SR 05:167 - Laserfiche WebLink

,/ Salary increases of $1.97 million ,/ PERScostincreasesof$2.1 million ,/ Other Benefit cost increases $1.8 million } Reduction in replacement accruals of $2.0 million due to their prefunding in 2004-05, and a reduction of $1.2 million due primarily to elimination of old carryover appropriations, updated cost projections, and re-evaluated replacement cycles. The increase in 2006-07 compared to 2005-06 is due in part to: ~ Personnel cost changes include increased personnel costs of $3.7 million per existing Memorandums of Understanding (MOUs) and one additional position in the Police Department. ,/ Salary increases of $1.52 million ff PERS cost increases of $500,000 · / Other Benefit cost increases $1.4 million ~ Replacement accruals return to a more normal level in 2006-07, an increase of $2.5 million. Expenditure recommendations reflect the resources needed to meet the Council's highest priority goals for the coming year, as well as the continuation of existing high service levels. The following is a summary of recommended expenditures. More details are contained in the individual department narratives contained later in the Budget document. a. Managing Staffing Levels as City Approaches General Plan Buildout The City's annual budget includes the hours necessary to accomplish each program. These hours can be translated into authorized positions. The City's workforce includes a total of 439.18 full-time equivalent (FTE) positions as of July 1, 2004 (excluding those LPFD firefighters positions allocated to Livermore). The actual number of City employees varies throughout the year, as employees leave City employment to take a promotion, to retire, or as a result of termination. It is common to have positions vacant at any one time throughout the fiscal year. Once a vacancy occurs in an existing position, the Human Resources Division, in conjunction with the City Manager, may delay filling the position in order to examine potential reorganization options in recognition of the approaching General Plan buildout, and in a continual effort to produce a more effective, efficient and customer-centered organization. b. Staffing Levels in the 2005-06/2006-07 Budget The two-year budget reflects additional positions only in the Police Department and reorganizations in other departments that result in no additional net staffing. [However, the Livermore-Pleasanton Fire Department Fund reflects the addition of three Firefighter/Paramedic positions to increase staffing from a three-person b45