HomeMy WebLinkAboutPerformance Plan 2017Performance Plan
C I T Y O F N E W P O R T B E A C H
F I S C A L Y E A R 2 0 1 6 - 2 0 1 7
Newport Beach, California
Performance Plan
Fiscal Year 2016-17
Prepared for the Newport Beach City Council:
Mayor Diane B. Dixon
Mayor Pro Tem Kevin Muldoon
Council Member Tony Petros
Council Member Duffy Duffield
Council Member Edward D. Selich
Council Member Scott Peotter
Council Member Keith D. Curry
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INTRODUCTION
City Officials 2
City Manager’s Transmittal Letter 3
User’s Guide 10
Organization Chart 14
Mission Statement & Core Values 15
SUMMARIES
Revenue Summary 18
Expenditures by Fund 22
Expenditures by Department 23
Operating Expenditures - All Funds 25
Summary of Est 2015-16 Year End Balances 27
Summary of Est 2016-17 Year End Balances 31
DEPARTMENT BUDGETS
General Government
City Council 36
City Clerk 38
City Manager 42
Human Resources 50
City Attorney 58
Finance 62
Public Safety
Police 74
Fire 90
Development Services
Community Development 104
Public Works
Municipal Operations 116
Public Works 132
Community Services
Library Services 144
Recreation & Senior Services 154
OTHER BUDGETS
Description of Internal Service Funds 166
Debt Service & Other Activities 168
Capital Improvement Program 176
APPENDICES
Tidelands at a Glance 182
Capital Asset Schedule 189
Schedule of Rolling Equipment Replacement 193
Rolling Stock in Service 194
Three-Year Comparison of Full-Time & FTE Positions 195
Historical Capital Projects Spending 196
Glossary of Fund Descriptions & Accounting Terms 197
TABLE OF CONTENTS
2 Introduction
NEWPORT BEACH CITY OFFICIALS
Diane B. Dixon
Mayor Pro Tem
District 1
Keith Curry
Council Member
District 7
Scott Peotter
Council Member
District 6
Edward D. Selich
Council Member
District 5
Kevin Muldoon
Mayor Pro Temr
District 4
City Attorney
Aaron Harp
Carol Jacobs ................................................................................................................................Assistant City Manager
Dan Matusiewicz ................................................................................................................Finance Director/Treasurer
Kimberly Brandt ................................................................................................Community Development Director
Scott Poster ............................................................................................................................................................Fire Chief
Barbara Salvini ...................................................................................................................Human Resources Director
Tim Hetherton ........................................................................................................................Library Services Director
George Murdoch, Mike Pisani ......................................................................Municipal Operations Co-Directors
Jon Lewis ...........................................................................................................................................................Police Chief
Dave Webb ....................................................................................................................................Public Works Director
Laura Detweiler .............................................................................................Recreation & Senior Services Director
City Manager
Dave Kiff City Clerk
Leilani Brown
Tony Petros
Council Member
District 2
Duffy Duffield
Council Member
District 3
Introduction 3
CITY MANAGER’S TRANSMITTAL LETTER
Finance Department
CITY OF NEWPORT BEACH
100 Civic Center Drive
Newport Beach, California 92660
949 644‐3127 | 949 644‐3339 FAX
newportbeachca.gov/finance
Honorable Mayor Dixon and City Council Members
City of Newport Beach 100 Civic Center Drive
Newport Beach, California 92660
Dear Mayor Dixon and Council Members:
I’m pleased to submit the City of Newport Beach’s Fiscal Year 2016-17 Adopted Budget. The
annual budget serves as the foundation for financial planning and control and allows the City Council to prioritize expenditures in alignment with core community values. The budget as
adopted is reflective of strong revenues, healthy reserves, and a sound debt position. This budget reflects a strong local economy that continues to provide stable revenues which support a
wide variety of programs and initiatives. It also includes competitive wages for City employees that will further our goal of attracting and retaining a well-qualified workforce to meet the high
expectations of our community.
In years past, the City Council has directed that we maintain a deliberate resource balance
between these important municipal expenses:
Addressing long-term obligations such as pension liabilities, other post-employment benefits, and debt service;
Keeping to a level of operations that reflects the community’s desire for an active, safe, and attractive community; and
Investing in our infrastructure so that, as a 109-year old city, our streets, buildings, parks, and
pipes don’t look or act that way.
The budget itself is intended to be a reflection of City policies, goals and priorities. It
communicates to citizens and staff what program allocation decisions have been approved by the City Council. The adopted budget reaffirms our commitment to maintain high service levels that
the community expects and deserves. The FY 2016-17 Adopted Budget for all funds is $298 million. The operating portion of that amounts to $270.7 million, which represents a 3.9%, or
$10.4 million, increase over the prior year amended budget.
Operating Budget $270.7
New Capital Improvement Projects (CIPs) 26.4
New Appropriations 297.1$
Summary of the FY 2016‐17 Adopted Budget
All Funds (Millions)
4 Introduction
This change in the operating budget represents the net amount of both one-time decreases from the prior year and increases for FY 2016-17. Decreases result from the elimination of one-time budget amendments and encumbrances for unspent appropriations from the prior year. Increases are the result of negotiated salary and benefit increases, increases in operating costs, and some growth due to new programs or enhancements to existing programs that are described in the sections that follow. New appropriations for capital improvement projects amount to $24.5 million. Unlike the operating budget, capital improvement appropriations are expended over multiple fiscal years due to the unpredictable nature of large construction projects that require environmental review, coordination with outside entities (public utilities), and design/policy considerations. We estimate that total appropriations for capital projects will be approximately $87.7 million when the balance of encumbered funds are carried forward into FY 2016-17, as they are every year. Prior year carry forward capital appropriations are supported by the reserve for prior year encumbrances.
General Fund
The General Fund is the key operating fund within the City’s budget. The General Fund accounts
for discretionary revenues and expenditures, while all other funds are used to account for
enterprise activities, internal service activity, major capital improvement projects, and special
revenue sources that are restricted for specific purposes. The General Fund budget is balanced
and includes $199.2 million in operating revenues, $190.1 million in General Fund operating
expenditures and $5.6 million in new General Fund Capital Improvement Plan Expenditures.
Appropriations for operating expenditures are balanced in relation to projected revenue sources
and will not over-rely on one-time revenue sources or reserves. A summary of the FY 2016-17
General Fund budget follows.
Revenues
The General Fund operating revenues for FY 2016-17 are projected at $199.2 million. This represents a 2.6% increase from the FY 2015-16 revised budget due largely to favorable
economic trends impacting the General Fund’s top three revenue sources (Property Tax, Sales
Tax, and Transient Occupancy Taxes). We’re projecting that property taxes will increase 7.0%,
Sales Taxes will decrease 2.2%1, and Transient Occupancy Taxes (TOT) will increase 6.5% over
1 Approximately $2.0 million of the projected decrease in sales tax receipts from the prior year is due to a one-time true-up
payment from the state. Net of this one-time prior year receipt, the budget assumes sales taxes that will grow 3.4%.
Introduction 5
our FY 2015-16 revised revenue estimates. Revenue projections are, as always, based on conservative assumptions to minimize adverse deviation from expected results and to assure the City has adequate financial resources to meet obligations and complete the programs approved by the City Council.
Operating Expenditures The total General Fund operating expenditures amount to $190.1 million. This represents a $7.1 million, or 3.9%, increase from the FY 2015-16 revised budget and includes increases and decreases. Decreases include $2.0 million for the elimination of prior year one-time costs related to one-time grants and funds carried over from the prior year that can be removed from the budget as planned. The majority of expenditure increases are the result of higher salary, benefit and pension costs. Salaries and benefits are increasing $4.6 as the result of negotiated salary and benefits changes, (including cost of living adjustments and merit increases) as well as higher contributions toward health/dental/vision benefits. These increases are needed to keep our compensation levels at the median of the comparable local government agency market. The City’s unfunded pension liability payment increased $3.0 million due largely to using a partial “Fresh Start” payment approach. This is similar to applying an additional one-time lump sum mortgage payment that will reduce long-term interest cost and retire the debt faster. General Fund operating expenditures increased in the amount of $1.6 million due to new programs or enhancements to existing programs (some discussed below) and the escalation of contractual service costs citywide.
The Growth of Salary and Benefit Expenditures The most significant asset the City has in serving our community is our employees. Local government services are primarily delivered by employees whether they are police officers, equipment operators, librarians, or planners. It should not be surprising; therefore that 69% of the FY 2016-17 General Fund Adopted Budget is attributable to salaries and benefits. As a result of recent labor negotiations, the City will be increasing employee salaries reflecting cost of living and market driven increases aimed at placing Newport Beach employee compensation at the median of comparable California jurisdictions.
The City’s unfunded pension liability (UL) as of June 30, 2014 (the “date of value” for our most up to date actuarial valuation from the California Public Employees Retirement System or “PERS”) is $253 million on a market value basis. Today, Newport Beach has done all that we know the law allows in terms of pension reform, and done so primarily through civil negotiations. We have reduced the overall amount of staff at the City (from 833 full-time positions in FY 2009-10 to 724 in the FY 2016-17 budget). This does not affect the unfunded liability but it can stop additional liability from accruing. The City and its bargaining units agreed to implement second tier (lower) retirement benefit formulas for future employees (2%@60 for Miscellaneous, 2%@50 for Fire and Lifeguards, and 3%@55 for Police), and changed the single highest year calculation to the highest three years for determining the actual pension benefit amount. Employees are now or will
contribute up to 54.8% of the total cost of their pensions. Most employees pay between 15.2% and 43.7%. Each increase must be negotiated under California law, and equates to between
10.5% and 14.6% of their salary being deducted and going to PERS. Most employee
contributions in Newport Beach in 2016 exceed Governor Brown’s employee contribution goals
for 2018. Finally, the City has in prior years, and will again in the FY 2016-17 budget, accelerate
the funding of the City’s unfunded liability by investing more dollars earlier to fully fund the
unfunded portion of the pension plan by a date certain.
Imposition of more significant contributions or pay reductions on City staff has consequences in
terms of attracting and retaining good staff. Outsourcing can help, but it doesn’t remove the
vested pension rights of a city employee who might be replaced by a private provider. A 401k-
style plan for new hires is a possible next step, but PERS and the Legislature need to allow us to
do that. To us, further statewide reform is essential – in large part because it levels the playing
field between agencies that compete against each other for employees.
6 Introduction
Capital Improvement Expenditures
The CIP serves as a funding plan for public improvements, special projects and many ongoing
maintenance programs. Projects in the CIP include construction and rehabilitation of arterial
highways, local streets, storm drains, bay and beach improvements, parks and buildings, and
water and wastewater improvements. The FY 2016-17 CIP budget consists of over $26.4 million
in new appropriations ($5.6 million of which comes from the General Fund) and an estimated
$40.5 million in re-budgeted funds to be carried forward from the current fiscal year for a total CIP
budget of just over $66.9 million. Specific project plans for this budget year are discussed in more detail in the CIP budget volume.
Transfers Inter-fund Transfers or “transfers-in” total $8.9 million and include resources transferred from
other funds, which are used to offset administrative and maintenance costs necessary to conduct particular projects or programs within the General Fund. The majority of transfers-in is from the
Tidelands Fund to offset costs for activities, programs, or functions whose primary purpose benefit the Tidelands, such as Harbor Resources, Police, Fire/EMS, and lifeguarding. Remember that Newport Beach’s Tidelands include the ocean beaches, and the visitor use here is high, adding revenue but also causing significant expense in terms of police, lifeguard, and emergency medical response.
In addition to departmental operating expenditures, “transfers-out” total $10.0 million and include $8.5 million to the Facilities Financial Planning Reserve, $1.0 million to the Facility Maintenance Reserve, and $0.5 million to the Equipment Replacement Fund in support of the City’s share of the 800 MHz Countywide Coordinated Communications System (CCCS). The CCCS is Orange County's analog/digital trunked public safety radio communications system that provides radio communications services and interoperability among City and County law enforcement, fire services, public works and lifeguard/marine safety departments in Orange County.
Set Asides City Council Reserve Policy F-2 dictates that some portion of the funds available to the City be reserved or “set aside” for future use. Set asides for FY 2016-17 total $2.5 million and include $1.8 for the contingency reserve, $0.2 million for the neighborhood enhancement reserve, and other set-asides.
Budget Principles We prepared the budget using the budget principles listed below. These principles are furthered by the notable departmental initiatives that are included in the FY 2016-17 Adopted Budget.
Maintain a Prosperous, Fiscally Sustainable, and Economically Viable City – Another aspect of our balanced approach to management maintains the City’s financial health by managing resources as efficiently as possible, responsibly managing debt, and working collaboratively with employees to recalibrate the compensation structure and share in the costs of pension obligations.
Debt Administration: Fiscal year 2016-17 will mark the second year of an accelerated plan, approved last year, to pay down the City’s unfunded pension liability within 19 years. This accelerated payment plan will result in a present value savings of $47 million when compared to the 30-year plan the City had prior to the Council’s action in November 2014. The adopted budget includes an additional $2.7 million to pay down the City’s unfunded liability faster. Overall, the City’s total debt burden is low and remains affordable.
Strong Financial Profile: The economy benefits from the City's mature, wealthy tax base and strong employment among a diversity of business sectors, as well as retail shopping and tourism activity. Overall assessed valuation (AV) has been stable despite the economic downturn of 2009-2012, with growth in the each of the last 20 years. Local unemployment remains exceptionally low, at 3.4%, less than the state (6.3%) and national (5.0%) averages. A strong financial profile is a particularly important factor considered by rating
Introduction 7
agencies in their evaluation of the creditworthiness of local government debt. The rating
agencies Fitch, Moody's, and Standard & Poor's which have all assigned the City the
highest quality credit rating of AAA. The City’s Contingency Reserve is now $47 million.
Strong Fiscal Management and Discipline:Expenditure controls within the past five
years have included early retirement incentive plans, increased employee contributions to
pension plans, contracting services, and freezing vacant positions. The budget includes a
net 6.0 FTE decrease in staffing. Financial operations produced net surpluses (after transfers) in the last seven years due to conservative budgeting, successful negotiation of labor concessions, and a stable and growing tax revenue base. We’ve been smart to use
surpluses for important one-time things, like important neighborhood enhancements and
meeting our long-term obligations.
Keep Newport Beach Looking Great –Another key goal is to maintain a high-quality natural and
physical environment by creating aesthetically pleasing places in which to live, work, recreate, and visit.
Public Works Department:Public Works will replace the Corona del Mar Branch Library
Building, remodel and replace fire stations, perform Balboa Village streetscape improvements, continue with our residential street rehabilitation program in the Cameo Shores Community, construct Bayview Heights drainage and runoff treatment, perform traffic signal rehabilitation, work on the Coyote and Arroyo Canyon bike trails and more.
Municipal Operations Department (MOD):MOD will continue the effective operation,maintenance and repair of the City’s water system, sewer system, storm drain system, streets, sidewalks, and beaches.In addition to improving our own water practices, we will be working with our residents and businesses to increase conservation. MOD will continue to maintain all City-owned public facilities such as libraries, piers, beach and park restrooms, fire stations, and the Civic Center including managing the contracts for janitorial services.
Community Development Department:CDD will continue to consistently implement the codes, policies, and regulatory requirements to ensure quality residential neighborhoods and commercial districts throughout the City.
Maintain Newport Harbor and the Back Bay –This budget principle is an ongoing effort to maintain,protect and improve the resources of Newport Harbor and Upper Newport Bay for life, recreation and commerce.Core functions include permit issuance and administration for pier, marina and mooring operations; coordination and execution of harbor dredging; regulatory compliance; sediment maintenance; and interagency coordination and planning. The City will invest just under $11 million towards this goal in FY 2016-17 with the following projects:
Balboa Island Seawall Replacement –West End $5,000,000
Balboa Island Seawall Cap –North and South Sides $2,000,000
Newport Harbor, Semeniuk Slough and Grand Canal Dredging $1,526,700
American Legion Bulkhead $1,000,000
Beach and Bay Sand Management $500,000
Balboa Marina Pubic Pier $480,000
Back Bay View Park Enhancements $297,875
Eelgrass Survey $75,000
Harbor Tide Gauge $50,000
Abandoned Watercraft Abatement $50,000
Total Investment in FY 2016-17 $10,979,575
8 Introduction
Provide Safe and Secure Neighborhoods – Our goal is to provide a safe and healthy environment for all community members and visitors. Additional funding in FY 2016-17 will allow us to:
Provide additional ambulance staffing resource (2,352 hours) between Memorial Day
to Labor Day.
Establish a new internally run Fire Academy by backfilling 7 fire fighter personnel
(trainers) with additional overtime hours.
