My WebLink
|
Help
|
About
|
Sign Out
06
City of Pleasanton
>
CITY CLERK
>
AGENDA PACKETS
>
2010
>
032210 jt city school mtg
>
06
Metadata
Thumbnails
Annotations
Entry Properties
Last modified
3/18/2010 3:55:46 PM
Creation date
3/18/2010 3:55:43 PM
Metadata
Fields
Template:
CITY CLERK
CITY CLERK - TYPE
STAFF REPORTS
DOCUMENT DATE
3/22/2010
DESTRUCT DATE
15 Y
DOCUMENT NO
06
There are no annotations on this page.
Document management portal powered by Laserfiche WebLink 9 © 1998-2015
Laserfiche.
All rights reserved.
/
31
PDF
Print
Pages to print
Enter page numbers and/or page ranges separated by commas. For example, 1,3,5-12.
After downloading, print the document using a PDF reader (e.g. Adobe Reader).
View images
View plain text
Sales Use taxes have decreased from their peak in FY 2006 -07 of almost $22 million <br /> to $15 million this year, or a total decrease of $7 million. Last year sales tax dropped <br /> 17% and this year it is expected to drop another 14.5 Hotel /Motel tax declined 17% <br /> last year and is expected to drop another 19% this year. Development fees (building <br /> permits, planning and inspection fees) have decreased from a high of $4 million two <br /> years ago to $1.3 million in the current year. <br /> The revised revenue estimates along with offsetting adjustments to expenditures and <br /> transfers to keep the budget in balance were approved recently as recommended in the <br /> Mid -Year FY 2008 -09 Budget update. That report is attached for your reference. While <br /> the primary focus of this report is the City's General Fund, which receives revenue from <br /> a range of taxes and fees, also addressed are other City funds including Special <br /> Revenue Funds where revenues are restricted for specific purposes and Enterprise <br /> Funds, such as sewer and water operations, which receive funding primarily from user <br /> fees. <br /> Pleasanton has a reputation for being one of the most financially stable cities in <br /> California resulting from years of careful financial planning, definitive budget oversight, <br /> fiscally conservative Council direction and a diversified revenue base. As a result, <br /> Pleasanton is in a better financial position than most public agencies and private <br /> companies. In an effort to maintain this position to the largest extent possible, staff has <br /> regularly monitored and cautiously forecasted revenues and has made <br /> recommendations to address changes as quickly as possible in order to maintain a <br /> balanced General Fund budget. Consistent with the past few budget reports major <br /> revenues from taxes and development fees are still not performing which necessitates <br /> adjustments to assure a balance between revenues and expenditures. <br /> As a reflection of the difficulties facing the local and state economy, the FY 2008 -09 <br /> Budget was originally adopted with revenues estimates totaling $100.3 million while the <br /> current fiscal year budget for FY 2009 -10 was adopted with revenues estimates at <br /> $87.3 million. Now, however, for FY 2009 -10, revenue estimates are at $83.2 million. <br /> As a result, since the FY 2008 -09 budget there as been revenue adjustments, and <br /> related adjustments to expenditures and transfers totaling over $17 million. <br /> As is the case with most cities the City of Pleasanton will likely face additional fiscal <br /> challenges in the future. The depth and extent of the economic downturn, the State <br /> budget implications, future labor costs, CaIPERS rate increases, and increased retail <br /> competition in the Tri- Valley area may add pressure in keeping the operating budget in <br /> balance. The next two year budget cycle will certainly be difficult for the City. If <br /> economic conditions worsen, the City will have the ability to adjust revenues and <br /> expenditures on quarterly basis reflect unforeseen impacts. During these quarterly <br /> intervals we will monitor whether more drastic measures are necessary such as further <br /> refinement of the above key budget goals, service levels and /or personnel impacts. <br /> Page 2 of 3 <br />
The URL can be used to link to this page
Your browser does not support the video tag.