neighbors including the County of
Lake and lost its competitive edge in recruitment and retention. It is a common theme across the state
but particularly challenging in our region where local revenues are extremely limited but competition in
the labor marketplace is fierce. We are moving to address the issue aggressively.
Other notable personnel considerations in 2017-18 include:
Appropriation for a 12th sworn police officer. Council authorized use of one-time budget surplus
money to carry this position for the 2016-17 year; however, no funding had been identified to
continue it beyond. Measure Z will now fund this position moving forward.
Appropriation for a 13th sworn police officer, to serve as a School Resource Officer. This position is
funded through a combination of money from the Lakeport Unified School District and Measure Z will
now fund the Citys portion moving forward.
Planned hiring of an approved position in Community Development for a Planning/Building
Technician.
An additional Public Works Maintenance Worker I position will be funded in 2017-18, due to the new
sales tax revenue. This position was filled to enhance the street maintenance program.
A Wastewater or Utilities Operator position will be funded. Along with general maintenance, this
position is needed to enhance the Citys ability to identify and prevent Intrusion and Infiltration (I&I)
of storm water into the Citys wastewater system. During recent flood events, it became clear that
I&I created potential environmental and fiscal risks to the City.
Citizen engagement. We look to renew and strengthen enduring relationships with businesses and
residents and interact with our community not as customers, but as citizens. We will heighten our
communication with them as we enhance customer service. Partnerships are critical in this regard, and
we are committed to bringing about a rejuvenation of civic engagement.
Service delivery. Finding efficiencies in the manner and method of the services we provide has been a
tenet of ours since my tenure as City Manager began. This year will be no different as we look to reduce
costs through the implementation of best practices, including harnessing opportunities presented
through advancements in technology.
Maintaining a strong push for economic development. We must maintain our involvement in promoting
not only our city, but the region. Collaboration has always been the key, and pushing forward will take
strong will and determination from every stakeholder. The City will continue to lead in this endeavor. We
intend to continue strong support for the Main Street Association and the Chamber of Commerce.
Furthermore, the completion of the Downtown Main Street revitalization project and renovation of
Carnegie Library will serve as an economic boon for the downtown corridor.
FINANCIAL HIGHLIGHTS
I present a balanced operating budget for fiscal year 2017-18. Increased revenue projections resulting from the
passage of Measure Z have provided a little breathing room in the General Fund. However, increasing demands
on public safety services and related personnel costs, increasing operating on construction costs and increasing
pension costs will continue to make budgeting more complicated. Unfortunately, City resources are extremely
limited, and costs had to be saved elsewhere to make this move possible. The following highlights the results of
this strategy as well as other items of note.

Use of the General Fund. The use of general fund resources by department are proposed as the following:
Departmental Use Recommended % Share

Police $ 2,152,528 38.92%
Parks, Buildings, and Grounds 481,723 8.71%
Roads and Infrastructure 914,339 16.53%
Building 158,688 2.87%
Non-Departmental 559,274 10.11%
Planning 216,534 3.92%
Administration 290,096 5.25%
Finance and Information Technology 236,204 4.27%
PW Administration and Compliance 127,850 2.31%
Engineering 120,250 2.17%
Legislativ e 87,562 1.58%
Economic Dev elopment 65,000 1.18%
Westshore Pool 52,506 0.95%
City Attorney 68,000 1.23%
Total use $ 5,530,554 100.00%
REVENUES:
General revenues driven by sales tax continue to improve, albeit slowly. Sales tax in particular is our most
important revenue source and the reason our focus on economic development is so critical. We have taken a
careful approach at estimating where these revenues might lead and monitor them quarterly.
Total city-wide revenues are expected to be relatively stable with budgeted decreases in USDA grants and
loan proceeds offset by increased sales tax revenues from Measure Z.
Sales tax revenues including those derived from Measure I continue to trend positively. We estimate
this source to increase slightly from the prior fiscal year, largely driven by automotive sales. Gas prices,
however, dampen the gains we see, resulting in only 2-3 percent revenue growth. Measure Z is budgeted
to be an increase of $1.4 million.
Property tax revenue in fiscal year 2017-18 will remain steady with little effective growth. It is the second
most influential general revenue source, but a distant one compared to sales tax. Regardless, as the
housing market continues to improve, so does the Citys fiscal well-being.
State and federal public safety grants will be maintained in fiscal year 2017-18. This is a significant
resource to support our Police Department, without which the City would face significant difficulty
maintaining public safety service levels. We expect to continue receiving revenue from this source for the
foreseeable future.
Franchise fees, permit fees, fees for service, and other charges are expected to remain flat over the course
of the fiscal year with possible decrease. These revenues go to support general City operations, such as
building, engineering, and planning services.
All other general fund revenues are estimated to remain relatively unchanged from the prior fiscal year.
HUTA monies for 2017/18 remain stable with moderate increases due to the Legislatures recent
passage of the Road Recovery & Repair Act of 2017, the City expects to see moderate
increases in HUTA monies in upcoming fiscal years.

The City will continue to serve as the Successor Agency to the former RDA and will be entitled to
administrative allowances to offset operating costs associated with the dissolution of the agency and the
retirement of its obligations. This is an important financial resource to the City in ensuring a smooth
transition away from Redevelopment. The allowance continues to be reduced.
Water and sewer enterprise activities will continue to experience increased costs; however, the
restructured water and sewer rate schedules will continue to sustain these enterprise activities, with a
focus on enhanced maintenance activities including inflow and infiltration (I&I) identification/mitigation,
infrastructure rehabilitation, and reserve building.
We will continue to evaluate and recommend changes to the Citys fee structure to ensure fiscal
sustainability in those activities that have specific benefit to users. Also, we expect to reach finality on
the issue of the South Main Street annexation and in other areas that promote responsible and effective
community growth.
EXPENDITURES:
The management team has been relentless with expenditure control in making sure that the Citys budget remains
structurally balanced. Truly it is a team effort.
The following are changes of note in fiscal year 2017-18 budget from 2016-17 estimated actuals:
Salaries and benefits City-wide will be 5 percent higher from the end of fiscal year 2016-17 from additional
positions in the Public Works and Sewer enterprise and to cover increased health and pension costs.
Please see the personnel schedule later in this document for additional detail on recommended staffing
changes.
Operating expenditures City-wide are expected to be relatively stable due to staffs relentless approach
to keeping costs to a minimum.
Loans and grants are expected to decrease substantially as CDBG grant dollars have been expended.
Debt service is anticipated to remain stable as obligations continue to be reduced and as a result of
multiple refinancing opportunities capitalized on by the city to reduce interest payments and to recognize
cash flow savings.
Capital expenditures are expected to total $3.3 million for a variety of projects which are outlined in more
detail later in this document.
CAPITAL HIGHLIGHTS
Since adoption of the Citys first formal capital improvement budget in 2013, an incredible amount of work has
been done. Many of the over 80 projects identified in the plan have been completed or are nearing completion,
and staff is preparing an updated five-year plan for mid-year 2017-18. Our goal has been, and continues to be, to
focus on those projects which will yield the greatest return on investment or that are in the most urgent need of
attention.
I am recommending specific projects and capital outlays for 2017-18 that represent the most critical of the Citys
needs and the best use of resources for capital purposes. The following are some of particular note. A full list can
be found in the Budget in Brief Section.
Capital Projects:
Lakeshore Storm Damage Rehab Project

Rehabilitation of Carnegie Library to allow ADA access to the community, which includes a lift. This project
was funded by the CDBG grant reuse program.
Police car replacement: three new vehicles will be added in this budget
Purchase of new dump truck for street projects
Purchase of roller for street projects
Repaving of Giselman Street
Repairs to South Main Street
Nonetheless, it is a critical investment for us to make in addressing our aging infrastructure and to support our
efforts to grow our local economy.
ECONOMIC DEVELOPMENT
The Lakeport Economic Development Advisory Committee (LEDAC) has completed an economic development
strategic plan for Council adoption. This Strategic Plan is an expansion of the objectives and policies outlined in
the City of Lakeports General Plan, Economic Development Element. The Strategic Plan identifies three core goals
for the focus of the Citys economic development efforts over the next five years:
Promote and participate in regional economic development initiatives

Expand and support business retention and attraction efforts
Strive to enhance the historic downtown and lakefront area.
Through a thorough analysis of recently adopted plans and an identification of community resources, this Strategic
Plan outlines a course of actionable steps to be taken by the City of Lakeport and its economic development
partners. The plan sets a course that seeks to maximize the effectiveness of the Citys limited resources that are
available for economic development endeavors. The Strategic Plan outlines achievable short-term (1-2 years),
medium-term (2-5 years) and long-term actions.
The Strategic Plan synthesizes the recommendations outlined in multiple existing studies and plans that address
economic development in Lakeport and the region. The Lakeport Economic Development Advisory Committee
(LEDAC), beginning in December of 2015, has reviewed these existing studies and identified key approaches and
relevant strategies. Implementation of these strategies over the next five years would revitalize and grow the
local economy.
The focus of our economic development efforts must remain on business retention. The Citys commitment to
economic development must be maintained through active advisement by LEDAC and in collaboration with the
Main Street Association, the Chamber of Commerce, the Lake County Economic Development Corporation, and
Countys marketing program.
FINANCIAL POSITION
During the past six years, my approach to the budget process has been conservative in estimating available
resources and diligent in controlling spending. This has led to a current projected year-end surplus and
fortification of the Citys general fund reserve. We estimate the total reserves to begin the 2017-18 fiscal year at
53% of budgeted appropriations, general reserves being at the requisite 25%. The Management Team has been
dedicated to cost savings whenever possible and watchful of their expenditures so that the need to use reserves
is limited, if necessary at all.
The end result is an estimated budgetary surplus in the general fund of $61,292, which I recommend be retained
as reserve for future use or to maintain budgetary appropriations should revenue estimates come up short. The
current reserve is adequate to ensure financial stability. Beyond use of the past surplus, I am not recommending
any additional use of the reserves.

As was forecast in the utility rate study, the water operating fund is expected to be adequate to fund operations.
With the revenues from the rate restructuring, I expect water enterprise operations to continue recapitalizing its
reserves with funding available for additional investments in infrastructure and other capital items.
The sewer operating fund is expected to be in a more favorable position, as current operational costs should be
less than available revenues from customers. Like the water enterprise, the sewer operating fund will be
devoted to building up the reserve and engaging in much needed maintenance (particularly I&I) and capital
improvements beyond those funded by the USDA.
LOOKING AHEAD
My recommended 2017-18 budget is a prudent and careful expenditure plan focusing on project
completion, enhancing public safety, enhancing street improvements, and positioning the City to strengthen its
human capital.
We have identified the greatest concerns and service demands for the citizens of Lakeport: public safety,
roads and infrastructure, and a high quality of life. Not only do we serve this community as professionals, we live
here as well and call Lakeport our hometown. This spending plan was developed in this context, and resources
are being maximized to provide the greatest benefit possible to the community. The new sales tax revenue and
community support will not only ensure vital City services are maintained but it will also allow the City to enhance
and add new services to the benefit of the entire community.
I want to again thank the community for their support in funding Measure Z, and the entire staff of the
City of Lakeport for the hard work and endurance theyve demonstrated over the last few years. They continue
to impress me by what theyve achieved with such limited resources. To my Management Team, I owe a particular
thanks for their contributions in the preparation of this budget, which would not have been possible without their
planning efforts and willingness to work collaboratively with the Citys best interest at heart.
And to the City Council, again I praise you for the leadership you have demonstrated and extend my
sincerest gratitude for the trust you place in your professional management team. As always, your support makes
our job more rewarding and compels us to perform at our best.
OPTIONS:
1. Approve and adopt the 2017-18 City budget as recommended.
2. Do not approve but provide direction to staff.
FISCAL IMPACT:
None $13,199,716 Budgeted Item? Yes No
Budget Adjustment Needed? Yes No If yes, amount of appropriation increase:
Affected fund(s): General Fund Water OM Fund Sewer OM Fund Other: All other special
revenue, debt service, capital improvement, proprietary, and fiduciary funds.
Comments: Revenue estimates and requested appropriations founding in this spending plan are complete
and ready for consideration and adoption by council at its pleasure. The completed, full budget document,
including all supporting schedules, summary information, and Gann Limit calculations will be presented to
Council at a later date.
SUGGESTED MOTIONS:
Move to adopt a resolution approving the recommended budget for the City of Lakeport and its component
units, and authorize the City Manager to expend the appropriations found therein for the fiscal year 2017-18.
Attachments: 1. 2017-18 Budget Document (recommended)
2. Adopting Budget Resolution

ATTACHMENT 1
Lakeport, California
City of Lakeport
Annual Budget (RECOMMENDED)
Fiscal Year 2017-18
ATTACHMENT 1
THIS PAGE INTENTIONALLY LEFT BLANK

ATTACHMENT 1
CITY OF LAKEPORT, CALIFORNIA

ANNUAL BUDGET
FISCAL YEAR 2017-18
GOVERNING BODY ADVISORY COMMITTEES/COMMISSIONS
City Council Lakeport Planning Commission

Redevelopment Successor Agency Board of Parks and Recreation Commission
Directors Traffic Safety Advisory Committee
Sewer District Board of Directors ADA Committee
Lakeport Economic Development Advisory Committee
(LEDAC)
Stacey Mattina Measure Z Advisory Committee
Mayor and Boards Chair
EXECUTIVE MANAGEMENT TEAM
Margaret Silveira
City Manager
Mireya Turner Kelly Buendia

Mayor Pro Tem Administrative Services Director/City Clerk
Boards Vice Chair
David Ruderman
City Attorney
Brad Rasumssen
Chief of Police
Kenneth Parlet
Council Member Doug Grider
Public Works Director (Acting)
Nicholas Walker
Finance/IT Director
Kevin Ingram
Tim Barnes Community Development Director
Council Member
George Spurr
Council Member
ATTACHMENT 1

ATTACHMENT 1
TABLE OF CONTENTS
City Organizational Chart ....................................................................................................................................... i
Mission and Vision ................................................................................................................................................ ii
City Managers Budget Message .......................................................................................................................... 1
Community Profile ............................................................................................................................................... 12
Budget in Brief ..................................................................................................................................................... 16
City-Wide Compared ................................................................................................................................... 16
General Fund Compared............................................................................................................................. 17
Historical Revenue Summary ...................................................................................................................... 18
Historical Expenditure Summary ................................................................................................................. 19
Expenditures by Department ....................................................................................................................... 20
Department Expenditure Detail ................................................................................................................... 21
Sources and Uses for Fiscal Year 2017-18 ................................................................................................ 22
Sources ....................................................................................................................................................... 23
Uses ............................................................................................................................................................ 24
Property Tax Distribution ............................................................................................................................. 25
Sales Tax Distribution ................................................................................................................................. 26
Measure I .................................................................................................................................................... 27
Measure Z ................................................................................................................................................... 28
Capital Improvement Program (CIP) ................................................................................................................... 29
Capital Expenditures ................................................................................................................................... 30
Capital Expenditures ................................................................................................................................... 31
Charts and Graphs .............................................................................................................................................. 33
Fund Summaries ................................................................................................................................................. 38
Governmental Funds ....................................................................................................................................... 40
General Fund .............................................................................................................................................. 43
Capital Projects ........................................................................................................................................... 44
Debt Service ................................................................................................................................................ 45
Highway User Tax (HUTA) .......................................................................................................................... 46
Prop 172 Public Safety ................................................................................................................................ 47
Lakeport Housing Program (HUD) .............................................................................................................. 48
CDBG Economic Program Income ............................................................................................................. 49
BSCC Law Enforcement ............................................................................................................................. 50
Low-Mod Housing ....................................................................................................................................... 51
ATTACHMENT 1
CDBG Housing Program Income ................................................................................................................ 52

Emergency Housing Assistance ................................................................................................................. 53
CDBG Microenterprise Fund ....................................................................................................................... 54
Business Stabilization Loan Fund ............................................................................................................... 55
2010 CDBG Housing Grant PI .................................................................................................................... 56
HOME PI ..................................................................................................................................................... 57
2012 HOME Grant PI .................................................................................................................................. 58
CDBG ED Grant 2014 ................................................................................................................................. 59
Tenth Street Drainage ................................................................................................................................. 60
Lakeport Blvd Improvement ........................................................................................................................ 61
South Main Improvement ............................................................................................................................ 62
Parkside Traffic Mitigation ........................................................................................................................... 63
Parallel/Bevins Storm water Maintenance .................................................................................................. 64
Lakeshore Storm Damage Repair............................................................................................................... 65
Storm Drainage ........................................................................................................................................... 66
Proprietary ....................................................................................................................................................... 68
Water O&M .................................................................................................................................................. 70
Water Expansion ......................................................................................................................................... 71
USDA Water Project.................................................................................................................................... 72
Sewer O&M ................................................................................................................................................. 73
Sewer Expansion ........................................................................................................................................ 74
USDA Sewer Project ................................................................................................................................... 75
91-1 CLMSD Sewer Assessment District.................................................................................................... 76
2017-1 CLMSD Sewer Assessment District................................................................................................ 77
Internal Service Fund Risk Management and Insurance ......................................................................... 78
Fiduciary .......................................................................................................................................................... 79
Redevelopment Obligation Retirement Fund .............................................................................................. 80
Operating Budgets .............................................................................................................................................. 81
Non-Departmental ........................................................................................................................................... 82
Legislative ....................................................................................................................................................... 83
Administration .................................................................................................................................................. 85
City Manager ............................................................................................................................................... 85
City Clerk ..................................................................................................................................................... 86
Administrative Services Human Resources ............................................................................................. 87
Economic Development .............................................................................................................................. 89
ATTACHMENT 1
City Attorney .................................................................................................................................................... 90

Finance & it ..................................................................................................................................................... 91
Community Development ................................................................................................................................ 93
Planning ...................................................................................................................................................... 93
Building ........................................................................................................................................................ 95
Housing ....................................................................................................................................................... 97
Engineering ..................................................................................................................................................... 98
Police ............................................................................................................................................................. 100
Public Works ................................................................................................................................................. 102
Administration and Compliance ................................................................................................................ 102
Roads and Infrastructure ........................................................................................................................... 103
Parks, Buildings and Grounds ................................................................................................................... 104
Westshore Pool ......................................................................................................................................... 106
Water Operations and Maintenance ......................................................................................................... 107
Sewer Operations & Maintenance ............................................................................................................ 109
CLMSD Special Projects ........................................................................................................................... 111
Attachments ...................................................................................................................................................... 113
Budget Resolution ......................................................................................................................................... 115
Gann Limit Resolution ................................................................................................................................... 117
Gann Limit Calculation .................................................................................................................................. 118
Appendices ........................................................................................................................................................ 119
Transfers Schedule ....................................................................................................................................... 121
Debt Schedules ............................................................................................................................................. 123
Personnel Schedules .................................................................................................................................... 125
Position Summary ..................................................................................................................................... 125
Glossary of Terms ......................................................................................................................................... 126
Accounting Structure ..................................................................................................................................... 131
Financial/Budget Policies .............................................................................................................................. 132
Financial Management Policies .................................................................................................................... 134
Budget Schedule ........................................................................................................................................... 137
ATTACHMENT 1
CITY ORGANIZATIONAL CHART
Citizens of Lakeport
City Council
City of Lakeport Municipal Sewer District Board of Directors
Redevelopment Successor Agency Board of Directors
City Attorney City Manager
City Clerk
Finance & IT Administrative Community Engineering Police Public Works

Services Development and Utilities
Page | i
ATTACHMENT 1
MISSION AND VISION

MISSION
Lakeport is a beautiful community. We work to ensure it remains a wonderful place to raise a family, enjoy a
retirement, recreate, and live a healthy, fulfilling life.
COMMUNITY VISION
The charm and values of the Lakeport community are what will endure for generations to come. Those
attributes will be maintained, in part, through the effective delivery of municipal services.
Page | ii
ATTACHMENT 1

ATTACHMENT 1
CITY MANAGERS BUDGET MESSAGE

I would first like to thank the citizens of Lakeport for their support in the passage of
Measure Z. Without your support the 2017-18 budget message would have had a
different outlook. Due to the passing of Measure Z, we look forward to not only being able
to maintain the current services provided to the community but also enhancement in our
police services, streets and other critical services.
City Council heard from the community in town hall meetings and phone surveys that the
most urgent concern was public safety. A budget shift was made to help build the
department. This was only a stop gap measure, a more sustainable revenue source was
needed to continue the operation and enhance the department. Do to the budget shift,
this also left road maintenance funding at less than minimal. The need for a sustainable
revenue to keep the current services was needed.
Background to Measure Z:
Since 2008, Lakeports financial challenges have continued to increase largely due to
events beyond the Citys control, such as the Great Recession. Most notably, the state of
California eliminated the City of Lakeport Redevelopment Agency resulting in a loss of
approximately $900,000 annually to the City and greatly decreased the Citys ability to
promote economic development and retail growth. The effects of the recession, continued
State takeaways, falling property values, rising costs in long-term obligations and
healthcare and strained revenues have continued to take a toll on the Citys operating
budget.
City staff has worked diligently to deal with these challenges, including making cuts and
reductions to balance the budget, and has worked to conduct City operations as efficiently
as possible. Additionally, over the past few years, authorized positions were eliminated or
unfilled, including police officers, maintenance, and administrative staff. City staff made
contributions to the Citys fiscal sustainability by forgoing raises, accepting furloughs,
accepting a lower pension formula and paying higher contributions for insurance, even as
their workloads have grown to cover the loss in productivity from the vacant positions
throughout the City. Despite these efforts to control costs, the Citys revenue projections
have not improved, creating concerns that threaten to erode the quality of service to
residents and the accomplishments that have taken years to develop.
In 2004, the voters of Lakeport had approved a half cent transactions and use tax (also
known as sales taxes) known as Measure I that generates funding for the repair and
maintenance of city streets, parks and community service facilities, and expansion of
public services and programs. Measure I has been a tremendous resource, however the
number of untouched road projects looms over. Meanwhile, the Citys Police Department
downsized to a bare bones operation. With a statewide demand for police officers,
Lakeport has been unable to compete. Recruitment and retention of police officers has
reached a critical juncture.
In its goal setting session of February 26, 2016, the City Council set public safety as a top
priority for the 2016/17 fiscal year. With ongoing recruitment and retention difficulties and
recognizing the ongoing needs for infrastructure improvements, the City Council asked
staff to explore revenue enhancements to offset rising costs and new demands for service.

1|P a g e
ATTACHMENT 1
In April of 2016, Fairbank, Maslin, Maullin, Metz and Associates (FM3) were engaged to
conduct a telephone survey of Lakeport residents to determine their service priorities and
gauge support for a one-cent sales tax ballot measure. The public opinion and community
survey results:
At the June 7, 2016 City Council meeting, the Council was presented with the results of
the completed FM3 survey. Public opinion survey results indicated strong community
support for sales tax measure (71%) that would protect and maintain local services such
as:
Paving and repairing streets
Maintaining police emergency response times
Retaining existing businesses
Attracting and retaining quality police officers
Attracting new businesses to the city
Providing programs for seniors and youth
Maintaining public parks and the pool
The survey noted a general satisfaction in public safety but 76% dissatisfaction rating for
paving and repairing of roads and streets. The survey also indicated that the community
supported (69%) a .5% sales tax measure that would prevent cuts to current services and
sustain current services. However, a higher percentage (71%) of those surveyed
supported a 1% tax that would keep current services and provide service enhancements
above the status quo.
On April 25, 2016 the City Council sponsored a Town Hall Meeting to dialogue with the
community on the current state of public safety and the Lakeport Police Department.
Community members responded overwhelmingly that while the Police Department was
doing well, they were concerned about retention of police officers and rising crime and
wanted to see an increase in police services.
On July 12, 2016 the City Council sponsored a Town Hall Meeting. The goal of this
meeting was to further educate and engage the community regarding funding priorities
with shrinking resources. Attendees communicated similarly to survey respondents, with
roads and infrastructure and public safety remaining top priority.
Lakeport continues to face a variety of fiscal and service delivery challenges, further
amplified by the states seeming indifference to local government concerns and a slow
local economic recovery. Lakeport needs locally raised funds for local needs. It must be
self-sufficient. Although the Citys primary operating fund, the General Fund, has a strong
reserve balance of nearly $3 million dollars, which is approximately 75% of annual outgo,
the continued reliance on cost-cutting measures - including those generated by position
vacancies - is taking a toll on the Citys ability to achieve its goals and provide basic
services.
As an example of the costs the City faces to provide basic services, the most recent
estimates by the Lake County/City Area Planning Council in 2015, to simply maintain
Lakeports failing paved road infrastructure was over $2.5 million annually. For roads to
receive a slight improvement, $3.8 million annually would be required. Meanwhile,
Measure I on average has generated only $700,000 annually.
2|P a g e
ATTACHMENT 1
In November of 2016 the majority of voters said yes to the following question--
LAKEPORT PUBLIC SAFETY/ESSENTIAL CITY SERVICES MEASURE. To
maintain/enhance general City services such as: recruiting, hiring, retaining qualified
police officers to improve neighborhood patrols/maintain response to property, burglary,
violent crimes; paving/repairing local streets/potholes; enhancing business
attraction/youth recreational programs; keeping Lakeports parks/pool safe/clean; shall
the City enact a one-cent sales tax until ended by voters, providing about $1,500,000
annually, requiring independent audits, citizens oversight, all revenues controlled
locally?
2016-17FISCAL YEAR IN REVIEW

The biggest challenge for this fiscal year were the winter storms of 2017, which displaced
over 42 families for many months. The storm also caused havoc and severely damaged
the Lakeport waterfront, our beautiful Library Park, and several city streets. For several
weeks most city staff was dedicated to the flood emergency, and during this time some
projects required round the clock staffing. We are very grateful that some of our
neighboring cities assisted us in our staffing needs. Fortunately, the California Office of
Emergency Services (Cal OES) and the Federal Emergency Management Agency
(FEMA), declared Lake County a disaster area, which provides reimbursement for over
90% of the storm expenses.
Fiscal year 2016-17, another busy year. In spite of the storms projects were completed
by the Citys dedicated and hardworking staff and volunteers. Through many long hours
and hard work staff completed several critical projects, with the Downtown Main Street
revitalization, being the most staff intensive project for the year and seen to completion.
These are just some of the accomplishments my staff realized in 2016-17:
All water and sewer projects funded by the USDA were completed.
The Downtown Main Street revitalization project was completed, including the
new trees. This project was funded by the remaining redevelopment bond
proceeds, water and sewer projects within this project were fund by the water and
sewer enterprise funds.
Road projects completed during the year included:

Bevins Street major repaving project
4th Street between Forbs and Main St. resurfacing
Estep between Martin & Fifth Street resurfacing for emergency asses during
downtown events.
Portions of Fifth Street resurfacing for emergency assess during downtown
events.
The City received a CDBG Lakefront Planning Grant which provided community
outreach and planning. There were over 700 responses to our survey and
community meetings.
The City received $40,000 grant from USDA in order to complete a Hotel
feasibility study.
The City completed the distribution of CDBG Grant funds for small business
assistance loans. These funds funded five local business, assisting them in
startup, expansion, or capitalization.
3|P a g e
ATTACHMENT 1
Business Officer, the 13th position for the sworn police staff, has now begun
working with local businesses and neighborhoods. This position was partially
funded by a Department of Justice COPS grant.
The City of Lakeport continues to support and lead the regional economic efforts
through the Lake County Economic Development Corporation. Partnering with
the City of Clearlake, and the County of Lake, the wine industry and other
business partners, we have made significant progress in creating a business
environment of collaboration, communication, and support.
Implementation of self-funding healthcare costs through REMIF, has saved health

insurance costs, while most plans were increasing their rates by double digits,
REMIF cities were able to see a minimal increase of less than 2%
These projects were mostly completed by grants and other resources, we did all this under
significant fiscal constraint.
THE BUDGET YEAR, 2017-18

Over the last several years - and despite significant challenges - we have invested millions
of dollars in infrastructure to make our community a beautiful, safe place for our citizens
(and visitors) to live, work, and play. We are transforming from a place of economic
recovery to one of hope and opportunity.
The coming fiscal year, 2017-18, we are enhancing our public safety and getting back to
street repairs and paving. Our focus is service delivery, economic vitality, and improving
quality of life. The City Council has set its sights on these goals through its budget. It has
established objectives to enhance our participation in regional economic development
activities; improve the safety, health, and security of it citizenry; and bolster service
delivery by enhancing the Citys commitment to its people.
We look to move away from the traditional concept of City-customer to one of City-citizen.
Collaboration between all stakeholders: residents, businesses, City staff, and everyone
else who calls Lakeport home is vitally important in this effort.
During the Council-Management strategic planning and goals setting session in April
2017, new City objectives for 2017-18 budget were developed. They include the following
and are presented in order of strongest support by council:
1. Public Safety staffing/operations

2. Road improvement paving/equipment/staffing
3. Completion of the South Main Street/Soda Bay Road annexation
4. Complete Solar Array Project
5. Replace aging patrol vehicles
6. Economic development; such as Wi-Fi for downtown areas.
My job as the City Manager is to implement programs, activities, and directives to meet
these goals. Department heads have tailored their individual departmental goals with
these priorities in mind and structured their budgets accordingly. Additional priorities also
were identified during the budget process, and we worked to finance those activities
accordingly. Specifically, I have asked them to focus on activities that enhance public
safety, streets, reduce costs (particularly in regards to long-term liabilities), and bolster
civic engagement.
4|P a g e
ATTACHMENT 1
An important element of civic engagement includes increased participation in our

neighborhoods. Efforts will continue to increase the number of Neighborhood Watch
areas. This is one of the primary areas where residents can help their neighborhoods be
safe. No matter how many police officers any city employs the best defense for crime in
a neighborhood is neighbors watching out for each other. The City will continue its
National Night out event in hopes of bringing more awareness to safety and community
policing.
The solar power project at the Citys wastewater treatment facility has been delayed from
the previous fiscal year to be completed in this fiscal year. New technology and research
as to which type of solar project would be best suited for Lakeport, will be worth the wait.
This project will be not only a viable, environmentally responsible resource, but also a
potential to generate significant cost savings. Council has voiced strong support for the
City to pursue its implementation, and it will continue to be a key focus for us in the coming
year.
One of our greatest cost challenges in the 2017-18 and future budgets is in the realm of
pensions and retiree health insurance obligations. We took bold steps to ensure the City
is positioned well to meet those challenges successfully. Pension costs will be increasing
due to the lack of investment returns for the Public Employee Retirement System (PERS),
which is the statewide pension fund for public employees. These additional costs bring no
increased benefits for employees, in-fact the opposite, lower formulas are being imposed
for new employees since 2012.
OPERATIONAL HIGHLIGHTS
Fiscal year 2016-17 was a year of capital projects. In 2017-18, project completion will
continue to be a focus, but strong emphasis will be placed on our people, recruiting and
retaining the best our community can afford. The following are the highlights of whats to
come:
Personnel. We continue to strive to fully staff our City ranks to relieve the heavy
load on existing staff while providing the highest quality service possible.
Although we all continue to wear many different hats, the goal is to prevent burn-
out from overwork while maintaining a challenging work environment for all staff
members. We also look to bolster compensation with select labor groups.
In terms of total compensation, Lakeport has fallen behind its closest neighbors
including the County of Lake and lost its competitive edge in recruitment and
retention. It is a common theme across the state but particularly challenging in
our region where local revenues are extremely limited but competition in the labor
marketplace is fierce. We are moving to address the issue aggressively.
Other notable personnel considerations in 2017-18 included:
Appropriation for a 12th sworn police officer. Council authorized use of one-
time budget surplus money to carry this position for the 2016-17 year;
however, no funding had been identified to continue it beyond. Measure Z will
now fund this position moving forward.
Appropriation for a 13th sworn school resource officer. This position is funded
through a combination of money from the Lakeport Unified School District and
Measure Z will now fund the Citys portion moving forward.
Planned hiring of approved position in Community Development for a
Planning/Building Technician.
5|P a g e
ATTACHMENT 1

Public Works Maintenance Worker I position will be funded in 2017-18, due
to the new sales tax revenue. This position was filled to enhance the street
maintenance program.
A Wastewater or Utilities Operator will be funded. Along with general
maintenance, this position is needed to enhance the citys ability to identify
and prevent Intrusion and Infiltration (I&I) of storm water into the citys
wastewater system. During recent flood events, it became clear that I&I
created potential environmental and fiscal risks to the city.
Citizen engagement. We look to renew and strengthen enduring relationships

with businesses and residents and interact our community not as customers but
as citizens. We will better our communication with them as we enhance customer
service. Partnerships are critical in this regard, and we are committed to bringing
about a rejuvenation of civic engagement.
Service delivery. Finding efficiencies in the manner and method of the services
we provide has been a tenet of ours since my tenure as City Manager began.
This year will be no different as we look to reduce costs through the
implementation of best practices, including harnessing opportunities presented
through advancements in technology.
Maintaining a strong push for economic development. We must maintain our

involvement in promoting not only our city, but the region. Collaboration has
always been the key, and pushing forward will take strong will and determination
from every stakeholder. The City will continue to lead in this endeavor. We intend
to continue strong support for the Main Street Association and the Chamber of
Commerce. Furthermore, the completion of the Downtown Main Street
revitalization project and renovation of Carnegie Library will serve as an economic
boon for the downtown corridor.
6|P a g e
ATTACHMENT 1
FINANCIAL HIGHLIGHTS
I present a balanced operating budget for fiscal year 2017-18. Increased revenue
projections resulting from the passage of Measure Z have provided a little breathing room
in the general fund. However, increasing demands on public safety services and related
personnel costs, increasing operating on construction costs and increasing pension costs
will continue to make budgeting more complicated. Unfortunately, City resources are
extremely limited, and costs had to be saved elsewhere to make this move possible. The
following highlight the results of strategy as well as other items of note.
Use of the general fund. The use of general fund resources by department are
proposed as the following:
Departmental Use Recommended % Share