Replace aging emergency medical supplies to ensure continued high quality services
to residents and visitors.
Fund expenses related to systems and services utilized by the Police Department
such as crossing guards, animal shelter medical services, and software.
Maintain a Customer Focused/Quality of Life Enhancing Government – This budget principle is an
ongoing, organization-wide effort to maintain the City as a highly performing municipal corporation
that anticipates and responds to customer needs by delivering public services better, faster, less
expensively, and when customers need them.
Community Development Department (CDD): CDD will continue to refine and improve internal and external customer service, streamline the development review process and
implement new online services such as permitting and electronic plan review. Increases in
the maintenance and operations budget are mostly due to the reallocation of funds from the
Fire Department in accordance with the transfer of the Life Safety Services division to CDD.
Finance, IT and Municipal Operations Departments: Departments will continue their third and final year with designing, training and implementing the new integrated finance and payroll software system (Enterprise Resource Planning). The final ERP elements set for completion in FY 2016-17 include the new utility billing and work order systems. The
new programs will provide better tools and services for the staff and the community.
Library Department: Library Services will evaluate collections that best fill the needs of customers at each library, continue to explore emerging digital media, and also continue to meet the needs of the Corona del Mar community during the Library reconstruction.
Recreation and Senior Services (RSS): RSS will continue to develop a wide variety of
recreational and social programs that address the needs of tots, youth and adults in the
Newport Beach community. A major focus in the coming year will be participating in and
supporting efforts for the design, development and programming of Marina Park, Lower Castaways Park, Big Canyon Public Access, West Newport Community Center, a future dog park and Banning Ranch Community Park. Expenditure increases include the cost of a new building lease to conduct recreational classes in West Newport Beach (offset by revenue), and moving staff from part-time to full-time status to address participation growth
at the OASIS Senior Center.
Conclusions and Final Comments We believe our commitment to the balanced goals outlined here keeps Newport Beach a great place to live, work, and play. As we invest in public safety, our infrastructure, and the way our community looks, we help increase the overall property values – then this virtuous cycle continues anew. The balanced budget that you see for FY 2016-17 is the result of our past
decisions of restructuring, outsourcing and departmental reductions. The coming year will be
another of looking up and down at what we do, at what cost, and contracting out where it makes
sense. We will continue to address our pension costs in partnership with our employee
bargaining units, looking at better ways of delivering public safety services without compromising safety and assigning any General fund operational surplus in a way that balances neighborhood enhancements with meeting our long-term obligations.
Introduction 9
I close by offering my sincerest thanks to Dan Matusiewicz, our Chief Financial Officer, Susan Giangrande, Budget Manager, and her stellar team – Shannon Espinoza, Katherine Warnke-Carpenter, and Tam Ho – who have worked countless hours to construct and produce this
budget. Finally I praise our Public Works staffs who continues to develop and implement one of the region’s most comprehensive Capital Improvement Programs, and the department directors,
managers, and line staff across all of our departments who deliver such high quality services on
such a consistent basis to our citizenry. They have my ongoing appreciation and admiration.
Respectfully submitted,
David A. Kiff City Manager
10 Introduction
USER’S GUIDE
Each year the City prepares and adopts, by formal Resolution, an annual budget as required by the City’s
Charter. The budget is the operating and capital expenditure plan for the City for the fiscal year beginning
on July 1 and ending on June 30 of the following year.
Budget Process — During December of each year, the Finance Department prepares preliminary fund balance
estimates for the current year and preliminary revenue estimates for the next fiscal year. In January of each
year, the Finance Department prepares a budget calendar and issues budget instructions and expenditure
detail to each department for use in preparation of the next year’s City budget. Included in these instructions
are budget guidelines and appropriation limits for each department. These guidelines are developed by the
Finance Director and approved by the City Manager.
After submission of revenue and appropriation requests by each department, the Finance Department
summarizes the requests for review by the City Manager and department heads. After review at the City
Manager level, the Finance Department prepares the City’s proposed budget for the next fiscal year and
submits it to the City Council. Thereafter, the City Council holds as many budget study sessions as it deems
necessary. Subsequent to Council review and prior to its final adoption, the City Manager provides each
Council Member with an itemized list of all proposed changes to permit a roll call vote by the City Council
on each item during the budget hearing at the regular Council meeting. The City Council holds the budget
hearing and adopts the budget on or before June 30 as required by the City Charter. Citizen input is
encouraged during the Council study sessions or during the budget hearing.
The Budget is prepared on a modified accrual basis with all appropriations lapsing at the close of the fiscal
year. If an expenditure of an appropriation is required but unexpended at the close of the fiscal year, the
appropriation must be rebudgeted or reappropriated by the City Council.
Administration of the Annual Budget — During the budget year, department heads and their designated
representatives may only authorize expenditures based on appropriations previously approved by City
Council action, and only from accounts under their organizational responsibility. In addition, budget
expenditures may only be authorized in the year appropriated. Department heads are responsible for not
authorizing expenditures above budget appropriations in any given expenditure classification within their
purview, without additional appropriation or transfer as specified below.
New Appropriations. During the Budget Year, the City Council may appropriate additional funds for special
purposes by a City Council Budget Amendment. The City Manager has authority to approve requests for
budget increases not to exceed $10,000 in any Budget Activity or Capital Project. All budget amendment
increases exceeding $10,000 shall be referred to the City Council for approval.
Transfers. During the fiscal year, actual expenditures may exceed budget appropriations for specific expenditure
line items within departmental budgets. If a total departmental budget, within a specific Classification, is not
exceeded, the Finance Director has the authority to transfer funds within that Classification and department,
to make the most efficient use of funds appropriated by the City Council. (Salaries and Benefits, Maintenance
and Operation, Other Charges, and Capital Outlay are the City’s four Classifications.)
Introduction 11
Realignments. Further, funds may be realigned between one Department Budget Activity and another, within
the same Classification, with City Manager approval. For example, if a Fire Department function and the
employee who accomplishes it are replaced by a slightly different function assigned to the Police Department,
the City Manager may authorize the transfer of appropriate salary and benefit funds to support this function.
Reprogramming. Any reprogramming of funds among the four Classifications (Salaries and Benefits,
Maintenance and Operation, Other Charges, and Capital Outlay) within a given fund requires the City Manager’s
approval. Any budget revision that changes the total amount budgeted for any fund (other than the minor
provisions allowed for the City Manager) must be approved by the City Council.
Capital Projects. The department head having primary responsibility for a Capital Project (usually the Public
Works Director) is authorized to encumber and approve subsequent expenditure of City funds for Capital
Projects. However, contracts in excess of $120,000 require specific City Council authorization at the time of
contract award. In addition, any contracts not of format and wording already approved by the City Attorney
require specific City Attorney review and approval prior to contract award.
The budget document is intended to provide the public concise and readable information about the City of
Newport Beach’s proposed operating and capital budgets, as well as anticipated funding sources.
The document is actually prepared in three separate volumes: the Performance Plan, the Budget Detail and
the Capital Improvement Program.
The Performance Plan is designed to be the summary and “user friendly” document for the public. It is divided
into the following five major sections: (The Table of Contents lists every subject covered in the budget
document and the corresponding page number.)
Introduction — includes the Table of Contents, List of City Officials, the City Manager’s Letter of
Transmittal and the Finance Director’s Budget Summary, and the City Organization Chart.
Summaries — includes Revenues by Source, Expenditures by Function, Estimated Fund Balances and
Schedule of Fund Transfers.
Department Budgets — includes proposed performance plans and budget information by department.
Other Budgets — includes a description of internal service funds, debt service information, a review of
the City’s pension obligations, and the proposed capital improvement budgets by funding source.
Appendices — includes a summary of the Tide and Submerged Land Fund; a Capital Asset Schedule
(Land, Structures and Improvements for the City); a Schedule of Rolling Equipment Replacement; a Three
Year Comparison of Full-time and Full-time Equivalent Positions; a history of capital projects spending; and a
glossary of accounting terms and definitions of terms used in the City of Newport Beach Budget documents.
12 Introduction
Both the Budget Detail volume and the Capital Improvement Program volume are designed to provide
the reader more detail on the proposed operating and capital improvement expenditures. The Capital
Improvement Program volume is prepared by the Public Works Department and also serves as a Five Year
Proposed Capital Improvement Plan.
For the most part, the General Fund is the portion of the City’s operating budget that funds the majority
of City services. This fund is used to account for fiscal resources which are dedicated to the general
government operations of the City, and which are not required to be accounted for in another fund. Examples
of the services funded by the General Fund include Police, Fire and Lifeguard Services; Refuse Collection;
Public Library; Recreation Programs; much of the City’s expenditures on street maintenance; Community
Development and Engineering services; as well as the general administration of the City. In addition, many
Capital Improvements are funded by the General Fund.
The General Fund and its activities are primarily supported by property, sales and transient occupancy
taxes. In addition, the other revenue sources supporting General Fund activities include: Licenses, Fees and
Permits; Intergovernmental Revenues; Charges for Services; Fines, Forfeitures and Penalties; Revenue from
the Use of Money and Property; Contributions; and Other Miscellaneous Revenue. By far, the City’s largest
revenue source is property taxes. The City’s second largest single revenue source is Sales Tax, followed by
Transient Occupancy Tax. Together, these three revenue sources provide approximately 76% percent of total
General Fund revenues.
In addition to the City’s General Fund, there are numerous other funds that help finance City expenditures,
particularly capital improvements. The City’s Special Revenue Funds are used to account for the proceeds of
special revenue sources, which are legally restricted to expenditures for specific purposes. The best example
of a special revenue fund is the City’s Gas Tax Fund, which is funded by the State Gasoline Tax and which can
only be expended for street repair, construction and maintenance. The City has many other special revenue
funds that are all included in the Budget.
The City employs Internal Service Funds to account for vehicle maintenance and replacement, as well as all
compensated absences, general liability, workers’ compensation, other insurance payments and information
technology.
Finally, the Budget includes Enterprise Funds, which are used to account for City operations that are financed
and operated in a manner similar to private business enterprises. The objective of segregating activities of
this type is to identify the costs of providing the services, and to finance them through user charges. The
two main City enterprise funds are the City’s Water Fund and the Wastewater Fund. Both of these funds are
financed by user charges to the customers (residents and businesses of Newport Beach).
Appropriation (Gann) Limit — Article XIIIB of the California Constitution (Proposition 4) specifies that tax
based appropriations of government entities (with certain exclusions) may increase annually only by a limited
amount (primarily to allow for population increases and inflation). Newport Beach has been under its Gann
Limit by a comfortable margin each year. For 2016-17, the appropriations limit adopted by the City Council,
in accordance with Revenue and Taxation Code Section 7910, was $178,325,103. Calculations determining
this amount, which is $21.6 million greater than the budgeted proceeds of taxes (even without adjusting for
exclusions), are verified as part of the City’s annual audit. The Gann Limit for 2017-18 will be calculated again
in May 2017, and presented to the City Council for adoption, as required.
Introduction 13
In addition to the Annual Budget, the City’s audited financial statements for the prior fiscal years are available in
the Finance Department, City Clerk Department and each of the City’s library branches.
Fund Balance Policy — Reserve Policy F-2 in the City of Newport Beach Council Policy Manual identifies
various constraints imposed on reserve balances established by City Council. This policy, in part, identifies the
Contingency Reserve balance in the General Fund shall have a target balance of twenty-five percent (25%)
General Fund, Operating Budget.
In addition to the General Fund’s reserves, other reserve policies have been established for the perpetual
replacement of equipment and major facilities; the pre-funding of claims, judgments and compensated absence
payables and the funding of stabilization and contingency reserves levels in the Water and Wastewater enterprises.
Debt Administration — The City does not issue debt instruments to finance operating activities; therefore Debt
Service Expenditures are the result of capital financing ventures. There are two principal reasons why debt
instruments are issued. The first circumstance is when the cash flow for the construction or purchase of a long-
term asset would cause a significant strain on the City’s cash flow and the asset to be financed will benefit many
service periods. In no instance would the City select the duration of a given debt instrument to extend beyond
the expected life of the asset financed. The second scenario arises when an asset to be purchased may not cause
a significant cash flow strain but it would be economically advantageous to finance the asset rather than to
purchase it outright (e.g. occasionally the City can borrow money at a lower rate than its investment portfolio is
earning). Information regarding the City’s current Debt Service Expenditures is included in the section entitled,
Other Budgets.
Cash Management — The City pools all cash and investments of all funds, except for funds required to be held
by outside fiscal agents under the provisions of certificates of participation and investment funds in its deferred
compensation plan. Under the provisions of the City’s investment policy, and in accordance with Section 53601
of the California Government Code, the City may deposit and invest in the following:
• Certificates of Deposit
• Negotiable & Non-negotiable Certificates of Deposit
• Bankers Acceptances
• U.S. Treasury Issues
• Federal Agency or U.S. Government-Sponsored Enterprise Obligations
• Prime Commercial paper
• Repurchase Agreements and Reverse Repurchase Agreements
• Local Agency Investment Fund (State of California)
• County Investment Pool (Los Angeles)
• Medium Term Corporate Bonds/Notes
• Mortgage-backed Securities and Asset-backed securities
• Municipal Bonds
• Money Market Funds
The City allocates interest to all funds as required by Federal, State, County, or local code. Each fund allocated
interest is indicated on the Revenue Summary of the Budget Detail book.
14 Introduction
ORGANIZATION CHART
ELECTORATE
MAYOR&COUNCIL
ELECTED OFFICIALS COUNCIL APPOINTED BOARDS & COMMISSIONS COUNCIL APPOINTED POSITIONS CITY DEPARTMENTS
BUILDING CODE
BOARD OF APPEALS
CIVIL SERVICE BOARD
PLANNING COMMISSION
CITY ARTS COMMISSION
Fiscal Year 2016-17
BOARD OF LIBRARY TRUSTEES
HARBOR COMMISSION
MUNICIPAL OPERATIONS
Administration Operations Support Equipment Maintenance Field Maintenance Water Service Parks and Street Trees Refuse Collection Electrical Services Wastewater Collection
POLICE
Patrol Support Services Traffic Chief of Police Detectives Fleet Maintenance Jail Dispatch
PUBLIC WORKS
Engineering Infrastructure Master Planning CIP Design & Construction Development Services Traffic Planning & Engineering Oil & Gas Production Harbor Resources NPDES & Water Quality Public Right of Way Permitting
LIBRARY SERVICES
Central Library & Branches Adult & Youth Programs Literacy Services Arts & Cultural Services
Information & Reference Services
RECREATION & SENIOR SERVICES
Youth & Adult Programs Senior Programs & Services Playground/Park Development Special Events Facility Management/Reservations Marine Protection Aquatics
CITY ATTORNEY
COMMUNITY DEVELOPMENT
Land Use and Development Building Inspection Long-Range Planning Plan Check/Permit Services Use and Occupancy Residential Building Records Housing Programs Code Enforcement
FINANCE
Accounting/Reporting/Budgeting Treasury Management Billing & Receivables Payroll/Accounts Payable Cashiering Parking Lots & Meters Revenue Postal Services Purchasing & Warehousing
FIRE
Fire Suppression (Operations) Ocean Lifeguards Training and Education Hazardous Materials Life Safety Services Junior Lifeguard Program Administration Emergency Medical Services
HUMAN RESOURCES
Recruitment General Liability Employee/Labor Relations Benefits Administration Classification/Compensation Workers’ Compensation Citywide Training Retiree Counseling & Benefits Grievances & Discipline
CITY CLERK
CITY MANAGER
IT
Public Information
Economic Development
PARKS, BEACHES &
RECREATION COMMISSION
Introduction 15
MISSION STATEMENT
“Newport Beach is an exceptional community because of its nautical heritage,
the natural beauty of the bay and ocean, and its outstanding enhancements.
As employees of the City of Newport Beach, we have been entrusted to
be the stewards of the quality of life cherished by those who live, work and visit here.
In support of that trust, we commit to provide excellent service
that respects the uniqueness and diversity of the community.”
16 Introduction
CORE VALUES
Initiative
IntegrityOne Team
CORE VALUES
Our City staff
Our partners/
suppliers
Our residents/
visitors
Our
businesses
Responsibility
Excellent
Service
Responsibility is mastering your job, taking ownership of your work product and meeting deadlines. It also means being reliable, dependable and accountable for your decisions and
actions.
Initiative is readiness to take action, being proactive, and seeking solutions. It also means having a high motivation to take on additional responsibility and welcome new opportunities,
techniques and approaches.
Excellent Service means providing thorough, efficient and effective service with a courteous and professional attitude. It also means being informed, timely, and open to complaints and
requests.
One Team is working together to support each other and the community by carrying out City Council policies. It also means sharing information across departments and aligning
processes, and fostering innovation.
Integrity is being honest, reliable, respectful, ethical, fair and authentic.
Introduction 17
PAGE LEFT INTENTIONALLY BLANK
18 Summaries
REVENUE SUMMARY 2016-17
2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 % Change
Actual Actual Actual Adopted Revised Adopted Over PYFund/Revenue Category Revenue Revenue Revenue Revenue Revenue Revenue Revised
GENERAL FUNDPROPERTY TAXES 81,603,194 79,889,346 84,121,461 87,874,505 89,514,555 93,985,344 4.99%
SALES TAX 27,842,721 30,874,235 32,878,836 37,000,093 36,910,863 36,173,778 -2.00%
TRANSIENT OCCUPANCY TAX 16,500,285 18,176,369 20,369,158 20,656,850 20,934,950 22,001,307 5.09%OTHER TAXES 8,298,805 8,434,367 8,727,401 8,399,388 8,137,486 8,322,120 2.27%
LICENSES AND PERMITS 3,882,591 4,375,283 5,034,914 5,584,553 5,334,553 4,465,215 -16.30%
INTERGOVERNMENTAL 1,691,428 1,714,446 2,637,451 1,772,743 2,038,548 1,897,945 -6.90%CHARGES FOR CURRENT SERVICES 16,082,818 17,526,208 18,000,278 17,188,527 17,353,577 19,145,030 10.32%
FINES, FORFEITURES & PENALTIES 3,647,417 3,166,910 3,305,183 3,771,632 3,781,632 3,552,124 -6.07%USE OF MONEY AND PROPERTY 8,044,814 8,740,084 9,101,688 9,153,744 9,163,744 9,327,804 1.79%
OTHER REVENUE 2,818,467 976,455 1,613,435 381,730 1,033,659 324,247 -68.63%
FISCAL YEAR CLOSING ENTRY ------0.00% TOTAL GENERAL FUND 170,412,540 173,873,703 185,789,805 191,783,765 194,203,567 199,194,913 2.57%
ASSET FORFEITURE FUNDINTERGOVERNMENTAL ------0.00%
USE OF MONEY AND PROPERTY 379,695 270,093 98,283 5,901 5,901 28,099 376.17%
OTHER REVENUE ------0.00% TOTAL FORFEITURE FUND 379,695 270,093 98,283 5,901 5,901 28,099 376.17%
OTS GRANT
INTERGOVERNMENTAL 187,772 163,552 385,324 87,511 541,767 90,935 -83.22% TOTAL OTS GRANT FUND 187,772 163,552 385,324 87,511 541,767 90,935 -83.22%
SLESF - COPS FUNDINTERGOVERNMENTAL 107,007 159,560 154,121 138,000 138,000 155,000 12.32%
USE OF MONEY AND PROPERTY ------0.00%
TOTAL SLESF - COPS FUND 107,007 159,560 154,121 138,000 138,000 155,000 12.32%
JAG FUND (FORMERLY LLEBG)INTERGOVERNMENTAL 8,139 -1,005 ---0.00%USE OF MONEY AND PROPERTY ------0.00%
TOTAL JAG FUND 8,139 -1,005 ---0.00%
CDBG FUND
INTERGOVERNMENTAL 411,737 328,276 279,699 449,937 449,937 361,557 -19.64%USE OF MONEY AND PROPERTY ------0.00%
TOTAL CDBG FUND 411,737 328,276 279,699 449,937 449,937 361,557 -19.64%
STATE GAS TAX FUND
INTERGOVERNMENTAL 2,036,522 2,619,748 2,445,801 1,836,598 1,836,598 1,785,719 -2.77%USE OF MONEY AND PROPERTY 6,247 61,601 42,488 18,248 18,248 31,648 73.43%
OTHER REVENUE ------0.00% TOTAL GAS TAX FUND 2,042,769 2,681,349 2,488,289 1,854,846 1,854,846 1,817,367 -2.02%
PROP 1B TRANSPORTATION FUNDINTERGOVERNMENTAL -693,000 ----0.00%
USE OF MONEY AND PROPERTY ------0.00%TOTAL PROP 1B TRANSPORT FUND -693,000 ----0.00%
TRAFFIC CONGESTION FUNDINTERGOVERNMENTAL ------0.00%
USE OF MONEY AND PROPERTY ------0.00%TOTAL TRAFFIC CONGESTION FUND ------0.00%
TIDE & SUBMERGRED LAND FUNDLICENSES, PERMITS AND FEES 60,923 39,616 52,101 25,500 25,500 27,300 7.06%
INTERGOVERNMENTAL ------0.00%
CHARGES FOR SERVICES 171,582 57,541 217,328 --8,000 0.00%FINES, FORFEITURES & PENALTIES 2,115 1,041 6,610 ---0.00%
USE OF MONEY AND PROPERTY 11,199,660 11,553,202 10,919,799 12,124,142 12,124,142 12,370,041 2.03%
OTHER REVENUE (3,095) 46,412 623 (4,844) (4,844)(590) 0.00% TOTAL TIDELANDS FUND 11,431,185 11,697,812 11,196,462 12,144,798 12,144,798 12,404,751 2.14%
TIDE & SUBMERGED LAND CAPITAL FUND
LICENSES, PERMITS AND FEES ------0.00%
INTERGOVERNMENTAL 643,081.00 1,117,546 ----0.00%USE OF MONEY AND PROPERTY 924,508 2,865,541 2,628,166 2,298,286 2,298,286 2,270,428 -1.21% TOTAL TIDELANDS CAPITAL FUND 1,567,589 3,983,087 2,628,166 2,298,286 2,298,286 2,270,428 -1.21%
CONTRIBUTIONS FUNDINTERGOVERNMENTAL 1,027,967 2,839,690 1,203,917 1,000,000 9,658,669 1,090,000 -88.71%
USE OF MONEY AND PROPERTY 7,298 34,534 26,270 39,006 39,006 21,752 -44.23%OTHER REVENUE -235,184 340,035 --2,152,015 0.00%
TOTAL CONTRIBUTIONS FUND 1,035,265 3,109,408 1,570,222 1,039,006 9,697,675 3,263,767 -66.34%
CIRCULATION AND TRANS FUND
LICENSE, PERMITS AND FEES 358,101 189,352 315,403 250,000 250,000 124,536 -50.19%
Summaries 19
REVENUE SUMMARY 2016-17
2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 % Change
Actual Actual Actual Adopted Revised Adopted Over PYFund/Revenue Category Revenue Revenue Revenue Revenue Revenue Revenue Revised
USE OF MONEY AND PROPERTY -5,393 6,630 5,008 5,008 4,751 -5.13%OTHER REVENUE 323,907 961,685 ----0.00%
TOTAL CIRCULATION FUND 682,008 1,156,430 322,032 255,008 255,008 129,287 -49.30%
BUILDING EXCISE TAX FUND
LICENSES, PERMITS AND FEES 352,307 269,105 547,482 624,000 624,000 760,191 21.83%USE OF MONEY AND PROPERTY 2,421 2,627 4,558 6,616 6,616 3,235 -51.10%
OTHER REVENUE ------0.00% TOTAL BET FUND 354,728 271,732 552,040 630,616 630,616 763,426 21.06%
MEASURE "M" FUNDINTERGOVERNMENTAL 2,926,523 3,071,093 1,818,790 5,652,357 7,478,919 4,408,955 -41.05%
USE OF MONEY AND PROPERTY 4,505 29,197 25,551 3,484 3,484 19,753 466.96%
OTHER REVENUE ------0.00% TOTAL MEASURE "M" FUND 2,931,028 3,100,290 1,844,341 5,655,841 7,482,403 4,428,708 -40.81%
AIR QUALITY MGMT FUND
INTERGOVERNMENTAL 103,005 106,573 107,349 100,000 100,000 100,000 0.00%
USE OF MONEY AND PROPERTY 728 6,125 6,160 10,127 10,127 4,184 -58.68%OTHER REVENUE ------0.00%
TOTAL AQMD FUND 103,733 112,698 113,509 110,127 110,127 104,184 -5.40%
ENVIRONMENTAL LIABILITY FUND
TAXES OTHER THAN PROPERTY 488,545 540,856 568,047 575,689 575,689 604,473 5.00%USE OF MONEY AND PROPERTY 5,997 43,391 37,344 57,924 57,924 26,503 -54.25%
OTHER REVENUE 50,754 30,092 45,559 ---0.00% TOTAL ENVIRONMENTAL LIAB FUND 545,296 614,339 650,949 633,613 633,613 630,976 -0.42%
NEWPORT ANNEXATION FUNDINTERGOVERNMENTAL ------0.00%
USE OF MONEY AND PROPERTY 9,297 40,693 24,337 24,000 24,000 19,595 -18.35%
TOTAL ANNEXATION FUND 9,297 40,693 24,337 24,000 24,000 19,595 -18.35%
FOSTERING INTEREST IN NATURE (Fiin) FundOTHER REVENUE ----440,232 --100.00%
TOTAL FiiN FUND ----440,232 --100.00%
ASSESSMENT DISTRICT PROJECTS
OTHER REVENUE 1,160 -----0.00%
USE OF MONEY AND PROPERTY 6,229 -5,175 9,096 9,096 19,595 115.42%TOTAL ASSESS DISTRICT FUND 7,389 -5,175 9,096 9,096 19,595 115.42%
FACILITIES FIN PLANNING FUND
LICENSES, PERMITS AND FEES 2,817,395 -7,098,368 35,368 35,368 6,890,409 19382.04%
OTHER REVENUE 35,000 -27,313,860 ---0.00%USE OF MONEY AND PROPERTY 50,608 -406,548 113,396 113,396 285,146 151.46% TOTAL FACILITIES FINANCING FUND 2,903,003 -34,818,776 148,764 148,764 7,175,555 4723.45%
MAJOR FACILITIES REPLACEMENT FUNDOTHER REVENUE 261,150 0.00%
USE OF MONEY AND PROPERTY 66,615 -11,597 116,982 116,982 20,517 -82.46%OTHER FINANCING SOURCES USES ------0.00% TOTAL MAJOR FACILITIES FINANCING 327,765 -11,597 116,982 116,982 20,517 -82.46%
MARINA PARK
OTHER REVENUE --79,932 ---0.00% TOTAL MARINA PARK FUND --79,932 ---0.00%
SUNSET RIDGE PARKOTHER REVENUE --11,030 ---0.00%
USE OF MONEY AND PROPERTY --11,094 ---0.00% TOTAL SUNSET RIDGE PARK FUND --22,124 ---0.00%
LIFEGUARD HEADQUARTER USE OF MONEY AND PROPERTY --61 ---0.00% TOTAL LIFEGUARD HEADQUARTER FUND --61 ---0.00%
STRATEGIC PLANNING FUNDUSE OF MONEY AND PROPERTY --303 ---0.00%TOTAL STRATEGIC PLANNING --303 ---0.00%
FIRE STATION FUND
USE OF MONEY AND PROPERTY --1,664 --21,518 0.00%TOTAL FIRE STATION FUND --1,664 --21,518 0.00%
PUBLIC ARTS & CULTURAL FUNDUSE OF MONEY AND PROPERTY ---152,904 152,904 2,254 -98.53% TOTAL PBULIC ARTS & CULTURAL FUND ---152,904 152,904 2,254 -98.53%
20 Summaries
REVENUE SUMMARY 2016-17
2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 % Change
Actual Actual Actual Adopted Revised Adopted Over PYFund/Revenue Category Revenue Revenue Revenue Revenue Revenue Revenue Revised
CIOSA FUNDOTHER REVENUE ------0.00%
USE OF MONEY AND PROPERTY ------0.00% TOTAL CIOSA FUND ------0.00%
BNNITA CANYON DEV. FUNDOTHER REVENUE ------0.00%
USE OF MONEY AND PROPERTY ------0.00% TOTAL BNNITA CANYON DEV. FUND ------0.00%
NEWPORT UPTOWN UNDERGROUNDINGUSE OF MONEY AND PROPERTY ------0.00%
TOTAL NEWPORT UPTOWN UNDRGRD ------0.00%
BALBNA VILLAGE PARKING MGMT DISTRICT
USE OF MONEY AND PROPERTY --105,820 398,537 398,537 371,616 -6.76% TOTAL BALBNA VILLAGE PARKING --105,820 398,537 398,537 371,616 -6.76%
MISC SAH PROJECTSINTERGOVERNMENTAL 91,663 -----0.00%
OTHER REVENUE ------0.00%USE OF MONEY AND PROPERTY --47 --8,137 0.00%
TOTAL Misc. SAH PROJECTS 91,663 -47 --8,137 0.00%
FACILITIES MAINTENANCE FUNDUSE OF MONEY AND PROPERTY (4,844)-12,835 54,106 54,106 8,883 -83.58%
TOTAL FACILITIES MAINTENANCE (4,844)-12,835 54,106 54,106 8,883 -83.58%
WATER ENTERPRISE FUND
LICENSES, PERMITS AND FEES ------0.00%INTERGOVERNMENTAL 158,863 -----0.00%
CHARGES FOR SERVICES 26,668,904 29,302,523 27,651,540 28,578,422 28,578,422 26,188,000 -8.36%
USE OF MONEY AND PROPERTY 16,754 90,889 141,040 229,525 229,525 97,689 -57.44%OTHER REVENUE (123,198) (89,158) (508,700) 12,732 19,732 7,648 -61.24%
TOTAL WATER FUND 26,721,323 29,304,254 27,283,880 28,820,679 28,827,679 26,293,337 -8.79%
WASTEWATER ENTERPRISE FUND
INTERGOVERNMENTAL -(55)----0.00%CHARGES FOR SERVICES 3,416,719 3,425,551 3,316,479 3,037,000 3,037,000 2,820,000 -7.15%
USE OF MONEY AND PROPERTY 5,688 17,559 17,326 13,354 13,354 14,889 11.49%
OTHER REVENUE 6,221 13,176 9,884 4,197 4,197 6,586 56.92% TOTAL WASTEWATER FUND 3,428,628 3,456,231 3,343,690 3,054,551 3,054,551 2,841,475 -6.98%
INSURANCE RESERVE FUND
WORKERS' COMP PREMIUM 2,706,375 2,706,339 2,753,913 2,753,913 2,753,913 2,753,928 0.00%
GENERAL LIABILITY PREMIUM 3,068,886 3,068,231 3,068,231 4,068,231 4,068,231 4,068,231 0.00%DISABILITY INSURANCE PREMIUM ------0.00%
CHARGES FOR SERVICES 172 172 ----0.00%
OTHER REVENUE 288,426 499,554 321,018 135,036 135,036 109,630 -18.81% TOTAL INSURANCE FUND 6,063,859 6,274,296 6,143,162 6,957,180 6,957,180 6,931,789 -0.36%
RETIREE MEDICAL FUND
CHARGES FOR SERVICES 3,929,516 3,866,623 3,232,532 3,332,595 3,332,595 4,378,787 31.39%
USE OF MONEY AND PROPERTY (5,548) 10,210 923 20,229 20,229 2,413 -88.07%OTHER REVENUE 1,577,434 2,726,277 2,794,463 2,700,000 2,700,000 2,700,000 0.00%
TOTAL RETIREE MEDICAL FUND 5,501,402 6,603,110 6,027,918 6,052,824 6,052,824 7,081,200 16.99%
COMPENSATED ABSENCE FUND
INTERGOVERNMENTAL ------0.00%CHARGES FOR SERVICES 2,229,951 2,250,007 2,297,447 2,351,436 2,351,436 2,457,217 4.50%
USE OF MONEY AND PROPERTY (1,336) 13,852 10,557 21,630 21,630 13,486 -37.65%
OTHER REVENUE 1,502 -----0.00% TOTAL COMP. ABSENCE FUND 2,230,117 2,263,859 2,308,004 2,373,066 2,373,066 2,470,703 4.11%
INFORMATION TECHNOLOGY FUND
INTERGOVERNMENTAL 3,461 -----0.00%
CHARGES FOR SERVICES 4,964,193 3,374,407 4,002,150 4,806,621 4,806,621 5,046,689 4.99%OTHER REVENUE (10,936) 53,590 41,747 --27,708 0.00%
TOTAL INFO TECHNOLOGY FUND 4,956,718 3,427,997 4,043,897 4,806,621 4,806,621 5,074,397 5.57%
EQUIPMENT MAINTENANCE FUND
INTERGOVERNMENTAL ------0.00%PARKING EQUPMENT -400,664 354,954 354,954 354,954 354,954 0.00%
EQUIPMENT MAINTENANCE 2,014,257 2,005,916 1,759,958 1,703,504 1,703,504 1,922,802 12.87%
EQUIPMENT REPLACEMENT 2,953,096 3,812,680 2,832,603 2,850,569 2,850,569 2,530,676 -11.22%RSS EQUIPMENT ---176,769 176,769 212,623 20.28%
OTHER REVENUE 80,356 1,815,676 526,713 207,107 207,107 188,779 -8.85% TOTAL EQUIPMENT FUND 5,047,709 8,034,936 5,474,228 5,292,903 5,292,903 5,209,834 -1.57%
Summaries 21
REVENUE SUMMARY 2016-17
2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 % Change
Actual Actual Actual Adopted Revised Adopted Over PYFund/Revenue Category Revenue Revenue Revenue Revenue Revenue Revenue Revised
PD EQUIPMENT MAINTENANCE FUNDEQUIPMENT REPLACEMENT 691,945 691,945 691,945 550,500 550,500 550,500 0.00%
OTHER REVENUE 18,208 76,545 37,975 95,539 95,539 98,467 3.06%
TOTAL PD EQUIPMENT FUND 710,153 768,490 729,920 646,039 646,039 648,967 0.45%
ACKERMAN FUND
USE OF MONEY AND PROPERTY 1,833 10,342 5,175 11,814 11,814 6,042 -48.86%OTHER REVENUE ------0.00%
TOTAL ACKERMAN TRUST FUND 1,833 10,342 5,175 11,814 11,814 6,042 -48.86%
NEWPORT BAY DREDGING FUND
USE OF MONEY AND PROPERTY 7,565 42,948 33,072 49,501 49,501 25,143 -49.21%OTHER REVENUES ------0.00%
TOTAL BACK BAY DREDGING 7,565 42,948 33,072 49,501 49,501 25,143 -49.21%
DEBT SERVICE FUND
USE OF MONEY AND PROPERTY 2,425,040 2,352,949 2,350,295 2,350,127 2,350,127 2,350,127 0.00%OTHER FINANCING SOURCES USES ------0.00%
TOTAL DEBT SERVICE FUND 2,425,040 2,352,949 2,350,295 2,350,127 2,350,127 2,350,127 0.00%
TOTAL ALL FUNDS 252,629,111 264,795,434 300,900,159 278,406,949 292,213,470 292,224,083 0.00%
Less: Internal Premiums (18,628,703) (18,310,189) (17,761,200) (19,616,497) (19,616,497) (19,897,620) 0.00%
TOTAL ALL CITY FUNDS, NET OF
INTERNAL PREMIUMS 234,000,408 246,485,245 283,138,958 258,790,452 272,596,973 272,326,463 -0.10%