Police $ 2,152,528 38.92%
Parks, Buildings, and Grounds 481,723 8.71%
Roads and Infrastructure 914,339 16.53%
Building 158,688 2.87%
Non-Departmental 559,274 10.11%
Planning 216,534 3.92%
Administration 290,096 5.25%
Finance and Information Technology 236,204 4.27%
PW Administration and Compliance 127,850 2.31%
Engineering 120,250 2.17%
Legislativ e 87,562 1.58%
Economic Dev elopment 65,000 1.18%
Westshore Pool 52,506 0.95%
City Attorney 68,000 1.23%
Total use $ 5,530,554 100.00%
REVENUES:
General revenues driven by sales tax continue to improve, albeit slowly. Sales tax in
particular is our most important revenue source and the reason our focus on economic
development is so critical. We have taken a careful approach at estimating where these
revenues might lead and monitor them quarterly.
Total city-wide revenues are expected to be relatively stable with budgeted

decreases in USDA grants and loan proceeds offset by increased sales tax
revenues from measure Z.
Sales tax revenues including those derived from Measure I continue to trend
positively. We estimate this source to increase slightly from the prior fiscal year,
largely driven by automotive sales. Gas prices, however, dampen the gains we
see, resulting in only 2-3 percent revenue growth. Measure Z is budgeted to be
an increase of $1.4 million.
Property tax revenue in fiscal year 2017-18 will remain steady with little effective
growth. It is the second most influential general revenue source but a distant
one compared to sales tax. Regardless, as the housing market continues to
improve, so does the Citys fiscal well-being.
7|P a g e
ATTACHMENT 1
State and federal public safety grants will be maintained in fiscal year 2017-18.
This is a significant resource to support our Police Department, without which the
City would face significant difficulty maintaining public safety service levels. We
expect to continue receiving revenue from this source for the foreseeable future.
Franchise fees, permit fees, fees for service, and other charges are expected to
remain flat over the course of the fiscal year with possible decrease. These
revenues go to support general City operations, such as building, engineering,
and planning services.
All other general fund revenues are estimated to remain relatively unchanged
from the prior fiscal year.
HUTA monies for 2017/18 remain stable with moderate increases due to the Legislatures recent
passage of the Road Recovery & Repair Act of 2017, the City expects to see moderate
increases in HUTA monies in upcoming fiscal years.
The City will continue to serve as the Successor Agency to the former RDA and
will be entitled to administrative allowances to offset operating costs associated
with the dissolution of the agency and the retirement of its obligations. This is an
important financial resource to the City in ensuring a smooth transition away from
redevelopment. The allowance continues to be reduced.
Water and sewer enterprise activities will continue to experience increased costs;
however, the restructured water and sewer rate schedules will continue to sustain
these enterprise activities, with a focus on enhanced maintenance activities
including inflow and infiltration (I&I) identification/mitigation, infrastructure
rehabilitation, and reserve building.
We will continue to evaluate and recommend changes to the Citys fee structure
to ensure fiscal sustainability in those activities that have specific benefit to users.
Also, we expect to reach finality on the issue of the South Main Street annexation
and in other areas that promote responsible and effective community growth.
EXPENDITURES:
The management team has been relentless with expenditure control in making sure that
the Citys budget remains structurally balanced. Truly it is a team effort.
The following are changes of note in fiscal year 2017-18 budget from 2016-17 estimated
actuals:
Salaries and benefits City-wide will be 5 percent higher from the end of fiscal year
2016-17 from additional positions in the public works and sewer enterprise and to
cover increased health and pension costs. Please see the personnel schedule
later in this document for additional detail on recommended staffing changes.
Operating expenditures City-wide are expected to be relatively stable due to

staffs relentless approach to keeping costs to a minimum.
Loans and grants are expected to decrease substantially as CDBG grant dollars
have been expended.
8|P a g e
ATTACHMENT 1
Debt service is anticipated to remain stable as obligations continue to be reduced

and as a result of multiple refinancing opportunities capitalized on by the city to
reduce interest payments and to recognize cash flow savings.
Capital expenditures are expected to total $3.3 million for a variety of projects
which are outlined in more detail later in this document.
CAPITAL HIGHLIGHTS
Since adoption of the Citys first formal capital improvement budget in 2013, an incredible
amount of work has been done. Many of the over 80 projects identified in the plan have
been completed or are nearing completion, and staff is preparing an updated five-year
plan for mid-year 2017-18. Our goal has been, and continues to be, to focus on those
projects which will yield the greatest return on investment or that are in the most urgent
need of attention.
I am recommending specific projects and capital outlays for 2017-18 that represent the
most critical of the Citys needs and the best use of resources for capital purposes. The
following are some of particular note. A full list can be found in the Budget in Brief Section.
CAPITAL PROJECTS:
Lakeshore Storm Damage Rehab Project
Rehabilitation of Carnegie Library to allow ADA access to the community, which
includes a lift. This project was funded by the CDBG grant reuse program.
Police car replacement three new vehicles will be added in this budget
Purchase of new dump truck for street projects
Purchase of roller for street projects
Repaving of Giselman Street
Repairs to South Main Street
Nonetheless, it is a critical investment for us to make in addressing our aging infrastructure

and to support our efforts to grow our local economy.
The Lakeport Economic Development Advisory Committee (LEDAC) has completed an
economic development strategic plan for Council adoption. This Strategic Plan is an
expansion of the objectives and policies outlined in the City of Lakeports General Plan,
Economic Development Element. The Strategic Plan identifies three core goals for the
focus of the Citys economic development efforts over the next five years:
Promote and participate in regional economic development initiatives
Expand and support business retention and attraction efforts
Strive to enhance the historic downtown and lakefront area.
Through a thorough analysis of recently adopted plans and an identification of community

resources this Strategic Plan outlines a course of actionable steps to be taken by the City
of Lakeport and its economic development partners. The plan sets a course that seeks
to maximize the effectiveness of the Citys limited resources that are available for
economic development endeavors. The Strategic Plan outlines achievable short-term (1-
2 years), medium-term (2-5 years) and long-term actions.
9|P a g e
ATTACHMENT 1
The Strategic Plan synthesizes the recommendations outlined in multiple existing studies
and plans that address economic development in Lakeport and the region. The Lakeport
Economic Development Advisory Committee (LEDAC), beginning in December of 2015,
has reviewed these existing studies and identified key approaches and relevant
strategies. Implementation of these strategies over the next five years would revitalize
and grow the local economy.
The focus of our economic development efforts must remain on business retention. The
Citys commitment to economic development must be maintained through active
advisement by LEDAC and in collaboration with the Main Street Association, the Chamber
of Commerce, the Lake County Economic Development Corporation, and Countys
marketing program.
FINANCIAL POSITION
During the past six years, my approach to the budget process has been conservative in
estimating available resources and diligent in controlling spending. This has led to a
current projected year-end surplus and fortification of the Citys general fund reserve. We
estimate the total reserves to begin the 2017-18 fiscal year at 53% of budgeted
appropriations, general reserves being at the requisite 25%. The Management Team has
been dedicated to cost savings whenever possible and watchful of their expenditures so
that the need to use reserves is limited, if necessary at all.
The end result is an estimated budgetary surplus in the general fund of $61,292, which I
recommend be retained as reserve for future use or to maintain budgetary appropriations
should revenue estimates come up short. The current reserve is adequate to ensure
financial stability. Beyond use of the past surplus, I am not recommending any additional
use of the reserves.
As was forecast in the utility rate study, the water operating fund is expected to be
adequate to fund operations. With the revenues from the rate restructuring, I expect water
enterprise operations to continue recapitalizing its reserves with funding available for
additional investments in infrastructure and other capital items.
The sewer operating fund is expected to be in a more favorable position, as current

operational costs should be less than available revenues from customers. Like the
water enterprise, the sewer operating fund will be devoted to building up the reserve and
engaging in much needed maintenance (particularly I&I) and capital improvements
beyond those funded by the USDA.
LOOKING AHEAD
My recommended 2017-18 budget is a prudent and careful expenditure plan focusing on
project completion, enhancing public safety, enhancing street improvements, and
positioning the City to strengthen its human capital.
We know the greatest concerns and service demands for the citizens of Lakeport: public
safety, roads and infrastructure, and a high quality of life. Not only do we serve this
community as professionals, we live here as well and call Lakeport our hometown. This
spending plan was developed in this context, and resources are being maximized to
provide the greatest benefit possible to the community. The new sales tax revenue and
community support will not only ensure vital City services are maintained but it will also
allow the City to enhance and add new services to the benefit of the entire community.
10 | P a g e
ATTACHMENT 1
I want again to thank the community for their support in funding Measure Z and the entire
staff of the City of Lakeport for the hard work and endurance theyve demonstrated over
the last few years. They continue to impress me by what theyve achieved with such
limited resources. To my Management Team, I owe a particular thanking in preparation
of this budget, which would not have been possible without their planning efforts and
willingness to work collaboratively with the Citys best interest at heart.
And to the City Council, again I praise you for the leadership you have demonstrated and
extend my sincerest gratitude for the trust you place in your professional management
team. As always, your support makes our job more rewarding and compels us to perform
at our best.
Respectfully,
Margaret Silveira
City Manager
11 | P a g e
ATTACHMENT 1
CITY OF LAKEPORT FISCAL YEAR 2017-18
ANNUAL BUDGET
COMMUNITY PROFILE
LAKEPORT, CALIFORNIA
Incorporated
April 30, 1888
Government
Lakeport is a general law city operated under a
council-manager form of government.
Location
Lakeport is located on the western shore of Clear
Lake, 120 miles north of San Francisco and 125
miles northwest of Sacramento, the state capital.
County
Lake (Lakeport is the county seat)
Area
3.1 square miles
Elevation
Lakeport lies 1,335 feet above sea level.
RECOMMENDED Page | 12
ATTACHMENT 1
ANNUAL BUDGET
The City
The City of Lakeport was incorporated on April
30, 1888 as a general law city. As the
administrative seat for the County of Lake, and
with a residential population of more than 4,750
in a 3.1 square-mile area, Lakeport is graced
with a strong business base and a well-
established residential community.
The City of Lakeport is a partial service city (as

opposed to full service) in that it provides most
typical municipal functions, including public
safety, public works, community development
and parks and recreation. In addition, the City
provides water and wastewater services. It Council meetings and represents the City in ceremonial
does not provide library or fire protection occasions.
services, as those are activities of the County of
Lake and the Lakeport Fire Protection District, The City Council serves as the policy board for the
respectively. Lakeport operates under a municipality. It provides policy direction, establishes
council-manager form of government, whereby goals, and sets priorities for the City government. In
the council serves as the legislative body and addition to serving as the policy makers for the
the City Manager its executive. community, the City Council also is responsible for
numerous land use decisions within its borders, including
Governance the General Plan. The City Council appoints the City
The Lakeport City Council consists of five Manager, City Attorney, City Clerk, and all members of
members, elected at-large to four-year advisory boards and commissions.
overlapping terms. Council members must be
residents of the City. The positions of Mayor
and Mayor Pro Tem are chosen by the Council
through its own policy. The Mayor conducts the
ATTACHMENT 1
ANNUAL BUDGET
Local Economy Annual Taste of Lake County

Lakeport is a travel and recreation-oriented
community and fortunate to have a large area
serving as a hub for recreational activities for
Lake County.
The Lakeport business environment is positive

and well organized. Driven by an active
chamber of commerce, local businesses are
community-oriented and engaged in City-
business partnerships, including Main Street
renovations, faade improvements, events and
promotions.
The Citys permanent retail trade area

population is approximately 35,000 people with
45,000 within a 10-mile radius. Lakeports
historic downtown area is the center of
commercial activity within the community, and
is a California Main Street City. There are also
commercial areas along Lakeport Boulevard,
Parallel Drive, Eleventh Street, North High
Street, and South Main Street.
Small Town Charm

Lakeport is located on the west shore of Clear
Lake about two hours north of San Francisco
and Sacramento. The City has a distinctive,
small-town character with strong community
values and an emphasis on promoting quality
of life. As a tourist and recreational destination,
the City hosts numerous activities and events
year-round, including world-class bass fishing,
wine festivals, cultural entertainment, and
Cardboard Boat Races in Library Park
concerts in the park, biking, water sports, bird
watching, museums, fine dining, and much
more.
the area. Lampson Airport is located about two miles to
Lakeport is known for its beautifully restored the south.
historic downtown, inviting lakeside park, quiet
residential neighborhoods and friendly people. Recreation and Entertainment
Free public boat ramps, water sports A year-long schedule of special events include summer
equipment rentals, and a lively mix of concerts at the lakeside park, the annual Taste of
restaurants, shops, B&Bs and vacation home Lakeport in mid-August, Oktoberfest, The Wine
rentals make the town an ideal place to visit. Adventure, the Children's Pet Parade, a duct tape boat
race, an amphibious airplane fly-in, a wooden boat show,
As the oldest incorporated community in Lake concerts, plays and films at the historic community
County, and as the county seat, the City acts theatre, and fireworks on the lake on the 4th of July.
as the regional center of commerce and
governmental activity for the area. State High -
ways 20, 29, and 175 provide scenic access to
ATTACHMENT 1
ANNUAL BUDGET
City of Lakeport, California

Principal Employers
Current Year
2015-16
Percentage
of Top 10
Employer Employees Rank Employment
County of Lake 841 1 23.8%

Labor Force Konocti Unified School District 403 2 11.4%
Approximately 2,320 St. Helena Hospital Clearlake 368 3 10.4%
Sutter Lakeside Hospital 358 4 10.1%
Largest Employment Sectors Robinson Rancheria Resort & Casino 327 5 9.3%
Local government Kelseyville Unified School District 228 6 6.5%
Healthcare Calpine Corp. 280 7 7.9%
Recreation T win Pine Casino 278 8 7.9%
Energy Wal-Mart 258 9 7.3%
Agriculture (wine) Middletown Unified School District 190 10 5.4%
Total 3,531 100.0%
Employment
Within ten miles, there is a diverse labor force specializing in such occupations as sales, technical and
professional services, education and government services, and other specialties. The largest employment
sectors in the Lakeport area are: government (federal, state, and local); education; and the service and retail
trades. The agricultural and construction sectors are important and the transportation/public utilities,
wholesale trade, finance/insurance/real estate and manufacturing sectors round out the employment picture.
Approximately 45% of all jobs in the county are located in the

Lakeport area.
Live, Work, Play

Lakeport offers great access to Clear Lake the largest
natural lake located entirely within Californiawith numerous
free public boat ramps, making it popular for fishing, bird
watching, sailing, and other activities. Motels, bed-and-
breakfast inns, campgrounds, and vacation rental
accommodations are available.
With a broad array of entertainment, quality housing and

accommodations, unique events, and friendly people,
Lakeport offers plenty to young and old while maintaining the
quintessential charm of a small town. Parents enjoy excellent
schools and many extracurricular activities for their children.
Additionally, Mendocino College offers a number of classes
year-round at its Lakeport campus. Lakeports wonderful
weather and exceptional environment make it quite simply a
great place to live, work, and play.
Quality of Life
ATTACHMENT 1
ANNUAL BUDGET
BUDGET IN BRIEF
This is an introductory section meant to summarize information for the reader in a succinct and more readily
comprehensible way.
CITY-WIDE COMPARED
This is a comprehensive summary of the City, as recommended in fiscal year 2017-18. All budgeted funds are
included in this synopsis.
Fiscal Year 2017-18

City-Wide Comparison
Fiscal Year Ended
2016-17
2014-15 2015-16 (Estimated) 2017-18 2017-18
Account Class Actual Actual Actual Recommended Adopted
Rev enue
Taxes 3,925,888 4,095,794 3,784,741 5,546,168 $ -
Franchise Fees 200,415 210,939 206,000 206,000 -
Licenses 1,111 835 1,550 1,550 -
Permits 81,506 58,884 92,500 72,500 -
Fines, Forfeitures, Penalties 41,435 17,524 16,500 15,500 -
Use of Money and Property 70,620 70,439 90,974 83,950 -
Other Agencies 236,201 238,122 247,099 246,078 -
Federal Funding 164,860 2,013,605 2,031,500 3,500 -
State Funding 285,472 174,139 150,500 851,401 -
Charges for Serv ice 4,801,420 5,597,617 4,861,611 4,829,611 -
Interfund Serv ices Prov ided 94,728 104,911 188,000 197,000 -
Other 492,996 327,411 744,948 148,360 -
Total 10,396,652 12,910,220 12,415,923 12,201,618 -
Expenditures
Salaries and Benefits 4,036,728 4,645,770 4,892,302 4,749,881 -
Operations 3,799,735 3,166,951 3,685,873 3,669,067 -
Loans/Grants 178,667 143,578 311,000 6,000 -
Debt Serv ice 988,183 947,973 1,569,072 1,449,157 -
CIP 4,575,549 813,919 5,615,934 3,325,611 -
Total 13,578,862 9,718,191 16,074,181 13,199,716 -
Change in total fund balance $ (3,182,210) $ 3,192,029 $ (3,658,258) $ (998,098) $ -
ATTACHMENT 1
ANNUAL BUDGET
GENERAL FUND COMPARED

This is a comprehensive summary of the general fund, as proposed in fiscal year 2017-18. Revenues are
expected to be greater than expenditures creating a small surplus.
Fiscal Year 2017-18

General Fund Comparison
Fiscal Year Ended
2016-17
2014-15 2015-16 (Estimated) 2017-18 2017-18 Budget
Account Class Actual Actual Actual Recommended Adopted Share
Revenue
Taxes $ 3,040,520 $ 3,243,826 $ 3,228,290 $ 4,709,040 $ - 84.24%
Franchise Fees 200,415 210,939 206,000 206,000 - 3.69%
Licenses 1,111 835 1,550 1,550 - 0.03%
Permits 81,506 58,884 92,500 72,500 - 1.30%
Fines, Forfeitures, Penalties 41,435 17,524 16,500 15,500 - 0.28%
Use of Money and Property 21,566 20,015 49,024 52,000 - 0.93%
Other Agencies 100,434 132,166 143,373 140,000 - 2.50%
Federal Funding - - 3,500 3,500 - 0.06%
State Funding 170,208 123,730 100,500 59,133 - 1.06%
Charges for Service 516,772 730,090 76,510 54,510 - 0.98%
Interfund Services Provided 94,728 104,911 139,500 159,000 - 2.84%
Other 117,757 189,578 51,570 87,560 - 1.57%
Use of Fund Balance - - 243,714 - - 0.00%
Transfers In 16,035 97,667 47,815 29,500 - 0.53%
Total 4,402,487 4,930,165 4,400,346 5,589,793 - 100.00%
Expenditures
Salaries and Benefits 2,419,653 2,862,439 2,417,836 2,847,341 - 51.48%
Operations 1,738,959 1,716,315 1,397,001 1,476,829 - 26.70%
Debt Service - - 37,115 37,115 - 0.67%
CIP 666,658 234,884 186,462 887,647 - 16.05%
Transfers Out - 72,500 276,860 281,622 - 5.09%
Deductions From 25,148 - - - - 0.00%
Total 4,850,418 4,886,138 4,315,274 5,530,554 - 100.00%
Surplus (Deficit) $ (447,931) $ 44,027 $ 85,072 $ 59,239 $ -
Fiscal Year 2017-18

General Fund, Fund Balance Detail
Fiscal Year Ended
2016-17
2014-15 2015-16 (Estimated) 2017-18 2017-18
Classification Actual Actual Actual Recommended Adopted
Nonspendable:
Interfund loan: other $ 374,098 $ 289,481 $ 350,000 $ 325,000 $ -
Other 39,896
374,098 329,377 350,000 325,000 -
Restricted:
PD asset forfeiture - regular 9,091 18,048 16,000 11,000 -
PD asset forfeiture - gang 5,000 2,521 2,521 2,521 -
14,091 20,569 18,521 13,521 -
Committed:
Revenue stablization 362,095 421,099 440,035 558,979 -
362,095 421,099 440,035 558,979 -
Assigned:
General reserves 1,750,630 1,874,707 1,865,554 1,835,849 -
Debt service reserve 110,000 110,000 110,000 110,000 -
Subsequent year's budget: approptiation of fund blanace - 186,999 - - -
Capital projects - - - - -
Vehicle replacement - - - - -
Prior-year encumbrances 304,671 - - - -
2,165,301 2,171,706 1,975,554 1,945,849 -
Unassigned:
- - - - -
Total fund balance $ 2,915,585 $ 2,942,751 $ 2,784,110 $ 2,843,349 $ -
Definitions:
Nonspendable: funds that are not av ailable for current use, typically loan receiv ables.
Restricted: funds that hav e use limitations dictated by the funding source.
Committed: funds that hav e been earmarked or identified by Council through ordinance or a binding resolution.
Assigned: funds that hav e been identified and earmarked by City Management or the Council through the budget process.
Unassigned: all other funds which are not subject to the classifications abov e.
ATTACHMENT 1
ANNUAL BUDGET
HISTORICAL REVENUE SUMMARY

This table illustrates from where and by how much revenues have come into the City over the last four years
compared to fiscal year 2017-18.
Fiscal Year 2017-18

Revenue Summary by Fund
ACTUAL ACTUAL ACTUAL ESTIMATED BUDGET
FUND REVENUES REVENUES REVENUES REVENUES REVENUES
NO. FUND NAME 2013-14 2014-15 2015-16 2016-17 2017-18
110 - GENERAL FUND $ 4,641,109 $ 4,386,452 $ 4,832,498 $ 4,108,817 $ 5,560,293
CAPITAL PROJECTS FUND

130 - GENERAL CAPITAL IMPROVEMENT 12,451 33,169 1,994,380 25,000 -
DEBT SERVICE FUNDS

140 - DEBT SERVICE FUND - - - - -
SPECIAL REVENUE FUNDS

202 - PARKLAND DEDICATION FUND - - - - -
203 - 2105 GAS TAX FUND 166,397 136,636 107,404 104,226 139,507
207 - PROP 172 PUBLIC SAFETY TAX 31,331 33,154 31,350 21,000 29,500
209 - LAKEPORT HOUSING PROGRAM FUND 7,027 1,997 9,381 9,500 4,800
210 - ECON RLF RE-USE FUND 121,927 11,223 256 24,500 24,500
211 - BSCC LAW ENFORCEMENT GRANT 69,458 101,083 50,924 50,200 33,861
219 - LOW-MOD HOUSING 5,355 3,017 2,838 - -
228 - HOUSING REVOLVING LOAN (RLA) (600) 101,631 8,460 - -
232 - EMERGENCY HOUSING ASSIST FUND 11 76 284 - -
233 - ECON RLF REUSE MICRO RLA FUND 3 4 5 - -
234 - BUS LOAN STABLIZ PROG FUND 5,433 1,811 17,383 5,300 24,000
238 - CDBG HOUSING GRANT 2010 559 690 33,701 - -
239 - HOME PROGRAM INCOME 1,630 871 60,674 - -
240 - 2012 HOME GRANT 58,976 131,691 19,781 - -
241 - CDBG ED GRANT 2014 - - - 440,000 -
401 - TENTH ST DRAINAGE FUND 134 182 250 300 300
402 - LAKEPORT BLVD IMPRVMNT FUND 184 249 343 400 400
403 - SOUTH MAIN ST IMPRVMNT FUND 98 132 182 250 250
407 - PARKSIDE TRAFFIC MITIG IMPACT 27 37 51 50 50
408 - PARALLEL/BEVINS STORM MAINT 31 42 58 50 50
409 - FORBES CREEK TRAIL FUND - - - - -
410 - LAKESHORE STORM DAMAGE RPR 15 14,454 - - 725,678
414 - STORM DRAINAGE FUND 559 706 729 500 500
415 - LAKESHORE BLVD HSIPL (SAFETY) 1 - - - -
416 - RSTP FUND - - - - -
Total special revenue 468,556 539,686 344,054 656,276 983,396
ENTERPRISE FUNDS
501 - WATER UTILITY M & O FUND 1,683,392 1,830,518 2,036,078 3,755,200 2,134,700
502 - WATER EXPANSION FUND 473 478 28,357 12,500 500
504 - USDA WATER PROJECT FUND 1,657 3,170 744 - -
601 - CLMSD UTILITY M & O FUND 2,188,146 2,554,728 2,892,862 2,714,701 2,758,151
602 - CLMSD EXPANSION FUND 11,910 1,728 8,757 2,500 2,500
604 - USDA SEWER PROJECT FUND - - - - -
605 - CLMSD ASSMNT DIST 91-1 FUND 300,526 270,256 254,419 347,500 -
606 - CLMSD ASSMNT DIST 2017-1 FUND - - - - 250,000
Total enterprise 4,186,104 4,660,878 5,221,217 6,832,401 5,145,851
INTERNAL SERVICE FUNDS

701 - RISK MANAGEMENT FUND 232,823 243,821 - 307,578 337,908
FIDUCIARY FUNDS
702 - SPECIAL DEPOSIT FUND - - 1,224 - -
705 - RDA OBLIGATION RETIREMENT FUND 1
554,193 532,646 516,847 485,851 512,078
801 - OPEB AGENCY FUND 2
- - - - -
Total fiduciary 554,193 532,646 518,071 485,851 512,078
Total $ 10,095,236 $ 10,396,652 $ 12,910,220 $ 12,415,923 $ 12,539,526
ATTACHMENT 1
ANNUAL BUDGET
HISTORICAL EXPENDITURE SUMMARY

This table illustrates to where and by how much resources have been used by the City over the last four years
compared to fiscal year 2017-18.
Fiscal Year 2017-18

Expenditure Summary by Fund
ACTUAL ACTUAL ACTUAL ESTIMATED BUDGET
FUND EXPENDITURES EXPENDITURES EXPENDITURES EXPENDITURES EXPENDITURES
NO. FUND NAME 2013-14 2014-15 2015-16 2016-17 2017-18
110 - GENERAL FUND $ 4,298,486 $ 4,825,270 $ 4,813,638 $ 4,038,414 $ 5,248,932
CAPITAL PROJECTS FUND

130 - GENERAL CAPITAL IMPROVEMENT 7,641 930,796 451,608 2,728,479 -
DEBT SERVICE FUNDS

140 - DEBT SERVICE FUND - - - 317,544 281,622
SPECIAL REVENUE FUNDS

202 - PARKLAND DEDICATION FUND - - - - -
203 - 2105 GAS TAX FUND 137,495 1,086 24,482 553,873 135,000
207 - PROP 172 PUBLIC SAFETY TAX 8,036 14,812 400 20,000 -
209 - LAKEPORT HOUSING PROGRAM FUND 2,531 51,079 - - -
210 - ECON RLF RE-USE FUND 34,943 12,686 155,148 129,500 27,000
211 - BSCC LAW ENFORCEMENT GRANT 15,000 68,100 - 77,887 46,831
219 - LOW-MOD HOUSING 3,975 - - 10,000 10,000
228 - HOUSING REVOLVING LOAN (RLA) 14,712 2,913 10,722 - 12,000
232 - EMERGENCY HOUSING ASSIST FUND - 1,149 - 40,000 6,000
233 - ECON RLF REUSE MICRO RLA FUND - - - 1,500 -
234 - BUS LOAN STABLIZ PROG FUND - - - - -
238 - CDBG HOUSING GRANT 2010 71,513 - 680 - -
239 - HOME PROGRAM INCOME - 473 680 - 20,000
240 - 2012 HOME GRANT 58,735 131,891 19,226 5,000 -
241 - CDBG ED GRANT 2014 - - 93,302 290,000 237,000
401 - TENTH ST DRAINAGE FUND - - - - -
402 - LAKEPORT BLVD IMPRVMNT FUND - - - - -
403 - SOUTH MAIN ST IMPRVMNT FUND - - - - 60,000
407 - PARKSIDE TRAFFIC MITIG IMPACT - - - - -
408 - PARALLEL/BEVINS STORM MAINT - - - - -
409 - FORBES CREEK TRAIL FUND - - 11,828 - -
410 - LAKESHORE STORM DAMAGE RPR - 23,770 39,338 - 775,000
414 - STORM DRAINAGE FUND - 23,313 3,477 35,200 30,000
415 - LAKESHORE BLVD HSIPL (SAFETY) (527) 792 - - -
416 - RSTP FUND - - - - -
Total special revenue 346,413 332,064 359,283 1,162,960 1,358,831
ENTERPRISE FUNDS
501 - WATER UTILITY M & O FUND 1,612,826 1,732,507 1,536,773 2,529,974 2,413,877
502 - WATER EXPANSION FUND - - 11,544 87,203 90,000
504 - USDA WATER PROJECT FUND 408,833 2,190,577 325 300,000 -
601 - CLMSD UTILITY M & O FUND 1,715,052 2,357,932 1,879,354 2,620,158 2,811,280
602 - CLMSD EXPANSION FUND - - - - -
604 - USDA SEWER PROJECT FUND 179,907 272,347 300 1,184,746 -
605 - CLMSD ASSMNT DIST 91-1 FUND 207,374 192,752 161,972 310,875 -
606 - CLMSD ASSMNT DIST 2017-1 FUND - - - - 145,796
Total enterprise 4,123,992 6,746,115 3,590,268 7,032,956 5,460,953
INTERNAL SERVICE FUNDS

701 - RISK MANAGEMENT FUND 232,823 243,821 - 307,578 337,908
FIDUCIARY FUNDS
702 - SPECIAL DEPOSIT FUND - - - - -
705 - RDA OBLIGATION RETIREMENT FUND 1
468,322 500,796 503,394 486,250 511,470
801 - OPEB AGENCY FUND 2
- - - - -
Total fiduciary 468,322 500,796 503,394 486,250 511,470
Total $ 9,477,677 $ 13,578,862 $ 9,718,191 $ 16,074,181 $ 13,199,716
ATTACHMENT 1
ANNUAL BUDGET
EXPENDITURES BY DEPARTMENT
This table illustrates how individual departments have been funded over the last four years as compared to fiscal
year 2017-18. Non-Departmental accounts for all activities unrelated to a specific department, which typically
include debt service for the water and sewer enterprises as well as the former redevelopment agency.
Fiscal Year 2017-18

Departmental Expenditure History Comparison
Actual Actual Estimated Budget
Expenditures Expenditures Expenditures Expenditures
Name 2014-15 2015-16 2016-17 2017-18
Non-Departmental 2,256,668 2,104,175 2,320,713 2,305,435
Legislative 86,231 90,466 174,001 103,282
Administration 516,650 429,952 483,997 530,902
Economic Development 39,278 242,236 473,000 104,000
City Attorney 150,414 150,382 151,500 131,500
Finance and IT 557,872 551,789 651,559 608,556
Community Development:
Planning 294,617 657,713 2,711,286 267,220
Building 146,979 230,571 267,422 239,150
Housing 195,266 35,742 55,000 48,000
Engineering 1,306,633 41,543 160,008 189,036
Police 2,545,951 1,811,486 2,017,594 2,182,528
Public Works
Administration and Compliance - 532,104 589,748 488,834
Streets and Infrastructure 890,929 645,469 1,228,625 1,985,439
Parks, Buildings & Grounds 484,979 372,095 432,159 712,123
Westshore Pool 50,605 54,411 75,906 52,506
Water 2,334,525 867,206 1,766,181 1,444,149
Sewer 1,702,307 899,130 2,504,732 1,807,056
CLMSD Special Projects 18,958 1,721 10,750 -
Total $ 13,578,862 $ 9,718,191 $ 16,074,181 $ 13,199,716
ATTACHMENT 1
ANNUAL BUDGET
DEPARTMENT EXPENDITURE DETAIL

This table illustrates how departments have used resources in the performance of their appropriated functions over
time, compared the proposed appropriations for fiscal year 2017-18.
Fiscal Year 2017-18

Expenditure Detail by Department
Uses
Salaries
and Loans/ Debt Capital
Name No. Benefits Operations Grants Service Outlay Total
Non-Departmental 0000 $ 400,000 $ 508,391 $ - $ 1,397,042 $ - $ 2,305,433
City Council 1010 39,299 62,983 - - 1,000 103,282
Administration 1020 438,372 92,280 - - 250 530,902
Economic Development 1054 - 104,000 - - - 104,000
City Attorney 1030 - 131,500 - - - 131,500
Finance and IT 1041 367,050 219,042 - - 22,464 608,556
Planning 1050 160,504 99,385 - - 7,331 267,220
Building 1051 194,901 26,670 - - 17,579 239,150
Housing 1053 - 42,000 6,000 - - 48,000
Engineering 1052 81,713 95,239 - - 12,084 189,036
Police 2010 1,524,087 462,441 - - 196,000 2,182,528
Public Works:
Administration and Compliance 3010 435,268 53,566 - - - 488,834
Streets and Infrastructure 3020 184,373 249,950 - 37,115 1,514,001 1,985,439
Parks, Buildings & Grounds 3030 120,522 157,700 - - 433,901 712,123
Westshore Pool 3050 22,406 29,600 - - 500 52,506
Water O&M 3060 368,031 547,117 - - 529,001 1,444,149
Sewer O&M 3070 413,353 787,203 - 15,000 591,500 1,807,056
CLMSD Special Projects 3071 - - - - - -
Total $ 4,749,879 $ 3,669,067 $ 6,000 $ 1,449,157 $ 3,325,611 $ 13,199,714
ATTACHMENT 1
ANNUAL BUDGET
SOURCES AND USES FOR FISCAL YEAR 2017-18

The following two tables illustrate where revenues are estimated to derive for each budgeted City fund and where
those financial resources are recommended be applied, allocated by broad categories, such as salaries and
benefits, operations, loans and grants, debt service, and capital improvements.
Such categories are characterized further as follows:
Salaries and benefits include salaries and wages of full and part-time employees, healthcare premiums,
City retirement contributions, overtime and standby costs, etc.
Operations include costs associated with day-to-day activities, professional services, insurance costs, and
travel and training.
Debt service pertains to any regular payments on bonds, loans, leases, or other long-term obligations.
Generally, all debt service is managed in non-departmental.
Housing loans/grants are issued by the City through grant funding received from the state and federal
governments. They typically are found only in the economic and housing divisions of the City Managers
Office and Community Development Department, respectively.
Capital outlay typically identifies any expenditures related to semi-regular purchases, such as computer
and technology, office equipment, building improvements, and other items that are capitalized and
depreciated.
ATTACHMENT 1
ANNUAL BUDGET
SOURCES
Fiscal Year 2017-18
Sources Detail by Fund
Sources
Fines Use of
Franchise Forfeitures Money & Other Federal State Charges for Interfund Use of Transfers
Fund Description Taxes Fees Licenses Permits Penalties Property Agencies Funding Funding Service Services Other Fund Balance Additions In Total
110 - GENERAL FUND $ 4,709,040 $ 206,000 $ 1,550 $ 72,500 $ 15,500 $ 52,000 $ 140,000 $ 3,500 $ 59,133 $ 54,510 159,000 $ 87,560 $ - $ - $ 29,500 $ 5,589,793
Capital Projects Funds:

130 - GENERAL CAPITAL IMPROVEMENT - - - - - - - - - - - - - - - -
Total capital project - - - - - - - - - - - - - - - -
Debt Service Funds:

140 - DEBT SERVICE FUND - - - - - - - - - - - - - - 281,622 281,622
Total debt service - - - - - - - - - - - - - - 281,622 281,622
Special Revenue Funds:

202 - PARKLAND DEDICATION FUND - - - - - - - - - - - - - - - -
203 - 2105 GAS TAX FUND - - - - - 500 106,078 - 32,929 - - - - - - 139,507
207 - PROP 172 PUBLIC SAFETY TAX 29,500 - - - - - - - - - - - - - - 29,500
209 - LAKEPORT HOUSING PROGRAM FUND - - - - - - - - - - - 4,800 - - - 4,800
210 - ECON RLF RE-USE FUND - - - - - 500 - - - - - 24,000 - - - 24,500
211 - BSCC LAW ENFORCEMENT GRANT - - - - - 200 - - 33,661 - - - - - - 33,861
219 - LOW-MOD HOUSING - - - - - - - - - - - - - - - -
228 - HOUSING REVOLVING LOAN (RLA) - - - - - - - - - - - - - - - -
232 - EMERGENCY HOUSING ASSIST FUND - - - - - - - - - - - - - - - -
233 - ECON RLF REUSE MICRO RLA FUND - - - - - - - - - - - - - - - -
234 - BUS LOAN STABLIZ PROG FUND - - - - - - - - - - - 24,000 - - - 24,000
238 - CDBG HOUSING GRANT 2010 - - - - - - - - - - - - - - - -
239 - HOME PROGRAM INCOME - - - - - - - - - - - - - - - -
240 - 2012 HOME GRANT - - - - - - - - - - - - - - - -
241 - CDBG ED GRANT 2014 - - - - - - - - - - - - - - - -
401 - TENTH ST DRAINAGE FUND - - - - - 300 - - - - - - - - - 300
402 - LAKEPORT BLVD IMPRVMNT FUND - - - - - 400 - - - - - - - - - 400
403 - SOUTH MAIN ST IMPRVMNT FUND - - - - - 250 - - - - - - 60,000 - - 60,250
407 - PARKSIDE TRAFFIC MITIG IMPACT - - - - - 50 - - - - - - - - - 50
408 - PARALLEL/BEVINS STORM MAINT - - - - - 50 - - - - - - - - - 50
409 - FORBES CREEK TRAIL FUND - - - - - - - - - - - - - - - -
410 - LAKESHORE STORM DAMAGE RPR - - - - - - - - 725,678 - - - - - - 725,678
414 - STORM DRAINAGE FUND - - - - - 500 - - - - - - - - - 500
415 - LAKESHORE BLVD HSIPL (SAFETY) - - - - - - - - - - - - - - - -
416 - RSTP FUND - - - - - - - - - - - - - - - -
Total Special Revenue Funds 29,500 - - - - 2,750 106,078 - 792,268 - - 52,800 60,000 - - 1,043,396
Enterprise Funds:
501 - WATER UTILITY M & O FUND - - - - - 1,700 - - - 2,120,000 13,000 - - - - 2,134,700
502 - WATER EXPANSION FUND - - - - - 500 - - - - - - - - - 500
504 - USDA WATER PROJECT FUND - - - - - - - - - - - - - - - -
601 - CLMSD UTILITY M & O FUND 53,550 - - - - 24,500 - - - 2,655,101 25,000 - - - - 2,758,151
602 - CLMSD EXPANSION FUND - - - - - 2,500 - - - - - - - - - 2,500
604 - USDA SEWER PROJECT FUND - - - - - - - - - - - - - - - -
605 - CLMSD ASSMNT DIST 91-1 FUND - - - - - - - - - - - - - - - -
606 - CLMSD ASSMNT DIST 2017-1 FUND 242,000 - - - - - - - - - - 8,000 - - - 250,000
Total Enterprise Funds 295,550 - - - - 29,200 - - - 4,775,101 38,000 8,000 - - - 5,145,851
Internal Service Funds:

701 - RISK MANAGEMENT FUND - - - - - - - - - - - - - 337,908 - 337,908
Total Internal Service Funds - - - - - - - - - - - - - 337,908 - 337,908
Fiduciary Funds:
702 - SPECIAL DEPOSIT FUND - - - - - - - - - - - - - - - -
705 - RDA OBLIGATION RETIREMENT FUND 512,078 - - - - - - - - - - - - - - 512,078
801 - OPEB AGENCY FUND - - - - - - - - - - - - - - - -
Total Fiduciary Funds 512,078 - - - - - - - - - - - - - - 512,078
Total $ 5,546,168 $ 206,000 $ 1,550 $ 72,500 $ 15,500 $ 83,950 $ 246,078 $ 3,500 $ 851,401 $ 4,829,611 $ 197,000 $ 148,360 $ 60,000 $ 337,908 $ 311,122 $ 12,910,648
ATTACHMENT 1
ANNUAL BUDGET
USES
Fiscal Year 2017-18
Use Detail by Fund
Uses
Salaries
and Loans/ Debt Capital Transfers
Fund Description Benefits Operations Grants Service Outlay Deductions Out Total
110 - GENERAL FUND $ 2,847,341 $ 1,476,829 $ - $ 37,115 $ 887,647 $ - $ 281,622 $ 5,530,554
Capital Projects Funds:

130 - GENERAL CAPITAL IMPROVEMENT - - - - - - - -
Total capital project - - - - - - - -
Debt Service Funds

140 - DEBT SERVICE FUND - - - 281,622 - - - 281,622
Total debt service - - - 281,622 - - - 281,622

202 - PARKLAND DEDICATION FUND - - - - - - - -
203 - 2105 GAS TAX FUND - - - - 135,000 - - 135,000
207 - PROP 172 PUBLIC SAFETY TAX - - - - - - 29,500 29,500
209 - LAKEPORT HOUSING PROGRAM FUND - - - - - - - -
210 - ECON RLF RE-USE FUND - 27,000 - - - - - 27,000
211 - BSCC LAW ENFORCEMENT GRANT - 16,831 - - 30,000 - - 46,831
219 - LOW-MOD HOUSING - 10,000 - - - - - 10,000
228 - HOUSING REVOLVING LOAN (RLA) - 12,000 - - - - - 12,000
232 - EMERGENCY HOUSING ASSIST FUND - - 6,000 - - - - 6,000
233 - ECON RLF REUSE MICRO RLA FUND - - - - - - - -
234 - BUS LOAN STABLIZ PROG FUND - - - - - - - -
238 - CDBG HOUSING GRANT 2010 - - - - - - - -
239 - HOME PROGRAM INCOME - 20,000 - - - - - 20,000
240 - 2012 HOME GRANT - - - - - - - -
241 - CDBG ED GRANT 2014 - 12,000 - - 225,000 - - 237,000
401 - TENTH ST DRAINAGE FUND - - - - - - - -
402 - LAKEPORT BLVD IMPRVMNT FUND - - - - - - - -
403 - SOUTH MAIN ST IMPRVMNT FUND - - - - 60,000 - - 60,000
407 - PARKSIDE TRAFFIC MITIG IMPACT - - - - - - - -
408 - PARALLEL/BEVINS STORM MAINT - - - - - - - -
409 - FORBES CREEK TRAIL FUND - - - - - - - -
410 - LAKESHORE STORM DAMAGE RPR - - - - 775,000 - - 775,000
414 - STORM DRAINAGE FUND - 10,000 - - 20,000 - - 30,000
415 - LAKESHORE BLVD HSIPL (SAFETY) - - - - - - - -
416 - RSTP FUND - - - - - - - -
Total special revenue - 107,831 6,000 - 1,245,000 - 29,500 1,388,331
Enterprise Funds:
501 - WATER UTILITY M & O FUND 893,947 694,977 - 369,595 455,358 - - 2,413,877
502 - WATER EXPANSION FUND - - - - 90,000 - - 90,000
504 - USDA WATER PROJECT FUND - - - - - - - -
601 - CLMSD UTILITY M & O FUND 939,269 948,943 - 275,461 647,607 - - 2,811,280
602 - CLMSD EXPANSION FUND - - - - - - - -
604 - USDA SEWER PROJECT FUND - - - - - - - -
605 - CLMSD ASSMNT DIST 91-1 FUND - - - - - - - -
606 - CLMSD ASSMNT DIST 2017-1 FUND - 11,000 - 134,796 - - - 145,796
Total enterprise funds 1,833,216 1,654,920 - 779,852 1,192,965 - - 5,460,953
Internal Service Funds:

701 - RISK MANAGEMENT FUND - 337,908 - - - - - 337,908
Total internal service - 337,908 - - - - - 337,908
Fiduciary Funds:
702 - SPECIAL DEPOSIT FUND - - - - - - - -
705 - RDA OBLIGATION RETIREMENT FUND 69,323 91,579 - 350,568 - - - 511,470
801 - OPEB AGENCY FUND - - - - - - - -
Total fiduciary 69,323 91,579 - 350,568 - - - 511,470
Total $ 4,749,880 $ 3,669,067 $ 6,000 $ 1,449,157 $ 3,325,612 $ - $ 311,122 $ 13,510,838
ATTACHMENT 1
ANNUAL BUDGET
PROPERTY TAX DISTRIBUTION
Property Tax Distribution

Where does your money go? 2015-2016
Total collection $ 8,392,776
Lakeport Unified School District 31.85% 2,673,066

Lake County 22.37% 1,877,103
ERAF (Education Augmentation Fund) 15.00% 1,258,841
City of Lakeport 10.41% 873,453
Lakeport Fire Protection District 7.45% 624,993
Mendocino College 6.20% 520,025
County Office of Education 2.75% 231,045
Lake Co Vector Control 1.69% 142,140
Lakeport Muni Sewer 1.33% 111,355
Hartley Cemetery 0.96% 80,755
Total distribution 100.00% $ 8,392,776
Lakeport UnifiedSchool District LakeCounty

1,877,103 LakeCoVector Control
2,673,066
142,140
CityofLakeport
ERAF(Education Augmentation Fund)
1,258,841
873,453 Mendocino College
520,025 County OfficeofEducation
231,045
Lakeport FireProtection District

624,993
ATTACHMENT 1
ANNUAL BUDGET
SALES TAX DISTRIBUTION
Sales Tax Distribution

Where does your money go? 2015-2016
Total collection $ 11,151,851
State general fund 49.22% 5,488,802

City of Lakeport 18.75% 2,090,972
State local revenue fund 13.28% 1,481,105
Local public safety fund 6.25% 696,991
State local health fund 6.25% 696,991
State education protection fund 3.13% 348,495
Transportation fund 3.13% 348,495
Total distribution (% rate) 1.00 $ 11,151,851
CityofLakeport
Stategeneralfund 2,090,972 Transportation fund
348,495
5,488,802
Statelocalrevenuefund
1,481,105
Stateeducation protection fund
Localpublic safetyfund 348,495
696,991
Statelocalhealthfund
696,991
ATTACHMENT 1
ANNUAL BUDGET
MEASURE I
Fiscal Year 2017-18
Eligible Measure I Costs
Measure I: Transaction and Use Tax
Measure I, passed by a simple majority (50% plus 1) of Lakeport voters in November of 2004, is a general (unrestricted)
transaction and use tax. A general, unrestricted tax is one that can be used to fund any program, function, service, or
project at the discretion of the City Council. It is not a special, restricted tax, which would require approval of two-thirds of
the voting public. Measure J, passed in conjunction with Measure I, was a distinctly separate, advisory measure indicating
the voting public's preference for the use of Measure I proceeds. The language for the two ballot measure was as follows:
Ballot Measure I:
Shall the City of Lak eport enact a one-half cent sales tax for City facilities, services and programs?
Advisory Measure J:
If Measure I is approved, should the proceeds fund repair and maintenance of City streets, park and community service
facilities, and expand public services and programs?
Estimated Revenue 2017-18

Measure I: Transaction and Use Tax $740,000
Other Recommended
Fiscal Year 2016-17 Recommended Uses General Total
Cost Financing Measure I
and Projects Fund Share Funding
Sources Share
General road maintenance & rebuild $ 1,985,439 $ 914,339 $1,071,100 $ 187,890 $ 1,985,439
Parks, buildings and grounds 712,123 481,723 230,400 98,991 712,123
Westshore Pool 52,506 52,506 - 10,790 52,506
Public Safety - Police 2,182,528 2,152,528 30,000 442,329 2,182,528
$4,932,596 $3,601,096 $1,331,500 $ 740,000 $4,932,596
ATTACHMENT 1
ANNUAL BUDGET
MEASURE Z
Fiscal Year 2017-18
Eligible Measure I Costs
Measure Z: Transaction and Use Tax
Measure Z, passed by a simple majority (50% plus 1) of Lakeport voters in November of 20016, is a general (unrestricted) transaction
and use tax. A general, unrestricted tax is one that can be used to fund any program, function, service, or project at the discretion of
the City Council. It is not a special, restricted tax, which would require approval of two-thirds of the voting public. The language for the
ballot measure was as follows:
Ballot Measure Z:
LAKEPORT PUBLIC SAFETY/ESSENTIAL CITY SERVICES MEASURE. To maintain/enhance general City services such as:
recruiting, hiring, retaining qualified police officers to improve neighborhood patrols/maintain response to property, burglary, violent
crimes; paving/repairing local streets/potholes; enhancing business attraction/youth recreational programs; k eeping Lak eports
park s/pool safe/clean; shall the City enact a one-cent sales tax until ended by voters, providing about $1,500,000 annually, requiring
independent audits, citizens oversight, all revenues controlled locally?
Estimated Revenue 2017-18

Measure I: Transaction and Use Tax $1,480,000
Net Decline in Other Tax and Other Revenue (217,000)
Net Increase from Measure Z $1,263,000
Maintenance of Services:
Roads and Public Works Salaries Reallocated to General Fund 90,000
12th Police Officer Position 50,000
Police Officer SRO Position 25,000
Police Salary Increases for Improved Retention 90,000
General Fund Employee and Operations Cost Increases 166,000
Measure Z Revenues Available for 17/18 Projects $842,000
Other Recommended
Total
Fiscal Year 2017-18 Recommended Uses and Projects Cost Financing Measure Z
Funding
Sources Share
3 Police Vehicles $ 155,000 $ 40,000 $ 115,000 $ 155,000
Dump Truck 110,000 - 110,000 110,000
Asphalt Roller 80,000 40,000 40,000 80,000
Kabota All Purpose Vehicle 30,000 - 30,000 30,000
Street Repair Material 105,000 - 105,000 105,000
Playground Structure 70,000 - 70,000 70,000
Upgraded Tables, Trash Recepticles at Library Park 20,000 - 20,000 20,000
City Hall Customer Service Upgrades 70,000 40,000 30,000 70,000
Increases to Police Operational Costs 94,000 - 94,000 94,000
Additional Public Works/ Roads Employee 60,000 30,000 30,000 60,000
Beach St. Overlay 8,000 - 8,000 8,000
Giselman Paving 260,000 130,000 130,000 260,000
Budgeted Surplus for Reserve 60,000 60,000 60,000
$1,122,000 $ 280,000 $ 842,000 $1,122,000
ATTACHMENT 1
ANNUAL BUDGET
CAPITAL IMPROVEMENT PROGRAM (CIP)
CIP budget period: FY 2018-2024
Total projects: 60
Total estimated cost: $19.76 million

Sources of funding:
General fund: 11.24 million
Water fund : 6.96 million
Sewer fund : 1.56 million
The City of Lakeport Capital Improvement Program involves fiscal oversight of various City financial resources to
be used for the acquisition, design and/or construction of major capital facilities within the City, including major
projects to replace or construct portions of the City's physical infrastructure, such as its streets, buildings, parks,
street lights, water treatment and distribution system, sewer collection and disposal system, and storm drains.
This section of the budget document identifies and provides an outline for major capital projects that are needed
to meet City needs and City Council priorities. The program reflects long-range capital planning efforts by
identifying specific projects, the timing of expenditures and the estimated impact on operating budgets for those
projects needed to service infrastructure over a considerable period of time.
A capital project is usually considered a one-time expenditure but may be funded over several years.
Management is recommending a five-year Capital Improvement Program budget to identify funding for multi-year
projects and to provide budget forecasting for capital projects according to priority and available funding. By
providing the budget in this format, the City Council can provide staff with appropriations and an expectation of
when projects are to be completed. It also provides staff with a planning tool to help arrange and procure
resources necessary to meet City Council and the publics expectations. I
The following schedules depict the Citys Capital Improvement Plan:
ATTACHMENT 1
ANNUAL BUDGET
CAPITAL EXPENDITURES
Fiscal Year 2017-18

PROJECT LIST by DEPARTMENT
Funding Source(s) Total Estimated Project Fiscal Years Ended June 30,
Department Project Name Function Source 1 Source 2 Source 3 Cost 2018 2019 2020 2021 2022 2023 2024
Administration
Website Upgrade General Administration General Fund 10,000 10,000
Electronic Records Management System General Administration General Fund 50,000 50,000
Subtotal 60,000 10,000 - - - - 50,000 -
Economic Development
Subtotal - - - - - - - -
IT
Phone System Upgrade General Administration 15,000 15,000
Building Permitting Software Community Development General Fund 15,000 15,000
Subtotal 30,000 30,000 - - - - - -
Engineering
South Main Street/Lakeport Blvd Intersection Transportation Infrastructure General Fund State Grant 1,500,000 1,500,000
Lakeshore Blvd. ER Project Transportation Infrastructure General Fund Federal Grant 966,000 966,000
Eleventh Street Cape Seal Transportation Infrastructure General Fund Water Revenue Sewer Revenue 400,000 400,000
Subtotal 2,866,000 966,000 - 400,000 - 1,500,000 - -
Finance
Subtotal -
Police
Vehicles Marked Public Safety General Fund Federal Grant 460,000 155,000 120,000 120,000 65,000
Unmarked Police Vehicle Public Safety General Fund 25,000 25,000
Fence New PD Public Safety Prop 172 30,000 30,000
Evidence Program Public Safety General Fund 10,000 10,000
Subtotal 525,000 185,000 130,000 145,000 65,000 - - -
Public Works: Roads & Infrastructure

Gisleman Paving Infrastructure General Fund Water 130,000 260,000
20th St Traffic Mitigation Infrastructure General Fund 10,000 10,000
3rd St ADA Parking/Paving Infrastructure General Fund 127,000 127,000
HSIP Signs and Striping Infrastructure General Fund State Grant 573,000 573,000
1st St Waterline and Paving Infrastructure General Fund 158,000 158,000
2nd St Sidewalk and Paving Infrastructure General Fund 118,000 118,000
Hartley St - Safe Routes to Schools Infrastructure General Fund State Grant 1,874,000 1,874,000
South Main Rehab Infrastructure General Fund 590,000 590,000
Asphalt Roller Infrastructure General Fund 80,000 80,000
Water Truck Infrastructure General Fund 80,000 80,000
Dump Truck PP&E General Fund 220,000 110,000 110,000
Subtotal 3,960,000 450,000 727,000 691,000 2,032,000 190,000 - -
Public Works: Parks, Buildings & Grounds

WS Park, Phase 1 soil PP&E General Fund 25,000 25,000
Thatcher/Seeder PP&E General Fund 10,000 10,000
City Hall Security/Fire system PP&E General Fund Water Revenue Sewer Revenue 15,000 15,000
Playground Structure PP&E General Fund 70,000 70,000
Tables, Benches, Trash Receptacles PP&E General Fund 100,000 20,000 20,000 20,000 20,000 20,000
City Hall Renovation General Administration General Fund Water Revenue Sewer Revenue 70,000 70,000
Waterfront Promenade Park Infrastructure General Fund 2,310,000 10,000 500,000 1,800,000
Natural High Purchase Park Infrastructure General Fund 1,000,000 1,000,000
West Wall City Hall Repair Infrastructure General Fund 25,000 25,000
Dow ntown street Furniture Infrastructure General Fund 100,000 25,000 25,000 25,000 25,000
1st St Restrooms Infrastructure General Fund 100,000 100,000
Subtotal 3,825,000 160,000 220,000 1,055,000 545,000 45,000 - 1,800,000
ATTACHMENT 1
ANNUAL BUDGET
CAPITAL EXPENDITURES
Public Works: Water O&M
Install 2 new wells Water Infrastructure Bond/Loan 2,200,000 2,200,000
Loop Water Main - South Lakeport Water Infrastructure Bond/Loan 1,800,000 1,800,000
Ozone Generators Water Infrastructure Water Revenue 300,000 150,000 150,000
Replace Carbon Water Infrastructure Water Revenue 120,000 60,000 60,000
Re-Coat Clear Well Water Infrastructure Water Revenue 80,000 80,000
Green Ranch Rehab Water Infrastructure Water Revenue 50,000 50,000
Replace Fiber Optic Water Infrastructure Water Revenue 25,000 25,000
Replace Roof Tank Site Water Infrastructure Water Revenue 20,000 20,000
Replace Doors Water Plant Water Infrastructure Water Revenue 5,000 5,000
Replace Water Main Gisleman and Half Pave Water Infrastructure Water Revenue 360,000 360,000
Scotts Creek Well Pump Replacement Water Infrastructure Water Revenue 65,000 65,000
SCADA Upgrade/Improvements Water Infrastructure Water Revenue 7,500 7,500
W55 2000 Chevy 2500 Water Infrastructure Water Revenue 30,000 30,000
Main Replacement (1000 ft./year) Water Infrastructure Water Revenue 1,900,000 380,000 380,000 380,000 380,000 380,000
Subtotal 6,962,500 542,500 670,000 580,000 410,000 380,000 2,580,000 1,800,000
Public Works: Sewer O&M

Treatment Pond Aerators Sewer Infrastructure Sewer Revenue 90,000 30,000 30,000 30,000
Recap #1 pump replacement Sewer Infrastructure Sewer Revenue 25,000 25,000
VFDs Irrigation Pumps Sewer Infrastructure Sewer Revenue 50,000 50,000
Backhoe PP&E Sewer Revenue 80,000 80,000
Main Line Camera Van PP&E Sewer Revenue 260,000 260,000
150 KW Generator PP&E Sewer Revenue 80,000 80,000
Meter Installations Larrecou and Lakeshore Sewer Infrastructure Sewer Revenue 30,000 30,000
Aerators Sewer Infrastructure Sewer Revenue 30,000 30,000
WWTP Security Lighting Sewer Infrastructure Sewer Revenue 5,000 5,000
Fencing C St and Lakeshore Blvd Sewer Infrastructure Sewer Revenue 12,000 12,000
Amaid Strainer Sewer Infrastructure Sewer Revenue 15,000 15,000
SCADA Upgrade/Improvements Sewer Infrastructure Sewer Revenue 7,500 7,500
Main Line Replacement/ Slip Line Laterals Sewer Infrastructure Sewer Revenue 880,000 - 130,000 150,000 150,000 150,000 150,000 150,000
Subtotal 1,564,500 469,500 235,000 180,000 230,000 150,000 150,000 150,000
Total $ 19,763,000 $ 2,783,000 $ 1,982,000 $ 3,051,000 $ 3,282,000 $ 2,265,000 $ 2,780,000 $ 3,750,000
(Continued)
ATTACHMENT 1
ANNUAL BUDGET
PER CAPITA SPENDING

Per Capita Spending
General Fund (Discretionary)
City of County of State of
Entity Lakeport Lake California
(Population) 4,800 64,800 39,300,000
General Fund (Discretionary Spending)
Per Capita Spending
Public Safety $ 371.51 $ 502.75 $ -
Roads 139.48 - -
Parks and recreation 75.96 25.50 -
General government 165.78 173.90 116.48
Education - 3.39 1,462.01
Other 124.00 31.98 1,266.41
Total per capita spending $ 876.73 $ 737.53 $ 2,844.90
Sources:
City of Lakeport 2016 Comprehensive Annual Financial Report
County of Lake 2016 Comprehensive Annual Financial Report
State of California 2016 Comprehensive Annual Financial Report
State Department of Finance 2016 Estimated Population Statistics
DiscretionaryGovernmentalActivities
14% PublicSafety
Roads
42% Parksandrecreation
19%
Generalgovernment
Education
9% Other
16%
ATTACHMENT 1
ANNUAL BUDGET
CHARTS AND GRAPHS

General revenues over the last seven years have followed a path traveled by most local governments throughout
the state. The City saw increasing revenues from sales and property taxes during the height of the housing boom
in 2006 and a dramatic decrease following the housing bust and subsequent market collapse in 2008. In
response to fluctuating revenues, the City adjusted its spending accordingly, mostly through reductions in
workforce and capital improvement deferments.
The graph below illustrates revenue and expenditure trends since 2010-11. This recommended budget for 2017-
18 attempts to normalize the variance between the two and maximize available resources for specific priorities.
REVENUES AND EXPENDITURES COMPARED

GENERAL FUND
6,000,000
5,000,000
4,000,000
3,000,000 Revenues
2,000,000 Expenditures
1,000,000

201112 201213 201314 201415 201516 201617 201718
Estimated Budget
ATTACHMENT 1
ANNUAL BUDGET
Below are several additional graphs that illustrate the composition of revenues and expenditures of the general
fund, as well as general revenues and expenditures by category. These graphs are intended to help the reader
understand where money comes and goes in the general fund.
REVENUE COMPOSITION OVER TIME

GENERAL FUND
6,000,000
5,000,000
4,000,000
Licenses,Permits,andFranchises
3,000,000 Other
ChargesforService
2,000,000
Intergovernmental
1,000,000 UseofMoney
Fines,Forfeitures,andPenalties

Taxes
EXPENDITURE COMPOSITION OVER TIME

GENERAL FUND
6,000,000
5,000,000
4,000,000
CapitalProjects
3,000,000 DebtService
Operations
2,000,000 SalariesandBenefits
1,000,000

201112 201213 201314 201415 201516 201617 201718
Estimated Budget
ATTACHMENT 1
ANNUAL BUDGET
The following graph illustrates the sources of estimated revenues and uses of recommended appropriations in the
general fund for fiscal year 2017-18.
REVENUES BY CATEGORY
ESTIMATED FY 2016-17
GENERAL FUND
Taxes
84%
Other
4%
ChargesforService
1% Fines,
Intergovernmental Licenses,Permits,and
Forfeitures,
5% Franchises
UseofMoney andPenalties
1% 0% 5%
EXPENDITURES BY U SE
ESTIMATED FY 2017-18
GENERAL FUND
SalariesandBenefits
51%
Operations
27%
CapitalProjects
16%
DebtService
6%
ATTACHMENT 1
ANNUAL BUDGET
The following graphs illustrate revenues and expenditures City-wide, encompassing the various special revenue
funds maintained by the City for housing, economic development, and capital improvement activities, as well as
enterprise services of water and sewer.
FederalFunding REVENUES BY SOURCE

0.03% RECOMMENDED FY 2017-18
CITY-WIDE
StateFunding
Fines,Forfeitures,Penalties 6.98%
ChargesforService
0.13%
39.58%
OtherAgencies
2.02%
Permits
0.59%
UseofMoneyandProperty
0.69% Licenses
InterfundServicesProvided
0.01% 1.61%
FranchiseFees
1.69%
Other
1.22%
Taxes
45.45%
EXPENDITURES BY CATEGORY
RECOMMENDED FY 2017-18
CIP
CITY-WIDE
25.2%
SalariesandBenefits
36.0%
DebtService
11.0%
Loans/Grants
0.0%
Operations
27.8%
ATTACHMENT 1
ANNUAL BUDGET
ACTIVITIES BY TYPE
RECOMMENDED FY 2017-18 CITY-WIDE
Generalgovernment Communitydevelopment
Roadsandinfrastructure
30.34% 3.70%
18.45%
Housingandsupportprograms
0.36%
Sewer operations
Economicdevelopment
13.69%
0.79%
Publicsafety
Wateroperations 15.93%
10.94%
Parks,buildingsandgrounds
5.79%
REVENUES BY ACTIVITY
RECOMMENDED FY 2017-18
CITY-WIDE
General
47.46%
Specialrevenue
8.86%
Waterservice
18.13%
Specialassessments
2.12%
Sewer service
23.44%
ATTACHMENT 1
ANNUAL BUDGET
FUND SUMMARIES
Fiscal Year 2017-18
Projected Fund Balance
Net
Begin of Expected Estimated Additions Loan/Grant Use of Fund Net Transfers
Fund Number - Fund Name Year Change Beginning FB Revenue Expenditures (Deductions) Proceeds Balance In (Out) Proj YE FB
110 General Fund $ 2,942,751 $ (158,641) $ 2,784,110 $ 5,560,293 $ 5,248,932 - $ - $ - $ (252,122) $ 2,843,349
Capital Project Funds:

130 General Capital Improvement 565,298 (678,479) (113,181) - - - - - - (113,181)
Total capital project funds 565,298 (678,479) (113,181) - - - - - - (113,181)
Debt Service Funds:

140 Governmental Debt Service - 8,732 8,732 - 281,622 - - - 281,622 8,732
Total debt service funds - 8,732 8,732 - 281,622 - - - 281,622 8,732

202 Parkland Dedication Fund (175,140) - (175,140) - - - - - - (175,140)
203 HUTA Fund 483,796 (461,378) 22,418 139,507 135,000 - - - - 26,925
207 Prop 172 Public Safety 74,710 1,000 75,710 29,500 - - - - (29,500) 75,710
209 Lakeport Housing Program Fund (95,415) - (95,415) 4,800 - - - - - (90,615)
210 CDBG ED PI 468,869 (20,000) 448,869 24,500 27,000 - - - - 446,369
211 BSCC Law Enforcement Grant 175,919 (142,412) 33,507 33,861 46,831 - - - - 20,537
219 Low-Mod Housing 458,609 (43,000) 415,609 - 10,000 - - - - 405,609
228 CDBG Housing PI 347,006 (40,000) 307,006 - 12,000 - - - - 295,006
232 Emergency Housing Assist Fund 13,387 (40,000) (26,613) - 6,000 - - - - (32,613)
233 CDBG Micro Enterprise PI 1,821 (1,500) 321 - - - - - - 321
234 Bus Loan Stabliz Prog Fund 67,390 - 67,390 24,000 - - - - - 91,390
238 CDBG Housing Grant 2010 358,860 (45,000) 313,860 - - - - - - 313,860
239 Home Program Income 1,443,515 - 1,443,515 - 20,000 - - - - 1,423,515
240 2012 Home Grant 184,497 (5,000) 179,497 - - - - - - 179,497
241 CDBG ED Grant 2014 - 150,000 150,000 - 237,000 - - - - (87,000)
401 Tenth St Drainage Fund 85,387 300 85,687 300 - - - - - 85,987
402 Lakeport Blvd Imprvmnt Fund 117,082 400 117,482 400 - - - - - 117,882
403 South Main St Imprvmnt Fund 62,029 250 62,279 250 60,000 - - 60,000 - 2,529
407 Parkside Traffic Mitig Impact 17,289 50 17,339 50 - - - - - 17,389
408 Parallel/Bevins Storm Maint 19,989 50 20,039 50 - - - - - 20,089
409 Forbes Creek Trail Fund - - - - - - - - - -
410 Lakeshore Storm Damage Rpr 669 - 669 725,678 775,000 - - - - (48,653)
414 Storm Drainage Fund 249,183 (194,327) 54,856 500 30,000 - - - - 25,356
Total special revenue funds 4,359,452 (840,567) 3,518,885 983,396 1,358,831 - - 60,000 (29,500) 3,113,950
Enterprise Funds*:
501 Water Utility M & O Fund 900,148 4,343,226 5,243,374 2,134,700 2,413,877 - - - - 4,964,197
502 Water Expansion Fund 165,743 (74,703) 91,040 500 90,000 - - - - 1,540
504 USDA Water Project Fund 253,796 (6,082) 247,714 - - - - - - 247,714
601 Sewer Utility M & O Fund 312,903 (422,457) (109,554) 2,758,151 2,811,280 - - - - (162,683)
602 Sewer Expansion Fund 819,341 2,500 821,841 2,500 - - - - - 824,341
604 USDA Sewer Project Fund (549,736) (1,184,746) (1,734,482) - - - - - - (1,734,482)
605 CLMSD Assmnt Dist 1993-1 Fund 829,644 36,625 866,269 - - - - - - 866,269
606 CLMSD Assmnt Dist 2017-1 Fund - - - 250,000 145,796 - - - - 104,204
Total enterprise funds 2,731,839 2,694,363 5,426,202 5,145,851 5,460,953 - - - - 5,111,100
Internal Service Funds*:

701 Risk Management Fund - - - 337,908 337,908 - - - - -
Total internal service funds - - - 337,908 337,908 - - -
Fiduciary Funds**:
702 Special Deposit Fund 422,586 - 422,586 - - - - - - 422,586
705 RDA Obligation Retirement Fund 204,227 (121,408) 82,819 512,078 511,470 - - - - 83,427
801 OPEB Agency Fund 1,682 - 1,682 - - - - - - 1,682
Total fiduciary funds 628,495 (121,408) 507,087 512,078 511,470 - - - - 507,695
Total City funds $ 11,227,835 $ 904,000 $ 9,189,084 $ 12,539,526 $ 13,199,716 $ - $ - $ 60,000 $ - $ 11,471,645
Legend:
Begin of Year = Current Year Beginning Fund Balance
Expected Change = Estimated Year End Revenues - Estimated Year End Expenditures
Proj YE FB = Projected Upcoming Year End Fund Balance
*Denotes available working capital.
ATTACHMENT 1

ATTACHMENT 1
ANNUAL BUDGET
GOVERNMENTAL FUNDS
Governmental funds are those that account for governmental activities funded by general revenues (i.e. taxes and
fees) and special revenues (i.e. grants, subventions, special assessments, etc.). The categories of governmental
funds are the general fund, capital projects special revenue, debt service, and permanent funds. The numbers in
parenthesis indicate the fund number in the Citys financial management system.
GENERAL FUND (110)

The General Fund is used for all the general revenues of the City not specifically levied or collected for other City
funds, and the related expenditures. The major revenue sources for this fund are property taxes, sales taxes,
franchise fees, business licenses, unrestricted revenues from the state, fines and forfeitures and interest income.
Expenditures are made for community development, public safety, public works, and other services.
Capital Projects Funds
GENERAL CAPITAL PROJECT FUND (130)

Used to account for funds received for capital projects. Most notably, this fund is used to track projects funded
from the former redevelopment agency, consisting of unspent bond proceeds meant for the renovation of blighted
areas in the redevelopment project area. In fiscal years 2014-15 through 2016-17 the fund was used to track
expenditures related to the new Police Department facility and the Downtown Project.
Debt Service Funds
DEBT SERVICE FUND (140)

Used to account for general obligations, most notably loan payments for the newly acquired Police Department
facility and proposed pension obligations bonds.
Special Revenue Funds
Parkland Dedication Fund (202)

State law and General Plan provide for new development to fund expansion of park system to compensate for
added demand of growth. Fees are collected at time of recordation of parcel and subdivision maps. (See Section
16.16.040 Lakeport Municipal Code). No activity is expected in this fund in fiscal year 2017-18 and, therefore, a
detail budget page was not prepared.
Gas Tax Fund (203)

Established to account for revenues and expenditures on road-related projects in the City of Lakeport. Financing is
provided by the Citys share of the statewide tax on gasoline and other fuels.
Prop 172 Public Safety Fund (207)

A city or county that received Prop 172 funds must place the revenues in a special revenue fund to be expended
only on public safety services as defined in Government Code Section 30052. Maintenance of effort provision in
the statute requires the City to maintain funding levels to public safety functions.
Lakeport Housing Fund (209)

A special revenue fund established for the provision of affordable housing. The fund has no expenditure activity
but does maintain several long-term receivable housing loans for which it collects payments.
ATTACHMENT 1
ANNUAL BUDGET
Economic Development Revolving Loan Fund (210)

This fund receives payments on prior years business loans. Expenditures from this fund must comply with
adopted reuse plan. $15,000 is allocated for economic development activities and $12,000 for administrative
support provided by planning staff.
BSCC Law Enforcement Grant (211)

This fund is used to track additional appropriations from the state for special law enforcement activities conducted
by cities. Funds received are distributed between the Cities of Lakeport and Clearlake. Funds received are
administered by the City Lakeport.
Successor Agency Low-Mod Housing Fund (219)

This fund tracks the housing activities of the former Lakeport Redevelopment Agency. The fund is controlled by
the City, and its assets may be used to carry on housing activities, as directed by the City Council.
Housing Revolving Loan Fund (228)

This fund is used for reinvestment into housing programs from program income generated by past housing grants,
(i.e., CDBG, HOME Grant, etc.)
Emergency Housing Loan Fund (232)

Emergency and special assistance funds from federal CDBG funds restricted for housing.
Micro Enterprise Revolving Loan Fund (233)

Business loans to micro businesses that meet the Target Income Group (TIG) requirement.
Business Stabilization Loan Fund (234)

Business loans to businesses provided during the economic downturn of 2008. This fund has no expenditure
activity but does maintain several long-term receivable business loans for which it collects payments.
2010 Housing Grant PI Fund (238)

Home loan program for low income borrowers to be used for first-time buyer assistance and existing residential
rehabilitation.
HOME Program Income Fund (239)

Fund to track all home loans made by the City using HOME 2007 and 2009 grant awards. Income received is in
this fund consists of principal and interest payments made by borrowers. No activity is expected in this fund in
fiscal year 2017-18 and, therefore, a detail budget page was not prepared.
2012 CDBG Housing Grant Fund (240)

Fund set up to track activities funded by a new 2012 housing grant from CDBG. Potential activities could include
home rehabilitation and relocation assistance. This is a two-year grant award.
CDBG ED Grant 2014 (241)

Grant award from the California Department of Housing and Community Development for business loan creation,
lakefront plan design, and ADA improvements to City facilities.
Tenth Street Drainage Fund (401)

Restricted fund/set aside by developer of Willow Tree Shopping Center.
Lakeport Blvd Improvement Fund (402)

Special assessment of developer to mitigate traffic impacts of K-Mart (now Brunos) development in 1987. No
activity is expected in this fund in fiscal year 2017-18 and, therefore, a detail budget page was not prepared.
South Main Street Improvement Fund (403)

Special assessment of developer to mitigate traffic impacts of K-Mart.
ATTACHMENT 1
ANNUAL BUDGET
Parkside Traffic Mitigation Fund (407)

Traffic mitigation fees are required as a mitigation measure for Parkside Subdivision.
Parallel/Bevins Storm Maintenance Fund (408)

Special fee to fund storm water improvements designed to mitigate the impact of development.
Lakeshore Storm Damage Repair Fund (410)

On Lakeshore Boulevard from 75 south of Sayre Street north through Jones Street; clear concrete debris from
below the existing sea wall, reinforce the embankment with sheet pile and backfill the wall. Repair the roadway,
curb, and gutter failure by cutting out failed sections and replacing the base rock and AC paving. Funds provided
by the Federal government through Caltrans administration of the Emergency Relief (ER) program.
Storm Drainage Fund (414)

Assessments are made against larger properties to pay for prior and future storm drain projects. See Chapter 3.16
Lakeport Municipal Code.
ATTACHMENT 1
ANNUAL BUDGET
GENERAL FUND
Fiscal Year 2017-18
Fund: 110
Name: General Fund
Prior FYs Current Proposed Projections
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Actual Actual Budget Actual (Est) Requested Recommended Adopted Projected Projected
Revenue Sources
Taxes 3,040,520 3,243,826 3,234,724 3,228,290 4,709,040 4,709,040 - 4,803,221 4,899,285
Franchises 200,415 210,939 206,000 206,000 206,000 206,000 - 212,180 218,545
Licenses 1,111 835 1,550 1,550 1,550 1,550 - 1,550 1,550
Permits 81,506 58,884 92,500 92,500 72,500 72,500 - 76,125 79,931
Fines, forfeitures, and penalties 41,435 17,524 16,500 16,500 15,500 15,500 - 15,888 16,285
Use of money and property 21,566 20,015 49,024 49,024 52,000 52,000 - 53,300 54,899
Income from other agencies 100,434 132,166 143,373 143,373 140,000 140,000 - 252,000 254,520
Federal funding - - 3,500 3,500 3,500 3,500 - 3,500 -
State funding 170,208 123,730 100,500 100,500 59,133 59,133 - 59,133 59,133
Charges for service 516,772 730,090 76,510 76,510 54,510 54,510 - 56,145 57,830
Interfund services provided 94,728 104,911 139,500 139,500 159,000 159,000 - 163,770 168,683
Other revenue 117,757 189,578 51,570 51,570 87,560 87,560 - 105,072 106,123
Total revenue 4,386,452 4,832,498 4,115,251 4,108,817 5,560,293 5,560,293 - 5,801,884 5,916,784
Expenditures
Salaries and benefits 2,419,653 2,862,439 2,579,845 2,417,836 2,847,341 2,847,341 - 3,018,181 3,199,272
Operations 1,738,959 1,716,315 1,412,001 1,397,001 1,474,776 1,476,829 - 1,513,750 1,551,593
Debt service - - 37,115 37,115 37,115 37,115 - - -
Capital outlay/CIP 666,658 234,884 210,523 186,462 887,647 887,647 - 994,165 894,748
Total expenditures 4,825,270 4,813,638 4,239,484 4,038,414 5,246,879 5,248,932 - 5,526,096 5,645,614
Financing Sources (Uses)
Use of fund balance - - 243,714 243,714 - - - - -
Transfers in 16,035 97,667 47,815 47,815 29,500 29,500 - 14,750 14,898
Transfers (out) - (72,500) (276,860) (276,860) (281,622) (281,622) - (281,622) (281,622)
Deductions from (25,148) 13,320 - - - - - - -
Net sources (uses) (9,113) 25,167 14,669 14,669 (252,122) (252,122) - (266,872) (266,725)
Resources - Use
Surplus (deficit) (447,931) 44,027 (109,564) 85,072 61,292 59,239 - 8,916 4,446
Estimated Beginning Fund Balance 2,784,110 $ 2,784,110 $ 2,784,110 $ 2,784,110 $ 2,793,026

Inflows 5,589,793 5,589,793 - 5,816,634 5,931,682
Outflows 5,528,501 5,530,554 - 5,807,718 5,927,236
Change to fund balance 61,292 59,239 - 8,916 4,446
Anticipated Ending Fund Balance $ 2,845,402 $ 2,843,349 $ 2,784,110 $ 2,793,026 $ 2,797,472
2014-15 2015-16 2016-17 2016-17

Departmental Use Actual Actual Budget Actual (Est) Requested Recommended Adopted
Non-Departmental 337,763 498,710 267,519 535,064 559,274 559,274 -
Legislative 86,028 90,466 135,460 120,425 269,873 87,562 -
Administration 199,860 166,648 203,181 185,313 267,196 290,096 -
Economic Development 26,592 55,686 102,000 102,000 65,000 65,000 -
City Attorney 81,928 100,841 78,000 78,000 68,000 68,000 -
Finance and Information Technology 140,577 132,191 158,498 158,498 217,029 236,204 -
Planning 175,238 193,258 208,639 199,204 197,968 216,534 -
Building 135,595 207,900 251,731 234,270 158,688 158,688 -
Housing 7,763 4,435 - - - - -
Engineering 329,648 29,868 89,196 89,196 115,981 120,250 -
Police 1,638,359 1,783,234 2,014,204 1,714,115 2,072,910 2,152,528 -
Public Works:
Administration and Compliance - 122,250 104,213 55,460 88,014 127,850 -
Roads and Infrastructure 669,863 470,243 394,174 379,174 914,339 914,339 -
Parks, Buildings, and Grounds 484,979 310,195 381,820 367,759 481,723 481,723 -
Westshore Pool 50,605 54,411 75,906 75,906 52,506 52,506 -
Water O&M 48,031 47,129 51,803 20,890 - - -
Total use 4,412,829 4,267,465 4,516,344 4,315,274 5,528,501 5,530,554 -
ATTACHMENT 1
ANNUAL BUDGET
CAPITAL PROJECTS
Fiscal Year 2017-18
Fund: 130
Name: General Capital Improvement
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
Fines, forfeitures, and penalties - - - - - - - - -
Use of money and property - - - - - - - - -
Income from other agencies - - - - - - - - -
Federal funding 33,169 1,994,380 25,000 25,000 - - - - -
State funding - - - - - - - - -
Charges for service - - - - - - - - -
Interfund services provided - - - - - - - - -
Other revenue - - - - - - - - -
Total revenue 33,169 1,994,380 25,000 25,000 - - - - -
Expenditures
Salaries and benefits - - - - - - - - -
Operations - - - - - - - - -
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Capital outlay/CIP 930,796 451,608 1,708,923 2,728,479 600,000 - - - -
Total expenditures 930,796 451,608 1,708,923 2,728,479 600,000 - - - -
Use of fund balance - - - - - - - - -
Transfers in - - 1,569,051 930,000 - - - - -
Transfers (out) (4,847) (75,000) - - - - - - -
Loan/Bond Proceeds - - 1,095,000 1,095,000 - - - - -
Additions to - - - - - - - - -
Deductions from - - - - - - - - -
Net sources (uses) (4,847) (75,000) 2,664,051 2,025,000 - - - - -
Resources - Use
Surplus (deficit) (902,474) 1,467,772 980,128 (678,479) (600,000) - - - -
Estimated Beginning Fund Balance (113,181) $ (113,181) $ (113,181) $ (113,181) $ (113,181)