22 Summaries
2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 % of Total % ChangeActualActualActualAdoptedRevisedAdoptedOperatingOver PYFunction and Activities Expenditures Expenditures Expenditures Expenditures Expenditures Expenditures Budget Revised
GENERAL FUND BUDGET
General GovernmentCity Council 996,952 1,509,395 971,970 1,111,132 1,475,352 1,167,949 0.43% -20.84%City Clerk 748,250 682,840 762,425 731,823 793,188 962,967 0.36% 21.40%City Manager 2,111,927 2,696,310 2,545,847 3,027,214 3,100,843 3,013,473 1.11% -2.82%Human Resources 2,463,759 2,564,917 2,352,955 2,611,672 2,699,922 2,911,794 1.08% 7.85%
City Attorney 2,033,029 2,090,616 1,984,866 2,295,648 2,308,907 2,430,588 0.90% 5.27%Finance 5,242,091 4,855,955 5,030,937 5,757,669 5,799,168 6,154,323 2.38% 6.12%
Total General Government 13,596,008 14,400,033 13,649,001 15,535,158 16,177,380 16,641,094 6.15% 2.87%
Public Safety
Police Department 43,866,273 44,282,042 50,296,213 52,335,028 52,873,670 56,411,984 20.84% 6.69%Fire Department 36,234,692 37,602,212 42,993,326 43,246,285 44,446,429 45,176,164 16.69% 1.64%
Total Public Safety 80,100,965 81,884,253 93,289,539 95,581,313 97,320,099 101,588,148 37.52% 4.39%
Community Development
Community Development 8,520,168 9,244,666 9,260,879 10,340,240 11,169,551 11,493,946 4.25% 2.90%Public Works-Water Quality 358,604 396,032 468,990 609,131 609,131 681,747 0.25% 11.92%
Total Community Development 8,878,772 9,640,698 9,729,869 10,949,371 11,778,682 12,175,693 4.50% 3.37%
Public Works
Municipal Operations - General Services 22,995,259 24,225,167 24,803,567 27,341,385 27,722,111 28,277,775 10.44% 2.00%Public Works 5,855,617 5,922,160 6,665,599 7,098,456 7,344,332 7,581,501 2.80% 3.23%
Municipal Operations - Utilities 897,238 884,384 972,263 1,073,012 1,073,012 1,073,012 0.40% 0.00% Total Public Works 29,748,114 31,031,711 32,441,429 35,512,853 36,139,455 36,932,288 13.64% 2.19%
Community ServicesRecreation & Sr. Services 8,613,048 8,960,942 9,873,970 11,399,887 11,410,334 13,009,986 4.81% 14.02%
Libraries & Arts 7,189,489 7,139,584 7,393,605 7,508,262 8,387,397 7,929,386 2.93% -5.46%Finance - Parking Meters 1,482,227 1,510,503 1,512,775 1,519,989 1,519,989 1,656,987 0.61% 9.01% Total Community Services 17,284,764 17,611,029 18,780,350 20,428,138 21,317,720 22,596,359 8.35% 6.00%
General Fund Debt Service/Non Dept Exp 180,444 175,612 175,812 318,896 318,896 168,896 0.06% -47.04%
Total General Fund Op. Budget 149,789,067 154,743,337 168,066,000 178,325,729 183,052,232 190,102,478 70.21% 3.85%
General Fund CIPs 5,235,781 5,587,013 8,469,630 11,614,095 18,404,266 5,550,000 2.05% -69.84%
Total General Fund Budget 155,024,848 160,330,349 176,535,630 189,939,824 201,456,498 195,652,478 72.26% -2.88%
ENTERPRISE FUNDSWater - Operations 17,729,061 19,351,556 18,706,565 22,852,628 22,852,628 21,804,442 8.05% -4.59%
Water - CIP 5,503,478 8,051,944 658,039 8,234,900 9,033,743 2,025,000 0.75% -77.58%Water - Debt Service 3,879,249 - - - - - 0.00% 0.00%Wastewater - Operations 2,569,741 2,558,708 2,783,801 3,388,614 3,388,614 3,613,009 1.33% 6.62%Wastewater - CIP 118,145 319,926 461,474 520,000 603,535 1,600,000 0.59% 165.10% Total Enterprise Funds 29,799,674 30,282,134 22,609,879 34,996,142 35,878,520 29,042,451 10.73% -19.05%
INTERNAL SERVICE FUNDSInsurance Reserve 10,631,148 10,254,753 10,408,553 11,739,020 11,739,020 11,887,150 4.39% 1.26%
Equipment Fund - Operations 2,780,539 5,680,355 4,119,878 4,036,596 4,036,596 4,809,306 1.78% 19.14%Equipment Fund - CIP - - - - - - 0.00% 0.00%
Equipment Fund - Debt Service - - - - - - 0.00% 0.00%PD Equipment Replacement 106,677 1,145,449 570,327 1,582,482 1,582,482 1,735,560 0.64% 9.67%800 MHZ Equipment - 217,989 283,275 1,000,279 1,000,279 1,153,748 0.43% 15.34%
Parking Equipment Fund - 141,539 222,640 265,000 265,000 515,000 0.19% 94.34%RSS Equipment - - - 431,540 431,540 159,236 0.06% -63.10%
Compensated Absences 2,146,127 2,362,853 2,052,266 2,145,075 2,145,075 2,124,200 0.78% -0.97%Retiree Medical 6,575,759 6,616,960 5,894,089 7,605,895 7,605,895 7,403,000 2.73% -2.67%
Pension Management - - - - - - 0.00% 0.00%Information Technology 5,017,254 5,875,798 4,949,995 8,555,506 5,792,935 8,940,765 3.30% 54.34% Total Internal Service Funds 27,257,504 32,295,696 28,501,023 37,361,393 34,598,822 38,727,965 14.30% 11.93%
OTHER FUNDS
Police Grants 447,288 758,724 1,278,576 1,112,869 1,076,609 410,837 0.15% -61.84%CDBG - Operations 113,046 123,553 121,275 117,311 117,311 117,311 0.04% 0.00%
CDBG - Debt Service 202,485 204,722 205,315 207,306 207,306 - 0.00% -100.00%FiiN Fund - - - - - 7,953 0.00% 0.00%
Tidelands - Harbor Resources 12,781,652 1,507,911 1,886,032 1,976,105 1,976,105 2,315,917 0.86% 17.20%Tidelands - Oil and Gas 899,685 1,163,124 709,320 857,201 857,201 857,790 0.32% 0.07%Tidelands - Debt Service 813,820 - - - - - 0.00% 0.00%
Circulations & Trans Debt Service 259,051 94,676 - - - - 0.00% 0.00%AQMD 6,297 6,258 6,980 154,631 154,631 607,100 0.22% 292.61%
Environmental Liability 160,876 137,921 93,801 199,030 199,030 199,030 0.07% 0.00%Newport Annexation Allocation Fund 1,209,297 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 0.44% 0.00%
Debt Service 10,557,744 10,555,952 10,551,858 10,596,937 10,596,937 10,761,822 3.97% 1.56%Civic Center Admin Fees 9,833 7,641 7,826 - - - 0.00% 0.00%
CIOSA Debt Service 179,051 94,676 157,701 72,917 72,917 - 0.00% -100.00%Ackerman Fund 2,999 4,666 8,900 5,000 5,000 5,000 0.00% 0.00%Balboa Village Parking Management - - - - - 18,750
All Other CIP 66,718,745 27,890,499 39,047,511 42,254,996 55,711,487 17,260,200 6.37% -69.02% Total Other Funds 94,361,869 43,750,322 55,275,095 58,754,303 72,174,534 33,761,710 12.47% -53.22%
TOTAL OPERATING BUDGET 228,867,745 224,809,121 234,284,973 258,427,672 260,355,343 270,749,404 100.00% 3.99%
TOTAL CIP 77,576,149 41,849,382 48,636,654 62,623,991 83,753,031 26,435,200 -68.44%
TOTAL CITY BUDGET 306,443,894 266,658,502 282,921,627 321,051,663 344,108,374 297,184,604 -13.64%
LESS: INTERNAL CHARGES (17,936,758) (18,310,189) (17,761,200) (19,616,497) (19,616,497) (19,897,620) 1.43%
TOTAL BUDGET NET OF INTERNAL CHARGES 288,507,136 248,348,313 265,160,426 301,435,166 324,491,877 277,286,984 -14.55%
EXPENDITURES BY FUND
Summaries 23
2016-17 EXPENDITURES BY DEPARTMENT
MaintenanceSalaries &% of and % of Capital % of Debt Total % ofBenefitsTotalOperationTotalOutlayTotalServiceBudget Total
DEPARTMENT SERVICES
City Council 297,599 0.19% 869,350 0.93%1,000 0.01%-1,167,949 0.39%
City Clerk 718,425 0.46% 244,542 0.26%-0.00%-962,967 0.32%City Attorney 1,493,854 0.97% 933,734 1.00%3,000 0.03%-2,430,588 0.82%City Manager 1,540,533 1.00% 1,470,940 1.58%2,000 0.02%-3,013,473 1.01%Human Resources 1,907,495 1.23% 996,799 1.07%7,500 0.07%-2,911,794 0.98%
Finance 5,065,723 3.28% 2,731,387 2.93% 14,200 0.13%-7,811,310 2.63%
Police 48,795,830 31.58% 7,608,460 8.17%7,694 0.07%-56,411,984 18.98%Fire 37,895,570 24.52% 6,997,819 7.51% 282,775 2.54%-45,176,164 15.20%Community Development 8,569,189 5.55% 2,866,095 3.08% 58,662 0.53%-11,493,946 3.87%Library Services (incl Cultural Arts)5,621,970 3.64% 2,305,416 2.48%2,000 0.02%-7,929,386 2.67%
Recreation and Sr. Services 6,971,556 4.51% 5,955,823 6.39% 90,560 0.81%-13,017,939 4.38%
Public Works 6,998,044 4.53% 3,567,121 3.83% 14,000 0.13%-10,579,165 3.56%Municipal Operations 15,106,475 9.78% 39,940,731 42.88% 578,822 5.20%-55,626,028 18.72%General Fund - Non Dept -0.00% 168,896 0.18%-0.00%-168,896 0.06%
INTERNAL SERVICES
Insurance Reserve -0.00% 11,887,150 12.76%-0.00%-11,887,150 4.00%Equipment Maint. & Replacement 1,066,855 0.69% 673,442 0.72% 3,069,009 27.57%-4,809,306 1.62%PD Equipment Replacement -0.00%-0.00% 1,735,560 15.59%-1,735,560 0.58%Parking Equipment Fund -0.00% 15,000 0.02% 500,000 4.49%-515,000 0.17%
RSS Equipment Fund -0.00%-0.00% 159,236 1.43%-159,236 0.05%
Compensated Absence 2,124,200 1.37%-0.00%-0.00%-2,124,200 0.71%Retiree Medical 7,403,000 4.79%-0.00%-0.00%-7,403,000 2.49%Information Technology 2,705,059 1.75% 3,432,289 3.69% 2,803,417 25.18%-8,940,765 3.01%Equipment 800 MHz Radios -0.00%-0.00% 1,153,748 10.36%-1,153,748 0.39%
DEBT SERVICECDBG Balboa Village Loan -0.00%-0.00%-0.00%--0.00%Balboa Yacht Basin Construction Loan -0.00%-0.00%-0.00%--0.00%Circulation and Transportation -0.00%-0.00%-0.00%--0.00%
Newport Annexation Receipt Fund -0.00%-0.00%-0.00%--0.00%
Newport Annexation Allocation Fund -0.00%-0.00%-0.00% 1,200,000 1,200,000 0.40%Central Library Construction -0.00% 11,000 0.01%-0.00% 10,750,822 10,761,822 3.62%Civic Center Admin Fees -0.00%-0.00%-0.00%--0.00%CIOSA -0.00%-0.00%-0.00%--0.00%
Groundwater Improvement Bonds -0.00%-0.00%-0.00%--0.00%
Rolling Stock Leases -0.00%-0.00%-0.00%--0.00%
OTHER ACTIVITIESNarcotic Asset Forfeiture -0.00% 112,000 0.12% 50,000 0.45%-162,000 0.05%
OTS Grant 87,389 0.06%6,448 0.01%-0.00%-93,837 0.03%
SLESF 155,000 0.10%-0.00%-0.00%-155,000 0.05%CDBG -0.00% 117,311 0.13%-0.00%-117,311 0.04%AQMD 5,000 0.00%2,100 0.00% 600,000 5.39%-607,100 0.20%Environmental Liability Fund -0.00% 199,030 0.21%-0.00%-199,030 0.07%
Ackerman Donation -0.00%5,000 0.01%-0.00%-5,000 0.00%
Balboa Village Parking Fund -0.00% 18,750 0.02%-0.00%-18,750 0.01%
Capital Improvement Projects -0.00%-0.00%-0.00%-26,435,200 8.90%
Total Budget 154,528,766 100.00% 93,136,633 100.00% 11,133,183 100.00% 11,950,822 297,184,604 100.00%
Less: Internal Charges (5,211,145)(14,686,475)--(19,897,620)
Total Budget Net of
Internal Charges 149,317,621 78,450,158 11,133,183 11,950,822 277,286,983
% OF % OF % OF % OF
BUDGET TOTAL GENERAL BUDGET TOTAL
OPERATING BUDGET TOTAL TYPE BUDGET FUND TYPE BUDGET
Salaries and Benefits 154,528,766 57.07% 52.00%134,062,766 70.52% 68.52%
Maintenance and Operation 93,136,633 34.40% 31.34%55,185,771 29.03% 28.21%
Capital Outlay 11,133,183 4.11%3.75%853,941 0.45% 0.44%
Debt Service 11,950,822 4.41%4.02%-0.00% 0.00%
Total Operating Budget 270,749,404 100.00% 91.10%190,102,478 100.00% 97.16%
CAPITAL IMPROVEMENTS 26,435,200 100.00%8.90%5,550,000 20.99% 2.84%
TOTAL BUDGET 297,184,604 100.00% 100.00%195,652,478 100.00% 100.00%
24 Summaries
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Summaries 25
OPERATING EXPENDITURES - ALL FUNDS
Object City City City Human City Finance Police Fire Community Municipal Public Library Recreation Internal Other ObjectCodeActivity - Function Council Clerk Manager Resources Attorney Development Operations Works Services & Sr Svcs Svc Funds Activities Total Activity - Function Code
711001 SALARIES MISCELLANEOUS -376,444 957,720 1,184,966 927,940 2,983,653 6,684,813 1,317,278 5,175,292 8,540,533 4,376,694 2,715,024 3,231,907 2,138,038 40,610,302 SALARIES MISCELLANEOUS 711001 711002 SALARIES SAFETY - -----16,045,283 13,567,959 ------29,613,242 SALARIES SAFETY 711002
711003 SALARIES PART TIME -83,861 29,362 12,043 62,712 160,106 764,152 1,831,521 149,862 34,070 122,575 925,007 1,272,606 140,853 7,556 5,596,286 SALARIES PART TIME 711003 712001 SPEC ASSIGN/TILLER/EMT/MATRON PAY - ------89,397 -196,312 ----285,709 SPEC ASSIGN/TILLER/EMT/MATRON PAY 712001 712003 NIGHT DIFFERENTIAL MISC - -----50,147 -338 --10,262 --60,747 NIGHT DIFFERENTIAL MISC 712003
712004 CERTIFICATION PAY -1,080 ---3,120 -265,756 34,343 28,056 3,278 -805 11,546 347,984 CERTIFICATION PAY 712004
712006 BILINGUAL PAY - ----7,200 45,600 16,200 9,000 1,800 --5,400 -85,200 BILINGUAL PAY 712006 712007 LONGEVITY PAY - -----73,438 54,603 ------128,041 LONGEVITY PAY 712007 712009 SCHOLASTIC ACHIEVEMENT - -----729,494 550,715 ------1,280,209 SCHOLASTIC ACHIEVEMENT 712009
712010 EDUCATION RETENTION - -----142,543 -------142,543 EDUCATION RETENTION 712010 712011 HOLIDAY PAY MISCELLANEOUS - -----227,756 24,154 ------251,910 HOLIDAY PAY MISCELLANEOUS 712011 712012 HOLIDAY PAY SAFETY - -----751,200 348,380 ------1,099,580 HOLIDAY PAY SAFETY 712012
712013 PMA LEADERSHIP COMPENSATION - -----27,204 -------27,204 PMA LEADERSHIP COMPENSATION 712013
713001 OVERTIME MISC & 1/2 TIME -500 2,000 4,000 1,000 26,500 336,664 -82,600 339,886 20,535 1,883 2,400 47,180 865,148 OVERTIME MISC & 1/2 TIME 713001 713002 OVERTIME SAFTY & 1/2 TIME - -----1,504,658 -------86,140 1,590,798 OVERTIME SAFTY & 1/2 TIME 713002 713003 OVERTIME PLANNED, FIRE - ------4,309,213 ------4,309,213 OVERTIME PLANNED, FIRE 713003
713007 STANDBY/DUTY/CALLBACK PAY - ------29,000 -61,250 ---19,500 109,750 STANDBY/DUTY/CALLBACK PAY 713007714002 TERMINATION PAY MISC - ------------1,625,000 1,625,000 TERMINATION PAY MISC 714002 714004 PAID FLEX/SPILLOVER PAY - ------------275,000 275,000 PAID FLEX/SPILLOVER PAY 714004
715004 SALARY SAVINGS/REIMBURSEMENT - -------------155,000 155,000 SALARY SAVINGS/REIMBURSEMENT 715004