Inflows - - - - -
Outflows 600,000 - - - -
Change to fund balance (600,000) - - - -
Anticipated Ending Fund Balance $ (713,181) $ (113,181) $ (113,181) $ (113,181) $ (113,181)
2014-15 2015-16 2016-17 2016-17

Non-Departmental 4,847 75,000 - - - - -
Legislative - - - - - - -
Administration - - - - - - -
Economic Development - - - - - - -
City Attorney - - - - - - -
Finance and Information Technology - - - - - - -
Planning 38,016 423,757 1,500,000 2,460,000 - - -
Building - - - - - - -
Housing - - - - - - -
Engineering - - - - - - -
Police 892,780 27,851 208,923 268,479 - - -
Public Works:
Administration and Compliance - - - - - - -
Roads and Infrastructure - - - - 600,000 - -
Parks, Buildings, and Grounds - - - - - - -
Westshore Pool - - - - - - -
Water O&M - - - - - - -
Sewer O&M - - - - - - -
CLMSD Special Projects - - - - - - -
Total use 935,643 526,608 1,708,923 2,728,479 600,000 - -
ATTACHMENT 1
ANNUAL BUDGET
DEBT SERVICE
Fiscal Year 2017-18
Fund: 140
Name: Governmental Debt Service
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
Federal funding - - - - - - - - -
State funding - - - - - - - - -
Other revenue - - - - - - - - -
Total revenue - - - - - - - - -
Expenditures
Operations - - - - - - - - -
Grants/Loans - - - - - - - - -
Debt service - - 317,544 317,544 281,622 281,622 - - -
Capital outlay/CIP - - - - - - - - -
Total expenditures - - 317,544 317,544 281,622 281,622 - - -
Transfers in - - 326,276 326,276 281,622 281,622 - 140,811 142,219
Transfers (out) - - - - - - - - -
Loan/Bond Proceeds - - - - - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - 326,276 326,276 281,622 281,622 - 140,811 142,219
Resources - Use
Surplus (deficit) - - 8,732 8,732 - - - 140,811 142,219
Estimated Beginning Fund Balance 8,732 $ 8,732 $ 8,732 $ 8,732 $ 149,543

Inflows 281,622 281,622 - 140,811 142,219
Outflows 281,622 281,622 - - -
Change to fund balance - - - 140,811 142,219
Anticipated Ending Fund Balance $ 8,732 $ 8,732 $ 8,732 $ 149,543 $ 291,762
2014-15 2015-16 2016-17 2016-17

Non-Departmental - - 317,544 317,544 281,622 281,622 -
Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Roads and Infrastructure - - - - - - -
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use - - 317,544 317,544 281,622 281,622 -
ATTACHMENT 1
ANNUAL BUDGET
HIGHWAY USER TAX (HUTA)

Fiscal Year 2017-18
Fund: 203
Name: HUTA Fund
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
Use of money and property 869 1,449 500 500 500 500 - 513 528
Income from other agencies 135,767 105,955 103,726 103,726 106,078 106,078 - 190,940 192,850
State funding - - 107,613 - 32,929 32,929 - 32,929 32,929
Other revenue - - - - - - - - -
Total revenue 136,636 107,404 211,839 104,226 139,507 139,507 - 224,382 226,307
Expenditures
Salaries and benefits - - 88,642 100,373 - - - - -
Operations - - 48,500 48,500 - - - - -
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Total expenditures 1,086 24,482 542,142 553,873 135,000 135,000 - 27,000 27,000
Transfers in - - - - - - - - -
Transfers (out) - (20,000) (11,731) (11,731) - - - - -
Additions to - - - - - - - - -
Net sources (uses) - (20,000) 324,103 324,103 - - - - -
Resources - Use
Surplus (deficit) 135,550 62,922 (6,200) (125,544) 4,507 4,507 - 197,382 199,307

Inflows 139,507 139,507 - 224,382 226,307
Outflows 135,000 135,000 - 27,000 27,000
2014-15 2015-16 2016-17 2016-17

Non-Departmental - 20,000 19,500 31,231 - - -
Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Administration and Compliance - - 38,777 38,777 - - -
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use 1,086 44,482 553,873 565,604 135,000 135,000 -
ATTACHMENT 1
ANNUAL BUDGET
PROP 172 PUBLIC SAFETY

Fiscal Year 2017-18
Fund: 207
Name: Prop 172 Public Safety
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes 33,040 31,147 21,000 21,000 29,500 29,500 - 30,975 31,904
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
Use of money and property 114 203 - - - - - - -
State funding - - - - - - - - -
Other revenue - - - - - - - - -
Total revenue 33,154 31,350 21,000 21,000 29,500 29,500 - 30,975 31,904
Expenditures
Operations 14,812 400 20,000 20,000 - - - - -
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Total expenditures 14,812 400 20,000 20,000 - - - - -
Transfers in - - - - - - - - -
Transfers (out) - - - - (29,500) (29,500) - (29,500) (29,500)
Additions to - - - - - - - - -
Net sources (uses) - - 24,000 24,000 (29,500) (29,500) - (29,500) (29,500)
Resources - Use
Surplus (deficit) 18,342 30,950 25,000 25,000 - - - 1,475 2,404

Inflows 29,500 29,500 - 30,975 31,904
Outflows 29,500 29,500 - 29,500 29,500
2014-15 2015-16 2016-17 2016-17

Non-Departmental - - - - 29,500 29,500 -
Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police 14,812 400 20,000 20,000 - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use 14,812 400 20,000 20,000 29,500 29,500 -
ATTACHMENT 1
ANNUAL BUDGET
LAKEPORT HOUSING PROGRAM (HUD)

Fiscal Year 2017-18
Fund: 209
Name: Lakeport Housing Program Fund
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
Use of money and property - 214 - - - - - - -
State funding - - - - - - - - -
Other revenue 1,997 9,167 9,500 9,500 4,800 4,800 - 5,760 5,818
Total revenue 1,997 9,381 9,500 9,500 4,800 4,800 - 5,760 5,818
Expenditures
Operations - - - - - - - - -
Grants/Loans 51,079 - - - - - - - -
Debt service - - - - - - - - -
Total expenditures 51,079 - - - - - - - -
Transfers in - - - - - - - - -
Transfers (out) - - (9,500) (9,500) - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - (9,500) (9,500) - - - - -
Resources - Use
Surplus (deficit) (49,082) 9,381 - - 4,800 4,800 - 5,760 5,818

Inflows 4,800 4,800 - 5,760 5,818
Outflows - - - - -
2014-15 2015-16 2016-17 2016-17

Non-Departmental - - 9,500 9,500 - - -
Planning - - - - - - -
Building - - - - - - -
Housing 51,079 - - - - - -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sew er O&M - - - - - - -
Total use 51,079 - 9,500 9,500 - - -
ATTACHMENT 1
ANNUAL BUDGET
CDBG ECONOMIC PROGRAM INCOME

Fiscal Year 2017-18
Fund: 210
Name: CDBG ED PI
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
Use of money and property 408 256 500 500 500 500 - 513 528
State funding - - - - - - - - -
Other revenue 10,815 - 24,000 24,000 24,000 24,000 - 28,800 29,088
Total revenue 11,223 256 24,500 24,500 24,500 24,500 - 29,313 29,616
Expenditures
Operations 12,686 15,148 20,000 20,000 27,000 27,000 - 27,675 28,367
Grants/Loans - 140,000 109,500 109,500 - - - - -
Debt service - - - - - - - - -
Transfers in - - 85,000 85,000 - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - - - - - -
Deductions from - 140,000 - - - - - - -
Net sources (uses) - - 105,000 105,000 - - - - -
Resources - Use
Surplus (deficit) (1,463) (154,892) - - (2,500) (2,500) - 1,638 1,249

Inflows 24,500 24,500 - 29,313 29,616
Outflows 27,000 27,000 - 27,675 28,367
Change to fund balance (2,500) (2,500) - 1,638 1,249
2014-15 2015-16 2016-17 2016-17

Non-Departmental - (140,000) - - - - -
Economic Development 12,686 155,148 129,500 129,500 27,000 27,000 -
Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use 12,686 15,148 129,500 129,500 27,000 27,000 -
ATTACHMENT 1
ANNUAL BUDGET
BSCC LAW ENFORCEMENT

Fiscal Year 2017-18
Fund: 211
Name: BSCC Law Enforcement Grant
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding 100,817 50,409 50,000 50,000 33,661 33,661 - 33,661 33,661
Other revenue - - - - - - - - -
Total revenue 101,083 50,924 50,200 50,200 33,861 33,861 - 33,866 33,872
Expenditures
Operations 68,100 - 77,887 77,887 16,831 16,831 - 17,252 17,683
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Capital outlay/CIP - - - - 30,000 30,000 - 6,000 6,000
Total expenditures 68,100 - 77,887 77,887 46,831 46,831 - 23,252 23,683
Transfers in - - - - - - - - -
Transfers (out) - - (114,725) (114,725) - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - (62,925) (62,925) - - - - -
Resources - Use
Surplus (deficit) 32,983 50,924 (90,612) (90,612) (12,970) (12,970) - 10,614 10,189

Inflows 33,861 33,861 - 33,866 33,872
Outflows 46,831 46,831 - 23,252 23,683
2014-15 2015-16 2016-17 2016-17

Non-Departmental 68,100 - 177,612 177,612 16,831 16,831 -
Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - 15,000 15,000 30,000 30,000 -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use 68,100 - 192,612 192,612 46,831 46,831 -
ATTACHMENT 1
ANNUAL BUDGET
LOW-MOD HOUSING
Fiscal Year 2017-18
Fund: 219
Name: Low-Mod Housing
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding - - - - - - - - -
Other revenue 2,870 2,628 - - - - - - -
Total revenue 3,017 2,838 - - - - - - -
Expenditures
Operations - - 10,000 10,000 10,000 10,000 - 10,250 10,506
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Total expenditures - - 10,000 10,000 10,000 10,000 - 10,250 10,506
Transfers in - - - - - - - - -
Transfers (out) - - (33,000) (33,000) - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - (23,000) (23,000) - - - - -
Resources - Use
Surplus (deficit) 3,017 2,838 (33,000) (33,000) (10,000) (10,000) - (10,250) (10,506)

Inflows - - - - -
Outflows 10,000 10,000 - 10,250 10,506
Change to fund balance (10,000) (10,000) - (10,250) (10,506)
2014-15 2015-16 2016-17 2016-17

Planning - - - - - - -
Building - - - - - - -
Housing - - 10,000 10,000 10,000 10,000 -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use - - 43,000 43,000 10,000 10,000 -
ATTACHMENT 1
ANNUAL BUDGET
CDBG HOUSING PROGRAM INCOME

Fiscal Year 2017-18
Fund: 228
Name: CDBG Housing PI
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding - - - - - - - - -
Other revenue 101,597 8,348 - - - - - - -
Total revenue 101,631 8,460 - - - - - - -
Expenditures
Operations 2,913 10,722 - - 12,000 12,000 - 12,300 12,608
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Total expenditures 2,913 10,722 - - 12,000 12,000 - 12,300 12,608
Transfers in - - - - - - - - -
Transfers (out) - - (40,000) (40,000) - - - - -
Additions to - - - - - - - - -
Deductions from (15,407) (44,687) - - - - - - -
Net sources (uses) (15,407) (44,687) - - - - - - -
Resources - Use
Surplus (deficit) 83,311 (46,949) - - (12,000) (12,000) - (12,300) (12,608)

Inflows - - - - -
Outflows 12,000 12,000 - 12,300 12,608
2014-15 2015-16 2016-17 2016-17

Non-Departmental 15,407 44,687 40,000 40,000 - - -
Planning - - - - - - -
Building - - - - - - -
Housing 2,913 10,722 - - 12,000 12,000 -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use 18,320 55,409 40,000 40,000 12,000 12,000 -
ATTACHMENT 1
ANNUAL BUDGET
EMERGENCY HOUSING ASSISTANCE

Fiscal Year 2017-18
Fund: 232
Name: Emergency Housing Assist Fund
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding - - - - - - - - -
Other revenue 60 260 - - - - - - -
Total revenue 76 284 - - - - - - -
Expenditures
Operations 1,149 - - - - - - - -
Grants/Loans - - 40,000 40,000 6,000 6,000 - - -
Debt service - - - - - - - - -
Total expenditures 1,149 - 40,000 40,000 6,000 6,000 - - -
Transfers in - - - - - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - 6,000 6,000 - - - - -
Resources - Use
Surplus (deficit) (1,073) 284 (34,000) (34,000) (6,000) (6,000) - - -

Inflows - - - - -
Outflows 6,000 6,000 - - -
Change to fund balance (6,000) (6,000) - - -
2014-15 2015-16 2016-17 2016-17

Non-Departmental - - - - - - -
Planning - - - - - - -
Building - - - - - - -
Housing 1,149 - 40,000 40,000 6,000 6,000 -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use 1,149 - 40,000 40,000 6,000 6,000 -
ATTACHMENT 1
ANNUAL BUDGET
CDBG MICROENTERPRISE FUND

Fiscal Year 2016-17
Fund: 233
Name: CDBG Micro Enterprise PI
2013-14 2014-15 2015-16 2015-16 2016-17 2016-17 2016-17 2017-18 2018-19
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding - - - - - - - - -
Other revenue - - - - - - - - -
Total revenue 3 4 - - - - - - -
Expenditures
Operations - - - - - - - - -
Grants/Loans - - 1,500 - 1,500 1,500 1,500 - -
Debt service - - - - - - - - -
Total expenditures - - 1,500 - 1,500 1,500 1,500 - -
Use of fund balance - - 1,500 - 1,500 1,500 1,500 - -
Transfers in - - - - - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - 1,500 - 1,500 1,500 1,500 - -
Resources - Use
Surplus (deficit) 3 4 - - - - - - -
Estimated Beginning Fund Balance 1,816 $ 1,816 $ 1,816 $ 316 $ 316

Inflows - - - - -
Outflows 1,500 1,500 1,500 - -
Change to fund balance (1,500) (1,500) (1,500) - -
Anticipated Ending Fund Balance $ 316 $ 316 $ 316 $ 316 $ 316
2013-14 2014-15 2015-16 2015-16

Economic Development - - 1,500 - 1,500 1,500 1,500
Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use - - 1,500 - 1,500 1,500 1,500
ATTACHMENT 1
ANNUAL BUDGET
BUSINESS STABILIZATION LOAN FUND

Fiscal Year 2016-17
Fund: 234
Name: Bus Loan Stabliz Prog Fund
2013-14 2014-15 2015-16 2015-16 2016-17 2016-17 2016-17 2017-18 2018-19
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
Use of money and property 9 - - - - - - - -
State funding - - - - - - - - -
Other revenue 5,424 1,811 5,300 2,667 5,300 5,300 5,300 6,360 6,424
Total revenue 5,433 1,811 5,300 2,667 5,300 5,300 5,300 6,360 6,424
Expenditures
Operations - - - - - - - - -
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Total expenditures - - - - - - - - -
Transfers in - - - - - - - - -
Transfers (out) - (11,188) (5,300) (2,667) (5,300) (5,300) (5,300) (5,300) (5,300)
Additions to - - - - - - - - -
Net sources (uses) - (11,188) (5,300) (2,667) (5,300) (5,300) (5,300) (5,300) (5,300)
Resources - Use
Surplus (deficit) 5,433 (9,377) - - - - - 1,060 1,124

Inflows 5,300 5,300 5,300 6,360 6,424
Outflows 5,300 5,300 5,300 5,300 5,300
2013-14 2014-15 2015-16 2015-16

Non-Departmental - 11,188 5,300 2,667 5,300 5,300 5,300
Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use - 11,188 5,300 2,667 5,300 5,300 5,300
ATTACHMENT 1
ANNUAL BUDGET
2010 CDBG HOUSING GRANT PI

Fiscal Year 2017-18
Fund: 238
Name: CDBG Housing Grant 2010
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding - - - - - - - - -
Other revenue 663 33,568 - - - - - - -
Total revenue 690 33,701 - - - - - - -
Expenditures
Operations - 680 - - - - - - -
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Total expenditures - 680 - - - - - - -
Transfers in - - - - - - - - -
Transfers (out) - - (45,000) (45,000) - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - - - - - - - -
Resources - Use
Surplus (deficit) 690 33,021 - - - - - - -

Inflows - - - - -
Outflows - - - - -
Change to fund balance - - - - -
2014-15 2015-16 2016-17 2016-17

Planning - - - - - - -
Building - - - - - - -
Housing - 680 - - - - -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use - 680 45,000 45,000 - - -
ATTACHMENT 1
ANNUAL BUDGET
HOME PI
Fiscal Year 2017-18
Fund: 239
Name: Home Program Income
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding - - - - - - - - -
Other revenue 865 60,460 - - - - - - -
Total revenue 871 60,674 - - - - - - -
Expenditures
Operations 473 680 - - 20,000 20,000 - 20,500 21,013
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Total expenditures 473 680 - - 20,000 20,000 - 20,500 21,013
Transfers in - - - - - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - - - - - - - -
Resources - Use
Surplus (deficit) 398 59,994 - - (20,000) (20,000) - (20,500) (21,013)

Inflows - - - - -
Outflows 20,000 20,000 - 20,500 21,013
2014-15 2015-16 2016-17 2016-17

Non-Departmental - 15,831 - - - - -
Planning - - - - - - -
Building - - - - - - -
Housing 473 680 - - 20,000 20,000 -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use 473 16,511 - - 20,000 20,000 -
ATTACHMENT 1
ANNUAL BUDGET
2012 HOME GRANT PI

Fiscal Year 2017-18
Fund: 240
Name: 2012 Home Grant
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
Use of money and property - 556 - - - - - - -
Federal funding 131,691 19,225 - - - - - - -
State funding - - - - - - - - -
Other revenue - - - - - - - - -
Total revenue 131,691 19,781 - - - - - - -
Expenditures
Operations 4,303 15,648 5,000 5,000 - - - - -
Grants/Loans 127,588 3,578 - - - - - - -
Debt service - - - - - - - - -
Total expenditures 131,891 19,226 5,000 5,000 - - - - -
Transfers in - - - - - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - - - - - -
Deductions from 127,588 - - - - - - - -
Net sources (uses) 127,588 - 5,000 5,000 - - - - -
Resources - Use
Surplus (deficit) 127,388 555 - - - - - - -

Inflows - - - - -
Outflows - - - - -
2014-15 2015-16 2016-17 2016-17

Non-Departmental (127,588) - - - - - -
Planning - - - - - - -
Building - - - - - - -
Housing 131,891 19,225 5,000 5,000 - - -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use 4,303 19,225 5,000 5,000 - - -
ATTACHMENT 1
ANNUAL BUDGET
CDBG ED GRANT 2014

Fiscal Year 2017-18
Fund: 241
Name: CDBG ED Grant 2014
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
Federal funding - - 440,000 440,000 - - - - -
State funding - - - - - - - - -
Other revenue - - - - - - - - -
Total revenue - - 440,000 440,000 - - - - -
Expenditures
Operations - 31,402 80,000 80,000 12,000 12,000 - 12,300 12,608
Grants/Loans - - 160,000 160,000 - - - - -
Debt service - - - - - - - - -
Capital outlay/CIP - 61,900 200,000 50,000 225,000 225,000 - 45,000 45,000
Total expenditures - 93,302 440,000 290,000 237,000 237,000 - 57,300 57,608
Transfers in - - - - - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - - - - - - - -
Resources - Use
Surplus (deficit) - (93,302) - 150,000 (237,000) (237,000) - (57,300) (57,608)

Inflows - - - - -
Outflows 237,000 237,000 - 57,300 57,608
Anticipated Ending Fund Balance $ (87,000) $ (87,000) $ 150,000 $ 92,700 $ 35,092
2014-15 2015-16 2016-17 2016-17

Economic Development - 31,402 240,000 240,000 12,000 12,000 -
Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Parks, Buildings, and Grounds - 61,900 200,000 50,000 225,000 225,000 -
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use - 93,302 440,000 290,000 237,000 237,000 -
ATTACHMENT 1
ANNUAL BUDGET
TENTH STREET DRAINAGE

Fiscal Year 2017-18
Fund: 401
Name: Tenth St Drainage Fund
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding - - - - - - - - -
Other revenue - - - - - - - - -
Total revenue 182 250 300 300 300 300 - 308 317
Expenditures
Operations - - - - - - - - -
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Transfers in - - - - - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - - - - - - - -
Resources - Use
Surplus (deficit) 182 250 300 300 300 300 - 308 317

Inflows 300 300 - 308 317
Outflows - - - - -
Change to fund balance 300 300 - 308 317
2014-15 2015-16 2016-17 2016-17

Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use - - - - - - -
ATTACHMENT 1
ANNUAL BUDGET
LAKEPORT BLVD IMPROVEMENT

Fiscal Year 2017-18
Fund: 402
Name: Lakeport Blvd Imprvmnt Fund
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding - - - - - - - - -
Other revenue - - - - - - - - -
Total revenue 249 343 400 400 400 400 - 410 422
Expenditures
Operations - - - - - - - - -
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Transfers in - - - - - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - - - - - - - -
Resources - Use
Surplus (deficit) 249 343 400 400 400 400 - 410 422

Inflow s 400 400 - 410 422
Outflow s - - - - -
2014-15 2015-16 2016-17 2016-17

Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use - - - - - - -
ATTACHMENT 1
ANNUAL BUDGET
SOUTH MAIN IMPROVEMENT

Fiscal Year 2017-18
Fund: 403
Name: South Main St Imprvmnt Fund
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding - - - - - - - - -
Other revenue - - - - - - - - -
Total revenue 132 182 250 250 250 250 - 256 264
Expenditures
Operations - - - - - - - - -
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Capital outlay/CIP - - 61,000 - 60,000 60,000 - 12,000 12,000
Total expenditures - - 61,000 - 60,000 60,000 - 12,000 12,000
Use of fund balance - - 60,750 - 60,000 60,000 - - -
Transfers in - - - - - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - 60,750 - 60,000 60,000 - - -
Resources - Use
Surplus (deficit) 132 182 - 250 250 250 - (11,744) (11,736)

Inflows 250 250 - 256 264
Outflows 60,000 60,000 - 12,000 12,000
2014-15 2015-16 2016-17 2016-17

Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Roads and Infrastructure - - 61,000 - 60,000 60,000 -
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use - - 61,000 - 60,000 60,000 -
ATTACHMENT 1
ANNUAL BUDGET
PARKSIDE TRAFFIC MITIGATION

Fiscal Year 2017-18
Fund: 407
Name: Parkside Traffic Mitig Impact
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding - - - - - - - - -
Other revenue - - - - - - - - -
Total revenue 37 51 50 50 50 50 - 51 53
Expenditures
Operations - - - - - - - - -
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Transfers in - - - - - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - - - - - - - -
Resources - Use
Surplus (deficit) 37 51 50 50 50 50 - 51 53

Inflows 50 50 - 51 53
Outflows - - - - -
2014-15 2015-16 2016-17 2016-17

Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use - - - - - - -
ATTACHMENT 1
ANNUAL BUDGET
PARALLEL/BEVINS STORM WATER MAINTENANCE

Fiscal Year 2017-18
Fund: 408
Name: Parallel/Bevins Storm Maint
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding - - - - - - - - -
Other revenue - - - - - - - - -
Total revenue 42 58 50 50 50 50 - 51 53
Expenditures
Operations - - - - - - - - -
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Transfers in - - - - - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - - - - - - - -
Resources - Use
Surplus (deficit) 42 58 50 50 50 50 - 51 53

Inflows 50 50 - 51 53
Outflows - - - - -
2014-15 2015-16 2016-17 2016-17

Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use - - - - - - -
ATTACHMENT 1
ANNUAL BUDGET
LAKESHORE STORM DAMAGE REPAIR

Fiscal Year 2017-18
Fund: 410
Name: Lakeshore Storm Damage Rpr
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
Use of money and property 7 - - - - - - - -
State funding 14,447 - 725,678 - 725,678 725,678 - - -
Other revenue - - - - - - - - -
Total revenue 14,454 - 725,678 - 725,678 725,678 - - -
Expenditures
Operations - - - - - - - - -
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Capital outlay/CIP 23,770 39,338 735,000 - 775,000 775,000 - - -
Total expenditures 23,770 39,338 735,000 - 775,000 775,000 - - -
Use of fund balance - - 9,322 - - - - - -
Transfers in - 40,000 9,315 - - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - - - - - -
Net sources (uses) - 40,000 18,637 - - - - - -
Resources - Use
Surplus (deficit) (9,316) 662 9,315 - (49,322) (49,322) - - -
Estimated Beginning Fund Balance 669 $ 669 $ 669 $ 669 $ 669

Inflows 725,678 725,678 - - -
Outflows 775,000 775,000 - - -
Change to fund balance (49,322) (49,322) - - -
Anticipated Ending Fund Balance $ (48,653) $ (48,653) $ 669 $ 669 $ 669
2014-15 2015-16 2016-17 2016-17

Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Engineering 20,099 - - - - - -
Police - - - - - - -
Public Works:
Roads and Infrastructure 3,670 39,338 735,000 - 775,000 775,000 -
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use 23,769 39,338 735,000 - 775,000 775,000 -
ATTACHMENT 1
ANNUAL BUDGET
STORM DRAINAGE
Fiscal Year 2017-18
Fund: 414
Name: Storm Drainage Fund
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding - - - - - - - - -
Other revenue - - - - - - - - -
Total revenue 706 729 500 500 500 500 - 513 528
Expenditures
Operations 14,103 3,477 15,200 15,200 10,000 10,000 - 10,250 10,506
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Capital outlay/CIP 9,210 - 20,000 20,000 20,000 20,000 - 4,000 4,000
Transfers in - - - - - - - - -
Transfers (out) - - (159,627) (159,627) - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - (120,727) (120,727) - - - - -
Resources - Use
Surplus (deficit) (22,607) (2,748) (155,427) (155,427) (29,500) (29,500) - (13,737) (13,978)

Inflows 500 500 - 513 528
Outflows 30,000 30,000 - 14,250 14,506
2014-15 2015-16 2016-17 2016-17

Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Engineering - - 5,200 5,200 - - -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use 23,313 3,477 194,827 194,827 30,000 30,000 -
ATTACHMENT 1

ATTACHMENT 1
ANNUAL BUDGET
PROPRIETARY
Proprietary funds account for City operations financed and operated in a manner similar to a private business
enterprise.
Enterprise Funds
The City maintains several enterprise funds responsible for budgeting and tracking expenses in the delivery of
water and sewer services. The intent of the City is that the cost of providing goods and services be financed
primarily through user charges.
Water Operations and Maintenance (501)

Chapter 13.04 of the Lakeport Municipal Code provides the authority for City to operate water system. Revenues
(fees and charges) are collected to pay for service (water) received.
Water Expansion Fund (502)

Assessments on new development to pay for distribution system, plant preservation and system capacity
expansion.
USDA Water Project Fund (504)

Created to track the expenses associated with the pending application to the USDA for low interest, long-term
financing for capital projects in the water system. This fund ultimately will convert to a debt service fund when
repayment begins.
Sewer Operations and Maintenance (601)

Chapter 13.20 of the Lakeport Municipal Code provides the authority for the City to operate sewer system.
Revenues (fees and charges) are collected to pay for availability of collection, transportation, treatment, and
disposal system. In addition, grazing lease payments, LACOSAN payments for flows, tax revenues, FEMA storm
damage reimbursement, OES storm damage reimbursement, and insurance rebates have been credited to this
fund.
City of Lakeport Municipal Sewer District Expansion Fund (602)

New construction is assessed connection fee to provide for major repair, improvement, and expansion of sewer
collection, transmission, treatment, and disposal facilities. See Lakeport Municipal Code Section 13.20.030.
USDA Sewer Project Fund (604)

Created to track the expenses associated with the pending application to the USDA for low interest, long-term
financing for capital projects in the sewer system. This fund will ultimately convert to a debt service fund when
repayment begins.
City of Lakeport Municipal Sewer District Assessment District 91-1 Fund (605)
A debt service fund used to track repayment of a bond secured by a land-based assessment to pay for sewer
expansion project completed in 1991.
City of Lakeport Municipal Sewer District Assessment District 2017-1 Fund (606)
A debt service fund used to track repayment of a bond secured by a land-based assessment to pay for sewer
expansion project completed in 1991 and refinanced in 2017
ATTACHMENT 1
ANNUAL BUDGET
Internal Service Fund
Internal service funds are designed to track expenses common to most, if not all, City departments. The City
maintains a single internal service fund to track expenses related to risk management (liability and workers comp
insurance).
Risk Management and Insurance Internal Service Fund (701)

This fund tracks expenses related to medical, liability and workers comp insurance premiums; deductibles; and
direct charges. The City is an associate member of the Redwood Empire Municipal Insurance Fund (REMIF),
which manages its claims and other risk management activities.
ATTACHMENT 1
ANNUAL BUDGET
WATER O&M
Fiscal Year 2017-18
Fund: 501
Name: Water Utility M & O Fund
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
Use of money and property 835 2,298 1,700 1,700 1,700 1,700 - 1,743 1,795
Federal funding - - 1,563,000 1,563,000 - - - - -
State funding - - - - - - - - -
Charges for service 1,826,265 2,033,780 2,173,000 2,173,000 2,120,000 2,120,000 - 2,183,600 2,249,108
Interfund services provided - - 13,000 13,000 13,000 13,000 - 13,390 13,792
Other revenue 3,418 - 4,500 4,500 - - - - -
Total revenue 1,830,518 2,036,078 3,755,200 3,755,200 2,134,700 2,134,700 - 2,198,733 2,264,694
Expenditures
Salaries and benefits 723,381 774,200 1,039,148 1,039,148 936,166 893,947 - 947,584 1,004,439
Operations 530,630 549,059 791,412 791,412 694,977 694,977 - 712,351 730,160
Grants/Loans - - - - - - - - -
Debt service 357,787 185,474 5,214,299 328,857 369,595 369,595 - - -
Transfers in 700,000 - - - - - - - -
Transfers (out) (3,300,000) - (651,918) (602,000) - - - - -
Loan/Bond Proceeds - - 3,720,000 3,720,000 - - - - -
Additions to - - - - - - - - -
Deductions from (78,836) (209,850) - - - - - - -
Net sources (uses) (2,678,836) (209,850) 3,661,303 3,711,221 - - - - -
Resources - Use
Surplus (deficit) (2,580,825) 289,455 1,087 4,936,447 (701,396) (279,177) - 447,726 439,023

Inflows 2,134,700 2,134,700 - 2,198,733 2,264,694
Outflows 2,836,096 2,413,877 - 1,751,007 1,825,671
2014-15 2015-16 2016-17 2016-17

Non-Departmental 3,787,797 478,013 5,925,821 990,461 464,595 464,595 -
Legislative 97 - 25,512 25,512 7,860 7,860 -
Administration 119,412 108,111 108,191 108,191 95,131 95,131 -
City Attorney 33,114 24,108 46,000 46,000 36,000 36,000 -
Planning 31,010 18,572 25,291 25,291 24,593 24,593 -
Building 5,608 11,295 16,576 16,576 40,231 40,231 -
Housing - - - - - - -
Engineering 27,437 5,838 32,856 32,856 34,443 34,443 -
Police - - - - - - -
Public Works:
Parks, Buildings, and Grounds - - 7,200 7,200 2,700 2,700 -
Water O&M 844,654 662,417 1,277,189 1,277,189 1,776,368 1,354,149 -
Sewer O&M 3,812 851 27,521 27,521 - - -
Total use 5,111,343 1,746,623 8,067,335 3,131,975 2,836,097 2,413,878 -
ATTACHMENT 1
ANNUAL BUDGET
WATER EXPANSION
Fiscal Year 2017-18
Fund: 502
Name: Water Expansion Fund
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding - - - - - - - - -
Charges for service - 27,872 12,000 12,000 - - - - -
Other revenue - - - - - - - - -
Total revenue 478 28,357 12,500 12,500 500 500 - 513 528
Expenditures
Operations - - - - - - - - -
Grants/Loans - - - - - - - - -
Debt service - - 75,203 75,203 - - - - -
Capital outlay/CIP - 11,544 12,000 12,000 90,000 90,000 - 18,000 18,000
Total expenditures - 11,544 87,203 87,203 90,000 90,000 - 18,000 18,000
Transfers in - - - - - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - 74,703 74,703 - - - - -
Resources - Use
Surplus (deficit) 478 16,813 - - (89,500) (89,500) - (17,487) (17,472)

Inflows 500 500 - 513 528
Outflows 90,000 90,000 - 18,000 18,000
2014-15 2015-16 2016-17 2016-17

Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Water O&M - 11,544 12,000 12,000 90,000 90,000 -
Sewer O&M - - - - - - -
Total use - 11,544 87,203 87,203 90,000 90,000 -
ATTACHMENT 1
ANNUAL BUDGET
USDA WATER PROJECT

Fiscal Year 2017-18
Fund: 504
Name: USDA Water Project Fund
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
Use of money and property 3,170 744 - - - - - - -
State funding - - - - - - - - -
Other revenue - - - - - - - - -
Total revenue 3,170 744 - - - - - - -
Expenditures
Operations 258,781 325 - - - - - - -
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Capital outlay/CIP 1,931,796 - 500,000 300,000 - - - - -
Total expenditures 2,190,577 325 500,000 300,000 - - - - -
Transfers in 3,300,000 - 293,918 293,918 - - - - -
Transfers (out) (700,000) - - - - - - - -
Additions to - - - - - - - - -
Deductions from 2,190,576 - - - - - - - -
Net sources (uses) 4,790,576 - 293,918 293,918 - - - - -
Resources - Use
Surplus (deficit) 2,603,169 419 (206,082) (6,082) - - - - -

Inflows - - - - -
Outflows - - - - -
2014-15 2015-16 2016-17 2016-17

Non-Departmental (1,490,576) - - - - - -
City Attorney 820 325 - - - - -
Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Engineering 899,987 - - - - - -
Police - - - - - - -
Public Works:
Water O&M 1,289,769 - 500,000 300,000 - - -
Sewer O&M - - - - - - -
Total use 700,000 325 500,000 300,000 - - -
ATTACHMENT 1
ANNUAL BUDGET
SEWER O&M
Fiscal Year 2017-18
Fund: 601
Name: Sewer Utility M & O Fund
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes 60,014 64,443 49,600 49,600 53,550 53,550 - 56,228 57,914
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
Federal funding - - 800,000 - - - - - -
State funding - - - - - - - - -
Charges for service 2,458,383 2,799,517 2,600,101 2,600,101 2,655,101 2,655,101 - 2,734,754 2,816,797
Interfund services provided - - 35,500 35,500 25,000 25,000 - 25,750 26,523
Other revenue 3,418 - (2,500) (2,500) - - - - -
Total revenue 2,554,728 2,892,862 3,514,701 2,714,701 2,758,151 2,758,151 - 2,841,844 2,927,099
Expenditures
Salaries and benefits 848,153 902,644 1,198,968 1,198,968 1,027,666 939,269 - 995,625 1,055,363
Operations 663,228 749,078 875,439 875,439 948,943 948,943 - 972,667 996,983
Grants/Loans - - - - - - - - -
Debt service 189,084 142,114 187,460 187,460 275,461 275,461 - - -
Transfers in - - - - - - - - -
Transfers (out) - (2,000,000) (5,216,714) (517,000) - - - - -
Loan/Bond Proceeds - - 3,700,000 - - - - - -
Additions to - - - - - - - - -
Deductions from 11,300 (662,060) - - - - - - -
Net sources (uses) 11,300 (2,662,060) (1,000,000) (286) - - - - -
Resources - Use
Surplus (deficit) 208,096 (1,648,552) (255,457) 94,257 (271,526) (53,129) - 744,031 745,232
Estimated Beginning Fund Balance (109,554) $ (109,554) $ (109,554) $ (109,554) $ 634,477

Inflows 2,758,151 2,758,151 - 2,841,844 2,927,099
Outflows 3,029,677 2,811,280 - 2,097,813 2,181,867
Anticipated Ending Fund Balance $ (381,080) $ (162,683) $ (109,554) $ 634,477 $ 1,379,709
2014-15 2015-16 2016-17 2016-17

Non-Departmental 255,744 2,886,585 5,470,878 771,164 362,561 362,561 -
Legislative 97 - 25,512 25,512 7,860 7,860 -
Administration 119,713 108,225 108,191 108,191 95,130 95,130 -
City Attorney 33,427 24,108 26,000 26,000 26,000 26,000 -
Planning 32,434 21,877 25,291 25,291 24,593 24,593 -
Building 5,608 11,280 16,576 16,576 40,231 40,231 -
Housing - - - - - - -
Engineering 28,669 5,838 32,756 32,756 34,343 34,343 -
Police - - - - - - -
Public Works:
Parks, Buildings, and Grounds - - 7,200 7,200 2,700 2,700 -
Water O&M 152,073 146,117 156,102 156,102 - - -
Sewer O&M 1,426,148 898,279 1,442,465 1,292,465 2,025,453 1,807,056 -
CLMSD Special Projects 18,958 1,721 10,750 10,750 1 1 -
Total use 2,346,634 4,541,418 7,986,872 3,137,158 3,029,678 2,811,281 -
ATTACHMENT 1
ANNUAL BUDGET
SEWER EXPANSION
Fiscal Year 2017-18
Fund: 602
Name: Sewer Expansion Fund
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding - - - - - - - - -
Charges for service - 6,359 - - - - - - -
Other revenue - - - - - - - - -
Total revenue 1,728 8,757 2,500 2,500 2,500 2,500 - 2,563 2,639
Expenditures
Operations - - - - - - - - -
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Transfers in - - - - - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - - - - - - - -
Resources - Use
Surplus (deficit) 1,728 8,757 2,500 2,500 2,500 2,500 - 2,563 2,639

Inflows 2,500 2,500 - 2,563 2,639
Outflows - - - - -
2014-15 2015-16 2016-17 2016-17

Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use - - - - - - -
ATTACHMENT 1
ANNUAL BUDGET
USDA SEWER PROJECT

Fiscal Year 2017-18
Fund: 604
Name: USDA Sewer Project Fund
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding - - - - - - - - -
Other revenue - - - - - - - - -
Total revenue - - - - - - - - -
Expenditures
Operations 180,587 300 - - - - - - -
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Capital outlay/CIP 91,760 - 1,184,746 1,184,746 - - - - -
Total expenditures 272,347 300 1,184,746 1,184,746 - - - - -
Transfers in - 2,000,000 4,700,000 - - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - - - - - -
Deductions from 272,347 - - - - - - - -
Net sources (uses) 272,347 2,000,000 4,700,000 - - - - - -
Resources - Use
Surplus (deficit) - 1,999,700 3,515,254 (1,184,746) - - - - -
Estimated Beginning Fund Balance (1,734,482) $ (1,734,482) $ (1,734,482) $ (1,734,482) $ (1,734,482)

Inflows - - - - -
Outflows - - - - -
Anticipated Ending Fund Balance $ (1,734,482) $ (1,734,482) $ (1,734,482) $ (1,734,482) $ (1,734,482)
2014-15 2015-16 2016-17 2016-17

Non-Departmental (272,347) - - - - - -
Finance and Information Technology - 300 - - - - -
Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M 272,347 - 1,184,746 1,184,746 - - -
Total use - 300 1,184,746 1,184,746 - - -
ATTACHMENT 1
ANNUAL BUDGET
91-1 CLMSD SEWER ASSESSMENT DISTRICT

Fiscal Year 2017-18
Fund: 605
Name: CLMSD Assmnt Dist 91-1 Fund
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes 264,489 245,966 - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
Use of money and property 1,862 2,426 2,500 2,500 - - - - -
State funding - - - - - - - - -
Other revenue 3,905 6,027 345,000 345,000 - - - - -
Total revenue 270,256 254,419 347,500 347,500 - - - - -
Expenditures
Operations 15,127 5,514 11,000 11,000 - - - - -
Grants/Loans - - - - - - - - -
Debt service 177,625 156,458 299,875 299,875 - - - - -
Total expenditures 192,752 161,972 310,875 310,875 - - - - -
Transfers in - - - - - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - - - - - - - -
Resources - Use
Surplus (deficit) 77,504 92,447 36,625 36,625 - - - - -

Inflows - - - - -
Outflows - - - - -
2014-15 2015-16 2016-17 2016-17

Non-Departmental 183,551 156,458 299,875 299,875 - - -
Finance and Information Technology 9,202 5,514 11,000 11,000 - - -
Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use 192,753 161,972 310,875 310,875 - - -
ATTACHMENT 1
ANNUAL BUDGET
2017-1 CLMSD SEWER ASSESSMENT DISTRICT

Fiscal Year 2017-18
Fund: 606
Name: CLMSD Assmnt Dist 2017-1 Fund
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - 242,000 242,000 - 254,100 261,723
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding - - - - - - - - -
Other revenue - - - - 8,000 8,000 - 9,600 9,696
Total revenue - - - - 250,000 250,000 - 263,700 271,419
Expenditures
Operations - - - - 11,000 11,000 - 11,275 11,557
Grants/Loans - - - - - - - - -
Debt service - - - - 134,796 134,796 - - -
Total expenditures - - - - 145,796 145,796 - 11,275 11,557
Transfers in - - - - - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - - - - - -
Net sources (uses) - - - - - - - - -
Resources - Use
Surplus (deficit) - - - - 104,204 104,204 - 252,425 259,862
Estimated Beginning Fund Balance - $ - $ - $ 104,204 $ 356,629

Inflows 250,000 250,000 - 263,700 271,419
Outflows 145,796 145,796 - 11,275 11,557
Anticipated Ending Fund Balance $ 104,204 $ 104,204 $ - $ 356,629 $ 616,491
2014-15 2015-16 2016-17 2016-17

Non-Departmental - - - - 134,796 134,796 -
Finance and Information Technology - - - - 11,000 11,000 -
Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use - - - - 145,796 145,796 -
ATTACHMENT 1
ANNUAL BUDGET
INTERNAL SERVICE FUND RISK MANAGEMENT AND INSURANCE

Fiscal Year 2017-18
Fund: 701
Name: Risk Management Fund
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes - - - - - - - - -
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
State funding - - - - - - - - -
Other revenue 243,821 - 307,578 307,578 - - - - -
Total revenue 243,821 - 307,578 307,578 - - - - -
Expenditures
Operations 243,821 - 307,578 307,578 337,908 337,908 - 346,356 355,015
Grants/Loans - - - - - - - - -
Debt service - - - - - - - - -
Total expenditures 243,821 - 307,578 307,578 337,908 337,908 - 346,356 355,015
Transfers in - - - - - - - - -
Transfers (out) - - - - - - - - -
Additions to - - - - 337,908 337,908 - - -
Net sources (uses) - - - - 337,908 337,908 - - -
Resources - Use
Surplus (deficit) - - - - - - - (346,356) (355,015)
Estimated Beginning Fund Balance - $ - $ - $ (337,908) $ (684,264)

Inflows - - - - -
Outflows 337,908 337,908 - 346,356 355,015
Anticipated Ending Fund Balance $ (337,908) $ (337,908) $ - $ (684,264) $ (1,039,279)
2014-15 2015-16 2016-17 2016-17

Non-Departmental 243,821 - 307,578 307,578 337,908 337,908 -
Planning - - - - - - -
Building - - - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use 243,821 - 307,578 307,578 337,908 337,908 -
ATTACHMENT 1
ANNUAL BUDGET
FIDUCIARY
These funds account for assets held by the City as an agent for individuals, private organizations, and other
governments. The financial activities of these funds are excluded from the Government-wide financial statements,
but are presented in the separate Fiduciary Fund financial statements.
Agency Funds
Special Deposit Fund (702)

This fund tracks deposits made by developers, community members, and others that are to be held in a custodial
capacity by the City. Resources in this fund are not available to City unless surrendered to the City and transferred
to its general fund. This fund is not presented in detail.
OPEB Agency Fund (801)

Resources for other post-employment benefits (OPEB) are managed and maintained in this fund. This includes
City contributions to retiree health (medical, dental, vision, etc.). The fund balance at year end is reserved partially
to meet the Citys unfunded OPEB liabilities. This fund is not presented in detail.
Private Purpose Trust Fund
Redevelopment Obligation Retirement Fund (705)

This fund is responsible to track expenses and debt service related to the dissolution of the former Lakeport
Redevelopment Agency.
ATTACHMENT 1
ANNUAL BUDGET
REDEVELOPMENT OBLIGATION RETIREMENT FUND

Fiscal Year 2017-18
Fund: 705
Name: RDA Obligation Retirement Fund
2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Revenue Sources
Taxes 528,043 510,410 485,851 485,851 512,078 512,078 - 537,682 553,812
Franchises - - - - - - - - -
Licenses - - - - - - - - -
Permits - - - - - - - - -
Use of money and property 4,603 6,437 - - - - - - -
State funding - - - - - - - - -
Other revenue - - - - - - - - -
Total revenue 532,646 516,847 485,851 485,851 512,078 512,078 - 537,682 553,812
Expenditures
Salaries and benefits 149,516 99,815 135,975 135,975 69,323 69,323 - 73,482 77,891
Operations 50,063 56,376 26,857 26,857 91,579 91,579 - 93,868 96,215
Grants/Loans - - - - - - - - -
Debt service 263,686 347,203 323,018 323,018 350,568 350,568 - - -
Capital outlay/CIP 37,531 - 400 400 - - - - -
Transfers in - - - - - - - - -
Transfers (out) - (1,994,380) (500,000) (121,009) - - - - -
Additions to - - - - - - - - -
Net sources (uses) - (1,994,380) (500,000) (121,009) - - - - -
Resources - Use
Surplus (deficit) 31,850 (1,980,927) (500,399) (121,408) 608 608 - 370,331 379,705

Inflows 512,078 512,078 - 537,682 553,812
Outflows 511,470 511,470 - 167,351 174,107
Change to fund balance 608 608 - 370,331 379,705
2014-15 2015-16 2016-17 2016-17

Non-Departmental 334,985 2,392,701 837,296 458,305 429,468 429,468 -
Legislative 10 - 2,551 2,551 - - -
Administration 77,664 46,968 82,304 82,304 50,547 50,547 -
City Attorney 1,125 1,000 1,500 1,500 1,500 1,500 -
Planning 17,918 249 1,500 1,500 1,500 1,500 -
Building 168 97 - - - - -
Housing - - - - - - -
Police - - - - - - -
Public Works:
Water O&M - - - - - - -
Sewer O&M - - - - - - -
Total use 500,794 2,497,776 986,250 607,259 511,470 511,470 -
ATTACHMENT 1
ANNUAL BUDGET
OPERATING BUDGETS
DEPARTMENTS
NON-DEPARTMENTAL
LEGISLATIVE
ADMINISTRATION:
CITY MANAGER
CITY CLERK
ADMINISTRATIVE SERVICES
CITY ATTORNEY
FINANCE & INFORMATION TECHNOLOGY (IT)
COMMUNITY DEVELOPMENT:
PLANNING
BUILDING
HOUSING
ENGINEERING
POLICE
PUBLIC WORKS:
ROADS & INFRASTRUCTURE
PARKS, BUILDINGS & GROUNDS
WESTSHORE POOL
WATER OPERATIONS & MAINTENANCE (O&M)
SEWER OPERATIONS & MAINTENANCE (O&M)
ATTACHMENT 1
ANNUAL BUDGET
NON-DEPARTMENTAL
This activity accounts for the costs of support services needed to run the general City Hall operations. It also
accounts for the cost of various items, which are not directly attributable to a specific department. These items
typically include bank fees and charges, costs associated with property tax administration fees by the county, fees
charged by the State Board of Equalization for administration of sales tax collection, and most debt service.
BUDGET DETAIL
The operating budget presented here identifies expenditures and revenue sources by the department.
Expenditures are detailed by character or function within the department to give the reader a fundamental
understanding a where resources are planned to be used.
ATTACHMENT 1
ANNUAL BUDGET
LEGISLATIVE
The legislative body for the City of Lakeport is the City Council. The same body acts as the governing authority for
the Successor Agency to the City of Lakeport Redevelopment Agency and the City of Lakeport Municipal Sewer
District (CLMSD). The City Council is advised by the following standing commissions and committees:
Lakeport Planning Commission

Parks and Recreation Committee
Traffic Safety Advisory Committee
ADA Committee
Lakeport Economic Development Advisory Committee (LEDAC)
Measure Z Advisory Committee
The City Council for the City of Lakeport, comprised of five council members, provides policy direction to the City
Manager. The Council adopts ordinances to control the affairs of the City. The Council oversees the fiscal affairs of
the City and approves and adopts the annual City budget. The Council also provides policy direction for the
enforcement of City ordinances and may pass emergency ordinances for the immediate preservation or protection
of public health, property, or safety. The Council enters into contracts and cooperative or joint activities with other
government bodies.
The City of Lakeport Planning Commission is a permanent committee of five persons appointed by the Lakeport
City Council to review matters related to planning and development. The Planning Commission meets on the
second Wednesday of every month at 6:00 p.m. in the City Council Chambers at Lakeport City Hall, 225 Park
Street, Lakeport, California, for the purpose of considering City land use matters. Included on the agendas are such
things as the General Plan, Re-zonings, Use Permits, Subdivisions, Architectural and Design Review, planning
policy matters, and interpretations.
The Parks and Recreation Committee is a standing committee that considers issues and concerns related to City
parks and their uses. It consists of a mix of elected officials, community members, and appointed staff. The
Committee reports to the City Council.
The Traffic Safety Advisory Committee addresses issues and concerns regarding transportation in the City of
Lakeport. The powers, duties and responsibilities of the TSAC are to make recommendations to the City Council
regarding traffic safety, pedestrian safety, and parking as it relates to traffic safety.
The ADA Committee, a sub-committee of the Traffic Safety Advisory Committee, meets to address and make
recommendations regarding ADA (Americans with Disabilities Act) issues on City streets and sidewalks.
The Lakeport Economic Development Advisory Committee (LEDAC) is a standing committee formed by the City
Council in 2010. The primary function of the LEDAC is to consider issues pertaining to business retention and
expansion and advise the City Council and staff on developing potential programs and strategies for economic
development in the City; establishing and maintaining regular communication between the City and the business
community; evaluating community needs and desires for economic development; and focusing on commerce
solutions that enhance the quality of life for the Lakeport community.
The Measure Z Advisory Committee is a five-member independent citizens advisory committee that has been
created and shall meet annually to review the expenditure of revenues generated by the tax imposed by Measure Z
and to make recommendations to the city council regarding those expenditures. Members of the committee will be
appointed to terms of not more than four years by the city council. The independent citizens advisory committee
shall meet publicly on at least a quarterly basis to review all revenues and expenditures of the transactions and use
tax imposed by this chapter, review annual audit reports related to the tax, and make at least one written annual
report to the city council at a public meeting summarizing the independent citizens advisory committees findings
and including any appropriate recommendations.
ATTACHMENT 1
ANNUAL BUDGET
BUDGET DETAIL
understanding a where resources are planned to be used. Such functions are classified as follows:
Salaries and benefits, which include salaries and wages of full and part-time employees, healthcare
premiums, City retirement contributions, overtime and standby costs, etc.
Operations, including costs associated with day-to-day activities, professional services, insurance costs,
and travel and training.
Debt service, if the department is responsible for any regular payments on bonds, loans, leases, or other
long-term obligations. Generally, all debt service is managed in non-departmental.
Housing loans/grants, which typically are found only in the economic and housing divisions of the City
Managers Office and Community Development Department, respectively.
Capital outlay, which typically identifies any expenditures related to semi-regular purchases, such as
computer and technology, office equipment, building improvements, and other items that are capitalized
and depreciated.
Among the information included in this proposed budget are prior year actuals, current fiscal year budget and year-
end estimates, and a projection of cost estimates for the next two years, which have been compiled based on
known information to date.
Fiscal Year 2017-18
Department Detail
Dept.Legislative
No. 1010
DEPARTMENT DETAIL

2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Actual Actual Budget Estimated Requested Recommended Adopted Projected Projected
Funding Sources
110 GENERAL FUND 86,028 90,466 135,460 120,425 269,873 87,562 - 90,048 93,535
501 WATER UTILITY M & O FUND 97 - 25,512 25,512 7,860 7,860 - 8,083 8,396
601 CLMSD UTILITY M & O FUND 97 - 25,512 25,512 7,860 7,860 - 8,083 8,396
705 RDA OBLIGATION RETIREMENT FUND 10 - 2,551 2,551 - - - - -
Total Resources 86,232 90,466 189,035 174,000 285,593 103,282 - 106,215 110,328
Department Expenditures
Operations 50,858 47,903 99,765 99,765 245,294 62,983 - 64,558 66,172
Debt service - - - - - - - - -
Capital outlay - - 1,000 1,000 1,000 1,000 - - -
Total Expenditures 86,232 90,466 189,035 174,000 285,593 103,282 - 106,215 110,328
Resources - Use
Surplus (Deficit) - - - - - - - - -
ATTACHMENT 1
ANNUAL BUDGET
ADMINISTRATION
Administration is the principal link between the City Council, City staff, and the public. The role of the Department is
to provide the best public service possible to all involved with the City, whether they are residents, business, staff,
or the City Council.
The Citys Administration Department consists of the City Manager, City Clerk, and the Administrative Services
Director. The City Managers Office is also responsible for the Citys economic development program.
CITY MANAGER
The City Managers role is to leverage available resources, whether fiscal, social, or political, towards uses that
maximize benefits to the community. In doing so, the City Manager spurs the organization to accomplish Council
goals and leads to a high level of citizen satisfaction by providing strong administrative leadership and fostering
successful working relationships between the City Council, the public and the staff.
As the Citys Chief Executive Officer, the City Manager and staff pursue excellence and professionalism in providing
leadership to and management for all departments and services by maintaining transparency, flexibility, clarity, and
accountability of the organization to the Council, to the public, and to other agencies. The City Manager is
responsible for the enforcement of all laws and City ordinances; appointment of department heads; submission of
the annual budget to the City Council and ensure projects are successfully completed to achieve City goals. In
addition, the City Manager and staff recommend policies and programs to the City Council based on sound
research and advocate Council policy and City interests. A significant portion of the City Managers Office time is
spent representing the City in local, regional, and statewide venues.
The City Managers Office will:
Translate Council policy direction, vision and decisions into reality

Develop the annual operating budget and present it to the City Council for consideration
Execute the programs, projects and activities appropriated in the annual budget
Support the Councils policy making role by ensuring that the Council is provided with timely, accurate, and
complete information based on sound research
Drive fiscal performance to exceed citizen expectations
Provide support and guidance to City departments
Direct evaluation aimed at increasing the responsiveness of government
Direct the development of special programs that are aligned with the priorities established by the community
and the City Council
Hire and develop City department heads and staff and ensure work performance
Coordinate an ambitious range of activities that serve Lakeport residents
Provide leadership in solving community issues and challenges
Negotiate contracts for the City, such as: street maintenance, solid waste, and animal control
Provide legislative analysis, legislative relations, and coordination of National and California League of
Cities events and information sharing
Provide public education and communicate relevant information to the public, City Council and staff about
goals, accomplishments, plans and activities
ATTACHMENT 1
ANNUAL BUDGET
CITY CLERK
The City Clerk is appointed by the City Council to perform various functions required by the Government Code of
the State of California, as well as other duties to provide efficient administration of City services. The Office of the
City Clerk has a broad range of responsibilities, including the following:
City Council Support Services

Prepares City Council Agendas (including internal distribution of agenda packets, which contain all related
reports and documents)
Provides agendas to subscribers via mail and e-mail and uploads agendas on the City's website
Prepares minutes of the City Council meetings
Provides clerical support to the Mayor and the City Council including correspondence, reservations,
expenses, proclamations and certificates
Conducts recruitment for various City committees and commissions
Coordinates annual City Council Reorganization
Maintains a database of all commission and committee memberships including: the Parks & Recreation
Commission, the Westside Park Committee, the Traffic Safety Advisory Committee, and the ADA Committee.
Facilitates the commission and committee application process for all advisory boards
City Administration Support Services

Provides clerical support to the City Manager
Processes applications for use of City parks and facilities
Answers citizen inquiries made by mail, telephone, or in person
Acts as Secretary to the Traffic Safety Advisory Committee and the Oversight Board to the former Lakeport
Redevelopment Agency
Acts as the Citys agent for service of process
Receives and processes all claims filed against the city
Is responsible for the codification of city ordinances into the municipal code, including quality checks and
distribution of the code
Processes requests under the California Public Records Act
Election Services
Provides prospective City Council members with candidate filing packets
Coordinate with the County of Lake Elections Department to conduct City elections
Administers the filings for all appointed and elected officials identified in the Political Reform Act and the City's
Conflict of Interest Code
Records Management Services (Shared with Administrative Services)

Maintain official City records, available in various media
Updates the City of Lakeport Municipal Code
Track insurance for Council approved projects and agreements
Acts are custodian of records and of the City Seal
ATTACHMENT 1
ANNUAL BUDGET
Certifies the accuracy and validity of certain City documents as official records by signature and by affixing
the seal of the City of Lakeport
Develops and maintains the city's records retention schedule to ensure the proper storage, maintenance, and
disposal of municipal records city-wide
ADMINISTRATIVE SERVICES HUMAN RESOURCES

Under the management and general direction of the City Managers Office, the Administrative Services Director
plays a major role in creating a collaborative team of City employees and contract staff that provide high quality
service to the community. With this being said, the City is committed to maintaining and attracting a talented team of
qualified employees.
Aside from providing the City with talented and motivated employees, the division is responsible for developing and
maintaining a high-quality of work life, adhering to equitable and ethical personnel standards, updating and
composing job descriptions for City positions, and providing employee development opportunities. Human
Resources staff ensures that performance is appropriately rewarded and that employees receive salary and
benefits competitive with the marketplace. The mission of Human Resources is to develop a staff and workforce
philosophy that embraces the City Councils vision, citywide goals and core values in daily decision making.
Ongoing responsibilities include:
Maintain a classification plan that contains accurate and up-to-date job descriptions for City positions
Work closely with departments to assess staffing needs and coordinate the recruitment and selection process
to attract hard working, talented and engaged employees that fit within our culture
Orient new employees, prepare personnel action documentation and maintain employee records in
accordance with established regulations
Ensure that the established salary ranges for City job classes remain competitive with the marketplace
Evaluate and provide training on an effective performance management and employee development program
to encourage excellence, provide valuable feedback and opportunities for professional growth and ensure
superior performance is recognized and appropriately rewarded
Develop the Citys workforce by assessing departmental training needs and delivering professional growth
opportunities for staff including: skills enhancement training, management and supervisory training, safety
training and mandated training
Administer the Citys benefit program including contract renewals and maintenance of the contract for the
Citys health insurance and retirement program with the California Public Employees Retirement System
Administer the annual benefits fair
Provide proactive leadership and clear advice to support departments when employee relations issues arise
and provide guidance on personnel policies and regulations
In support of the City culture, maintain a high level of communication, cooperation and understanding among
all levels of City staff with regard to Human Resources policies and programs
Review and maintain policies, employee guidelines, procedures and forms necessary to the effective and
legal operation of the organization
Coordinates the workers compensation program and administer a leave of absence program, adhering to
federal and state guidelines
Administer volunteer and student internship program
Maintain confidential personnel and position control data in the payroll accounting software (Incode)
ATTACHMENT 1
ANNUAL BUDGET
BUDGET DETAIL
The operating budget presented here identifies expenditures and revenue sources by the department, which
includes the City Manager, City Clerk, and Administrative Services (HR). Expenditures are detailed by character or
function within the department to give the reader a fundamental understanding a where resources are planned to be
used. Such functions are classified as follows:
and depreciated.
Fiscal Year 2017-18
Department Detail
Dept.Administration
No. 1020
DEPARTMENT DETAIL

2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Funding Sources
110 GENERAL FUND 199,860 166,648 203,181 185,313 267,196 290,096 - 305,592 322,119
501 WATER UTILITY M & O FUND 119,412 108,111 108,191 108,191 95,131 95,131 - 100,213 105,632
504 USDA WATER PROJECT FUND - - - - - - - - -
601 CLMSD UTILITY M & O FUND 119,713 108,225 108,191 108,191 95,130 95,130 - 100,212 105,631
604 USDA SEWER PROJECT FUND - - - - - - - - -
705 RDA OBLIGATION RETIREMENT FUND 77,664 46,968 82,304 82,304 50,547 50,547 - 53,247 56,127
Total Resources 516,649 429,952 501,867 483,999 508,004 530,904 - 559,263 589,509
Operations 75,655 41,363 76,288 76,288 69,380 92,280 - 94,587 96,952
Debt service - - - - - - - - -
Capital outlay 5,647 1,171 3,950 3,950 250 250 - - -
Resources - Use
ATTACHMENT 1
ANNUAL BUDGET
The Lakeport City Council and staff understand the importance of Lakeport as a regional economic center and have
sought over the years to strengthen and expand the City's role in the economic well-being of the County, in spite of
competitive outside forces. There are many factors that come into play and have an impact on the Lakeport
economy and thus affect the whole of the County. These factors range from the provision of basic public
infrastructure to the adoption and implementation of governmental economic development objectives, policies, and
programs to having a sophisticated knowledge of the US/world economy and how Lakeport fits within it.
BUDGET DETAIL
The operating budget presented here identifies expenditures and revenue sources by the department. Expenditures
are detailed by character or function within the department to give the reader a fundamental understanding a where
resources are planned to be used. Such functions are classified as follows:
and depreciated.
Fiscal Year 2017-18
Department Detail
Dept.Economic Development
No. 1054
DEPARTMENT DETAIL

2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Funding Sources
110 GENERAL FUND 26,592 55,686 102,000 102,000 65,000 65,000 - 66,625 68,291
210 ECON RLF RE-USE FUND 12,686 155,148 129,500 129,500 27,000 27,000 - 27,675 28,367
233 ECON RLF REUSE MICRO RLA FUND - - 1,500 1,500 - - - - -
241 CDBG ED GRANT 2014 - 31,402 240,000 240,000 12,000 12,000 - 12,300 12,608
Total Resources 39,278 242,236 473,000 473,000 104,000 104,000 - 106,600 109,265
Operations 39,278 102,236 202,000 202,000 104,000 104,000 - 106,600 109,265
Grants/Loans - 140,000 271,000 271,000 - - - - -
Resources - Use
ATTACHMENT 1
ANNUAL BUDGET
CITY ATTORNEY
The City Attorney is responsible for providing legal advice to the City Council and staff in carrying out their duties in
the operations of the City government. The Attorney, or special counsel supervised by the Attorney, defends the
City in all legal actions and brings about suits on behalf of the City.
BUDGET DETAIL
The operating budget presented here identifies expenditures and revenue sources by the department. Expenditures
are detailed by character or function within the department to give the reader a fundamental understanding a where
resources are planned to be used. Such functions are classified as follows:
and depreciated.
Fiscal Year 2017-18

Department Detail
Dept.Legal
No. 1030
DEPARTMENT DETAIL

2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Funding Sources
110 GENERAL FUND 81,928 100,841 78,000 78,000 68,000 68,000 - 69,700 71,443
Total Resources 150,414 150,382 151,500 151,500 131,500 131,500 - 134,788 138,157
Salaries and benefits 25,398 - - - - - - - -
Operations 125,016 150,382 151,500 151,500 131,500 131,500 - 134,788 138,157
Debt service - - - - - - - - -
Capital outlay - - - - - - - - -
Resources - Use
ATTACHMENT 1
ANNUAL BUDGET
FINANCE & IT
The Finance Department is responsible for the fiscal health of the City as well as the collection and expenditure of
funds in accordance with all applicable laws and regulations. This includes managing the processes and recording
for day-to-day transactions, providing accurate reporting to the City Council, City Manager and other departments
as well as performing high level, broad fiscal analysis of current activities, and evaluating economic trends affecting
the local economy. As such, the Department is best viewed as providing two levels of service: internal operations
and fiscal analysis and advisory services.
In 2015, the Department incorporated the function of information technology, providing services to City departments
to ensure that technology resources function optimally.
From the analysis and advisory perspective, the Finance department is charged with the following roles and tasks:
Primary advisor to the City Manager and City Council on fiscal and financial matters
Long range financial planning, including forecasting and budgeting
Ongoing investigation and identification of fiscal opportunities such as significant sources of new revenues or
expense reductions
Maintaining training and awareness of Industry Best Practices and identify opportunities for effecting change
Provide leadership in the development and implementations citywide financial policies
Administer the Citys Investment and Debt Portfolios
On the internal operations side, the Finance Department performs the following functions:
General accounting services including recording and reporting transactions in accordance with Generally
Accepted Accounting Principles (GAAP)
Providing timely financial detail and summary reports to City management and the City Council to assist them
in managing the activities of their respective departments
Design and implementation of an effective system of internal controls for the purpose of safeguarding the
Citys assets
Annual budget analysis and document preparation
Preparation for and management of annual independent fiscal audits
Preparation of the Citys Comprehensive Annual Financial Report (CAFR) in accordance with GAAP and
GFOA accounting and financial reporting standards
Grant compliance and reporting
Internal auditing of City operations
Workings with City Management to ensuring fees are set at the appropriate levels to ensure the City is justly
compensated for services provided
Management support, which includes not only providing reports to departments but meeting with the various
departments to discuss their performance to the budget on a regular basis throughout each fiscal year
Utility billing and customer service operations
Housing and business loan servicing
Business license administration
Redevelopment Successor Agency fiscal dissolution administration
ATTACHMENT 1
ANNUAL BUDGET
Payroll processing
Providing contract and basic procurement administration
Provide IT services to City staff and departments.
BUDGET DETAIL
and depreciated.
Fiscal Year 2017-18
Department Detail
Dept.Finance & IT
No. 1041
DEPARTMENT DETAIL

2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Funding Sources
110 GENERAL FUND 140,577 132,191 158,498 158,498 217,029 236,204 - 238,158 249,398
504 USDA WATER PROJECT FUND - - - - - - - - -
604 USDA SEWER PROJECT FUND - 300 - - - - - - -
605 CLMSD ASSMNT DIST 91-1 FUND 9,202 5,514 11,000 11,000 - - - - -
606 CLMSD ASSMNT DIST 2017-1 FUND - - - - 11,000 11,000 - 11,091 11,614
701 RISK MANAGEMENT FUND - - - - - - - - -
702 SPECIAL DEPOSIT FUND - - - - - - - - -
Total Resources 557,872 551,789 651,560 651,560 589,382 608,557 - 613,592 642,550
Operations 143,637 160,197 199,920 199,920 199,867 219,042 - 224,518 230,131
Debt service - - - - - - - - -
Capital outlay 53,284 20,194 7,464 7,464 22,464 22,464 - - -
Resources - Use
ATTACHMENT 1
ANNUAL BUDGET
COMMUNITY DEVELOPMENT
The Community Development Department is comprised of three divisions: Planning, Building and Housing. The
department is responsible for a wide variety of functions including the review and approval of new development
projects; building permit applications and inspections; code enforcement and nuisance abatement; and housing
support services. The department also carries out activities related to business licensing, including working with
new businesses on remodeling and sign issues and the collection of business license fees.
PLANNING
The Planning Division is responsible for implementing policies that direct the physical development of the City. This
is accomplished through administration of the Citys development codes and regulations including the Zoning
Ordinance; Subdivision Ordinance; local, State and Federal environmental regulations; the Lakeport General Plan;
and related ordinances and policies adopted by the City.
Planning staff has responsibility for numerous work priorities, including:
Answering public inquiries for information related to allowable land uses (zoning), property characteristics,
availability of utilities, site history/prior permits, and other related issues.
Processing land use applications such as zoning permits, use permits, lot line adjustments, parcel mergers,
architectural and design review, fencing requests, new business signs and commercial painting projects.
Coordination of Planning Commission activities including meeting agendas, public notices, staff reports,
meeting minutes, minute orders and other administrative support.
General Plan updates and implementation of General Plan policies and programs.
Code Enforcement & Nuisance Abatement including nuisance vehicle abatement.
Environmental Review and Mitigation Monitoring.
Development and enforcement of storm water regulations including working with the Lake County Clean
Water Program to ensure compliance with State and Federal clean water requirements (NPDES).
Support Lakeport Main Street Association activities including membership in the Associations Design
Subcommittee.
Maintenance and enhancement of the Citys Geographical Information System (GIS).
Maintenance and enhancement of the Community Development Departments web pages.
The above activities are produced through the following major functions:
Advance Planning Taking the lead in advance planning projects that guide development activities in Lakeport
toward the community vision desired by the City Council and our residents.
Current Planning Managing the development application review process effectively and efficiently to process land
use applications and implement the City Councils vision and policies for urban growth. Current planning also
includes answering public inquiries related to land use issues is a timely and thorough manner.
Environmental Review Providing a full range of services related to complying with local, State and Federal
environmental laws. When warranted, additional consultant resources are obtained to augment the Divisions
limited staff resources.
General Plan Implementation Work in conjunction with other City departments to implement the policies and
programs set forth in the Citys General Plan.
ATTACHMENT 1
ANNUAL BUDGET
Regional Coordination Providing ongoing representation within regional forums to promote regional coordination
and to support Lakeports regional interests. Planning staff works with the County of Lake, the Area Planning
Council and other groups to further these goals.
BUDGET DETAIL
and depreciated.
Fiscal Year 2017-18
Department Detail
Dept.Community Development: Planning
No. 1050
DEPARTMENT DETAIL

2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Funding Sources
110 GENERAL FUND 175,238 193,258 208,639 199,204 197,968 216,534 - 220,410 230,746
130 GENERAL CAPITAL IMPROVEMENT 38,016 423,757 1,500,000 2,460,000 - - - - -
705 RDA OBLIGATION RETIREMENT FUND 17,918 249 1,500 1,500 1,500 1,500 - 1,527 1,598
Total Resources 294,616 657,713 1,760,721 2,711,286 248,654 267,220 - 272,004 284,759
Operations 75,675 54,504 75,852 75,852 80,819 99,385 - 101,870 104,416
Debt service - - - - - - - - -
Capital outlay 41,421 432,767 1,501,551 2,461,551 7,331 7,331 - - -
Total Expenditures 294,616 657,713 1,760,721 2,711,286 248,654 267,220 - 272,004 284,759
Resources - Use
ATTACHMENT 1
ANNUAL BUDGET
BUILDING
The Building Division is responsible for enforcement of Title 24 of the California Code of Regulations, also
referenced as the California Building Standards Code, and is established by state law as a code enforcement
agency under the administrative and operational control of the Building Official, who is authorized and directed to
administer and enforce all the provisions of the Codes with all the powers of a law enforcement officer.
Additionally, the current Building Official is designated as the Floodplain Administrator and is charged with
enforcement of the Citys Floodplain Management Ordinance.
The Building Codes are state laws enacted for the purpose of establishing the minimum requirements to safeguard
the public health, safety and general welfare through structural strength, means of egress facilities, stability,
sanitation, adequate light and ventilation, energy conservation, and safety to life and property from fire and other
hazards attributed to the built environment and to provide safety to firefighters and first responders during
emergency operations. Numerous additional state laws enforced by the Building Division are contained in various
sections of the Health and Safety Code, Government Code, Education Code, Public Resources Code, Code of Civil
Procedure, Business and Professions Code, Civil Code and Water Code. Federal Laws enforced include the
Americans with Disabilities Act and the Clean Water Act.
The Building Division reviews all applications for permits to ensure that submittals are complete and in compliance
with the Codes and local ordinances. State law requires swift processing of permit applications. When necessary to
expedite reviewing of plans, or for complex or large project applications, an outside plan-review consultant is
occasionally needed. The emphasis is always to keep projects and revenues in-house whenever possible. Where
appropriate, applications are routed to other city departments and to other agencies, including Environmental
Health, the Air Quality Management District, Army Corps of Engineers and Water Resources for approvals.
The Building Official determines and calculates all building permit fee amounts, communicates with Fire Department
and School District offices to establish corresponding fees, and determines amounts to be collected for utility
expansion fees for sewer and water connections. All City fee amounts are set by the City Council. Historically,
Building Division expenditures have typically exceeded revenues as confirmed by the fee study performed by a
consultant several years ago. Additional fees enacted by state agencies are collected, reported and forwarded as
required.
The Building Division reviews permit applications, drawings and specifications, and, once approved, issues the
permits. Inspections of the work are made for compliance with the various codes and with any Planning Division
project conditions. Upon completion of a new structure a Certificate of Occupancy is issued. When buildings have
not been maintained and/or kept safe for occupancy, the Building Official initiates proceedings to order appropriate
action. Records of all permits, drawings, Notices and Orders, and all related activities are maintained and kept in
archives. Records of all permitted activities occurring within Special Flood Hazard Areas are maintained for
FEMA/DWR review.
Other activities include updating of codes and ordinances, periodic inspections of fire-life safety equipment,
responding to tenant / landlord / nuisance complaints, inquiries regarding code interpretation, flood zone
determinations, property history, and related information. The Building Divisions use of the Citys GIS system is
critical and essential for effective time management.
The Building Official also reviews and inspects City owned properties, reviews all improvement plans for city owned
buildings and properties, occasionally prepares drawings and specifications for same, and issues no-fee permits to
ensure compliance with codes.
The Building Division / Community Development Department staff continues to administer the Citys Business
License Program.
ATTACHMENT 1
ANNUAL BUDGET
The state of the Building Division appears to be improving, as shown by latest economic reports and by substantial
increases in numbers of permits issued, valuations, and building activity in general. On January 1, 2014, the new
edition of Title 24 standards will be effective. The latest revisions should make Californias building regulations less
complicated for out-of-state designers and developers, particularly as applied to disabled access laws.
BUDGET DETAIL
and depreciated.
Fiscal Year 2017-18

Department Detail
Dept.Community Development: Building
No. 1051
DEPARTMENT DETAIL

2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Funding Sources
110 GENERAL FUND 135,595 207,900 251,731 234,270 158,688 158,688 - 155,225 163,904
705 RDA OBLIGATION RETIREMENT FUND 168 97 - - - - - - -
Total Resources 146,979 230,572 284,883 267,422 239,150 239,150 - 233,932 247,011
Operations 17,105 20,058 34,590 34,590 26,670 26,670 - 27,337 28,020
Debt service - - - - - - - - -
Capital outlay 2,000 12,808 17,051 17,051 17,579 17,579 - - -
Resources - Use
ATTACHMENT 1
ANNUAL BUDGET
HOUSING
Since its establishment in 1986, the Citys Housing Division has assisted dozens of low income, financially
responsible residents with housing rehabilitation activities as well as home buying opportunities for first-time
homebuyers.
In 2010 the Division applied for and received a $400,000 CDBG grant for the rehabilitation of dilapidated homes
owned by low-income residents. This grant was successfully implemented and nearly all of the funds have been
spent. Nine low-income households applied for assistance and were granted low interest, deferred loans for
housing rehabilitation projects which included a wide variety of improvements such as weatherization; new roofs;
ramps and other access improvements for handicapped residents; handicapped-accessible bathtubs and showers;
electrical improvements and removal of electrical hazards; hot water heaters; heating and cooling systems and
other improvements.
In 2012 the Division successfully applied for a $700,000 HOME grant which will provide funding for housing
rehabilitation projects and a First Time Homebuyers program. Implementation of this grant will begin in 2013.
The Division coordinates an Emergency Housing program which provides small loans and grants to income-
qualified residents faced with severe emergencies which pose an imminent threat to their health and safety.
The Division also utilizes program income from prior CDBG loans as another source of housing repair funds for
low income residents.
BUDGET DETAIL
and depreciated.
ATTACHMENT 1
ANNUAL BUDGET
Fiscal Year 2017-18

Department Detail
Dept.Community Development: Housing
No. 1053
DEPARTMENT DETAIL

2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Funding Sources
110 GENERAL FUND 7,763 4,435 - - - - - - -
209 LAKEPORT HOUSING PROGRAM FUND 51,079 - - - - - - - -
219 LOW-MOD HOUSING - - 10,000 10,000 10,000 10,000 - 8,969 9,193
228 HOUSING REVOLVING LOAN (RLA) 2,913 10,722 - - 12,000 12,000 - 10,763 11,032
232 EMERGENCY HOUSING ASSIST FUND 1,149 - 40,000 40,000 6,000 6,000 - 5,381 5,516
238 CDBG HOUSING GRANT 2010 - 680 - - - - - - -
239 HOME PROGRAM INCOME 473 680 - - 20,000 20,000 - 17,938 18,386
240 2012 HOME GRANT 131,891 19,225 5,000 5,000 - - - - -
Total Resources 195,268 35,742 55,000 55,000 48,000 48,000 - 43,050 44,126
Salaries and benefits 5,326 941 - - - - - - -
Operations 11,275 31,223 15,000 15,000 42,000 42,000 - 43,050 44,126
Grants/Loans 178,667 3,578 40,000 40,000 6,000 6,000 - - -
Debt service - - - - - - - - -
Resources - Use
ENGINEERING
The City of Lakeport Engineering and Information Technology (IT) Department provides pre-development
engineering information to builders and developers (the City maintains an extensive GIS system to map our utilities
and infrastructure); develops and maintains standards for public facility installation by developers; reviews and
recommends action on proposed subdivisions of land; provides engineering review of developer plans and
specifications for public and semi-public improvements including grading, drainage, and streets, as well as
inspecting such improvements when installed; and provides engineering design of projects as directed by the City
Manager and the City Council. The Department supervises the maintenance of engineering drawings and files for
and within the City limits, which are located at City Hall.
The primary functions of the Engineering Department are to:
Provide various engineering services, surveying services, and technical assistance to the various City
departments
Provide timely engineering review for proposed development projects
Provide engineering review and inspection oversight for projects constructed on public property
Provide floodplain administration, solid waste disposal administration and associated public information
services
Provide consultation regarding city engineering for the City Manager and the City Council
ATTACHMENT 1
ANNUAL BUDGET
BUDGET DETAIL
and depreciated.
Fiscal Year 2017-18
Department Detail
Dept.Engineering
No. 1052
DEPARTMENT DETAIL

2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Funding Sources
110 GENERAL FUND 329,648 29,867 89,196 89,196 115,981 120,250 - 117,196 122,055
130 GENERAL CAPITAL IMPROVEMENT - - - - - - - - -
410 LAKESHORE STORM DAMAGE RPR 20,099 - - - - - - - -
414 STORM DRAINAGE FUND - - 5,200 5,200 - - - - -
415 LAKESHORE BLVD HSIPL (SAFETY) 792 - - - - - - - -
504 USDA WATER PROJECT FUND 899,987 - - - - - - - -
604 USDA SEWER PROJECT FUND - - - - - - - - -
705 RDA OBLIGATION RETIREMENT FUND - - - - - - - - -
Total Resources 1,306,632 41,543 160,008 160,008 184,767 189,036 - 184,236 191,873
Salaries and benefits 59,413 254 23,814 23,814 81,713 81,713 - 86,616 91,813
Operations 118,871 40,939 134,639 134,639 90,970 95,239 - 97,620 100,060
Debt service - - - - - - - - -
Capital outlay 1,128,348 350 1,555 1,555 12,084 12,084 - - -
Total Expenditures 1,306,632 41,543 160,008 160,008 184,767 189,036 - 184,236 191,873
Resources - Use
ATTACHMENT 1
ANNUAL BUDGET
POLICE
At the Lakeport Police Department, we are dedicated to working as a partner with our community and City
government to provide a safe environment to live, work, visit, run a business or raise a family. Our City enjoys a
very low crime rate and provides an exceptional quality of life. We are very proud to be a part of the team effort that
has contributed to that success.
The Department is committed to providing high quality law enforcement services, consistent with professional
standards and best police practices, and to protecting and respecting the rights of all citizens. The Department
provides 24-hour police services to the Lakeport community. Services include uniformed patrol and traffic
enforcement, parking enforcement, criminal investigations, school resource officer services, animal control, property
& evidence control, records & support services and community relations & crime prevention.
The Lakeport Police Department focuses efforts on producing the following desired outcomes:
Order and civility in public places

Reduction of crime and victimization
Offenders held accountable
Efficient and effective use of resources (operational and financial)
Quality service and customer satisfaction
In an ongoing effort to reduce crime and increase public safety, the department uses community policing methods
and programs which include Police Volunteers, Neighborhood Watch, DARE program and community outreach
through social media, presentations and personal contacts.