715006 COUNCIL ALLOWANCES 113,398 -------------113,398 COUNCIL ALLOWANCES 715006 721001 CAFETERIA ALLOWANCE FULLTIME 151,354 86,488 140,543 237,842 129,732 681,093 4,505,940 2,897,685 1,057,316 2,313,554 767,270 800,014 940,557 486,495 15,195,883 CAFETERIA ALLOWANCE FULLTIME 721001 722001 PERS MEMBER CONTRIB MISC 7,522 43,807 93,058 112,243 84,426 309,045 721,758 113,745 531,708 887,693 431,294 281,002 373,617 216,466 4,207,384 PERS MEMBER CONTRIB MISC 722001
722002 PERS MEMBER CONTRIB SAFETY - -----1,649,624 1,351,368 ------3,000,992 PERS MEMBER CONTRIB SAFETY 722002 723001 RETIREMENT CONTRIBUTIONS ADD'L - ------------200,000 200,000 RETIREMENT CONTRIBUTIONS ADD'L 723001 723002 PERS EMPLOYER CONTRIB MISC 7,324 25,421 60,314 76,072 59,743 188,526 453,891 81,005 322,241 501,679 270,780 181,005 259,689 131,247 2,618,937 PERS EMPLOYER CONTRIB MISC 723002
723003 PERS EMPLOYER CONTRIB SAFETY - -----3,280,753 2,751,565 ------6,032,318 PERS EMPLOYER CONTRIB SAFETY 723003
723004 RETIREMENT PART TIME/TEMP 574 1,539 1,101 452 2,352 3,281 12,370 63,823 2,771 1,278 4,597 29,279 24,303 755 283 148,758 RETIREMENT PART TIME/TEMP 723004 724001 MISC RETIRE CONTRIB (7,522) (53,808) (123,067) (152,268) (119,240) (393,454) (888,457) (154,684) (679,978) (1,112,654) (562,826) (366,797) (494,237)(277,102)(5,386,094) MISC RETIRE CONTRIB 724001 724002 SAFETY RETIRE CONTRIB - -----(2,526,916) (1,556,368)------(4,083,284) SAFETY RETIRE CONTRIB 724002
725001 UNFUNDED LIABILITY MISC 21,102 90,404 205,946 254,812 199,542 657,766 1,544,919 264,179 1,138,540 1,844,832 940,518 614,867 830,813 462,385 9,070,625 UNFUNDED LIABILITY MISC 725001 725002 UNFUNDED LIABILITY SAFETY - -----8,489,067 7,119,451 ------15,608,518 UNFUNDED LIABILITY SAFETY 725002726002 ANNUAL OPEB COST -21,356 59,889 59,191 52,063 164,124 1,245,591 854,448 289,694 497,001 239,115 153,739 169,388 4,044,577 7,850,176 ANNUAL OPEB COST 726002
726003 RETIREE PREMIUMS - ------------884,000 884,000 RETIREE PREMIUMS 726003
727001 OTHER MISC BENEFITS/ALLOWANCES -2,881 25,640 13,138 13,680 11,520 286,770 83,054 28,304 57,780 29,700 9,600 30,088 69,420 4,929 666,504 OTHER MISC BENEFITS/ALLOWANCES 727001727004RETIREE INSURANCE - RHS CONTRIB -6,162 6,816 10,218 5,200 31,408 219,336 141,835 48,797 105,330 38,896 25,662 27,846 2,614,581 3,282,087 RETIREE INSURANCE - RHS CONTRIB 727004727012 LIFE INSURANCE -420 577 1,153 525 3,202 21,676 13,860 4,813 10,599 3,564 3,674 4,002 2,247 70,312 LIFE INSURANCE 727012
727013 EMP ASSISTANCE PROGRAM -100 163 276 150 790 5,718 3,639 1,226 2,684 890 928 1,091 564 18,219 EMP ASSISTANCE PROGRAM 727013 727016 MEDICARE FRINGES 3,847 7,945 16,648 20,882 16,430 54,412 430,088 293,001 93,391 143,581 74,416 61,969 79,481 61,091 1,434 1,358,616 MEDICARE FRINGES 727016 728001 WORKERS' COMP ISF MISC -10,647 30,291 30,991 25,108 70,646 176,721 69,104 97,749 352,269 85,116 79,791 90,660 70,429 1,189,522 WORKERS' COMP ISF MISC 728001 728002 WORKERS' COMP ISF SAFETY - -----988,257 576,143 ------1,564,400 WORKERS' COMP ISF SAFETY 728002
728003 COMPENSATED ABSENCES -13,178 33,532 41,484 32,491 102,786 795,773 524,541 181,183 298,939 151,633 95,061 113,187 74,841 2,458,629 COMPENSATED ABSENCES 728003
SUBTOTAL SALARY & BENEFITS 297,599 718,425 1,540,533 1,907,495 1,493,854 5,065,724 48,795,831 37,895,570 8,569,190 15,106,472 6,998,045 5,621,970 6,963,603 13,299,113 255,342 154,528,766 SUBTOTAL SALARY & BENEFITS
811001 PROPERTY MANAGEMENT - -------14,000 -165,000 ----179,000 PROPERTY MANAGEMENT 811001
811004 RENTAL/PROP & EQUIP NOC - ----4,289 36,149 32,443 -13,500 5,000 400 175,298 --267,079 RENTAL/PROP & EQUIP NOC 811004 811005 SERVICES ADMINISTRATIVE - --260,000 -----------260,000 SERVICES ADMINISTRATIVE 811005 811006 SERVICES ACCOUNTING & AUDIT - ----128,201 ---816,000 ----944,201 SERVICES ACCOUNTING & AUDIT 811006
811008 SERVICES PROF & CONTRCT 265,000 122,000 740,000 125,000 40,000 204,489 915,129 316,195 1,065,940 2,641,444 -43,500 440,622 1,440,000 -8,359,319 SERVICES PROF & CONTRCT 811008
811009 SERVICES FUEL MODIFICATION - ------225,810 ------225,810 SERVICES FUEL MODIFICATION 811009 811010 NPDES & TMDL ADMINISTRATION - ---------380,000 ----380,000 NPDES & TMDL ADMINISTRATION 811010 811012 SERVICES JANITORIAL - -----73,918 8,821 -420,000 -124,201 225,481 --852,421 SERVICES JANITORIAL 811012
811018 CONTRACT SERVICES MEDIANS - --------1,629,811 -----1,629,811 CONTRACT SERVICES MEDIANS 811018 811020 CONTRACT SERVICES PARK/FACILTY - --------2,029,103 -----2,029,103 CONTRACT SERVICES PARK/FACILTY 811020 811021 CONTRACT SERVICES STRT SWPING - --------484,850 -----484,850 CONTRACT SERVICES STRT SWPING 811021
811022 CONTRACT SERVICES ALLEY SWEEP - --------75,000 -----75,000 CONTRACT SERVICES ALLEY SWEEP 811022
811023 CONTRACT SERVICES REFUSE - --------4,949,841 -----4,949,841 CONTRACT SERVICES BEACH REFUSE 811023 811024 CONTRACT SERVICES STORM DRAINS - --------200,000 -----200,000 CONTRACT SERVICES STORM DRAINS 811024 811025 CONTRACT SERVICES HELICOPTER - -----700,000 --------700,000 CONTRACT SERVICES HELICOPTER 811025
811026 CONTRACT SERVICES CIVIC CENTER - --------198,131 -----198,131 CONTRACT SERVICES CIVIC CENTER 811026 811027 SERVICES CITY PRINT CONTRACT 200 3,000 3,527 5,500 2,156 5,602 15,220 9,444 15,713 4,214 20,200 3,488 16,162 --104,426 SERVICES CITY PRINT CONTRACT 811027 811028 SERVICES ELECTRONIC REPORTING - -------10,000 ------10,000 SERVICES ELECTRONIC REPORTING 811028
811029 MOORING & MARINA PARK DOCK MGT - ---------508,600 ----508,600 MOORING & MARINA PARK DOCK MGT 811029
811030 PARKING METER CONTRACT - ----1,285,164 ---------1,285,164 PARKING METER CONTRACT 811030 811031 BEACH TRASHCAN COLLECTION - --------210,000 -----210,000 BEACH TRASHCAN COLLECTION 811031 811032 STEAM CLEANING - --------228,750 ----18,750 247,500 STEAM CLEANING 811032
811034 CONTRACT STRIPING - --------135,000 -----135,000 CONTRACT STRIPING 811034 811035 COMPUTER CONSULTANTS - -----16,108 --------16,108 COMPUTER CONSULTANTS 811035 811036 CONTRACT RSS INSTRUCTORS - -----------2,908,178 --2,908,178 CONTRACT RSS INSTRUCTORS 811036
811037 OTHER SRVCS LOSS CONTROL - ------------20,000 -20,000 OTHER SRVCS LOSS CONTROL 811037
811042 PLAN CHECK VCA / JAS - -------347,597 ------347,597 PLAN CHECK VCA / JAS 811042 811045 WATER CONSERVATION SUPPORT - --------268,247 -----268,247 WATER CONSERVATION SUPPORT 811045 811047 ANIMAL SHELTER CONTRACTS - -----105,819 --------105,819 ANIMAL SHELTER CONTRACTS 811047
811049 METER READING SERVICES - --------310,000 -----310,000 METER READING SERVICES 811049 821006 CITY GRANTS 75,000 ----------40,000 ---115,000 CITY GRANTS 821006 831001 TELECOMM DATALINES - -500 --456 176,301 42,756 9,324 8,300 --2,300 210,000 -449,937 TELECOMM DATALINES 831001
831002 UTILITIES TELEPHONE - ----350 50,858 64,098 2,500 32,550 -6,000 8,875 132,000 -297,231 UTILITIES TELEPHONE 831002
831003 UTILITIES NATURAL GAS - -----5,000 19,155 -18,000 1,500 9,350 18,635 2,500 -74,140 UTILITIES NATURAL GAS 831003 831004 UTILITIES ELECTRICITY - ----5,000 174,720 126,279 5,000 2,765,000 50,000 199,800 195,684 32,000 5,000 3,558,483 UTILITIES ELECTRICITY 831004 831005 UTILITIES WATER - -----5,000 21,300 3,000 1,089,700 10,000 19,300 59,228 --1,207,528 UTILITIES WATER 831005
841003 FIRE EXPLORER PRGM/PROGRAMMING/PD STEP - ------5,000 1,500 --100,500 --19,460 126,460 FIRE EXPLORER PROGRAM/PROGRAMMING 841003 841005 EMPLOYEE RECOGNITION - --15,000 ----------15,000 EMPLOYEE RECOGNITION 841005 841006 OFFICE SUPPLIES 8,000 5,500 7,500 15,000 8,100 20,400 108,215 50,505 25,609 13,600 28,750 40,120 198,135 7,725 -537,159 OFFICE SUPPLIES 841006
841014 SUPPLIES JANITORIAL NOC - ----100 13,000 23,100 -103,000 4,000 27,050 52,028 --222,278 SUPPLIES JANITORIAL NOC 841014
841015 SPECIAL DEPT SUPPLIES NOC - ----5,000 108,357 431,372 25,771 108,100 18,700 15,500 267,128 58,000 75,093 1,113,021 SPECIAL DEPT SUPPLIES NOC 841015 841016 CERT PROGRAM SUPPLIES - ------20,000 -------20,000 CERT PROGRAM SUPPLIES 841016 841018 TRT CHEM/INSCTCDES/HRBCDES/FNGC - --------166,000 -----166,000 TRT CHEM/INSCTCDES/HRBCDES/FNGC 841018
841020 PRISION/PHOTO/SHTG RNG/SWAT/CANINE - -----173,055 --------173,055 PRISION/PHOTO/SHTG RNG/SWAT/CANINE 841020 841026 STREET CLEANING EXPENSE - --------5,000 -----5,000 STREET CLEANING EXPENSE 841026 841028 PIER/FLOAT SUPPLIES - --------10,000 -----10,000 PIER/FLOAT SUPPLIES 841028
26 Summaries
OPERATING EXPENDITURES - ALL FUNDS
Object City City City Human City Finance Police Fire Community Municipal Public Library Recreation Internal Other Object
Code Activity - Function Council Clerk Manager Resources Attorney Development Operations Works Services & Sr Svcs Svc Funds Activities Total Activity - Function Code
841029 SAFETY EQUIPMENT & TRFFIC SUPPL - ----250 ---12,000 -----12,250 SAFETY EQUIPMENT & TRFFIC SUPPL 841029 841033 DEVICE/ROADWAY PAINTS & SIGNS - --------58,700 -----58,700 DEVICE/ROADWAY PAINTS & SIGNS 841033841039 PLANT MATERIALS/TURF RENOVATION - --------115,000 -----115,000 PLANT MATERIALS/TURF RENOVATION 841039
841040 FERTILIZER/TOP SOIL/AMENDMENTS - --------20,000 -----20,000 FERTILIZER/TOP SOIL/AMENDMENTS 841040
841042 ASPHALT MATERIALS - --------195,253 -----195,253 ASPHALT MATERIALS 841042
841043 CONCRETE & OTHER MATERIALS - -----4,500 11,000 1,300 193,675 ---6,000 -216,475 CONCRETE & OTHER MATERIALS 841043
841046 SPECIAL DEPT EXPENSE NOC 320,000 -432,000 1,000 -3,675 82,666 114,118 6,400 439,589 --71,829 2,000 -1,473,277 SPECIAL DEPT EXPENSE NOC 841046
841049 EMPLOYEE PRGRMS/BENEFITS - --40,000 ----------2,100 42,100 EMPLOYEE PRGRMS/BENEFITS 841049 841052 LIBRARY MATERIALS - ---30,300 ------619,740 ---650,040 LIBRARY MATERIALS 841052 841054 FIREWORKS 50,000 --------------50,000 FIREWORKS 841054 841055 HAZARD MITIGATION - --------181,586 -----181,586 HAZARD MITIGATION 841055 841057 IMPORTED WATER EXP - --------4,225,230 -----4,225,230 IMPORTED WATER EXP 841057 841058 GROUNDWATER EXP - --------5,241,338 -----5,241,338 GROUNDWATER EXP 841058 841059 RECLAIMED WATER EXP OCWD - --------234,500 -----234,500 RECLAIMED WATER EXP OCWD 841059
841062 STATION OPERATIONS - ------35,959 -------35,959 STATION OPERATIONS 841062
841063 WATER CNSRV ACTIVITIES - --------202,315 -----202,315 WATER CNSRV ACTIVITIES 841063
841070 ANIMAL SHELTER SUPPLIES - -----7,000 --------7,000 ANIMAL SHELTER SUPPLIES 841070
841071 HOMELESS ASSISTANCE - -----5,000 --------5,000 HOMELESS ASSISTANCE 841071
841074 FIRE INVSTG/SEARCH & RESCUE - ------30,000 -------30,000 FIRE INVSTG/SEARCH & RESCUE 841074
851005 METER VAULT REPLACEMENT - --------6,000 -----6,000 METER VAULT REPLACEMENT 851005 851007 AUTOMOTIVE SERVICE & AUTO PARTS - ----1,475 551,203 214,563 24,623 289,700 15,400 3,500 42,210 318,500 -1,461,174 AUTOMOTIVE SERVICE & AUTO PARTS 851007 851009 COLLISION CONTINGNCY FUND - -----40,000 --------40,000 COLLISION CONTINGNCY FUND 851009 851010 MAINT & REPAIR EQUIPMENT 150 500 26,850 3,500 -2,499 176,355 149,164 20,000 193,250 570,699 17,100 28,085 68,500 132,143 1,388,795 MAINT & REPAIR EQUIPMENT 851010 851015 MAINT E COAST HIGHWAY - --------26,897 -----26,897 MAINT E COAST HIGHWAY 851015 851016 MAINT & REPAIR BUILDING 2,000 -3,000 ---186,501 171,652 25,000 522,944 65,000 122,221 179,838 --1,278,156 MAINT & REPAIR BUILDING 851016 851026 LANDSCAPE MAINT - -------4,200 ------4,200 LANDSCAPE MAINT 851026
851027 TREE MAINTENANCE - --------397,610 -----397,610 TREE MAINTENANCE 851027
851032 WASTEWATER ROOT CUTTING - --------16,601 -----16,601 WASTEWATER ROOT CUTTING 851032
851033 MAINT WELLS,PUMPS,REGUL STATIONS - --------136,715 -----136,715 MAINT WELLS,PUMPS,REGUL STATIONS 851033
851037 MAINT & REPAIR NOC/OTHER -600 ---450 14,379 28,220 -1,419,172 5,000 5,400 31,537 --1,504,758 MAINT & REPAIR NOC/OTHER 851037
851038 MAINT IRRIGATION REPAIR - --------157,280 -----157,280 MAINT IRRIGATION REPAIR 851038 851039 MAINT STORM DRAINS - --------135,000 -----135,000 MAINT STORM DRAINS 851039 851041 MAINT PIERS/FLOATS/DOCKS - ---------175,000 ----175,000 MAINT PIERS/FLOATS/DOCKS 851041 851042 MAINTENANCE BEACHES - --------20,000 25,000 ----45,000 MAINTENANCE BEACHES 851042 851043 MAINT BLDG/PLAYGROUND EQUIP - --------5,000 -----5,000 MAINT BLDG/PLAYGROUND EQUIP 851043 851044 MAINT TRAFFIC CONTROL - --------10,035 -----10,035 MAINT TRAFFIC CONTROL 851044 851045 MAINT OUTSIDE LABOR - ------------75,000 -75,000 MAINT OUTSIDE LABOR 851045
851046 MAINT COMP SOFTWARE - ------------11,000 -11,000 MAINT COMP SOFTWARE 851046
851050 SEWER,WATER,METER PRGMS - --------1,315,350 ----1,315,350 SEWER,WATER,METER PRGMS 851050
851065 NWP COAST REIMBURSEMENT - --------60,620 ----60,620 NWP COAST REIMBURSEMENT 851065