ATTACHMENT 1
ANNUAL BUDGET
BUDGET DETAIL
and depreciated.
Fiscal Year 2017-18
Department Detail
Dept.Police
No. 2010
DEPARTMENT DETAIL

2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Funding Sources
110 GENERAL FUND 1,638,359 1,783,234 2,014,204 1,714,115 2,072,910 2,152,528 - 2,060,812 2,168,099
130 GENERAL CAPITAL IMPROVEMENT 892,780 27,851 208,923 268,479 - - - - -
207 PROP 172 PUBLIC SAFETY TAX 14,812 400 20,000 20,000 - - - - -
211 BSCC LAW ENFORCEMENT GRANT - - 15,000 15,000 30,000 30,000 - 28,722 30,217
Total Resources 2,545,951 1,811,485 2,258,127 2,017,594 2,102,910 2,182,528 - 2,089,534 2,198,316
Salaries and benefits 1,311,984 1,419,511 1,644,027 1,353,938 1,524,087 1,524,087 - 1,615,532 1,712,464
Operations 320,120 328,229 394,177 384,177 382,823 462,441 - 474,002 485,852
Debt service - - - - - - - - -
Capital outlay 913,847 63,745 219,923 279,479 196,000 196,000 - - -
Total Expenditures 2,545,951 1,811,485 2,258,127 2,017,594 2,102,910 2,182,528 - 2,089,534 2,198,316
Resources - Use

ATTACHMENT 1
ANNUAL BUDGET
PUBLIC WORKS
To enhance services to the community while reducing costs, the City of Lakeport Public Works Department has
been merged with the Utilities Department to incorporate the enterprise activities of water and sewer services. The
restructured Public Works Department now consists of six distinct divisions, each with its own unique function and
purpose. The six divisions are as follows:
1. Administration and Compliance

2. Roads and Infrastructure
3. Parks, Buildings and Grounds,
4. Westshore Pool
5. Water Operations and Maintenance
6. Sewer Operations and Maintenance
ADMINISTRATION AND COMPLIANCE

BUDGET DETAIL
Fiscal Year 2017-18
Department Detail
Dept.Public Works: Admin and Compliance
No. 3010
DEPARTMENT DETAIL

2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Funding Sources
110 GENERAL FUND - 122,250 104,213 55,460 88,014 127,850 - 135,031 142,630
203 2105 GAS TAX FUND - - 38,777 38,777 - - - - -
501 WATER UTILITY M & O FUND - 205,116 236,697 236,697 179,127 179,127 - 189,188 199,835
601 CLMSD UTILITY M & O FUND - 204,738 258,814 258,814 181,857 181,857 - 192,071 202,880
Total Resources - 532,104 638,501 589,748 448,998 488,834 - 516,289 545,345
Salaries and benefits - 530,341 624,771 576,018 435,268 435,268 - 461,384 489,067
Operations - 1,763 13,730 13,730 13,730 53,566 - 54,905 56,278
Debt service - - - - - - - - -
Total Expenditures - 532,104 638,501 589,748 448,998 488,834 - 516,289 545,345
Resources - Use

ATTACHMENT 1
ANNUAL BUDGET
ROADS AND INFRASTRUCTURE

The Roads and Infrastructure Division of Public Works provides for the maintenance and minor construction of all
City streets, curbs and gutters, drainage systems and structures, and right-of-way improvements. This includes
asphalt overlays and repairs, street signs, pavement markings, culvert maintenance and replacement, and other
street related projects. This division also manages construction activities and maintenance of the Citys storm
sewer collection system. Additionally, it provides other public service functions, including traffic control devices for
parades and other special events, installing decorative or informational signage along City streets, and assisting
other City departments with manpower for use in heavy lifting.
BUDGET DETAIL
and depreciated.

ATTACHMENT 1
ANNUAL BUDGET
Fiscal Year 2017-18

Department Detail
Dept.Public Works: Roads & Infrastructure
No. 3020
DEPARTMENT DETAIL

2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Funding Sources
110 GENERAL FUND 669,863 470,243 394,174 379,174 914,339 914,339 - 225,080 233,430
203 2105 GAS TAX FUND 1,086 24,482 495,596 495,596 135,000 135,000 - 33,233 34,465
403 SOUTH MAIN ST IMPRVMNT FUND - - 61,000 - 60,000 60,000 - 14,770 15,318
410 LAKESHORE STORM DAMAGE RPR 3,670 39,338 735,000 - 775,000 775,000 - 190,779 197,857
414 STORM DRAINAGE FUND 23,313 3,477 30,000 30,000 30,000 30,000 - 7,385 7,659
Total Resources 890,928 645,469 2,039,625 1,228,625 2,585,439 1,985,439 - 488,749 506,880
Operations 334,200 216,993 329,026 324,026 249,950 249,950 - 256,199 262,604
Debt service - - 37,115 37,115 37,115 37,115 - 37,115 37,115
Capital outlay 167,823 135,861 1,362,503 556,503 2,114,001 1,514,001 - - -
Total Expenditures 890,928 645,469 2,039,625 1,228,625 2,585,439 1,985,439 - 488,749 506,880
Resources - Use
PARKS, BUILDINGS AND GROUNDS

The Parks, Buildings, and Grounds Division provides for the operation and maintenance of Library and Westside
Community Parks, special use areas, City Hall, and the Police Station. This Division provides administration and
supervision of contract providers and park and building maintenance staff for landscaping, grounds, and building
maintenance, including electrical and plumbing repairs, vandalism repairs, painting, custodial services, and litter
abatement.

ATTACHMENT 1
ANNUAL BUDGET
BUDGET DETAIL
and depreciated.
Fiscal Year 2017-18
Department Detail
Dept.Public Works: Parks, Buildings & Grounds
No. 3030
DEPARTMENT DETAIL

2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Funding Sources
110 GENERAL FUND 484,979 310,195 381,820 367,759 481,723 481,723 - 195,765 203,684
241 CDBG ED GRANT 2014 - 61,900 200,000 50,000 225,000 225,000 - 91,437 95,135
501 WATER UTILITY M & O FUND - - 7,200 7,200 2,700 2,700 - 1,097 1,142
601 CLMSD UTILITY M & O FUND - - 7,200 7,200 2,700 2,700 - 1,097 1,142
Total Resources 484,979 372,095 596,220 432,159 712,123 712,123 - 289,396 301,102
Operations 163,548 102,773 170,878 170,878 157,700 157,700 - 161,643 165,684
Debt service - - - - - - - - -
Capital outlay 258,254 158,913 301,962 137,901 433,901 433,901 - - -
Resources - Use

ATTACHMENT 1
ANNUAL BUDGET
WESTSHORE POOL
The Westshore Pool is part of the Citys Parks and Recreation Program. The operation and maintenance of the
pool is a shared responsibility between the City, Lakeport Unified School District, and local community groups.
BUDGET DETAIL
and depreciated.
Fiscal Year 2017-18
Department Detail
Dept.Public Works: Pool
No. 3050
DEPARTMENT DETAIL

2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Funding Sources
110 GENERAL FUND 50,605 54,411 75,906 75,906 52,506 52,506 - 54,090 56,274
Total Resources 50,605 54,411 75,906 75,906 52,506 52,506 - 54,090 56,274
Operations 25,519 26,295 38,770 38,770 29,600 29,600 - 30,340 31,099
Debt service - - - - - - - - -
Capital outlay 623 3,173 750 750 500 500 - - -
Resources - Use

ATTACHMENT 1
ANNUAL BUDGET
WATER OPERATIONS AND MAINTENANCE

The Water Operations and Maintenance (O&M) Division is responsible for the treatment and delivery of safe,
reliable drinking water to the citizens of Lakeport. It provides 24-hour service and support to the public by
responding to customer concerns, emergency water breaks/repairs, and ensuring the City has high quality drinking
water in adequate supply for firefighting, domestic, and commercial use. The division operates and maintains 4
ground water wells, a surface water treatment facility, and a distribution system to private meters. The division also
works with developers and customers on water service issues during project design to ensure water delivery is
never in short supply.
The division continuously monitors the quality of the water that it provides to its residents and proudly maintains the
distinction of providing the safest, clearest, and best tasting drinking water in Lake County.
Construction is an important activity of the Water O&M Division. The construction crew installs and maintains new
and existing water and sewer systems to private property and within dedicated easements throughout the City. The
crew works on emergency water breaks and sewer stoppages when they happen, and schedules the repair or
replacement of water distribution and collection system (I&I) deficiencies.

ATTACHMENT 1
ANNUAL BUDGET
BUDGET DETAIL
and depreciated.
Fiscal Year 2017-18
Department Detail
Dept.Public Works: Water O&M
No. 3060
DEPARTMENT DETAIL

2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Funding Sources
110 GENERAL FUND 48,029 47,128 51,803 20,890 - - - - -
501 WATER UTILITY M & O FUND 844,654 662,417 1,277,189 1,277,189 1,776,368 1,354,149 - 891,647 926,741
502 WATER EXPANSION FUND - 11,544 12,000 12,000 90,000 90,000 - 59,261 61,593
504 USDA WATER PROJECT FUND 1,289,769 - 500,000 300,000 - - - - -
601 CLMSD UTILITY M & O FUND 152,073 146,117 156,102 156,102 - - - - -
Total Resources 2,334,525 867,206 1,997,094 1,766,181 1,866,368 1,444,149 - 950,908 988,334
Operations 676,137 418,175 597,662 597,662 547,117 547,117 - 560,795 574,815
Debt service - - - - - - - - -
Capital outlay 1,135,681 31,199 850,000 650,000 909,001 529,001 - - -
Total Expenditures 2,334,525 867,206 1,997,094 1,766,181 1,866,368 1,444,149 - 950,908 988,334
Resources - Use

ATTACHMENT 1
ANNUAL BUDGET
SEWER OPERATIONS & MAINTENANCE
The Sewer Operations and Maintenance (O&M) Division provides collection, treatment, and disposal of sewage in a
manner compliant with the health and safety needs of the community and the environment. Delivering this service
in the safest, most reliable method possible is the highest concern of the Public Works Department.
The Sewer division provides 24-hour service and support to the public by responding to customer concerns,
emergency sewer stoppages, and ensures sewer system functionality. The division operates and maintains eight
sewer lift stations, a secondary treatment and disposal facility, and a collection system to the customers property
line.
The division works with developers and customers on sewer service issues during project design, service
installation, and future needs. The division also inspects the collection system for Inflow and Infiltration (I&I)
problems that require remediation to restore system capacity.
BUDGET DETAIL
and depreciated.

ATTACHMENT 1
ANNUAL BUDGET
Fiscal Year 2017-18

Department Detail
Dept.Public Works: Sewer O&M
No. 3070
DEPARTMENT DETAIL

2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Funding Sources
110 GENERAL FUND - - - - - - - - -
501 WATER UTILITY M & O FUND 3,812 851 27,521 27,521 - - - - -
601 CLMSD UTILITY M & O FUND 1,426,148 898,279 1,442,465 1,292,465 2,025,453 1,807,056 - 1,260,037 1,306,499
604 USDA SEWER PROJECT FUND 272,347 - 1,184,746 1,184,746 - - - - -
Total Resources 1,702,307 899,130 2,654,732 2,504,732 2,025,453 1,807,056 - 1,260,037 1,306,499
Operations 710,122 619,964 675,681 675,681 787,203 787,203 - 806,883 827,055
Debt service - - - - 15,000 15,000 - 15,000 15,000
Capital outlay 731,475 77,134 1,648,730 1,498,730 721,500 591,500 - - -
Total Expenditures 1,702,307 899,130 2,654,732 2,504,732 2,025,453 1,807,056 - 1,260,037 1,306,499
Resources - Use

ATTACHMENT 1
ANNUAL BUDGET
CLMSD SPECIAL PROJECTS

BUDGET DETAIL
and depreciated.
Fiscal Year 2017-18
Department Detail
Dept.Public Works:CLMSD Special Projects
No. 3071
DEPARTMENT DETAIL

2014-15 2015-16 2016-17 2016-17 2017-18 2017-18 2017-18 2018-19 2019-20
Funding Sources
601 CLMSD UTILITY M & O FUND 18,958 1,721 10,750 10,750 - - - - -
Total Resources 18,958 1,721 10,750 10,750 - - - - -
Salaries and benefits 6,950 1,721 10,750 10,750 - - - - -
Operations 12,008 - - - - - - - -
Debt service - - - - - - - - -
Total Expenditures 18,958 1,721 10,750 10,750 - - - - -
Resources - Use

ATTACHMENT 1

ATTACHMENT 1
ANNUAL BUDGET
ATTACHMENTS
BUDGET RESOLUTION
GANN LIMIT RESOLUTION

ATTACHMENT 1

ATTACHMENT 1
ANNUAL BUDGET
BUDGET RESOLUTION

ATTACHMENT 1

ATTACHMENT 1
ANNUAL BUDGET
GANN LIMIT RESOLUTION

ATTACHMENT 1
ANNUAL BUDGET
GANN LIMIT CALCULATION

FY 2017-18
Per Capita Cost of Living Change = 3.69 percent

Population Change (City) = -0.29 percent
Per Capita Cost of Living converted to a ratio: 3.69 + 100 = 1.0369

100
Population converted to a ratio: (0.29) + 100 = 0.9971

100
Calculation of factor for FY 2017-18: 1.0369 x 0.9971 = 1.0339
Appropriations Limit, Fiscal Year 2016-17 $ 11,109,633

($10,537,127 x 1.0319)
FY 2017-18 appropriations subject to Gann Limit
Budget
FISCAL YEAR 2015-16 Estimates
Property Taxes $ 708,090
Sales Taxes 3,624,000
Special Taxes 169,007
State Subventions 92,294
Franchise Taxes 206,000
Business License Taxes 95,000
$ 4,894,391
Percentage Use of Appropriations Limit 42.61%

ATTACHMENT 1
ANNUAL BUDGET
APPENDICES
TRANSFERS SCHEDULE
DEBT SCHEDULE
PERSONNEL SCHEDULES
GLOSSARY OF TERMS
ACCOUNTING STRUCTURE
BUDGET POLICIES
FINANCIAL MANAGEMENT POLICIES
BUDGET SCHEDULE

ATTACHMENT 1

ATTACHMENT 1
ANNUAL BUDGET
TRANSFERS SCHEDULE
Fiscal Year 2017-18
SCHEDULE OF TRANSFERS
Fund Transferring From (Transfers Out) Fund Transferring To (Transfers In)

Fund Fund
Number Fund Name Amount Number Fund Name Amount
211 BSCC Law Enforcement Grant $ 29,500 110 General Fund $ 29,500
110 General Fund 281,622 140 Governmental Debt Service 281,622
Total Transfers Out $ 311,122 Total Transfers In $ 311,122
General Fund $ 281,622 General Fund $ 29,500

ATTACHMENT 1

ATTACHMENT 1
ANNUAL BUDGET
DEBT SCHEDULES
The following are the debt obligations for which the City is responsible for or is acting as a fiduciary to service.
Governmental fund activities:
Series 2013 Water Revenue Notes

On June 22, 2016, the City entered into an agreement with Umpqua Bank to obtain a loan in the amount of
$3,184,000 to pay their PERS side fund obligation at an interest rate of 4.25% maturing in 17 years on January 1,
2033. Interest is payable semiannually on January 1 and July 1. The obligation is payable from revenues received
from the General, Water, and Sewer Funds, 62% of the payments charged to governmental activities and the
remaining 38% split evenly between the Water and Sewer Funds. The refunding of the PERS side fund resulted in a
prepaid asset in the amount of $582,181 in the Water and Sewer funds, totaling $1,164,342, which will be amortized
over the term of the Umpqua Bank debt.
Balance due $ 3,036,000
Proprietary (enterprise) fund activities:
Series 2013 Water Revenue Notes

Interim financing through the Bank of Nevada, total issue not to exceed $6,675,000. Proceeds are used to refund loan
with West America Bank and to provide interim financing for USDA water grant and loan funding. Semi-annual
payments of varying amounts based on outstanding principal, at an annual interest rate of 1.99%, are due March 19
and September 19 each year. Payments are secured by water fund revenue. The obligation matures in the year
2016.
Pinnacle Water Loan
Series 2000 COPs bond with USDA Rural Development was refunded in June 2016 and replaced with the Pinnacle
Water Loan. Total issue $2,587,000. Annual principal and interest payments of approximately $175,250, at an interest
rate of 2.65%, are due February 1 and August 1 each year. Payments are secured by water fund revenue. The
obligation matures in the year 2035.
1993 CLMSD Sewer District Assessment Bonds
Series 1993-1 bond with USDA Rural Development. Total issue $5,196,270. Annual principal and interest payments
of approximately $115,000, at an interest rate of 5%, are due March 1 and September 1 each year, secured by
Municipal Sewer District No.1 revenue from the South Assessment District 91-1 area. The total obligation matures in
the year 2032.
Wastewater Revenue Bonds, 2007 Series A
2007 Series A, total issue $3,060,000. Annual principal is due on September 1 and interest payments at 5.31% are
due September 1 and March 1 each year, which are secured by wastewater fund revenue. The total obligation
matures in the year 2037.
Water Main Extension Loan (Mendocino College)
The City financed a water main extension project in part through a loan with Mendocino College. The total obligation
is $360,512. The term of the loan is 5 years with final payment to be made by January 1, 2017.
Balance due $ 75,204
Fiduciary activities:

ATTACHMENT 1
ANNUAL BUDGET
2004 Series A Bonds

2004 Series A bond, total issue $1,070,000. Annual principal is due on September 1 and interest payments are due
semi-annually, at an interest rate of 5.25%, September 1 and March 1 each year. Payments are secured by
redevelopment tax increment revenue, maturing in year 2035.
2004 Series B Bonds
2004 Series B bond, total issue $1,170,000. Annual principal is due on September 1 and interest payments are due
semi-annually, at an annual interest rate of 5.31%, September 1 and March 1 each year. Payments are secured by
Balance due $ 740,000
2008 Series Bonds
2008 Series bond, total issue $3,425,000. Annual principal is due on September 1 and interest payments are due
semi-annually, at an interest rate of 5.31%, September 1 and March 1 each year. Payments are secured by

ATTACHMENT 1
ANNUAL BUDGET
PERSONNEL SCHEDULES
POSITION SUMMARY
City of Lakeport
Fiscal Year 2017-18
Position Summary
Proposed
2014-15 2015-16 2016-17 2017-18
Classification Title FTE FTE FTE Change FTE
Admin Services Director/ City Clerk 1.00 1.00 1.00 - 1.00
Administrative Specialist 4.00 4.00 3.00 - 3.00
Associate Planner 1.00 1.00 1.00 - 1.00
CDD Director 1.00 1.00 1.00 - 1.00
Chief Building Official 1.00 1.00 1.00 - 1.00
City Attorney - - - - -
City Clerk 0.80 0.80 - - -
City Engineer - - - - -
City Manager 1.00 1.00 1.00 - 1.00
Compliance Officer 1.00 1.00 1.00 - 1.00
Council Members 0.50 0.50 0.50 - 0.50
EMC Supervisor 1.00 1.00 1.00 - 1.00
EMC Technician 1.00 - - - -
Equipment Mechanic II 0.67 0.67 0.67 0.33 1.00
Finance Director 1.00 1.00 1.00 - 1.00
Finance Services Specialist I 1.00 1.00 1.00 - 1.00
Finance Services Specialist II 1.00 2.00 1.00 - 1.00
Finance Services Specialist III 1.00 1.00 2.00 (1.00) 1.00
Government Accountant - - - 1.00 1.00
Housing Specialist 0.50 0.50 - - -
Intern 0.25 0.25 0.25 (0.25) -
Lifeguard 2.25 2.25 2.25 - 2.25
Maintenance Worker I 5.00 5.00 4.00 - 4.00
Maintenance Worker II 2.00 2.00 2.00 - 2.00
Parks Leadworker 1.00 1.00 1.00 - 1.00
Parks Maintenance Worker I 1.00 1.00 1.00 - 1.00
Planning Commissioners 0.25 0.25 0.25 - 0.25
Planning/Building Technician 1.00 1.00 1.00 - 1.00
Police Chief 1.00 1.00 1.00 - 1.00
Police Lieutenant 1.00 1.00 1.00 - 1.00
Police Officer (School Resource Officer) - - 1.00 - 1.00
Police Officer I 4.00 4.00 6.00 - 6.00
Police Officer II 1.00 1.00 - - -
Police Officer III 2.00 2.00 1.00 - 1.00
Police Records Assistant 0.75 0.75 0.75 0.75
Police Records Supervisor 1.00 1.00 1.00 - 1.00
Police Reserve Officer 0.90 0.90 0.25 - 0.25
Police Sergeant 2.00 2.00 3.00 - 3.00
Pool Manager 0.50 0.50 0.50 - 0.50
Public Works Director 1.00 1.00 1.00 - 1.00
Public Works Foreman 1.00 1.00 1.00 - 1.00
Public Works Superintendent 1.00 1.00 - - -
Records Assistant 0.75 0.75 0.75 - 0.75
Special Projects Coordinator 0.25 0.25 0.25 0.25 0.50
Utilities Superintendent 1.00 1.00 1.00 - 1.00
Wastewater Facilities Supervisor 1.00 1.00 1.00 - 1.00
Wastewater Operator 1.00 1.00 1.00 - 1.00
Water Supervisor 1.00 1.00 1.00 - 1.00
Water Systems Operator I 2.00 2.00 2.00 - 2.00
Total FTE 55.37 55.37 52.42 0.33 52.75

ATTACHMENT 1
ANNUAL BUDGET
GLOSSARY OF TERMS
Adopted budget
The city council approved annual budget establishing the legal authority for the expenditure of funds as set forth in
the appropriation resolution.
Accrual/accrual basis of accounting

A method of accounting that recognizes the financial effect of transactions, events and inter-fund activities when
they occur, regardless of the timing of related cash flows.
Annual financial report

A financial report applicable to a single fiscal year.
Appropriation
An authorization made by the city council, which permits officials to incur obligations against and to make
expenditures of resources. Appropriations are usually made to fixed amounts and are typically granted for a one-
year period.
Assessed valuation
A valuation set upon real estate or other property by a government as a basis for a tax levy.
Audit
A view of the city accounts by an independent auditing firm to substantiate year-end fund, salaries, reserves and
cash on hand.
Beginning/ending fund balance

Appropriated resources available in a fund from the prior/current year after payment of the prior/current years
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 specified rate.
Budget
A plan of financial operation embodying an estimate of proposed appropriations for a given period of time and the
Proposed means of financing them.
Budgetary basis
The method of accounting applied to the budgetary accounts and process.
Budgetary control
The control or management of a government or enterprise in accordance with an approved budget for the purpose
of keeping expenditures within the limitations of appropriations and available resources.
Budget message or budget transmittal letter

A general discussion of the proposed budget as presented in writing by the city manager to the city council. The
message contains an explanation of principal budget items and summaries found in the prepared budget relative to
the current year adopted budget.
Budgetary basis the form of accounting utilized throughout the budget process.
C.O.P.
Community oriented policing

ATTACHMENT 1
ANNUAL BUDGET
Debt service
Payment of interest and repayment of principal to holders of the citys debt instruments (bonds).
Debt service fund

Governmental fund type used to account for the accumulation of resources for, and the payment of, general long-
term debt principal and interest.
Deficit an excess of expenditures or expenses over resources.
Department
An operational and budgetary unit designated by the city council to define and organize city operations.
Depreciation
The portion of the cost of a fixed-asset charged as an expense prorated over the estimated life of the asset.
Encumbrance
An amount of money committed for the payment of goods and services not yet received or paid for. A purchase
order is a common encumbrance.
Estimated revenues
The budgeted, projected revenues expected to be realized during the budget (fiscal) year to finance all or part of the
Planned expenditures.
Expenditure the actual payment for goods and services.
Expenses
The incurrence of liabilities or the consumption of assets arising from the delivery or production of goods, rendering
Services or carrying out other activities that constitute the entitys ongoing major or central operation. The term
applies to the citys enterprise and internal service funds.
Fiscal year (FY)

A 12-month period of time to which the budget applies. For the city of Lakeport, it is July 1 through June 30.
Fixed asset
A long-lived tangible asset obtained or controlled as a result of past transactions, events or circumstances. Fixed
assets include land, buildings, equipment, improvements to other assets and infrastructure (i.e., streets, highways,
bridges, etc.).
Full time equivalent (FTE) position

The amount of time a position has been budgeted for in terms of the amount of time a regular, full-time employee
normally works in a year (2,080 hours).
Fund
An accounting entity with a self-balancing set of accounts in which cash and other financial resources, all related
liabilities and residual equities, or balances and changes therein are recorded and segregated to carry on specific
activities or attain certain objectives in accordance with special regulations, restrictions or limitations.
Fund balance
The difference between the assets (revenues and other resources) and liabilities (expenditures incurred or
committed to) for a fund. It also represents the accumulated net resources of a fund available for reservation,
designation or for appropriation.
Gann
Refers to the last name of the individual who championed proposition 13 and secured the passage of the
constitutional amendment that led to the property tax rollback in the 1970s.

ATTACHMENT 1
ANNUAL BUDGET
GASB
Governmental Accounting Standards Board.
Generally accepted accounting principles (GAAP)

Uniform minimum standards and guidelines for accounting and reporting. These standards govern the form and
content of the annual financial statements of an entity. The primary authoritative body on the application of GAAP to
state and local governments is the governmental accounting standards board (GASB).
General fund
The primary governmental fund used to account for all financial resources, except those required to be accounted
for in another fund.
General plan
A comprehensive, long-range policy guide intended to promote efficient and desirable growth in the community.
Governmental funds
Distinguished by their measurement focus on determining financial position and changes in financial position.
Grants
Contributions of gifts or cash or other assets from another government to be used or expended for a specific
purpose, activity or facility.
Infrastructure
Facilities that support the continuance and growth of a community. Examples include roads, water lines, sewers,
Public buildings, parks and airports.
Interfund 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.
Line item
The description of an object of expenditure, i.e. Salaries, supplies, professional services and other operational
costs.
Maintenance & operation (M&O) costs

The day-to-day operating and maintenance costs of a municipality. These costs include personnel, gas, electric
utility bills, telephone expense, reproduction costs, and postage and vehicle maintenance
Modified accrual
An adaptation of the accrual basis of accounting for governmental funds types. Revenues and other financing
Resources are recognized when they become available to finance expenditures of the current period. Expenditures
are recognized when the fund liability is incurred.
Notes
A paper that acknowledges a debt and promises payment to a specified party of a specific sum, describing a time of
maturity that is either definite or will become definite.
Object an individual expenditure account.
Objective
A measurable output that an organization strives to achieve within a designated time frame. The achievement of the
Objective advances an organization toward a corresponding goal.

ATTACHMENT 1
ANNUAL BUDGET
Operating budget
Plans of current expenditures and the proposed means of financing them. The annual operating budget, as
distinguished from the capital program budget, is the primary means by which most of the financing, acquisition,
spending and service delivery activities of a government are controlled.
Operating deficit the deficiency of operating revenues under expenditures.
Operating expenses
Expenditures for materials, supplies and services which are ordinarily consumed within a fiscal year and which are
not included in the program inventories.
Operating surplus
The excess of operating revenues over operating expenditures.
Ordinance
A formal legislative enactment by the city council. It is the full force and effect of law within the city boundaries
unless preempted by a higher form of law.
Performance measures
Measurement of service performance indicators that reflect the amount of money spent on services and the
resulting outcomes at a specific level of services provided.
Program
A group of related activities performed by one or more organizational units for the purpose of accomplishing a city
Responsibility.
Proposed budget
This refers to the status of an annual budget, which has been submitted to the city council by the city manager and
is pending public review and city council adoption. Also referred to as the preliminary budget.
Reserve
An account used to indicate that a portion of a funds balance is legally restricted for a specific purpose and is,
therefore, not available for general appropriations.
Resolution
A special order of the city council, which has a lower legal standing than an ordinance.
Resources
Total amounts available for appropriation including estimated revenues, fund transfers and beginning fund
balances.
Retained earnings
An equity account reflecting the accumulated earnings of an enterprise or internal service fund.
Revenue
Income received through such sources as taxes, fines, fees, grants or service charges that can be used to finance
Operations or capital assets.
Risk management
An organized attempt to protect an organizations assets against accidental loss in the most cost-effective manner.
Self-insurance
A term often used to describe the retention by an entity of a risk of loss arising out of the ownership of property or
the activity of the agency. It is distinguished from the transfer of risk to a third party (insurance company).
Service effort a measure of expected output by a budgetary program.

ATTACHMENT 1
ANNUAL BUDGET
Special revenue funds

A governmental fund type used to account for the proceeds of specific revenue sources (other than for major capital
projects) that are legally restricted to expenditure for specified purposes.
Subventions
Revenues collected by the state (or other level of government), which are allocated to the city on a formula
Basis. The major subventions received by the city come from the state of California and include motor vehicle in-lieu
and gas tax.
Tax allocation bonds

A bond issued that has a specific tax revenue source that backs the payment of the debt. In the city, these are not
Issued for general fund purposes.
Transfer in/out
Movement of resources between two funds. Example: an interfund transfer would include the transfer of operating
Resources from the general fund to an enterprise fund.
Transient occupancy tax (tot)

This revenue source originates in a tax placed on lodging facilities for the occupancy of a room. Lakeport has a 10%
tax for such occupancies.
Trust funds
Funds held by the city that are subject to the terms of the trust that created the source of funding.
User charges
The payment of a fee in direct receipt of a public service by the party who benefits from the service.
Workload indicators
Statistical information that indicates the demands for services within a given department or division. Workload
indicators are a type of performance measure utilized by departments or divisions to assess its level of service.

ATTACHMENT 1
ANNUAL BUDGET
ACCOUNTING STRUCTURE
City Government Services
The City provides the following municipal services directly:
Building Permit/Plan Approval

Planning, Zoning and Land Use
Engineering
Public Safety (Fire provided by Lakeport Fire Protection District)
Street Maintenance
Economic Development
Housing Services
Water and Sewer Utilities
Solid Waste Management (Waste collection handled by franchise trash hauler, Lakeport Disposal)
Accounting System and Budgetary Control

In developing and evaluating the Citys accounting system, consideration is given to the adequacy of internal
accounting controls, managerial reporting, purchasing, and budgetary control. Controls are designed to provide
reasonable, but not absolute, assurance regarding the safeguarding of assets against loss from unauthorized use or
disposition and the reliability of financial records for preparing financial statements and maintaining accountability.
The concept of reasonable assurance recognizes that the cost of a specific control feature should not exceed the
benefits likely to be derived and the evaluation of costs and benefits require estimates and judgments by
management. The Citys internal accounting controls adequately safeguard assets and provide reasonable
assurance of proper recording of financial transactions.
Basis of Accounting
The budgets of all governmental fund types are prepared on a modified accrual basis. Under the modified accrual
basis, revenue is recognized when it becomes measurable and available. Measurable means the amount can be
determined and available means collectible within the current period or soon enough thereafter to pay current
liabilities. This is generally within sixty (60) days after the end of the fiscal year. Expenditures are recognized when
the related fund liability is incurred. The budgets of proprietary funds (water and sewer enterprise funds), as well as
fiduciary funds (OPEB trust fund), are prepared on an accrual basis. Under this method, revenue is recognized
when earned and expenses are recognized at the time the liability is incurred.
GASB 34
Beginning with the fiscal year ending on June 30, 2011, the City implemented the provisions of GASB 34 with the
publication of our Annual Financial Report. The City intends to produce its first Comprehensive Annual Financial
Report (CAFR) for this fiscal year. The CAFR presents the status of the Citys finances on the basis of Generally
Accepted Accounting Principles (GAAP). In most cases, this conforms to the way the City prepares its budget with
the following exceptions:
Compensated absences liabilities that are expected to be liquidated with expendable available financial
resources are accrued as earned by employees (GAAP) as opposed to being expended when paid (budget).
Principal payments on long-term debt within the enterprise funds are applied to the outstanding liability on a
GAAP basis as opposed to being expended on a budget basis.
Capital outlays within the enterprise funds are recorded as assets on a GAAP basis and expended on a
budget basis.
Inventory for governmental activities is recorded as an expenditure at the time it is purchased. For business-type
activities, inventory us expensed when used.

ATTACHMENT 1
ANNUAL BUDGET
FINANCIAL/BUDGET POLICIES
Policy
The City Manager shall submit a proposed budget to the City Council each year for sufficient time to review and
debate the budget before adoption. The proposed budget is balanced either through the matching of ongoing
revenues with proposed expenditures or the use of existing reserves.
Budget Basis
The budgets of general government type funds (for example, the general fund or gas tax funds) are prepared on a
modified accrual basis. Briefly, this means that obligations of the City are budgeted as expenditures, but revenues
are recognized only when measurable and available.
The Comprehensive Annual Financial Report (CAFR) shows the status of the Citys finances on the basis of
Generally Accepted Accounting Principles (GAAP). In most cases, this conforms to the way the City prepares the
budget.
Responsibility
The departments are responsible for preparing their budgets in accordance with the guidelines provided by the City
Manager and Finance Director. The Finance Department provides cost data related to staffing and other committed
obligations. Departments provide cost information related to program and capital projects. The Finance Director
prepares all revenue, debt service and reserve estimates.
Operating Budget
Ongoing operating costs should be supported by ongoing, stable revenue sources. This protects the City from
fluctuating services levels and avoids crises when one-time revenues are reduced or removed. Listed below are
some corollaries to this policy:
Fund balances or contingency accounts should be used only for one-time expenditures, such as capital
equipment and capital improvements.
Ongoing maintenance costs, such as street resurfacing and other infrastructure improvements, should be
financed through recurring operating revenues rather than through bond issuance.
Fluctuating federal grants should not be used to fund ongoing programs.
Budget Review
During the budget review phase, the City Managers Office, in conjunction with the Finance Department and Human
Resources, analyzes new positions, operating and capital budget requests. This information is compiled, and the
City Manager and Finance Director hold meetings with each department to review their estimated expenditures for
the current fiscal year and the proposed baseline requests and enhancements for the proposed budget year.
At the completion of these meetings, the Finance Director again compiles all the financial data and presents the
proposed budget to the City Manager for review.
Budget Adoption
The City Manager presents - via publicly noticed workshops - the budget to the City Council. Public hearings are
held, and after modifications and revisions, the budget is adopted by resolution.
Budget Implementation
A budgetary control system is maintained to ensure compliance with the budget. The Finance Department is
responsible for setting up the budget for tracking purposes and is charged with ensuring fund availability during the
year to cover expenditures and appropriations. Reports comparing the budget with expenditures are generated and
sent to departments on a monthly basis.

ATTACHMENT 1
ANNUAL BUDGET
Budget Revision
Actual expenditures may not exceed budgeted appropriations at the fund level. The City Manager or his/her
designee is authorized to transfer budgeted amounts at the department and object (account) level. The City has the
following programs accounted for through its governmental funds: City Council, Administration, City Attorney,
Finance, Community Development, Police, Public Works and Non-Departmental. Use of unappropriated reserves
must be specifically approved by the City Council.

ATTACHMENT 1
ANNUAL BUDGET
FINANCIAL MANAGEMENT POLICIES

General Policies
All current operating expenditures will be paid for with current revenues, unless the use of reserves is
approved by the City Council.
Budgetary emphasis will focus on providing high quality municipal services, recognizing the fundamental
importance to the citizens of public safety and properly maintained infrastructure.
The budget will strive to provide sufficient funding for adequate maintenance and orderly replacement of
capital facilities and equipment.
Future maintenance needs for all new capital facilities will be identified with the inclusion of the capital project.
Encouraging cost savings and promoting efficiencies is an ongoing commitment.
Strong customer service and productivity improvements with a focus on cost savings remain important
budgetary goals.
Revenue Policies
A diversified and stable revenue system will be maintained to shelter the City from temporary or one-time
fluctuations in any single revenue source.
Revenues will be conservatively estimated.
Intergovernmental assistance in the form of grants and loans will be used to finance only:
o Those capital improvements which can be maintained and operated over time; or
o Operating programs that can either be sustained over time or have a limited horizon.
In general, one-time revenues will be used only to support capital or other non-recurring expenditures. One-
time revenues may be used for operating programs only after an examination determines if they are
subsidizing an imbalance between operating revenues and expenditures; and then only if a long-term forecast
shows that the operating deficit will not continue.
Development process costs and related administrative expenses will be offset by development fees.
The City will identify basic tax-provided services and will establish user fees and charges for services provided
in excess of basic services and/or to non-taxpaying users.
Reserve Policies
A minimum fund balance reserve in the General Fund will be maintained at all times. The minimal, optimal
level required for this reserve will be 25% of the General Fund operating budget. The reserve will be drawn
down as a funding source of last resort and used only after other reserve accounts have been accessed.
The actual and final General Fund surplus will first be used to fully fund the required General Fund reserve.
At the recommendation of the City Manager to the City Council, and remaining general fund surplus or
balance may be transferred to any other governmental or proprietary fund.
The unappropriated fund balance in the General Fund will be maintained at a level sufficient to provide
adequate working capital and to accommodate required adjustments to other reserve accounts, including the
reserves for advances to other funds, deposits and prepaid items.
Funding levels of General Fund reserves will be reviewed during periods of economic stagnation to avoid
reductions in operating service levels.
Appropriations or use of funds from any designated reserves will require City Council approval.

ATTACHMENT 1
ANNUAL BUDGET
Cash Management
Investments and cash management will be the responsibility of the Finance Director.
In accordance with Section 53646 of the Government Code, the City Council will review and update annually
an investment policy. The primary purpose of this policy is to set forth the Citys investment philosophy and
objectives. The Citys investment objectives are, in order of priority: safety; compliance with federal, state and
local laws; liquidity; and yield. The policy also specifically outlines authorized investments, the maximum
maturities allowed for each investment instrument, and the criteria used to determine qualified depositories
and/or dealers.
The City invests all idle cash as determined by analysis of anticipated cash flow needs. Specific emphasis
will be placed on future cash requirements when selecting maturity dates to avoid forced liquidations and the
potential corresponding loss of investment earnings.
In order to maximize yields from the overall portfolio, the City will consolidate cash balances from all funds
for investment purposes, and will allocate investment earnings to each fund that has a positive cash balance.
The City will maintain the investment portfolio under the Prudent Person Standard. The Prudent Person
Standard is as follows: Investments shall be made with judgment and care, under circumstances then
prevailing, which persons of prudence, discretion and intelligence exercise in the management of their own
affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the
probable income to be derived. The investment officer, acting in accordance with written procedures and the
investment policy and exercising due diligence, shall be relieved of personal responsibility for the credit risk
of an individual security or market price changes, provided deviations from expectations are reported within
30 days and appropriate action is taken to control adverse developments.
To protect against potential losses by collapse of individual securities and/or dealers, and to enhance access
to securities, interest payments and maturity proceeds, all securities owned by the City will be held in
safekeeping by a third party bank trust department, acting as the Citys agent.
The Finance Director will generate a quarterly report to the City Council in accordance with all state laws and
City investment policy requirements.
Debt Policy
It is the intent of the City of Lakeport to issue debt in a manner that adheres to state and federal laws, existing
bond covenants and prudent financial management.
The General Fund currently does not have any general obligation bonds and does not anticipate issuing such
debt.
When the City finances capital projects by issuing bonds, it will pay back the bonds within a period that is
consistent with the useful life of the project.
The City will not use long-term debt financing for any recurring purpose such as current operating and
maintenance expenditures. Short-term debt instruments such as revenue tax or bond anticipation notes shall
be excluded from this limitation.
The City will generally conduct debt financing on a competitive basis. However, negotiated issues may be
used due to market volatility or the use of an unusual or complex financing or security structure.
The City will diligently monitor its compliance with bond covenants and ensure its adherence to federal
arbitrage regulations.
The City will operate under the provisions of Proposition 13, the California Constitutional Amendment that
limits the incurrence of general obligation debt. To incur this debt, the City must receive a two-thirds (2/3)
vote of the voters at a general election.
Cost Allocation
The City may establish internal service funds. These funds would be utilized to accumulate resources for
specified needs and to fund those needs as they arise via transfers in and out to/from the General Fund.

ATTACHMENT 1
ANNUAL BUDGET
Risk Management
The City maintains a comprehensive risk assessment program and annual hazard survey to identify areas
that may pose liability issues.
The City has a policy of vigorously defending claims filed against the City of Lakeport and continues to
maintain an excellent loss history.
Annual Audit
Sound accounting practices dictate that the performance of an annual audit is a prudent business decision.
It promotes accountability, transparency, and compliance with the adopted budget and the will of the citizens
of Lakeport.
The City requires an annual audit of the books of account, financial records, inventories and reports of all City
officers and employees involved in the handling of financial matters by a qualified independent auditor.
The independent auditing firm will be selected by the City based on a competitive proposal process. It is the
policy of the City that the most qualified firm is selected and therefore the lowest cost approach is not the
defining method of selecting an auditing firm.
The City shall issue a Request for Proposal for audit services at least every five years.

ATTACHMENT 1
ANNUAL BUDGET
BUDGET SCHEDULE
Fiscal Year: 2017-18
Completion
Activity Tasks Start Date Date
Schedule budget meetings with Departments

Begin Budget Prep for FY
Distribute budget instructions
17-18
Distribute budget workbooks
Capital Improvement
Update CIP 5-year plan
Project Meeting
Receive council/community communication

City Council budget
Discuss priorities for the fiscal year
priority/goal setting
Discuss capital projects
workshop
Discuss goals and objectives
Preliminary Budget CM meets with individual department heads

Meetings for initial budget requests and discussion
City Manager review of Review appropriation requests

budget requests Meet with Finance for discussion/analysis
Reconciled Budget Department head meetings with CM

Meetings with City Discussion of appropriation requests
Manager Finalize initial appropriation requests
Last opportunity for DHs to make

Receipt of supplemental
appropriation request changes prior to
appropriation requests
Council hearings
Finalize revenue estimates
Finalize Draft Budget Complete special revenue funds and

Document trust/agency funds
Circulate for review/edits
First Budget Hearing with Presentation of budget proposal
Council (special Discussion of changes from prior year
meeting/workshop) Take questions and requests from Council
Discussion
Second Budget Hearing
Q&A
with Council
Take requests and revisions
Public Hearing w Council Final Q&A

Adoption of either final Final revisions
or tentative Adoption tentative or final
Final Q&A
Final Budget workshop
Final revisions
and hearing, if necessary
Adoption

ATTACHMENT 2
RESOLUTION NO. _____ (2016)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF LAKEPORT, THE SUCCESSOR AGENCY TO THE LAKEPORT
REDEVELOPMENT AGENCY, AND THE BOARD OF THE CITY
OF LAKEPORT MUNICIPAL SEWER DISTRICT
ADOPTING THE ANNUAL BUDGET FOR FISCAL YEAR 2017-18
WHEREAS, the City Council of the City of Lakeport, the Successor Agency to the
Lakeport Redevelopment Agency, and Board of the City of Lakeport Municipal Sewer District has
reviewed the Annual Budget for the Fiscal Year 2017-18; and
WHEREAS, included in said budget are the necessary estimates of anticipated revenues and
assessed evaluations for the properties subject to taxation by the City; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of

Lakeport hereby adopts the budget for the City of Lakeport, the Successor Agency to the Lakeport
Redevelopment Agency, and City of Lakeport Municipal Sewer District, including the recommended
personnel schedules found therein, for the fiscal year beginning July 1, 2017, and ending June 30,
2018; and
THIS RESOLUTION was passed by the City Council of the City of Lakeport at a regular
meeting thereof on the 20th day of June, 2017, by the following vote:
AYES:
NOES:
ABSTAINING:
ABSENT:
_________________________________
STACEY MATTINA, Mayor
ATTEST:
_______________________________
KELLY BUENDIA, City Clerk
CITY OF LAKEPORT
City Council
STAFF REPORT
RE: Gann (Appropriations) Limit Review and Resolution Establishing the MEETING DATE: 6/20/17
Fiscal Year 2017-18 Appropriations Limit
SUBMITTED BY: Nicholas Walker, Finance Director
The City Council is asked to review and approve the annual appropriations limit for the City of Lakeport and adopt
the associated resolution.
BACKGROUND
The Gann Spending Limitation Initiative (Article XIII B of the California Constitution) adopted as Proposition 4 in
June 1979 (and subsequently modified by Proposition 111 in June 1990) requires the City to annually adopt a
resolution setting an appropriation limit for the upcoming fiscal year. The Gann Spending Limitation was
intended to provide citizen control of government spending and taxation. The Citys Fiscal Year 2017-18 Budget
was approved by the City Council on June 20, 2017 (Resolution No. XXXX).
ANALYSIS
California Government Code, Section 7910 (a) "each year the governing body of each local jurisdiction shall, by
resolution, establish its appropriations limit and make other necessary determinations for the following fiscal
year pursuant to Article XIII B of the California Constitution at a regularly scheduled meeting or noticed special
meeting ...."
California Constitution, Article XIIIB. Sec. 1 "The total annual appropriations subject to limitation of the State and
of each local government shall not exceed the appropriations limit of the entity of government for the prior year
adjusted for the change in the cost of living and the change in population , except as otherwise provided in this
article.
The Gann Spending Limitation calculation is attached. This calculation used population and per capita personal
income statistics provided by the California Department of Finance. The establishment of the Fiscal Year 2017-18
Appropriations Limit ("Gann Limit") is necessary to comply with Article XIIIB of the State Constitution. The Gann
Limit limits the amount of revenue classified as proceeds of taxes that can be appropriated in any fiscal year by a
government entity. Certain exclusions are allowed including transfers, capital outlay and payments for debt
service. The maximum allowable appropriation of revenues subject to limitations for Fiscal Year 2017-18 is
$11,486,172, and the FY 2017-2018 Budget with the exclusions, referenced above, is within this limit. This
maximum amount increases or decreases each year depending on the percentage change in the per capita
Meeting Date: 06/20/2017 Page 1 Agenda Item #VI.A.2.

166603.1
personal income (3.69%) and the percentage change in population (.29%). The California Department of Finance
provides these estimates. For Fiscal Year 2017-18 the budgeted revenues subject to limitation total $4,894,391,
which is 46.61% the maximum allowed.
OPTIONS:
Approve the appropriations limit of $11,486,172 in Fiscal Year 2017-18 for the City of Lakeport and authorize the
Mayor to sign the associated resolution.
Do not approve the resolution and provide direction to staff.
FISCAL IMPACT:
None $ Budgeted Item? Yes No
Budget Adjustment Needed? Yes No If yes, amount of appropriation increase:
SUGGESTED MOTIONS:
Move to adopt a resolution approving the appropriations limit of $11,486,172 in Fiscal Year 2017-18 for the City
of Lakeport.
1. Proposed Resolution
Attachments:
2. Gann Limit Calculation

166603.1
ATTACHMENT 1
RESOLUTION NO. xxxx (2017)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LAKEPORT

ESTABLISHING THE FISCAL YEAR 2017-18 APPROPRIATIONS LIMIT
FOR THE CITY OF LAKEPORT
WHEREAS, pursuant to California Government Code Section 7910, the City Council must,
by resolution, establish its appropriations limit for each fiscal year.
NOW, THEREFORE, BE IT RESOLVED THAT the appropriations limit for the City of
Lakeport for the 2016-17 Fiscal Year shall be Eleven Million, Four Hundred Eighty Six Thousand,
One Hundred Seventy Two Dollars ($11,486,172).
This resolution was adopted by the City Council of the City of Lakeport at a regular
AYES:
NOES:
ABSTAINING:
ABSENT:
______________________________
ATTEST:
_____________________________
Resolution No. ____ (2017) Page 1

ATTACHMENT 2
ANNUAL BUDGET
GANN LIMIT CALCULATION

FY 2017-18
Per Capita Cost of Living Change = 3.69 percent

Population Change (City) = -0.29 percent
Per Capita Cost of Living converted to a ratio: 3.69 + 100 = 1.0369

100
Population converted to a ratio: (0.29) + 100 = 0.9971

100
Calculation of factor for FY 2017-18: 1.0369 x 0.9971 = 1.0339

($10,537,127 x 1.0319)
FY 2017-18 appropriations subject to Gann Limit
Budget
FISCAL YEAR 2015-16 Estimates
Property Taxes $ 708,090
Sales Taxes 3,624,000
Special Taxes 169,007
State Subventions 92,294
Franchise Taxes 206,000
Business License Taxes 95,000
$ 4,894,391
Percentage Use of Appropriations Limit 42.61%

CITY OF LAKEPORT
City Council
STAFF REPORT
RE: Revision of the State of California Uniform Construction Cost MEETING DATE: 06/20/2017
Accounting Ordinance
SUBMITTED BY: Nicholas Walker, Finance Director
The Council and Board of Directors are being asked to adopt a resolution opting in to the Uniform
Public Construction Cost Accounting Act and to approve the first reading of the ordinance. To expedite
approval of ordinance, the council is being requested, at the end of the meeting to adjourn for 7 days
for the second reading and adoption.
Due to changes in regulations and recent events, staff has prepared revisions to the ordinance to
ensure compliance with applicable laws and regulations of the Uniform Cost Accounting Policies and
Procedures (UCAPP). The UCAPP program, promulgated by the California Uniform Construction Cost
Accounting Commission (Commission), is a comprehensive set of policies and procedures based on the
accounting requirements of the Uniform Public Construction Cost Accounting Act (Act) of 1983.
The UCAPP and the Act were created in 1983 to allow local agencies to perform, or procure contract
services to perform, public works projects without the need to engage in formal bidding requirements,
up to certain dollar thresholds, so long as an agency adopts and practices cost accounting procedures
outlined in the Cost Accounting Policies and Procedures Manual of the California Uniform Construction
Cost Accounting Commission (Manual). Public agencies may perform such projects with internal
personnel (Force account) up to $45,000 or engage a contractor using alternative bidding procedures
as follows:
1. Public projects of $45,000 or less using a negotiated contract, force account, or standard
purchase order,
2. Projects of or below $175,000 by informal bidding procedures pursuant to the Act (PCC
22032(b)), or
3. Projects in excess of $175,000 by formal bidding procedures pursuant to the Act (PCC 22032(c)).

181079.1
The updated ordinance sets forth the requirements of the UCAPP in regard to establishing and
maintaining a list of contractors, provides for updated policy related to informal and formal bidding
procedures.
OPTIONS:
1. Adopt the resolution and associated ordinance amending Chapter 3.05 to the Lakeport Municipal
Code to comply with the Uniform Public Construction Cost Accounting Act.
2. Do not adopt but provide direction to staff.
FISCAL IMPACT:
None Undetermined Budgeted Item? Yes No
Affected fund(s): General Fund Water OM Fund Sewer OM Fund Other: Storm Drain
Improvement Fund, Water Expansion Fund, Sewer Expansion Fund
Comments:
SUGGESTED MOTIONS:
1. Move to adopt the proposed Resolution electing to become subject to the Uniform Public Construction
Cost Accounting Act, and
2. Move to introduce the proposed Ordinance repealing and replacing Chapter 3.05 to the Lakeport
Municipal Code to comply with the Uniform Public Construction Cost Accounting Act.
Attachments: 1. Proposed Resolution electing to become subject to the Uniform Public

Construction Cost Accounting Act.
2. Proposed Ordinance repealing and replacing Chapter 3.05 of the Lakeport
Municipal Code to comply with the Uniform Public Construction Cost
Accounting Act.

181079.1
ATTACHMENT 1
RESOLUTION NO. ______ (2017)
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LAKEPORT ELECTING TO

BECOME SUBJECT TO THE UNIFORM PUBLIC CONSTRUCTION COST
ACCOUNTING ACT
WHEREAS, local agencies must competitively bid all public projects (as defined by
section 20162 of the Public Contract Code) in excess of $5,000 in accordance with the
requirements of the Public Contract Code section 20160 et seq.;
WHEREAS, in 1983, the California Legislature adopted Assembly Bill 1666 which added
Chapter 2, commencing with section 22000, to Part 3 of Division 2 of the Public Contract Code,
which provides for a uniform cost accounting standard for construction work performed or
contracted by local agencies and further provides for an alternative method for bidding public
projects;
WHEREAS, Public Contract Code section 22030 provides that any city that wishes to
avail itself of the alternative procedures for bidding and contracting for public projects must
elect, by resolution, to become subject to the uniform construction cost accounting procedures
set forth in the Public Contract Code and must notify the State Controller of its election;
WHEREAS, the City desires to become subject to the uniform construction cost
accounting procedures in the Public Contract Code, commencing with section 22000;
WHEREAS, Public Contract Code section 22034 requires each public agency that elects
to become subject to the uniform construction cost accounting procedures to enact an informal
bidding ordinance that complies with the requirements in Public Contract Code section 22034;
and
WHEREAS, concurrently herewith, the City Council has introduced Ordinance No. XXX
(2017) that provides procedures governing public works contracts and establishes, among other
things, informal bidding procedures in accordance with the requirements of Public Contract
Code section 22034.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF LAKEPORT DOES HEREBY
RESOLVE AS FOLLOWS:
SECTION 1. The City Council hereby elects under Public Contract Code Section 22030 to
become subject to the uniform construction cost accounting procedures in the Uniform Public
Construction Cost Accounting Act, commencing with Public Contract Code section 22000 or any
successor statute, and to the policies and procedures manual and cost accounting review
procedures promulgated by the California Uniform Construction Cost Accounting Commission,
as each may be amended from time to time.
SECTION 2. The City Clerk is hereby directed to notify the State Controller forthwith of
this election.
1
ATTACHMENT 1
SECTION 3. This Resolution shall be effective on the date that Ordinance No. XXX (2017)
amending Chapter 3.05 of the Lakeport Municipal Code becomes effective.
SECTION 4. The City Clerk shall certify to the adoption of this Resolution.
THIS RESOLUTION was passed by the City Council of the City of Lakeport at a regular
AYES:
NOES:
ABSTAINING:
ABSENT:
_________________________________
ATTEST:
_______________________________
2
ATTACHMENT 1
CERTIFICATE
STATE OF CALIFORNIA )
COUNTY OF LAKE ) ss.
CITY OF LAKEPORT )
I, Kelly Buendia, City Clerk of the City of Lakeport, do hereby certify that the foregoing Resolution
No. ___________ was duly passed, approved, and adopted by the City Council of the City of
Lakeport at a regular City Council meeting held on June 20, 2017.
DATED: _______________
_____________________________
City of Lakeport
3
ATTACHMENT 2
ORDINANCE NO. ____ (2017)
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF LAKEPORT REPEALING

AND REPLACING CHAPTER 3.05 TO THE LAKEPORT MUNICIPAL CODE TO
COMPLY WITH THE UNIFORM PUBLIC CONSTRUCTION COST ACCOUNTING ACT
WHEREAS, the City Council adopted Resolution No. ___ (2017) causing the City to
become subject to the Uniform Public Construction Cost Accounting Act (UPCCAA)
procedures set forth in Article 2 of Chapter 2 of Part 3 of Division 2 of the Public Contract Code
(commencing with section 22010);
WHEREAS, the City Clerk will provide a copy of Resolution No. ___ (2017) to the
California State Controller, consistent with the requirements of Public Contract Code
section 22030;
WHEREAS, Public Contract Code section 22034 requires any agency that is to become
subject to the UPCCAA to adopt an ordinance in compliance with the requirements of that
section;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF LAKEPORT DOES HEREBY
ORDAIN AS FOLLOWS:
SECTION 1. Municipal Code Amendment Chapter 3.05 of the Lakeport Municipal Code is
hereby repealed in its entirety and replaced with the following:
CHAPTER 3.05. AWARDING PUBLIC WORKS CONTRACTS
3.05.010 Purpose
This Chapter is intended to establish regulations to apply to all public contracts in a manner
that is consistent with the requirements of the Uniform Public Construction Cost Accounting
Act (Public Contract Code section 22000 et seq.).
3.05.011 Public projects
A. Except as provided in subsection E of this section, the city manager may cause public
projects of forty-five thousand dollars ($45,000) or less to be performed by employees of the
City by force account, by negotiated contract, or by purchase order.
B. Except as provided in subsection E of this section, public projects of one hundred

seventy-five thousand dollars ($175,000) or less, may be let to contract by informal procedures
as set forth in Section 3.05.013.
1
ATTACHMENT 2
C. Except as provided in subsection E of this section, and subsection E of section 3.05.013,

public projects of more than one hundred seventy-five thousand dollars ($175,000) shall be let
to contract by the formal bidding procedure outlined in Sections 3.05.014 and 3.05.015.
D. The term public project shall have the definition set forth in Public Contract Code
section 22002.
E. The dollar limits set forth in subsections A and B of this section shall adjust without city
council action as necessary to comply with any adjustment mandated by the Controller
pursuant to the authority granted by Public Contract Code section 22020.
3.05.012 List of contractors
A list of contractors shall be developed and maintained in accordance with Public Contract Code
section 22034, subdivision (a) and any criteria promulgated from time to time by the California
Uniform Construction Cost Accounting Commission (Commission). Such list will be maintained
by the city manager.
3.05.013 Informal bidding procedure
The following apply to informal bids for public projects:
A. Notice inviting informal bids.
1. Required noticing. When a public contract is to be bid pursuant to the

procedures in this section, a notice inviting informal bids shall be mailed to all
construction trade journals specified by the Commission in accordance with Public
Contract Code section 22036.
2. Optional noticing. Notification may be also provided to the contractors on the

list created pursuant to Section 3.05.012 for the category of work being bid, and to any
additional contractors and/or construction trade journals.
3. Exception. If the product or service is proprietary in nature such that it can be

obtained only from a certain contractor or contractors, the notice inviting informal bids
may be sent exclusively to such contractor or contractors.
B. Mailing notices. All mailing of notices to contractors and construction trade journals
pursuant to subsections A.1 and A.3, above, shall be completed not less than 10 calendar days
before bids are due.
2
ATTACHMENT 2
C. Description of project. The notice inviting informal bids shall describe the project in
general terms and how to obtain more detailed information about the project, and state the
time and place for the submission of bids.
D. Authority to award contracts. The city manager is authorized to award a contract if the
lowest bid received is forty-five thousand dollars ($45,000) or less. Contracts valued at more
than forty-five thousand dollars ($45,000) can only be awarded by the city council.
E. Bids exceeding $175,000. If all bids received pursuant to the informal process are in
excess of one hundred seventy-five thousand dollars ($175,000), the city council may adopt a
resolution by a four-fifths vote to award the contract at one hundred eighty-seven thousand
five hundred dollars ($187,500) or less, to the lowest responsible bidder, if it determines the
Citys cost estimate was reasonable. Otherwise, the project shall be re-bid pursuant to section
3.05.014 and awarded pursuant to sections 3.05.014 and 3.05.015 of this chapter.
F. Award of contract. The contract shall be awarded to the lowest responsible bidder.
3.05.014 Notice inviting formal bids.
The following rules apply to notices for bids for public projects pursuant to the formal bidding
process:
A. Contents of notice. Notice inviting formal bids shall state the time and place for the
receiving and opening of sealed bids and distinctly describe the project.
B. Publication of notice. The notice shall be published at least 14 calendar days before the
date of opening the bids in a newspaper of general circulation, printed and published in the
city, or otherwise comply with the requirements of Public Contract Code section 22037.
C. Electronic transmission of notice. The notice inviting formal bids shall also be sent
electronically, if available, by either facsimile or electronic mail and mailed to all construction
trade journals specified in accordance with Public Contract Code section 22036. The notice shall
be sent at least 15 calendar days before the date of opening the bids. The city may provide
additional notice.
3.05.015 Awarding formal bids
The following rules apply to awarding formal bids for public projects:
A. Rejecting formal bids. In its discretion, the city council may reject any bids presented, if
the city, prior to rejecting all bids and declaring that the project can be more economically
performed by employees of the city, furnishes a written notice to an apparent low bidder. The
notice shall inform the bidder of the city's intention to reject the bid and shall be mailed at least
3
ATTACHMENT 2
two business days prior to the hearing at which the city intends to reject the bid. If after the
first invitation of bids all bids are rejected, after reevaluating its cost estimates of the project,
the city shall have the option of either of the following:
1. Abandoning the project or re-advertising for bids in the manner described by this
chapter.
2. By passage of a resolution by a four-fifths vote of the city council declaring that

the project can be performed more economically by city employees, may have the
project done by force account without further complying with this Chapter.
B. Lowest bidder. If a contract is awarded, it shall be awarded to the lowest responsible

bidder. If two or more bids are the same and the lowest, the city may accept the one it chooses.
C. No bids. If no bids are received through the formal or informal procedure, the project
may be performed by the employees of the city by force account or negotiated contract
without further complying with this Chapter.
3.05.016 Emergencies
A. In cases of emergency when repair or replacements are necessary, the city council may
proceed at once to replace or repair any public facility without adopting plans, specifications,
strain sheets, or working details, or giving notice for bids to let contracts. The work may be
done by day labor under the direction of the city council, by contractor, or by a combination of
the two. The city councils authority under this section may be exercised by the city manager
during an emergency declared pursuant to Chapter 2.28 of this code.
B. In case of an emergency, if notice for bids to let contracts will not be given, the city shall
comply with Chapter 2.5 of Part 3 of Division 2 of the Public Contract Code (commencing with
section 22050).
SECTION 2. Severability. If any provision, section, paragraph, sentence or word of

this Ordinance, or the application thereof to any person or circumstance, is rendered or
declared invalid by any court of competent jurisdiction, the remaining provisions, sections,
paragraphs, sentences or words of this ordinance, and their application to other persons or
circumstances, shall not be affected thereby and shall remain in full force and effect and, to
that end, the provisions of this ordinance are severable.
SECTION 3. Construction. The City Council intends this Ordinance to supplement, not
to duplicate or contradict, applicable state and federal law, including the Public Contract Code,
and this Ordinance shall be construed in light of that intent.
4
ATTACHMENT 2
SECTION 4. CEQA. This Ordinance is exempt from the California Environmental

Quality Act (CEQA) pursuant to 14 Cal. Code Regs. 15378(b)(4) and (5) as a creation of
government funding mechanisms or other government fiscal activities which do not involve any
commitment to any specific project which may result in a potentially significant physical impact
on the environment and as an agency organizational or administrative activity that produces no
physical changes to the environment.
SECTION 5. Effective Date. This ordinance shall take effect thirty days after its
passage and adoption under Government Code section 36937.
SECTION 6. Certification. The City Clerk shall certify to the passage and adoption of
this Ordinance and shall give notice of its adoption as required by law. Pursuant to Government
Code section 36933, a summary of this Ordinance may be published and posted in lieu of
publication and posting the entire text.
INTRODUCED and first read at a regular meeting of the City Council on the 20th day of June,
2017, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAINING:
FINAL PASSAGE AND ADOPTION by the City Council occurred at a meeting thereof held on the
27th day of June 2017, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAINING:
___________________________
City of Lakeport
ATTEST:
____________________________________
City of Lakeport
5
CITY OF LAKEPORT
City Council
STAFF REPORT
RE: Approve New and Modified Job Classifications MEETING DATE: 6/20/2017
SUBMITTED BY: Kelly Buendia, Administrative Services Director

The City Council is being asked to approve new and modified classifications to improve city operations, create
efficiencies, bring certain positions in-line with industry standards, enhancing the citys ability to recruit and
retain the highest quality of employees.
After review of the current organizational structure, work flow, and job market conditions, staff is
recommending the following new or changed classifications. Detailed job descriptions are attached to this
report, with pay ranges noted.
Maintenance Worker III This new classification could provide promotional opportunity for employee(s) and is
the advanced journey level classification in the Maintenance Worker series. Individuals have responsibility to
perform assigned activities without detailed instructions as to specific procedures to be followed. Incumbents
in this class may also be expected to assist in the training of less experienced personnel.
Utility Operator I, II, III: The existing classification structure has distinct operator positions in the Water or
Wastewater divisions. The proposed new classifications require dual utilities certifications, greatly enhancing
the city to operate more efficiently. There are potential cost savings by having less people on stand-by and
importantly may reduce burn-out of certain staff by including more people in stand-by rotations.
Wastewater Systems Supervisor I, II The existing Wastewater Systems Supervisor would be considered a
Supervisor I with opportunity to advance to the Supervisor II level upon obtaining dual certifications. Since the
new Utility Operator III classification is at the same range (41) as the current Wastewater Systems Supervisor
classification, it is necessary to change the supervisor position to a higher classification to prevent compaction.
In addition, the Wastewater Supervisor I/II would be supervising staff with a higher level of training.
Water Operations Supervisor I, II The existing Water Systems Supervisor would be considered a Supervisor I
with opportunity to advance to the Supervisor II level upon obtaining dual certifications. Since the new Utility
Operator III classification is at the same range (41) as the current Wastewater Systems Supervisor classification,
it is necessary to change the supervisor position to a higher classification to prevent compaction. In addition,
the Wastewater Supervisor I/II would be supervising staff with a higher level of training.
Meeting Date: 06/20/2017 Page 1 Agenda Item #VI.B.1.

Government Accountant - The Government Accountant is a new mid-level management classification and could
provide promotional opportunity for employee(s). The incumbent reports to the Director of Finance and
exercises general supervision of Finance clerical and technical staff to carry out the mission of the Finance
Department.
If approved by the City Council, two incumbents would receive wage increases due to the reclassification. All
other changes create promotional opportunity only. The effected bargaining unit has been provided the
changes and had opportunity to engage in the meet and confer process prior to this submittal to the City
Council.
OPTIONS:
The Council could deny this request and provide other direction to staff.
FISCAL IMPACT:
None $ Budgeted Item? Yes, in 2017-2018 proposed budget No
Comments:
SUGGESTED MOTIONS:
Move to approve the following new and modified classifications as presented effective 7/1/2017: Maintenance
Worker III; Utility Operator I/II/III; Wastewater Systems Supervisor I/II; Water Operations Supervisor I/II and
Government Accountant.
Proposed Job Descriptions:
Attachments:
1. Maintenance Worker III
2. Utility Operator I/II/III
3. Wastewater Systems Supervisor I/II
4. Water Operations Supervisor I/II
5. Government Accountant
Meeting Date: 06/20/2017 Page 2 Agenda Item #VI.B.1.