851066 SEWER USE FEE/PROP TAX - -----12,438 14,025 5,077 67,005 -21,426 24,372 -144,343 SEWER USE FEE/PROP TAX 851066
851069 DONATED BENCH & TREE PURCHASES - --------20,000 ----20,000 DONATED BENCH & TREE PURCHASES 851069
861001 TRAVEL & MEETINGS NOC 16,000 2,500 26,000 8,000 8,750 32,710 23,270 37,180 17,900 8,400 13,000 7,625 18,120 16,275 1,355 237,085 TRAVEL & MEETINGS NOC 861001 861002 TRAINING & RECRUITING 1,000 2,000 5,000 211,625 10,500 34,295 294,894 164,756 29,000 32,270 18,500 7,500 38,400 13,500 22,540 885,780 TRAINING & RECRUITING 861002 871001 CERT & MEMBERSHIP - --------14,550 ---1,500 16,050 CERT & MEMBERSHIP 871001 871002 ADVERT & PUB RELATIONS 4,000 16,000 5,000 6,000 -500 25,650 39,500 15,000 12,500 -7,340 --131,490 ADVERT & PUB RELATIONS 871002 871003 POSTAGE/FREIGHT/EXPRESS NOC 1,000 6,000 81,050 2,500 3,000 42,350 55,000 12,960 17,400 83,882 5,350 10,000 67,183 400 388,075 POSTAGE/FREIGHT/EXPRESS NOC 871003 871004 PUBLICATIONS & DUES NOC 75,000 1,100 11,000 5,700 5,500 7,360 21,363 36,675 65,200 6,800 11,400 6,000 6,165 1,500 260,763 PUBLICATIONS & DUES NOC 871004 871006 UNIFORM EXPENSE - ----540 174,473 275,601 10,000 42,050 -200 14,523 9,000 526,387 UNIFORM EXPENSE 871006
871008 DIST 1-7 DISCRETIONARY GRNT 42,000 -------------42,000 DIST 1 - 7 DISCRETIONARY GRNT 871008
871015 TUITION REIMBURSEMENT - --98,500 ----------98,500 TUITION REIMBURSEMENT 871015
871017 SOFTWARE LICENSE RENEWAL - -1,080 -9,000 2,500 342,843 500 -62,249 12,720 --1,160,000 1,590,892 SOFTWARE LICENSE RENEWAL 871017
871018 HARDWARE/PC/NETWORK -200 ----249,755 -3,000 --7,500 -170,000 430,455 HARDWARE/PC/NETWORK 871018
871032 SCHRSHIP TRUST/ADMIN/FAIR HSNG/SOC/CONSERV - -------129,311 -----5,000 134,311 SCHRSHIP TRUST/ADMIN/FAIR HSNG/SOC/CONSE 871032 881001 EQUIP MAINT ISF - ----9,886 -623,950 76,259 989,626 68,940 8,615 90,849 54,678 1,922,803 EQUIP MAINT ISF 881001 881002 NON CAPITAL EQUIPMENT - -----141,445 197,350 ------338,795 NON CAPITAL EQUIPMENT 881002 881003 VEHICLE REPLACE ISF - ----6,376 550,500 1,156,839 33,783 858,321 37,656 3,769 83,037 12,098 2,742,379 VEHICLE REPLACE ISF 881003 881004 IT ISF OPERATING CHARGE -59,912 63,765 91,840 52,625 415,412 235,713 895,020 467,622 617,824 255,934 441,336 272,903 204,531 4,074,437 IT ISF OPERATING CHARGE 881004 881005 IT ISF REPLACEMENT CHARGE -8,452 10,783 13,793 9,278 56,210 22,940 191,164 71,440 136,113 89,456 252,182 69,424 41,017 972,252 IT ISF REPLACEMENT CHARGE 881005 881006 PARKING EQUIP CONTRIB - ----354,954 --------354,954 PARKING EQUIP CONTRIB 881006
881007 RSS EQUIPMENT & INFRST ISF - -----------212,623 -212,623 RSS EQUIPMENT & INFRST ISF 881007
891001 GENERAL LIABILITY INSURANCE -16,778 53,885 48,841 39,525 100,893 1,631,148 547,720 179,846 911,553 190,315 134,753 136,970 3,190,537 7,182,764 GENERAL LIABILITY INSURANCE 891001
891004 WORKERS COMP - ------------6,530,000 61,887 6,591,887 WORKERS COMP 891004
891017 ATTORNEY/LITIG/OUTSIDE COUNSEL 10,000 --45,000 715,000 --------2,050,000 2,820,000 ATTORNEY/LITIG/OUTSIDE COUNSEL 891017
891035 OTHER SERV&FEES/DRG TEST/ADA COMPL - -----82,575 674,435 29,280 641,748 ---62,000 1,490,038 OTHER SERV&FEES/DRG TEST/ADA COMPL 891035
891039 BROKER/INV ADV/BANK/ADMIN FEES/AMB - ------205,000 -1,487,342 ---107,620 179,896 1,979,858 BROKER/INV ADV/BANK/ADMIN FEES/AMB 891039
SUBTOTAL MAINT. & OPERATION 869,350 244,542 1,470,940 996,799 933,734 2,731,386 7,608,460 6,997,819 2,983,405 39,940,734 3,567,120 2,305,416 5,955,822 16,007,881 523,224 93,136,632 SUBTOTAL MAINT & OPERATION
911001 OFFICE EQUIPMENT - -2,000 7,500 3,000 200 --1,000 7,000 -2,000 8,995 --31,695 OFFICE EQUIPMENT 911001 911003 SOFTWARE LICENSES - ----6,500 -------751,917 -758,417 SOFTWARE LICENSES 911003 911004 COMPUTER EQUIPMENT - ----5,000 --38,487 9,000 3,000 -11,445 100,500 -167,432 COMPUTER EQUIPMENT 911004 911005 COPIER PURCHASES & SHOP EQUIP - --------1,000 ---120,000 -121,000 COPIER PURCHASES & SHOP EQUIP 911005 911014 WATER CONSERVATION EQUIP - --------154,618 -----154,618 WATER CONSERVATION EQUIP 911014
911015 PARKING LOT INFRASTRUCTURE - ------------500,000 -500,000 PARKING LOT INFRASTRUCTURE 911015
911016 ROLLING EQUIPMENT - ------------3,379,560 600,000 3,979,560 ROLLING EQUIPMENT 911016
911020 EQUIPMENT RENOVATION - ------------285,000 -285,000 EQUIPMENT RENOVATION 911020
911022 MOBILE DATA COMPUTING - ------------15,000 -15,000 MOBILE DATA COMPUTING 911022
911024 EQUIPMENT FITNESS, N.O.C. & SET UP - -----7,694 282,775 10,976 404,704 500 -65,974 1,393,745 50,000 2,216,368 EQUIPMENT FITNESS, N.O.C. & SET UP 911024
911026 HARDWARE>$10000 & DATA CNTR HARD - ------------220,000 220,000 HARDWARE>$10000 & DATA CNTR HARD 911026 911030 PERMITS PLUS UPGRADE - ------------1,500,000 1,500,000 PERMITS PLUS UPGRADE 911030 911034 PACSET RADIOS,MOBILE RADIOS,BACKBONE - ------------1,153,748 1,153,748 PACSET RADIOS,MOBILE RADIOS,BACKBONE 911034 911039 OFFICE FURNITURE/FIXTURES 1,000 ----2,500 --8,200 2,500 10,500 -4,146 1,500 -30,346 OFFICE FURNITURE/FIXTURES 911039
SUBTOTAL CAPITAL OUTLAY 1,000 -2,000 7,500 3,000 14,200 7,694 282,775 58,663 578,822 14,000 2,000 90,560 9,420,970 650,000 11,133,184 SUBTOTAL CAPITAL OUTLAY
DEBT SERVICE - -------------11,950,822 11,950,822 DEBT SERVICE
TOTAL OPERATING EXPENSES 1,167,949 962,967 3,013,473 2,911,794 2,430,588 7,811,310 56,411,985 45,176,164 11,611,258 55,626,028 10,579,165 7,929,386 13,009,985 38,727,964 13,379,388 270,749,404 TOTAL OPERATING EXPENSES
CAPITAL IMPROVEMENT PROJECTS - -------------26,435,200 26,435,200 CAPITAL IMPROVEMENT PROJECTS
TOTAL 1,167,949 962,967 3,013,473 2,911,794 2,430,588 7,811,310 56,411,985 45,176,164 11,611,258 55,626,028 10,579,165 7,929,386 13,009,985 38,727,964 39,814,588 297,184,604 TOTAL
Summaries 27
SUMMARY OF ESTIMATED 2015-16 YEAR END FUND BALANCES
Estimated Estimated Estimated
Actual Estimated Budget Capital Year End
Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance
Fund / Account 2014-15 2015-16 In Out 2015-16 2015-16 2015-16
General Fund -194,203,567 30,520,723 41,672,058 183,052,232 --
Nonspendable
Reserve for Inventories 249,394 -----249,394
Reserve for LT Receivables 15,309,559 --500,000 --14,809,559
Reserve for Prepaid Items 225,443 -----225,443
Restricted
Affordable Housing Reserve 4,199,525 -28,954 1,975,000 --2,253,479
Oceanfront Encroachment 1,190,285 -224,000 ---1,414,285
Committed
Bike Safety - ------
Off Street Parking -------
In Lieu Parking Fees 69,232 --69,232 ---
Neighborhood Enhncmt Res. A 438,295 --438,295 ---
Neighborhood Enhncmt Res. B 212,470 --212,470 ---
Cable Franchise 627,889 -264,000 100,000 --791,889
Encumbrances 4,140,244 --4,140,244 ---CIP Reapproprtns (Rebudget)6,357,095 - - 6,357,095 - - -
City Manager Assignments
City Manager Assignments 1,248,853 -3,500,000 1,248,853 --3,500,000
Arts & Culture 175,000 -150,000 ---325,000
PERS Reserve -----
Fair Value Adjustment -------
Unassigned
Contingency Reserve 41,314,870 -4,448,188 ---45,763,058
Residual Fund Balance 14,194,388 12,454,888 --1,739,500
TOTAL 89,952,542 194,203,567 39,135,865 69,168,135 183,052,232 -71,071,607
General Fund Capital Projects --18,404,266 --18,404,266 -
Neighborhood Enhncmt Res. A --438,295 ---438,295
Ackerman Donation Fund
Appropriations Reserve -11,814 11,814 --
Approprtns Reserve - Schlrshp 149,364 -4,017 5,000 -148,380
Approprtns Reserve - Hi Tech 49,130 -7,797 43,985 --12,943
Perm Scholrshp Endowmt Resv 263,372 -----263,372
Perm Equip Endowmt Resv 721,792 -----721,792
Fair Value Adj. Reserve -------
Reserve for Encumbrance -------
CDBG Fund -
Appropriations Reserve (46,891) 449,937 --324,617 125,320 (46,891)
Reserve for Encumbrance -------
AQMD Fund
Appropriations Reserve 980,187 110,127 --154,631 -935,683
Fair Value Adj. Reserve -------
Reserve for Encumbrance -------
Asset Forfeiture Fund
Appropriations Reserve 675,279 5,901 --487,358 -193,822
Fair Value Adj. Reserve -------
Reserve for Encumbrances -------
OTS Grant Fund (90,516) 541,767 --451,251 --
Reserve for Encumbrances -------
SLESF - COPS Fund -138,000 --138,000 --
Appropriations Reserve -------
Fair Value Adj. Reserve -------
State Gas Tax Fund
Appropriations Reserve 1,360,532 1,854,846 4,274,146 --7,613,123 (123,599)
CIP Reapproprtns (Rebudget)4,274,146 --4,274,146 ---
Fair Value Adj. Reserve -------
Reserve for Encumbrances -------
28 Summaries
SUMMARY OF ESTIMATED 2015-16 YEAR END FUND BALANCES
Estimated Estimated Estimated
Actual Estimated Budget Capital Year End
Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance
Fund / Account 2014-15 2015-16 In Out 2015-16 2015-16 2015-16
Measure M Fund
Measure M 2 1,532,049 2,001,603 714,800 --5,431,291 (1,182,839)
Measure M 2 Fair Val Adj. Resv -------
Measure M 2 Encumbrances -------
Competitive (6,885,283) 5,480,800 3,311,830 --3,572,068 (1,664,721)
CIP Reapproprtns (Rebudget)4,026,630 --4,026,630 ---
Competitive Fair Val Adj. Resrv -------
Competitive Encumbrances -------
Tide & Submerged Land Operating Fund
Appropriation Reserve -12,144,798 1,767,274 7,436,924 2,833,306 3,641,842 -
Fair Value Adj. Reserve 14,990 --14,990 ---
CIP Reapproprtns (Rebudget)1,074,100 --1,074,100 ---
Reserve for Encumbrances 678,184 --678,184 ---
Upper Bay Reserve 544,187 -108,100 ---652,287
Oil and Gas 520,000 -40,000 ---560,000
Tide & Submerged Land Harbor Capital Fund
Appropriation Reserve (7,792,372) 2,298,286 647,700 --4,735,737 (9,582,123)
Fair Value Adj. Reserve -------
CIP Reapproprtns (Rebudget)647,700 --647,700 ---
Reserve for Encumbrances ------
Contributions Fund
Misc. Cooperative Projects (6,775,516)9,658,669 6,700,590 --13,489,116 (3,905,373)
Bristol Street Relinquishment -------
Bristol St. Fair Val Adj. Reserve -------
PCH Relinquishment 2,511,369 39,006 1,394,800 --2,250,000 1,695,175
PCH Relnqshmt Fair Val Adj. Rsv -------
Environmental Contributions (191,321)-205,230 --960,000 (946,091)
Environmtl Fair Val Adj. Resv -------
CIP Reapproprtns (Rebudget)7,255,390 --7,255,390 ---
Reserve for Encumbrances -------
Transportation and Circulation Fund
Appropriations Reserve 558,550 255,008 129,570 72,917 -853,145 17,066
Fair Value Adj. Reserve -------
CIP Reapproprtns (Rebudget)129,570 --129,570 ---
Reserve for Encumbrances -------
Building Excise Tax Fund
Appropriations Reserve 766,349 630,616 ---787,945 609,020
Fair Value Adj. Reserve -------
CIP Reapproprtns (Rebudget)-------
Reserve for Encumbrances -------
Environmental Liability Fund
Appropriation Reserve 5,765,709 633,613 --199,030 -6,200,292
Fair Value Adj. Reserve -------
Reserve for Encumbrances -------
Reserve for Prepaid Items -------
Newport Annexation Funds
Receipt Fund 2,400,000 24,000 -1,224,000 --1,200,000
Fair Value Adj. Resv-Receipt -------
Allocation Fund --1,200,000 -1,200,000 --
Fostering Interest in Nature (FiiN) Fund
Appropriation Reserve -440,232 975,000 ---1,415,232
Debt Service Fund
Appropriation Reserve 2,350,210 2,350,127 8,172,755 -10,596,937 -2,276,155
Reserve for Debt Service -------
Assessment District Projects
Appropriation Reserve 409,552 9,096 ----418,648
Reserve for Encumbrances -------
Fair Value Adj. Reserve -------
Summaries 29
SUMMARY OF ESTIMATED 2015-16 YEAR END FUND BALANCES
Estimated Estimated Estimated
Actual Estimated Budget Capital Year End
Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance
Fund / Account 2014-15 2015-16 In Out 2015-16 2015-16 2015-16
Facilities Financial Planning Fund
Appropriations Reserve 13,928,520 148,764 8,500,000 8,862,635 --13,714,649
Fair Value Adj. Reserve -------
Major Facilities Replacement
Civic Center 1,735,603 116,982 ----1,852,585
CIP Reapproprtns (Rebudget)-------
Reserve for Encumb-Civic Ctr -------
Reserve for Prepaid Items -------
1,735,603 116,982 ----1,852,585
Parks & Community Centers 1,951,745 ----1,386,294 565,451
Marina Park (2,891,089)----5,698,916 (8,590,005)
Sunset Ridge Park 2,869,349 ----242,977 2,626,372
Lifeguard Headquarters (121,076)-138,585 --17,448 61
Strategic Planning 39,994 ----1,941 38,053Corporate Yard Consolidation (165,394)-----(165,394)
Fire Station Rebuild 6,207,286 ----510,363 5,696,923West Newport Community Ctr (33,500)-- --2 (33,502)
15th St Restrm Cmplx (Design)-------
Facilities Miscellaneous (502,205)-551,295 --49,090 -
CIP Reapproprtns (Rebudget)-------
Reserve for Encumbrances - ------
Public Arts & Culture 343,495 152,904 64,685 ---561,084
CIP Reapproprtns (Rebudget)64,685 --64,685 ---
CIOSA Fund
Appropriation Reserve --72,917 -72,917 --
Fair Value Adj. Reserve ------
Reserve for Encumbrances -------
Newport Uptown Undergrounding (119,000)-----(119,000)
Balboa Village Parking Mgmt District 105,820 398,537 ---468,500 35,857
Neighborhood Enhancement --900,000 --900,000 -
Misc. SAH Projects Fund
Appropriation Reserve (15,291)-15,291 ----
CIP Reapproprtns (Rebudget)-------
Reserve for Encumbrances -------
Facilities Maintenance Fund
Appropriation Reserve 1,934,066 54,106 1,500,000 --2,656,369 831,803
Reserve for Encumbrance -------
CIP Reapproprtns (Rebudget)-------
Reserve for Encumbrances -------
Newport Bay Dredging Fund
Permanent Endowment 3,890,072 49,501 ----3,939,573
Appropriation Reserve 1,075,663 -----1,075,663
Fair Value Adj. Reserve -------
Insurance Reserve Fund ---
Workers Comp Reserve 16,291,919 2,817,380 --3,374,000 -15,735,299
General Liability Reserve 8,839,329 4,139,800 3,366,108 -8,365,020 -7,980,217
Fair Value Adj. Reserve -------
Retiree Medical Fund
Operating Fund 2,250,678 6,032,595 --7,605,895 -677,378
Conversion Fund -20,229 ----20,229
Fair Value Adj. Reserve -------
Pension Management Fund
Appropriation Reserve -------
Fair Value Adj. Reserve -------
30 Summaries
SUMMARY OF ESTIMATED 2015-16 YEAR END FUND BALANCES
Estimated Estimated Estimated
Actual Estimated Budget Capital Year End
Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance
Fund / Account 2014-15 2015-16 In Out 2015-16 2015-16 2015-16
Compensated Absence Fund -
Appropriation Reserve 3,906,183 2,373,066 --2,145,075 -4,134,174
Fair Value Adj. Reserve -------
---
Information Technology Fund
Appropriation Reserve 5,505,142 4,806,621 60,000 -5,792,935 -4,578,828
Fair Value Adj. Reserve --- ----
Reserve for Encumbrances -------
Fair Value Adj. Reserve -------
City Manager Assignment --396,711 ---396,711
Equipment Fund
Equipment Maintenance -1,740,991 -1,697,087 -43,904
Equip Replacement - All Other 8,512,090 3,020,189 --2,339,509 -9,192,770
Equip Replacement - PD 3,594,404 646,039 --1,582,482 -2,657,961
Equip Replacement - Fire 242,903 -----242,903
800 MHz Equipment 2,244,906 -1,000,000 -1,000,279 320,000 1,924,627
Parking Equipment 477,981 354,954 --265,000 -567,935
Recreation Equipment -176,769 788,178 -431,540 -533,407
Fair Value Adj. Reserve -------
Reserve for Encumbrances -------
Water Enterprise Fund
Residual Working Capital 11,604,166 28,827,679 - 6,088,159 22,852,628 9,033,743 2,457,315
Stabilization Reserve 9,640,549 -1,785,765 ---11,426,314
Reserve for Future Infrastructure 5,434,891 -4,302,394 ---9,737,285
CIP Reapproprtns (Rebudget)-------
Fair Value Adj. Reserve -------
Reserve for Encumbrances ------
26,679,606 28,827,679 6,088,159 6,088,159 22,852,628 9,033,743 23,620,914
Wastewater Enterprise Fund
Residual Working Capital 883,078 3,054,551 628,282 573,762 3,388,614 603,535 -
Stabilization Reserve 1,422,956 --628,282 --794,674
Reserve for Future Infrastructure 737,552 -573,762 ---1,311,314
CIP Reapproprtns (Rebudget)-------
Fair Value Adj. Reserve -------
Reserve for Encumbrances -------
3,043,586 3,054,551 1,202,044 1,202,044 3,388,614 603,535 2,105,988
TOTAL 219,716,453 292,213,470 112,276,008 112,276,008 260,355,343 83,753,031 167,821,550
Summaries 31
SUMMARY OF ESTIMATED 2016-17 YEAR END FUND BALANCES
Adopted Adopted EstimatedEstimatedAdoptedBudgetCapitalYear End
Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance
Fund / Account 2015-16 2016-17 In Out 2016-17 2016-17 2016-17
General Fund -199,194,913 8,933,183 18,027,559 190,100,537 --
Nonspendable
Reserve for Inventories 249,394 -----249,394
Reserve for LT Receivables 14,809,559 --882,900 --13,926,659
Reserve for Prepaid Items 225,443 -----225,443
Restricted
Affordable Housing Reserve 2,253,479 -202,678 ---2,456,157
Hoag Circulation Improvements -------
Park In Lieu Fees -------
Oceanfront Encroachment 1,414,285 -218,000 ---1,632,285
Committed
Bike Safety -------
Off Street Parking -------
In Lieu Parking Fees -------
Neighborhood Enhncmt Res. A -------
Neighborhood Enhncmt Res. B -------
Cable Franchise 791,889 -267,444 100,000 --959,333
Encumbrances -------
CIP Reapproprtns (Rebudget)-------
City Manager Assignments
City Manager Assignments 3,500,000 -----3,500,000
Arts & Culture 325,000 -----325,000
PERS Reserve -------
Unassigned -
Contingency Reserve 45,763,058 -1,760,197 ---47,523,255
Residual Fund Balance 1,739,500 -29,240 1,739,500 --29,240
TOTAL 71,071,607 199,194,913 11,410,742 20,749,959 190,100,537 -70,826,766
General Fund Capital Projects -5,550,000 5,550,000 -
Neighborhood Enhncmt Res. A 438,295 -----438,295
Ackerman Donation Fund
Appropriations Reserve -6,042 6,042 ---
Approprtns Reserve - Schlrshp 148,380 -2,054 5,000 -145,435
Approprtns Reserve - Hi Tech 12,943 -3,988 ---16,930
Perm Scholrshp Endowmt Resv 263,372 -----263,372
Perm Equip Endowmt Resv 721,792 -----721,792
Fair Value Adj. Reserve -------
Reserve for Encumbrance -------
CDBG Fund -
Appropriations Reserve (46,891) 361,557 --117,311 -197,355
Reserve for Encumbrance ------
AQMD Fund
Appropriations Reserve 935,683 104,184 --607,100 -432,767
Fair Value Adj. Reserve -------
Reserve for Encumbrance -------
Asset Forfeiture Fund
Appropriations Reserve 193,822 28,099 --162,000 -59,921
Fair Value Adj. Reserve -------
Reserve for Encumbrances -------
OTS Grant Fund -90,935 --93,837 -(2,902)
Reserve for Encumbrances -------
SLESF - COPS Fund -155,000 --155,000 --
Appropriations Reserve -------
Fair Value Adj. Reserve -------
State Gas Tax Fund
Appropriations Reserve (123,599) 1,817,367 ---1,475,200 218,568
CIP Reapproprtns (Rebudget)-------
Fair Value Adj. Reserve -------
Reserve for Encumbrances -------
32 Summaries
SUMMARY OF ESTIMATED 2016-17 YEAR END FUND BALANCES
Adopted Adopted EstimatedEstimatedAdoptedBudgetCapitalYear End
Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance
Fund / Account 2015-16 2016-17 In Out 2016-17 2016-17 2016-17
Measure M Fund
Measure M 2 (1,182,839) 2,419,753 ---1,750,000 (513,086)
Measure M 2 Fair Val Adj. Resv -------
Measure M 2 Encumbrances -------
Competitive (1,664,721) 2,008,955 ----344,234
CIP Reapproprtns (Rebudget)-------
Competitive Fair Val Adj. Resrv -------
Competitive Encumbrances -------
Tide & Submerged Land Operating Fund
Appropriation Reserve -12,404,751 -8,081,044 3,173,707 2,100,000 (950,000)
Fair Value Adj. Reserve -------
CIP Reapproprtns (Rebudget)-------
Reserve for Encumbrances -------
Upper Bay Reserve 652,287 -110,356 ---762,643
Oil and Gas 560,000 -40,000 ---600,000
Tide & Submerged Land Harbor Capital Fund
Appropriation Reserve (9,582,123) 2,270,428 ---6,985,600 (14,297,295)
Fair Value Adj. Reserve -------
CIP Reapproprtns (Rebudget)-------
Reserve for Encumbrances -------
Contributions Fund
Misc. Cooperative Projects (3,905,373) 3,242,015 ----(663,358)
Bristol Street Relinquishment -444 ----444
Bristol St. Fair Val Adj. Reserve -------
PCH Relinquishment 1,695,175 21,308 ---75,000 1,641,483
PCH Relnqshmt Fair Val Adj. Rsv -------
Environmental Contributions (946,091)-----(946,091)
Environmental Fair Val Adj. Rsv -------
CIP Reapproprtns (Rebudget)-------
Reserve for Encumbrances -------
Transportation and Circulation Fund
Appropriations Reserve 17,066 129,287 ----146,353
Fair Value Adj. Reserve -------
CIP Reapproprtns (Rebudget)-------
Reserve for Encumbrances -------
Building Excise Tax Fund
Appropriations Reserve 609,020 763,426 ----1,372,446
Fair Value Adj. Reserve -------
CIP Reapproprtns (Rebudget)-------
Reserve for Encumbrances -------
Environmental Liability Fund
Appropriation Reserve 6,200,292 630,976 --199,030 -6,632,238
Fair Value Adj. Reserve -------
Reserve for Encumbrances -------
Reserve for Prepaid Items -------
Newport Annexation Funds
Receipt Fund 1,200,000 19,595 -1,219,595 ---
Fair Value Adj. Resv-Receipt -------Allocation Fund --1,200,000 -1,200,000 --
Fair Value Adj. Reserve-Allocn -------
Building Fund -------
Fair Value Adj. Reserve-Bldg -------
Reserve for Encum-Building -------
Fostering Interest in Nature (FiiN) Fund
Appropriation Reserve 1,415,232 ---7,953 -1,407,279
Debt Service Fund
Appropriation Reserve 2,276,155 2,350,127 8,239,090 -10,761,822 -2,103,550
Reserve for Debt Service -------
Summaries 33
SUMMARY OF ESTIMATED 2016-17 YEAR END FUND BALANCES
Adopted Adopted EstimatedEstimatedAdoptedBudgetCapitalYear End
Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance
Fund / Account 2015-16 2016-17 In Out 2016-17 2016-17 2016-17
Assessment District Projects
Appropriation Reserve 418,648 19,595 ---150,000 288,243
Reserve for Encumbrances -------
Fair Value Adj. Reserve -------
Facilities Financing Plan Fund
Appropriations Reserve 13,714,649 7,175,555 11,126,433 17,027,991 --14,988,646
Fair Value Adj. Reserve -------
Major Facilities Replacement --
Civic Center 1,852,585 20,517 ----1,873,102
CIP Reapproprtns (Rebudget)-------
Reserve for Encumb-Civic Ctr -------
Reserve for Prepaid Items -------
1,852,585 20,517 ----1,873,102
Parks & Community Centers 565,451 -----565,451
Marina Park (8,590,005)-8,590,005 ----
Sunset Ridge Park 2,626,372 --2,626,372 ---
Police Facility -------Lifeguard Headquarters 61 --61 ---
Strategic Planning 38,053 ----38,053
Corporate Yard Consolidation (165,394)-165,394 ----
Fire Station Rebuild 5,696,923 21,518 ---1,394,900 4,323,541
West Newport Community Ctr (33,502)-33,502 ----
15th St Restrm Cmplx (Design)-------Facilities Miscellaneous -------
Big Canyon Resrvr Aux Mnt Yrd -------
CIP Reapproprtns (Rebudget)-------
Reserve for Encumbrances -------
Public Arts & Culture 561,084 2,254 ----563,338
CIP Reapproprtns (Rebudget)-------
CIOSA Fund
Appropriation Reserve -------
Fair Value Adj. Reserve ------
Reserve for Encumbrances -------
Newport Uptown Undergrounding (119,000)-----(119,000)
Balboa Village Parking Mgmt District 35,857 371,616 --18,750 90,000 298,723
Neighborhood Enhancement --1,739,500 --1,739,500 -
Misc. SAH Projects Fund -
Appropriation Reserve -8,137 ----8,137
CIP Reapproprtns (Rebudget)-------
Reserve for Encumbrances -------
Facilities Maintenance Fund
Appropriation Reserve 831,803 8,883 1,000,000 --1,500,000 340,686
Reserve for Encumbrance -------
Newport Bay Dredging Fund
Permanent Endowment 3,939,573 25,143 ----3,964,716
Appropriation Reserve 1,075,663 -----1,075,663
Fair Value Adj. Reserve -------
Insurance Reserve Fund --Workers Comp Reserve 15,735,299 2,863,558 -3,494,000 -15,104,857
General Liability Reserve 7,980,217 4,068,231 -8,393,150 -3,655,298
Fair Value Adj. Reserve -------
Retiree Medical Fund
Operating Fund 677,378 7,081,200 --7,403,000 -355,578
Conversion Fund 20,229 - ----20,229
Fair Value Adj. Reserve -------
34 Summaries
SUMMARY OF ESTIMATED 2016-17 YEAR END FUND BALANCES
Adopted Adopted EstimatedEstimatedAdoptedBudgetCapitalYear End
Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance
Fund / Account 2015-16 2016-17 In Out 2016-17 2016-17 2016-17
Pension Management Fund
Appropriation Reserve -------
Fair Value Adj. Reserve -------
Compensated Absence Fund
Appropriation Reserve 4,134,174 2,470,703 -2,124,200 -4,480,677
Fair Value Adj. Reserve -------
Information Technology Fund 4,578,828 5,074,397 -8,940,765 -712,460
Appropriation Reserve -------
Fair Value Adj. Reserve -------
City Manager Assignment 396,711 -----396,711
Equipment Fund
Equipment Maintenance 43,904 1,922,802 -1,780,797 -185,909
Equip Replacement - All Other 9,192,770 2,380,660 --3,028,509 -8,544,921
Equip Replacement - PD 2,657,961 648,967 --1,735,560 -1,571,368
Equip Replacement - Fire 242,903 338,795 ----581,698800 MHz Equipment 1,924,627 -500,000 -1,153,748 -1,270,879
Parking Equipment 567,935 354,954 --515,000 -407,889
Recreation Equipment 533,407 212,623 --159,236 -586,794
Fair Value Adj. Reserve -------
Reserve for Encumbrances -------
Water Enterprise Fund
Residual Working Capital 2,457,315 26,293,337 528,689 4,452,977 21,804,442 2,025,000 996,922
Stabilization Reserve 11,426,314 --528,689 --10,897,625
Reserve for Future Infrastructure 9,737,285 -4,452,977 ---14,190,262
Fair Value Adj. Reserve -------
CIP Reapproprtns (Rebudget)-------Reserve for Encumbrances -------
23,620,914 26,293,337 4,981,666 4,981,666 21,804,442 2,025,000 26,084,809
Wastewater Enterprise Fund
Residual Working Capital -2,841,475 794,674 750,000 3,613,009 1,600,000 (2,326,860)Stabilization Reserve 794,674 --794,674 ---
Reserve for Future Infrastructure 1,311,314 -750,000 ---2,061,314
CIP Reapproprtns (Rebudget)------
Fair Value Adj. Reserve -------
Reserve for Encumbrances -------
2,105,988 2,841,475 1,544,674 1,544,674 3,613,009 1,600,000 (265,546)
TOTAL 167,821,550 292,224,083 56,237,404 56,237,404 270,747,463 26,435,200 162,862,970
Summaries 35
PAGE LEFT INTENTIONALLY BLANK
36 Department Budgets
MISSION STATEMENT
To provide fiscally responsible leadership that protects Newport Beach’s unique quality of life
for the full enjoyment of its residents, visitors and business owners. To direct the efficient and
effective delivery of municipal services in a transparent and accessible way.