ATTACHMENT 1
CITY OF LAKEPORT
MAINTENANCE WORKER III
Job Description
DEFINITION
Under immediate supervision, performs skilled and semi-skilled tasks in the construction, maintenance and repair
of public works facilities including streets, traffic systems, sidewalks, signs, water and sewer systems, boat docks
and ramps, graffiti removal, storm drains, tree trimming, and abatement of nuisances in the public right of way;
performs a variety of skilled and semi-skilled tasks involved in the maintenance, construction, or repair of City
buildings and facilities; performs related work as assigned.
CLASS CHARACTERISTICS
Maintenance Worker III is the advanced journey level classification in the Maintenance Worker series. Individuals
have responsibility to perform assigned activities without detailed instructions as to specific procedures to be
followed. Incumbents in this class may also be expected to assist in the training of less experienced personnel.
The Maintenance Worker III is expected to work with limited supervision. When he/she is the senior maintenance
worker on the job, assigns work to staff. The progression of a Maintenance Worker II to a Maintenance Worker III
requires an evaluation of employee skill and performance levels by management. The Maintenance Worker III
classification is distinguished by its responsibility for more difficult and complex duties or special assignments.
ESSENTIAL FUNCTIONS
The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or
may be required to perform additional or different duties from those set forth below to address business needs
and changing business practices.
Within the Utilities Department, participates and takes leadership in the work of a water crew engaged in
installing, removing, and repairing large and small services; cutting, fitting, laying and repairing water
mains; cleaning and flushing water mains; repairing mains, valves and hydrants; inspecting, testing, and
operating valves, fittings and related water distribution equipment; keeping truck stocked with supplies
and materials; repairing fire hydrants and flow testing related equipment; locating, excavating and
repairing water lines and related facilities; inspecting water projects for leaks, decayed pipes, and spills;
installing barricades and routing traffic in a safe manner.
Within the Utilities Department, participates and takes leadership in the work of a sewer crew engaged in
installing, removing, and repairing large/small services; cutting, fitting, laying and repairing sewer mains;
cleaning and flushing sewer mains; repairing mains and valves; inspecting, testing, and operating valves,
fittings and related sewer equipment; keeping truck stocked with supplies and materials; locating,
excavating and repairing sewer lines and related facilities; inspecting sewer projects for leaks, decayed
pipes, and spills; installing barricades and routing traffic in a safe manner. Assists in the Infiltration and
Inflow program, including gathering input/output data into computer database management software.
Within the Public Works Department, participates and takes leadership in the work of the street
maintenance crew engaged in repairing and replacing concrete sidewalks, curbs, gutters and other
concrete structures; repairing and maintaining city streets and alleys by patching with hot or cold asphalt
mix; clearing storm drains and catch basins; operating a variety of equipment and using a variety
tools/equipment such as rollers, dump trucks, jack hammers, air compressors, tractors; setting up traffic
control and safety zones.
~1~
ATTACHMENT 1
Participates and takes leadership in the work of the traffic crew engaged in installing and maintaining
street signs and street markings; uses a variety of equipment and tools such welders, paint striper, airless
painter, chemical sprayer.
Participates and takes leadership in the work of a crew engaged maintaining and repairing sewer mains,
storm drains and lift stations; assists in the operation of the Aquatech to clean sewer lines; cleans
blockages to sewer lines, storm drains and catch basins.
Performs special assignments such as sign-making. Takes on additional safety leadership assignments
such as Competent Person, Authorized Entrant, Fit-Tester or other assigned roles necessary for OSHA
compliance.
Maintains and cares for supplies, facilities and equipment; performs routine maintenance and equipment
safety inspections; reports maintenance and safety hazards to appropriate personnel.
QUALIFICATIONS GUIDELINES
Education and/or Experience
Any combination of education and/or experience that has provided the knowledge, skills, and abilities
necessary for acceptable job performance. Example combinations include graduation from high school or
equivalent and some experience that has provided the knowledge, skills, and abilities necessary for
satisfactory job performance.
Knowledge, Skills and Abilities
Intimate knowledge of the operations of a municipal public works department. Skilled in the operation of
a variety of light, medium and heavy equipment, including the inspection of such equipment for safe
operation and performance of routine maintenance Considerable knowledge of common tools and
equipment used in construction and maintenance work;safety precautions and procedures; traffic laws,
ordinances and rules related to truck and heavy equipment operations; equipment and procedures
involved in the construction, maintenance, and repair of streets, roads, and drainage systems; the
materials, tools, and methods used in general building repair and maintenance. Journeyman-level skill in
the operation of a variety of equipment and vehicles; use of hand and power tools. Knowledge of the
Manual on Uniform Traffic Control Devices (MUTCD); computer software programs and equipment to
produce traffic signage.
Ability to understand and carry out oral and written directions; use a variety of tools and equipment;
perform heavy manual labor and physically strenuous tasks on a regular basis; lift 90 pounds on a regular
basis; perform basic or journeyman-level task in a variety of construction and maintenance activities;
safely operate vehicles, equipment and stationary mechanical equipment and make minor adjustments
and repairs; respond to emergency and problem situations in an effective manner; communicate
effectively with a variety of personnel and establish/maintain effective working relationships; apply policies
and procedures; work independently; work safely; pour and mix concrete; read and interpret basic maps
and blueprints; perform light carpentry, plumbing, and masonry work; perform a variety of building
maintenance tasks.
Special Requirements
Possession of or ability to obtain a Class C California driver's license and a satisfactory driving record.
Possession of or ability to obtain a Class B California drivers license with appropriate endorsements.
Possession of or ability to obtain a Class A California drivers license with appropriate endorsements.
~2~
ATTACHMENT 1
Possession of certifications such as collections and distribution.
Receive satisfactory results from a background investigation, physical examination, drug testing and
administrative screening which meet the established qualification standards.
PHYSICAL PROFILE:
CATEGORY III HEAVY PHYSICAL EFFORT
DEFINITION
Positions in this category require exceptional physical ability with prolonged periods of heavy physical
labor.
CHARACTERISTICS
Positions allocated in this category regularly perform heavy physical labor requiring ability to lift, push,
pull, and move heavy objects or materials. This category is distinguished from the moderate physical
effort category by the greater physical demand for strength and endurance placed on the incumbent.
Heavy physical effort is required while performing such tasks as operating heavy equipment, pouring
concrete, masonry work, or preparing soil for landscaping. Physical functions may vary from position, but
always involve heavy physical exertion.
OTHER FACTORS
Lifting Heavy: Lifting over 50 pounds, with frequent lifting, pushing and/or carrying weighing over 25
pounds.
Climbing: Ascending or descending ladders, ramps, scaffolding, poles and the like; using feet and legs
and/or hands and arms.
Reaching: Reaching above the shoulders to place and/or retrieve objects.
Walking: Ability to walk for prolonged periods of time (usually a minimum of two or more hours per day.)
Standing: Ability to stand with little movement for prolonged periods of time (Usually a minimum of two or
more hours per day).
Agility: Ability to move quickly and easily often including the ability to crawl, stoop or bend.
Distant Vision, Acceptable for Driving: Not less than 20/40 in each eye without correction or must correct
to 20/40 in each eye and wear corrective lenses whenever driving.
Temperatures: Works in temperature sufficiently high or low to cause marked bodily discomfort.
Chemical or Biological Agents: Regular contact with potentially harmful chemical or biological agents
Fumes: Potential inhalation or contact with smoke, vapors, dust or gasses.
Heavy Equipment: Operates various heavy equipment such as tractors, backhoes, graders, trucks, etc.
Power Equipment: Operates power tools or other machinery that are potentially hazardous.
Work Environment Outdoors: Ability to work outdoors in all types of weather conditions.
Work Environment Moving Objects: Ability to work around moving objects, machinery or vehicles.
Work Environment Surfaces: Ability to walk on slippery or uneven surfaces.
Confined Space Entry: Ability to work in confined spaces using appropriate safety equipment
Heights: Ability to work on surfaces above 20 feet.
CLASS RANGE NO. 38 Commented [KB1]: 38: Monthly Salary Range

3,208 -4,065
FLSA Non-Exempt
ADOPTION DATE
REVISION DATE
APPROVED BY:
~3~
ATTACHMENT 2
CITY OF LAKEPORT
UTILITY OPERATOR I, II, III
Job Description
DEFINITION
Under general supervision, performs skilled work in the operation and maintenance of water and wastewater
facilities which includes treatment, distribution and collection systems.
Utility Operator I is the entry level class in this series. Initially under close supervision, incumbents learn and
perform a variety of duties in the operation and maintenance of water and wastewater facilities and related
infrastructure. This class is alternately staffed with experienced operators. Incumbents may advance to the higher
level after gaining experience and demonstrating proficiency which meet the qualifications for the higher level
class which includes obtaining various certifications within 12 months of hire.
Utility Operator II is the intermediate class in this series. Individuals have responsibility for the safe and
continuous operation of the water and wastewater infrastructure with limited supervision.
Utility Operator III is the journeyman level class in this series. Individuals have responsibility for the safe and
continuous operation of the water and wastewater infrastructure with minimal supervision. Performs as the lead
operator during the absence of water or wastewater supervisor..
ESSENTIAL FUNCTIONS
Water Operations:
Operates and monitors the functioning of valves, pumps, PLCs and other equipment to regulate the flow
of water through the distribution system to meet daily demands; inspects facilities to maintain proper
working order.
Monitors tank and reservoir levels using telemetry systems and by visual inspection and insures adequate
levels; reads meters, gauges, charts and instruments; determines daily flow demands for each grade line
and storage facility; makes necessary changes in the flow; operates and maintains ozone generators,
filters, valves and ozone support equipment; changes chemical cylinders.
Operates and monitors an advanced surface water treatment facility; monitors operations through the use
of computer and SCADA; maintains and programs analytical equipment; troubleshoots electrical system
problems and makes minor repairs and modifications.
Takes water samples to check for proper disinfection and for contaminants as required by state and
federal water quality regulations; performs routine laboratory tests.
Performs record keeping functions such as logging system operations, test results, maintenance work
performed, and unusual operating conditions encountered; makes a variety of calculations such as creek
flows; prepares reports and maintains files; may collect and enter data into computer system.
~1~
ATTACHMENT 2
Directs and instructs less experienced operators; observes safe work methods and safety precautions
related to the work including safe handling and use of hazardous materials; uses appropriate safety
equipment.
Provides information to customers or refers to others as appropriate; maintains good public relations,
notifies customers as required.
Operates a variety of equipment such as backhoe, dump truck, loader, and forklift; inspects and fuels
vehicles; reports the need for repairs and service; observes safe driving practices; operates and
maintains a wide variety of hand and power tools and equipment related to work assignments; repairs
and maintains shop equipment; fabricates necessary items.
Completes service orders which consists of turn ons, turn offs, high bill investigations, meter reading,
water quality complaints and collection activities.
Wastewater Operations:
Operates pumps, valves, and other equipment by hand, mechanical and program parameter (PLCs)
means to regulate the flow of wastewater through various treatment processes; maintains flow to assure
maximum efficiency of plant equipment.
Takes samples of wastewater and other materials at established times; runs laboratory tests as needed.
Inspects plant equipment and remote facilities and reports any failures or operating difficulties; stops and
starts equipment as required for repairs; operates, adjusts and maintains chemical feed equipment to
ensure compliance with established standards; troubleshoots electrical system problems and makes
minor repairs and/or modifications.
Reads meters, gauges, charts and instruments; changes recording charts and ensures their continuous
operation; performs record keeping functions such as logging plant operations, test results, maintenance
work performed, and unusual operating conditions encountered; prepares and maintains a variety of
computerized and written records.
Uses the SCADA and computers to monitor wastewater treatment operations; checks the computer for
alarms, lift station level trending, equipment summary readings and flow totals.
Cleans, lubricates, and performs routine maintenance of plant equipment and facilities; assists in the
routine maintenance painting of plant machinery, equipment, piping and structures; assists in the care of
grounds adjacent to the work location; assists and performs repairs as necessary.
Participates in the work of a crew engaged maintaining and repairing sewer mains, storm drains and lift
stations; assists in the operation of the hydrojetter to clean sewer lines; cleans blockages to sewer lines
and storm drains; works on a variety of maintenance crews.
Operates a variety of heavy and light equipment such as backhoe, dump truck, loader and fork lift; uses
common hand and power tools and drives a motor vehicle in the performance of the work; observes safe
work methods and safety precautions related to the work; repairs a variety of shop equipment and
fabricates items as needed.
Other:
Provides after hour on-call coverage as assigned.
24 hour availability required for after hour emergencies.
Works on other public works related crews as assigned.
~2~
ATTACHMENT 2
necessary for acceptable job performance. Example combinations include:
Utility Operator I: Equivalent to graduation from high school and one year of related experience,
preferably in water or wastewater.
Utility Operator II: In addition to the above, a minimum of 2 years of experience in the operation of water
or wastewater facilities and possess required certifications.
Utility Operator III: A minimum of 4 years of experience in the operation of water and wastewater facilities
and possess required certifications.
Utility Operator I: General knowledge of methods, materials, tools and equipment used in the operation
and maintenance of water treatment, wastewater treatment, distribution and collection systems;
water/wastewater treatment principles, methods, and practices; electrical systems; shop equipment and
machinery; safe work methods and safety practices pertaining to the work; operation and maintenance of
a variety of hand and power tools and equipment used in the work; principles of electronics; methods and
precautions in storing and handling chlorine and other hazardous gases and chemicals; computer
applications related to the work; shop mathematics; applicable laws and regulations.
Utility Operator II: Working knowledge of methods, materials, tools and equipment used in the operation
and maintenance of water treatment and distribution systems and water quality assurance work; water
treatment principles, methods, and practices; electrical systems; shop equipment and machinery; safe
work methods and safety practices pertaining to the work; operation and maintenance of a variety of hand
and power tools and equipment used in the work; principles of electronics; methods and precautions in
storing and handling chlorine and other hazardous gases and chemicals; SCADA and computer
applications related to the work; shop mathematics; applicable laws and regulations.
Ability to accurately read gauges and testing equipment; maintain and prepare a variety of accurate
written and computerized records and reports; communicate clearly and concisely, both orally and in
writing; detect malfunctions in equipment; establish and maintain cooperative working relationships; learn
and perform skilled water treatment and distribution system operation and maintenance work; read and
interpret charts and gauges; understand and follow oral and written instructions; calculate chlorine
dosages, reservoir volumes, and water production; troubleshoot electrical systems and make minor
repairs; fabricate a variety of items; work safely; read and understand maps, blueprints and schematics;
operate and maintain tools and equipment used in the work; exercise independent judgement and
initiative; work effectively in a crew or individual setting; meet the physical requirements established by
the City.
Utility Operator III: Considerable knowledge of methods, materials, tools and equipment used in the
operation and maintenance of water treatment and distribution systems and water quality assurance
work; water treatment principles, methods, and practices; electrical systems; shop equipment and
machinery; safe work methods and safety practices pertaining to the work; operation and maintenance of
a variety of hand and power tools and equipment used in the work; principles of electronics; methods and
precautions in storing and handling chlorine and other hazardous gases and chemicals; SCADA and
computer applications related to the work; shop mathematics; applicable laws and regulations.
~3~
ATTACHMENT 2
Ability to accurately read gauges and testing equipment; maintain and prepare a variety of accurate
written and computerized records and reports; communicate clearly and concisely, both orally and in
writing; detect malfunctions in equipment; establish and maintain cooperative working relationships; learn
and perform skilled water treatment and distribution system operation and maintenance work; read and
interpret charts and gauges; understand and follow oral and written instructions; calculate chlorine
dosages, reservoir volumes, and water production; troubleshoot electrical systems and make minor
repairs; fabricate a variety of items; work safely; read and understand maps, blueprints and schematics;
operate and maintain tools and equipment used in the work; exercise independent judgement and
initiative; work effectively in a crew or individual setting; meet the physical requirements established by
the City.
Ability to lead less experienced operators and effectively operate during the absence of the chief
operator.
Possession of or ability to obtain a Class B California driver's license with Haz Mat, Tanker and Air Brake
endorsements and a satisfactory driving record.
Possession of California state-mandated certifications including but not limited to:
Utilities Operator I:
Possession of or ability to obtain within 12 months of appointment:
California Water Treatment Grade 2 certificate
California Water Distribution Grade 1 certificate
California Grade I Wastewater Operator in Training (OIT) certificate
Utility Operator II:

Possession of:
California Grade I Wastewater Operator in Training (OIT) certificate
Ability to pass of Grade 1 Wastewater exam within twelve months of appointment
Two years of experience in water and wastewater treatment
At the Discretion of the Department Head, candidates who have significant experience in one discipline
over the other (water or wastewater) and who are certified in that discipline (water or wastewater) may be
considered for Utility Operator II provided missing certifications are obtained within twelve months of
appointment.
Utility Operator III:

Possession of:
California Wastewater Treatment Grade 1 certificate
Two years of experience in water and wastewater treatment
Four years of experience in water/wastewater
PHYSICAL PROFILE:
~4~
ATTACHMENT 2
DEFINITION
Positions in this category require exceptional physical ability with prolonged periods of heavy physical
labor.
CHARACTERISTICS
Positions allocated in this category regularly perform heavy physical labor requiring ability to lift, push,
pull, and move heavy objects or materials. This category is distinguished from the moderate physical
effort category by the greater physical demand for strength and endurance placed on the incumbent.
Heavy physical effort is required while performing such tasks as operating heavy equipment, pouring
concrete, masonry work, or preparing soil for landscaping. Physical functions may vary from position, but
always involve heavy physical exertion.
OTHER FACTORS
Lifting Heavy: Lifting over 50 pounds, with frequent lifting, pushing and/or carrying weighing over 25
pounds.
Climbing: Ascending or descending ladders, ramps, scaffolding, poles and the like; using feet and
legs and/or hands and arms.
Walking: Ability to walk for prolonged periods of time (usually a minimum of two or more hours per
day.)
Standing: Ability to stand with little movement for prolonged periods of time (Usually a minimum of
two or more hours per day).
Distant Vision, Acceptable for Driving: Not less than 20/40 in each eye without correction or must
correct to 20/40 in each eye and wear corrective lenses whenever driving.
Heavy Equipment: Operates various heavy equipment such as tractors, backhoes, graders, trucks,
etc.
Power Equipment: Operates power tools or other machinery that are potentially hazardous.
CLASS RANGE NO. Level I = 33 Commented [KB1]: 33: Monthly Salary Range
2,613 3,307
CLASS RANGE NO. Level II = 38 Commented [KB2]: 38: Monthly Salary Range
3,208 4,065
CLASS RANGE NO. Level III = 41 Commented [KB3]: 41: Monthly Salary Range
3,647 4,606
FLSA Non-Exempt
ADOPTION DATE
REVISION DATE
APPROVED BY:
~5~
ATTACHMENT 3
CITY OF LAKEPORT
WASTEWATER SYSTEMS SUPERVISOR I, II

Job Description
DEFINITION
Under limited supervision, plans, supervises and reviews the work of staff performing operational duties involved
in the operation and maintenance of a wastewater collection, treatment, disposal facilities and related facilities;
personally performs the work supervised; performs related work as assigned.
Wastewater Systems Supervisor I is the Chief Operator in wastewater collection, treatment and reclamation
operation.
Wastewater Systems Supervisor II is the Chief Operator in wastewater collection, treatment and reclamation and
qualified to effectively operate the water treatment and distribution system.
ESSENTIAL FUNCTIONS
Plans, assigns, supervises, reviews and evaluates the operation, maintenance and cleaning of
wastewater collection, treatment, disposal facilities, equipment and facilities. Ensures that operations are
in compliance with regulatory requirements.
Periodically inspects lift stations, collection system, treatment, storage and disposal facilities; reviews
operating procedures to ensure adherence to maintenance, operation, and safety procedures; performs
or directs servicing or repair of equipment; adjusts operating schedules as required to meet changing
conditions and emergencies; reads and interprets plant piping and distribution plans; locates and
troubleshoots plant malfunctions including electrical systems and makes necessary repairs or
modifications.
Performs and directs preventive maintenance and repair operations, painting, and facility and grounds
maintenance activities; performs all operations duties required to operate the wastewater treatment plant;
lift stations, and disposal facilities.
Monitors operations through SCADA and visual means; checks the computer for alarms and other
readings such as lift station level trending, equipment summary readings and flow totals.
Evaluates work methods and operations; estimates time and material costs; requisitions supplies and
equipment; evaluates and institutes changes in work methods and priorities; institutes changes to
increase effectiveness to meet department objectives; assists in developing the section's budget;
monitors expenditures.
Reviews project plans and drawings with staff, making changes based on field observations and
operational problems; inspects projects in progress and upon completion; provides technical advise and
assistance on problems and/or unusual situations.
Maintains records and writes a variety of reports and memos on work performed, materials and
equipment utilization, and vandalism; maintains daily and monthly reports.
1
ATTACHMENT 3
Plans, organizes, and assigns work; develops and establishes work methods and standards; directs staff
training and development; reviews and evaluates employee performance; recommends and implements
disciplinary action; establishes and implements safety programs and coordinates the training of
subordinates.
Meets with the public and investigates complaints; provides relevant information.
Coordinates work with other agencies, divisions and sections; responds to questions and complaints from
the public and other agencies.
Responds to emergency situations; operates a variety of equipment including backhoe, dump truck and
loader. Standby (after hours on-call) duties as required.
necessary for acceptable job performance. Example combinations include equivalent to graduation from
high school and two years of increasingly responsible experience in a wastewater collection and
treatment facility or at a level equivalent to the Wastewater Facilities Operator II.
Wastewater Systems Supervisor I: Thorough knowledge of the principles and practices of employee
supervision, including selection, training, work evaluation and discipline; operation and routine preventive
maintenance of wastewater reclamation facilities and equipment; modern wastewater treatment and
reclamation principles and practices; safety and public health rules, codes, and regulations pertaining to
the work; methods and precautions in storing and handling chlorine and other hazardous gases and
chemicals; shop mathematics; wastewater sampling and standard process control tests; technical,
electrical and hydraulic principles as they relate to the operation of a wastewater treatment system;
operations of the SCADA system, computers and a variety of software programs.
Ability to communicate clearly and concisely, both orally and in writing; research and prepare complex
reports on a variety of subjects; establish and maintain effective relationships with the community at large,
and staff; plan, direct, and coordinate the work of staff engaged in operating and maintaining a treatment
plant; train, supervise and evaluate employees; read and interpret plans, maps, specifications and/or
manuals; monitor operations through the SCADA system; make decisions regarding operational and
personnel functions; estimate labor, material and equipment needs; respond to emergency and problem
situations in an effective manner; understand, explain and apply policies and procedures; analyze
unusual situations and resolve them through application of management principles and practices; assist
in developing comprehensive plans to meet future needs/ services; deal constructively with conflict and
develop effective resolutions; assist in planning and enforcing a balanced budget; interpret financial
statements and cost accounting reports; operate and maintain a variety of tools and equipment; meet the
physical requirements established by the City.
Wastewater Systems Supervisor II Thorough knowledge of the principles and practices of employee
supervision, including selection, training, work evaluation and discipline; operation and routine preventive
maintenance of wastewater reclamation facilities and equipment; modern wastewater treatment and
reclamation principles and practices; safety and public health rules, codes, and regulations pertaining to
the work; methods and precautions in storing and handling chlorine and other hazardous gases and
chemicals; shop mathematics; wastewater sampling and standard process control tests; technical,
electrical and hydraulic principles as they relate to the operation of a wastewater treatment system;
operations of the SCADA system, computers and a variety of software programs.
2
ATTACHMENT 3
and staff; plan, direct, and coordinate the work of staff engaged in operating and maintaining a treatment
plant; train, supervise and evaluate employees; read and interpret plans, maps, specifications and/or
manuals; monitor operations through the SCADA system; make decisions regarding operational and
personnel functions; estimate labor, material and equipment needs; respond to emergency and problem
situations in an effective manner; understand, explain and apply policies and procedures; analyze
unusual situations and resolve them through application of management principles and practices; assist
in developing comprehensive plans to meet future needs/ services; deal constructively with conflict and
develop effective resolutions; assist in planning and enforcing a balanced budget; interpret financial
statements and cost accounting reports; operate and maintain a variety of tools and equipment; meet the
physical requirements established by the City.
Ability to operate the water treatment plant and distribution system at a level equivalent to Utility Operator
III level.
Wastewater Systems Supervisor I Possession of state-mandated certifications including but not limited to:
Possession of a California Grade II Wastewater Treatment Plant Operator's License. Class B License.
Wastewater Systems Supervisor II Possession of state-mandated certifications including but not limited
to:Possession of a California Grade II Wastewater, Grade II Water and Grade I Distribution Licenses. Class
B License.
PHYSICAL PROFILE:
DEFINTION
Positions in this category require exceptional physical ability with prolonged periods of heavy physical labor.
CHARACTERISTICS
Positions allocated in this category regularly perform heavy physical labor requiring ability to lift, push, pull,
and move heavy objects or materials. This category is distinguished from the moderate physical effort
category by the greater physical demand for strength and endurance placed on the incumbent. Heavy
physical effort is required while performing such tasks as operating heavy equipment, pouring concrete,
masonry work, or preparing soil for landscaping. Physical functions may vary from position, but always involve
heavy physical exertion.
OTHER FACTORS
Lifting Heavy: Lifting over 50 pounds, with frequent lifting, pushing and/or carrying weighing over 25 pounds.
Climbing: Ascending or descending ladders, ramps, scaffolding, poles and the like; using feet and legs and/or
hands and arms.
Walking: Ability to walk for prolonged periods of time (usually a minimum of two or more hours per day.)
Standing: Ability to stand with little movement for prolonged periods of time (Usually a minimum of two or
more hours per day).
3
ATTACHMENT 3
Distant Vision, Acceptable for Driving: Not less than 20/40 in each eye without correction or must correct to
20/40 in each eye and wear corrective lenses whenever driving.
Heavy Equipment: Operates various heavy equipment such as tractors, backhoes, graders, trucks, etc.
Power Equipment : Operates power tools or other machinery that are potentially hazardous.
CLASS RANGE NO. Level 1 = 43 Commented [KB1]: 43: Monthly Salary Range
3,960 4,892
4,298 5,455
FLSA Non-Exempt
ADOPTION DATE
REVISION DATE
APPROVED BY:
4
ATTACHMENT 4
CITY OF LAKEPORT
WATER OPERATIONS SUPERVISOR I, II
Job Description
DEFINITION
Under limited supervision, plans, supervises and reviews the work of crews engaged in water treatment and
distribution facilities, systems operations and maintenance and water quality assurance work; personally performs
the work supervised; performs related work as assigned.
Water Operations Supervisor I is the Chief Operator in water treatment and distribution operations.
Water Operations Supervisor II is the Chief Operator in water treatment and distribution operations as well as
being qualified to operate the wastewater plant and collection system.
ESSENTIAL FUNCTIONS
Plans, assigns, supervises, reviews and evaluates the work of crews engaged in a wide variety of water
treatment and distribution system operation, data control, maintenance and quality assurance activities;
operates facilities in compliance with the State Department of Health Services Standards and regulatory
requirements.
Supervises and personally performs the operation and maintenance of all valve regulating, chlorination,
pumping station, reservoir and other related facilities and equipment; maintains operations manuals and
logs, supervises and directs laboratory scheduling and testing activities; monitors and analyzes the
SCADA systems.
Operates and maintains an advanced surface water treatment facility including ozone generators, filters
and ozone support equipment; adjusts chemicals as needed; operates and maintains analytical
equipment and recording devices; calibrates equipment; configures, wires, networks, installs, evaluates
for purchase and purchases related equipment.
Installs, operates and maintains relays, motors, analog signal, pneumatic and hydrolic systems; performs
a variety of tasks and fabricates equipment and parts.
Evaluates work methods and operations; estimates time and material costs; requisitions supplies and
equipment; evaluates and institutes changes in work methods and priorities; institutes changes to
increase effectiveness to meet department objectives; assists in developing the section's budget and
monitors expenditures.
Monitors and reports on the status of water supplies and the capability of the water production facilities to
meet demands.
Reviews project plans and drawings with staff, making changes based on field observations and
operational problems; inspects projects in progress and upon completion; provides technical advise and
~1~
ATTACHMENT 4
assistance on problems and/or unusual situations; designs systems including electrical, structural and
hydraulic.
Meets with the public and investigates complaints/concerns; provides related information; resolves meter
reading problems; follows up on account disputes.
Maintains records and prepares a variety of reports and memos on work performed, materials and
equipment utilization, and vandalism; maintains daily and monthly reports.
Plans, organizes, and assigns work; develops and establishes work methods and standards; directs staff
training and development; reviews and evaluates employee performance; recommends and implements
disciplinary action; establishes and implements safety programs and coordinates the training of
subordinates.
Coordinates work with other agencies, divisions and sections; responds to questions and complaints from
the public and other agencies.
Responds to emergency situations; operates a variety of equipment such as backhoe, dump trucks and
loaders. Standby (after hours on-call) duties as required.
necessary for acceptable job performance. Example combinations include equivalent to graduation from
high school and two years of experience in water treatment and distribution systems operations,
construction and maintenance work at a level equivalent to the Water Systems Operator II.
Knowledge, Skills, and Abilities
Water Operations Supervisor I: Thorough knowledge of principles and practices of employee supervision,
including selection training, work evaluation and discipline; methods, materials, tools and equipment used
in water treatment and distribution systems operations and maintenance and water quality assurance
work; safe work methods and safety practices pertaining to the work; operation and maintenance of a
wide variety of equipment and hand and power tools used in the work; principles of electronics; computer
applications related to the work; shop mathematics; applicable laws and regulations; operations of
SCADA , computers and a variety of software programs. Working knowledge of water districts; pipe and
pipefitting equipment; electrical systems.
and staff; plan, direct, and coordinate staff engaged in water distribution and treatment systems
operations and maintenance and water quality assurance programs; select, train, supervise and evaluate
employees; read and interpret plans, maps, specifications and/or manuals; make decisions regarding
operational and personnel functions; estimate labor, material and equipment needs; respond to
emergency and problem situations in an effective manner; understand, explain and apply policies and
procedures; analyze unusual situations and resolve them through application of management principles
and practices; assist in developing comprehensive plans to meet future City needs/services; deal
constructively with conflict and develop effective resolutions; assists in planning and enforcing a balanced
budget; develop new policies impacting department operations/procedures; interpret financial statements
and cost accounting reports; operate and maintain a variety of tools and equipment; meet the physical
requirements established by the City.
Water Operations Supervisor II: Thorough knowledge of principles and practices of employee
supervision, including selection training, work evaluation and discipline; methods, materials, tools and
equipment used in water treatment and distribution systems operations and maintenance and water
quality assurance work; safe work methods and safety practices pertaining to the work; operation and
~2~
ATTACHMENT 4
maintenance of a wide variety of equipment and hand and power tools used in the work; principles of
electronics; computer applications related to the work; shop mathematics; applicable laws and
regulations; operations of SCADA , computers and a variety of software programs. Working knowledge
of water districts; pipe and pipefitting equipment; electrical systems.
and staff; plan, direct, and coordinate staff engaged in water distribution and treatment systems
operations and maintenance and water quality assurance programs; select, train, supervise and evaluate
employees; read and interpret plans, maps, specifications and/or manuals; make decisions regarding
operational and personnel functions; estimate labor, material and equipment needs; respond to
emergency and problem situations in an effective manner; understand, explain and apply policies and
procedures; analyze unusual situations and resolve them through application of management principles
and practices; assist in developing comprehensive plans to meet future City needs/services; deal
constructively with conflict and develop effective resolutions; assists in planning and enforcing a balanced
budget; develop new policies impacting department operations/procedures; interpret financial statements
and cost accounting reports; operate and maintain a variety of tools and equipment; meet the physical
requirements established by the City.
Ability to operate the wastewater plant and collection system at a level equivalent to a Utility Operator III.
Water Operations Supervisor I: Possession of a State of California Grade 3 Water Treatment and Grade 2
Water Distribution License.
Water Operations Supervisor II: Possession of a State of California Grade 3 Water Treatment, Grade 2
Water Distribution and Grade I Wastewater License.
PHYSICAL PROFILE:
DEFINTION
Positions in this category require exceptional physical ability with prolonged periods of heavy
physical labor.
CHARACTERISTICS
Positions allocated in this category regularly perform heavy physical labor requiring ability to lift,
push, pull, and move heavy objects or materials. This category is distinguished from the moderate
physical effort category by the greater physical demand for strength and endurance placed on the
incumbent. Heavy physical effort is required while performing such tasks as operating heavy
equipment, pouring concrete, masonry work, or preparing soil for landscaping. Physical functions
may vary from position, but always involve heavy physical exertion.
OTHER FACTORS
~3~
ATTACHMENT 4
Lifting Heavy: Lifting over 50 pounds, with frequent lifting, pushing and/or carrying weighing over
25 pounds.
Climbing: Ascending or descending ladders, ramps, scaffolding, poles and the like; using feet and
legs and/or hands and arms.
Walking: Ability to walk for prolonged periods of time (usually a minimum of two or more hours per
day.)
Standing: Ability to stand with little movement for prolonged periods of time (Usually a minimum of
two or more hours per day).
Distant Vision, Acceptable for Driving: Not less than 20/40 in each eye without correction or must
correct to 20/40 in each eye and wear corrective lenses whenever driving.
Chemical or Biological Agents: Regular contact with potentially harmful chemical or biological
agents
Heavy Equipment: Operates various heavy equipment such as tractors, backhoes, graders, trucks,
etc.
Power Equipment : Operates power tools or other machinery that are potentially hazardous.
3,960 5,023
4,298 5,455
FLSA Non-Exempt
ADOPTION DATE
REVISION DATE
APPROVED BY:
~4~
ATTACHMENT 5
CITY OF LAKEPORT
GOVERNMENT ACCOUNTANT
Job Description
DEFINITION
Under the general direction of the Finance Director, and in accordance with accepted accounting principles and
procedures, performs technical accounting work; examines, analyzes , and verifies fiscal records and reports;
assists in the preparation of financial reports and audit information; designs, develops and evaluates workflow
processes for the financial systems; may provide work direction to technical and clerical employees; administers
the Citys financial activities, systems and programs in areas such as general accounting, accounts payable,
payroll, utility billing and revenue; and performs related and other work as required with a strong and progressive
customer service orientation.
The Government Accountant is a mid-level management classification. The incumbent reports to the Director of
Finance and exercises general supervision of Finance clerical and technical staff to carry out the mission of the
Finance Department.
ESSENTIAL FUNCTIONS
The following duties are typical for this classification. Incumbents may not perform all of the listed functions and
related duties, may be assigned to multiple functions/duties, may share assignments and/or functions/duties with
others, and/or may be required to perform additional or different functions/duties from those set forth below to
address business needs and changing business practices.
Supervise the utility billing system; calculate, print and mails water bills; post payments; open and close
accounts; issue late payment notices; print and reconcile reports and maintain files; respond to
customers inquiries; coordinate with meter readers and Public Work personnel regarding service
installations, repairs and shut-off.
Supervisory responsibilities include: Accounts Receivable, including checking and balance cash received
daily; Accounts Payable, including processing and maintaining accounts payable systems. Recommend
appropriate modifications to utility billing, receivable and payable policies and procedures. Supervise,
analyze and report on transient occupancy tax information.
Process and maintain payroll system including processing quarterly payroll reports, W-2s and
1099s. Maintain confidentiality of sensitive financial, payroll and human resource related data.
Maintain computerized general ledger and reconcile detailed accounts to general ledger controlling
accounts using complex electronic spreadsheets and other supporting materials of their own design.
Create financial reports, statements, accounts and records of expenditures in a computerized

environment including but not limited to processing miscellaneous billings, quarterly occupancy tax forms
and receipts, and developer deposits; assisting in the preparation of the annual budget, including
spreadsheet preparation, supporting documentation, and various reports; and preparing year-end
financial information and reconciliations in support of audit preparation. Maintain financial reporting
systems for grants including Community Development Block Grants.
~1~
ATTACHMENT 5
Maintain courteous, professional and effective working relationships with other City employees and
members of the public. Assist with customer service, administrative and accounting activities normally
performed by clerical accounting personnel. Coordinate with Information Technology staff and
contractors and the financial system software provider for the ongoing maintenance and/or conversions of
the financial system.
Follow City policies and guidelines.
Perform other related tasks and duties as required.
necessary for satisfactory job performance. Example combinations include Bachelors Degree from an
accredited college or university in Business, Finance, Accounting or related fields including a minimum of
15 quarter or 10 semester units of accounting course work and two years experience in government
accounting (or comparable position), OR Associates Degree from an accredited college in Business,
Finance, Accounting or related fields, and five years of experience in government accounting (or
comparable position).
Knowledge, Skills, and Abilities
Knowledge of modern municipal accounting principles and practices and the ability to effectively apply
accounting and auditing techniques and procedures in the work performed; generally accepted
accounting principles as applied to governmental accounting; budgeting principles and terminology;
correct English usage, spelling, grammar and punctuation; and modern office practices and procedures.
Skills in using tact, discretion, initiative and independent judgment within established guidelines;
organizing work, setting priorities, meeting critical deadlines, and following up on assignments with
minimum direction; researching, compiling, and summarizing a variety of informational and statistical data
and materials; communicating clearly and effectively, orally and in writing with co-workers and the public;
using email, spreadsheet, word processing and financial accounting software; and preparing clear and
concise reports, correspondence and other written materials.
Ability to perform highly responsible financial record keeping and clerical duties involving the use of
independent judgment; analyze and evaluate accounting problems; use independent judgment regarding
technical accounting problems; read, analyze and interpret professional periodicals and journals,
technical procedures and government regulations; ability to adapt, accept and perform in a timely and
effective manner work assignments that are outside the normal day-to-day routine; exercise a critical
approach to regular routines and make suggestions for improvement; utilize Microsoft Office Programs in
a proficient manner; establish and maintain professional, courteous and effective working relationships
with others; apply concepts such as fractions, percentages, ratios and proportions to practical situations;
perform arithmetic and mathematical calculation rapidly and accurately; and prepare clear, compete and
concise reports.
Possession of or ability to obtain a Class C California driver's license and a satisfactory driving record,
may be required for some assignments.
~2~
ATTACHMENT 5
PHYSICAL PROFILE:
CATEGORY I - LIGHT PHYSICAL EFFORT
DEFINITION
Positions in this category require normal physical abilities associated with the ability to read, write and
communicate in a work environment requiring no extraordinary physical strength or special physical
qualifications.
CHARACTERISTICS
Work assignments for this category are normally located in a work environment which has no unusual
physical requirements or environmental conditions, unless separately identified. Positions in this category
require only light physical effort while performing such functions as typing, writing, filing computing,
operating light office equipment, interviewing, counseling, researching, planning, analyzing, and
supervising. Positions allocated to this category are distinguished by a lack of duties involving strenuous
activities. These positions seldom lift more than 20 pounds.
OTHER FACTORS
Sitting: Ability to sit with little movement for prolonged periods of time (Usually a minimum of two or more
hours per day).
Distant Vision, Acceptable for Driving: Not less than 20/40 in each eye without correction or must correct
to 20/40 in each eye and wear corrective lenses whenever driving
CLASS RANGE NO. Level 1 E1 Commented [KB1]: E1 Monthly Salary Range

3,869 5,909
FLSA Exempt
ADOPTION DATE
REVISION DATE
APPROVED BY:
~3~

Lakeport City Council Agenda Packet

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Lakeport City Council Agenda Packet

Uploaded by

Copyright:

Available Formats

AGENDA

REGULAR MEETING OF THE LAKEPORT CITY COUNCIL

1. Conference with Legal Counsel; Anticipated Litigation (Gov. Code

Statement made at an open meeting of City (Gov. Code

Nature of Specific Matter: Appeal of Verizon Wireless Application UP

Number of potential cases: one (1)

VI. COUNCIL BUSINESS:

CLOSED SESSION: 5:00 P.M.

6/12/2017 1:27:11 PM Page 1 of 4

6/12/2017 1:27:11 PM Page 2 of 4

6/12/2017 1:27:11 PM Page 3 of 4

Cash Account Count Amount

Transaction Type Count Amount

6/12/2017 1:27:11 PM Page 4 of 4

Good morning Hilary,

Thank you for the opportunity to comment.

Thank you for your input.

SUBMITTED BY: Brad Rasmussen, Chief of police

PURPOSE OF REPORT: Information only Discussion Action Item

WHAT IS BEING ASKED OF THE CITY COUNCIL/BOARD:

Attachments: 1. Lease Agreement

Meeting Date: 06/20/2017 Page 2 Agenda Item #IV.E.

THIS AGREEMENT by and between the SUCCESSOR AGENCY TO THE LAKEPORT

B. Remove any brush within the parking area of the Property.

D. Maintain a gravel walkway from the Property onto fairgrounds property.

F. Provide a liability insurance certificate naming the Owner as an additional

H. Provide temporary site lighting on the Property.

A. Workers' Compensation Insurance with statutory limits and employer's liability

C. Lessees insurance will not be canceled, limited, or allowed to expire without

D. All insurance companies providing coverage to Lessee shall be insurance

SUCCESSOR AGENCY TO THE LAKEPORT 49TH DISTRICT AGRICULTURAL ASSOCIATION

Date: Date: _______________

Approved as to form: Approved as to form:

SUBMITTED BY: Brad Rasmussen, Chief of Police

PURPOSE OF REPORT: Information only Discussion Action Item

WHAT IS BEING ASKED OF THE CITY COUNCIL/BOARD:

Meeting Date: 06/20/2017 Page 1 Agenda Item #IV.F..

Do not approve street closures.

Attachments: 1. Street Closure Map

Meeting Date: 06/20/2017 Page 2 Agenda Item #IV.F..

ROAD CLOSURE AREA

SUBMITTED BY: Douglas Grider, Public Works Director

PURPOSE OF REPORT: Information only Discussion Action Item

WHAT IS BEING ASKED OF THE CITY COUNCIL/BOARD:

Attachments: 1. Letter Substantial Completion

Meeting Date: 06/20/2017 Page 1 Agenda Item #IV.G.

WHEN RECORDED RETURN TO

(Space above this line for Recorders Use Only)

NOTICE IS HEREBY GIVEN:

APN 025-472-05-00, Section 23, Township 14 North, Range 10 West

The name of the Contractor for said work is:

Allen Gill Construction, Inc.

That the nature of the title of the stated Owner is in fee.

On , 2017, before me, , personally appeared

WITNESS my hand and official seal.

SUBMITTED BY: Margaret Silveira, City Manager

PURPOSE OF REPORT: Information only Discussion Action Item

WHAT IS BEING ASKED OF THE CITY COUNCIL/BOARD:

2016-17 FISCAL YEAR IN REVIEW

Meeting Date: 06/20/2017 Page 1 Agenda Item #VI.C.1.

These are just some of the accomplishments my staff realized in 2016-17:

Road projects completed during the year included:

THE BUDGET YEAR, 2016-17