OVERVIEW
Newport Beach is a charter city with a Council-Manager form of government. Unlike a general
law city that only has certain powers granted by the state, a city governed by a voter-approved
charter establishes its own powers and authorities.
The seven members of the Newport Beach City Council each represent and reside in one of seven
districts, but they are elected at-large by all of the community’s registered voters and therefore
serve a broader constituency.
While being a City Council member is considered a part-time job, the actual time commitment
can be significant. In addition to City Council meetings, Council members hold special local and
regional committee assignments, meet frequently with residents and business owners as well as
City staff to discuss issues and projects, and regularly attend a variety of community events.
Per the charter, the City Council hires the city manager, the city clerk and the city attorney. The
city manager oversees the hiring and management of the rest of the staff. It is the City Council’s
responsibility to enact policy and the city manager’s job to implement the Council’s policies and
approaches, many of which are expressed in the annual budget.
GOALS
IIn Newport Beach, the City Council reviews and approves various tools that are critical to
implementing policy. The City’s yearly budget is one of the most vital tools, as it applies
resources to the Council’s recommended policies, goals and programs.
Major achievements of FY 15-16 included maintaining low crime rates, completing Marina Park,
continuing to address the City’s unfunded pension liability, and taking steps to invest more in
Newport Harbor. Following on that, the Council in FY 16-17 expects to focus on these issues,
among others:
1. Maintaining fiscal discipline
2. Investing in the harbor, water, and water quality
3. Revitalizing key neighborhoods
4. Maintaining public safety
5. Developing new public/private partnerships that enhance services and programs..
CITY COUNCIL
Department Budgets 37
TOTAL CITY COUNCIL COSTS:
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 177,194$192,090$284,232$297,599$
Maintenance and Operations 1,332,201$779,407$1,169,320$869,350$
Capital Equipment -$473$1,000$1,000$
Total 1,509,395$971,970$1,454,552$1,167,949$
38 Department Budgets
MISSION STATEMENT
To provide service to the Mayor and City Council, City Manager, City Departments and the public
in a courteous, timely and efficient manner while remaining neutral and impartial. To improve
the administration of the affairs of the City Clerk’s Office consistent with applicable laws and
through sound management practices to provide easier access to local government and fulfill our
responsibility to the residents of Newport Beach.
DEPARTMENT OVERVIEW
The City Clerk’s Office provides service and support to the Mayor, City Council, City Manager
and administrative departments, as well as the public. As the office of record, the City Clerk has
responsibility for maintaining the official records of City Council actions in accordance with the
legal requirements for public meetings and execution of all minutes, ordinances, resolutions and
contracts. Services to the public include assistance with understanding and participating in the
decision and policy making process and asssistance with day to day inquiries.
GOALS
y Increase ease of access to City records, enhance transparency, and create a more paperless
environment through the implementation of a records management system (Laserfiche) and
an agenda management workflow system.
y Provide continued support to staff and improve various City processes, e.g. Board,
Commission, and Committees, and the agenda packet process.
y Continue to assist the public in the democratic process for local government.
CITY CLERK
Department Budgets 39
DEPARTMENT CORE FUNCTIONS
y Prepare, publish and notice agendas and documents for City Council meetings. Record and
maintain the proceedings of all City Council meetings.
y Maintain the document imaging system in order to reduce staff time in searching, retrieving
and copying records, as well as providing storage for permanent records.
y Provide staff and the residents with online access to the Newport Beach Municipal Code;
Council Policy Manual; Boards, Commissions and Committees Manual; applications and
vacancy notices for Boards and Commissions; and City Council agendas, minutes and staff
reports.
y Maintain the Appointive List for Boards and
Commissions as required under the Maddy Appointive
List Act.
y Process legal publications, postings and notices.
y Ensure accurate codification of City-adopted
ordinances.
y Act as Filing Officer for the Political Reform Act of
1974 regulations (Campaign Disclosure Forms and
Statements of Economic Interest.)
y Receive and open bids for City projects.
y Accept and transmit Claims for damages, and
Summons and Complaints against the City.
Service Indicators
2013-14
Actual
2014-15
Actual
2015-16
Estimated
2016-17
Projected
Council Meetings, Regular 22 22 22 22
Council Meetings, Special or Adjourned 22 22 22 22
Resolutions adopted 80 92 103 105
Ordinances adopted 27 21 25 25
Claims/Summons and Complaints processed 142 115 120 120
Contracts/Agreements processed 448 511 500 500
Notices of Completion/Release Bonds 12 17 20 20
Documents process to Orange County Recorder 15 31 30 30
Public Records Act requests processed 1 506 450 450 450
315 468 450 450
Notaries 128 146 150 150
BID Openings 2 36 22 30 30
1 Effective January 2012 (pursuant Council Policy E-1)
2 Prior to FY 12/13 this workload indicator was not tracked
FPPC Form management
40 Department Budgets
y Serve as the City’s Election Official and receive petitions relating to initiatives, referendums
or recalls.
y Administer oaths, affirmations and acknowledgements.
y Receive and transmit Public Records Act requests.
DEPARTMENT WORK PLAN
y Continue efforts to reduce hard-copy agenda packets, make available on the website and
assist residents with the location of such documents.
y Promote the use of electronics in lieu of paper.
y Assist and maintain various software for the Civic Center, including a Council Chambers
voting system and agenda management system.
y Maintain and update the current records management software, Laserfiche.
y Ensure transition is quality assured and provide necessary assistance to staff and the public.
y Preserve permanent records in an organized, systematic manner with our vault.
y Continue to update and improve documentation provided on the City’s website.
y Make documents better attainable using the new records management software.
y Revise pursuant to the Maddy Act and continue to issue updates as they occur.
y Continue to follow publication and posting requirements in accordance with State mandates,
and make this information available on the City’s webpage.
y Work with City staff in the preparation and timing of notices for publication.
y Work closely with the City’s codifier to ensure an accurate Newport Beach Municipal Code.
Department Budgets 41
y Notify and follow up with all Form 400 and Form 700 filers of their filing obligations
pursuant to FPPC regulations.
y Work with City departments to schedule bid openings and have appropriate staff in
attendance during the openings to answer any questions.
y Process in a timely manner and maintain the official Claims log for the City.
y Provide the public, Risk Management and our Third Party Administrator with requests and
necessary information.
y Comply with all laws and regulations related to the conduct of elections.
y Continue to administer the Oath or Affirmation to new officials.
y Consistent with City Council Policy E-1, assist the public and staff on all requests
TOTAL CITY CLERK PROGRAM COSTS:
TOTAL CITY CLERK BUDGETED STAFFING
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 523,789$539,256$586,269$718,425$
Maintenance and Operations 154,090$160,042$143,969$144,542$
Capital Equipment -$-$-$-$
Subtotal 677,879$699,298$730,238$862,967$
Elections 4,961$63,127$100,000$100,000$
Total 682,840$762,425$830,238$962,967$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Administrative Assistant 1.00 1.00 1.00 1.00
City Clerk 1.00 1.00 1.00 1.00
Department Assistant 1.00 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00 -
Assistant City Clerk - - - 1.00
Total Full-Time 4.00 4.00 4.00 4.00
Part-Time
Department Assistant, Limited Term - - - 1.96
Total Part-Time - - - 1.96
Total Budgeted Staffing 4.00 4.00 4.00 5.96
42 Department Budgets
MISSION STATEMENT
Efficiently and effectively deliver outstanding amenities, quality programs, strong services, and
provide for strong community engagement.
DEPARTMENT OVERVIEW
The City of Newport Beach operates under a Council-Manager form of government. The elected
seven-member City Council appoints the city manager to provide executive leadership and
oversee the day-to-day business of the City government. The city manager is responsible for
implementing City Council policies, directing City departments and operations, and developing
and managing the City’s capital and operating budgets.
The City Manager’s Office (CMO) includes the public information, economic development and
information technology divisions.
KEY DEPARTMENT PROGRAMS
y City Management
y Public Information
y Economic Development
y Information Technology
GOALS
y Provide leadership and strategic direction to the City’s operating departments;
y Maintain strong fiscal accountability and improved transparency of public funds and
resources;
y Provide direction and oversight to the development and execution of the City’s annual
budget and Capital Improvement Program, including the Facilities Financing Program (FFP);
y Improve public engagement and transparency;
y Provide an information technology infrastructure and strong IT support to help the City
remain an efficient organization.
CITY MANAGER
Department Budgets 43
TOTAL CITY MANAGER DEPARTMENT COSTS
PROGRAMS
CITY MANAGEMENT
The executive staff, led by the City Manager, is responsible for the implementation of City Council
goals, oversight of day-to-day organizational operations and delivering a balanced budget. The
City Manager continues to modernize the City’s organizational structure to improve efficiency
and customer service and to reduce operational costs and long-term financial obligations.
CITY MANAGEMENT PROGRAM COSTS
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 1,494,738$ 1,463,924$ 1,612,990$ 1,540,533$
Maintenance and Operations 1,199,268$ 1,081,246$ 1,469,610$ 1,470,940$
Capital Equipment 2,304$ 677$ 2,000$ 2,000$
Information Technology Program 5,875,801$ 4,939,462$ 7,939,112$ 8,940,765$
Total 8,572,111$ 7,485,309$ 11,023,712$ 11,954,238$
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 1,118,928$1,117,067$1,214,467$1,127,211$
Maintenance and Operations 508,153$449,838$502,910$503,545$
Capital Equipment 1,841$677$2,000$2,000$
Total 1,628,921$1,567,582$1,719,377$1,632,756$
44 Department Budgets
CITY MANAGEMENT BUDGETED STAFFING
PUBLIC INFORMATION
INTENDED OUTCOME
To effectively deliver information about City policies and programs, understand community
interests, and engage our residents, businesses and visitors early and often.
CORE FUNCTIONS
y Provide community outreach, media relations and public relations assistance to City
departments to facilitate communication with the community, help identify potential issues
and develop solutions.
y Provide information, both proactively and in response to inquiries, to members of the news
media.
y Encourage citizen engagement by using interactive communication tools and techniques to
share information and gather feedback.
WORK PLAN
y Continue to expand the City’s use of digital communication tools to reach diverse audiences
and encourage community engagement.
y Implement a staff communication committee and training program to equip employees
with the skills and tools needed to help provide accurate and timely information about City
programs and projects.
y Establish community outreach guidelines to provide consistency among City departments in
communicating project timing and potential impacts.
y Review and update (as needed) City communication plans and policies.
y Continue to create web and social media content, print materials, and videos focused on
current community projects, programs and issues.
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Administrative Assistant to Assistant City Manager 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00
Deputy City Manager 0.50 0.50 0.50 -
Executive Assistant to City Manager 1.00 1.00 1.00 1.00
IT Manager 0.50 0.50 0.50 0.50
Total Full-Time 5.00 5.00 5.00 4.50
Part-Time
Intern - 0.24 0.24 0.24
Total Part-Time - 0.24 0.24 0.24
Total Budgeted Staffing 5.00 5.24 5.24 4.74
Department Budgets 45
PUBLIC INFORMATION PROGRAM COSTS
PUBLIC INFORMATION BUDGETED STAFFING
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 375,810$329,972$365,421$391,024$
Maintenance and Operations 185,776$236,767$333,200$333,895$
Capital Equipment 463$-$-$-$
Total 562,050$566,740$698,621$724,919$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Administrative Analyst --1.00 1.00
Public Information Specialist 1.00 1.00 --
Public Information Manager 1.00 1.00 1.00 1.00
Total Full-Time 2.00 2.00 2.00 2.00
Total Budgeted Staffing 2.00 2.00 2.00 2.00
46 Department Budgets
ECONOMIC DEVELOPMENT
INTENDED OUTCOME
To create quality infrastructure and safety services, to make it easy and simple for businesses to
secure permits and plan check, and to further strengthen City/business relationships.
WORK PLAN
y Support efforts and identify projects and funding sources to revitalize the physical
environment and public infrastructure in the City’s commercial districts.
y Foster relationships with business owners and representatives in each of the City’s core
business sectors.
y Support the community’s merchants associations and business improvement districts.
y Simplify City procedures and improve clarity and ease of access for businesses.
ECONOMIC DEVELOPMENT PROGRAM COST
ECONOMIC DEVELOPMENT BUDGETED STAFFING
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits -$16,885$33,102$22,298$
Maintenance and Operations 505,339$394,641$633,500$633,500$
Capital Equipment -$-$-$-$
Total 505,339$411,526$666,602$655,798$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Part-Time
Fiscal Clerk, P/T - 0.50 0.50 0.50
Total Part-Time - 0.50 0.50 0.50
Total Budgeted Staffing - 0.50 0.50 0.50
Department Budgets 47
INFORMATION TECHNOLOGY
INTENDED OUTCOME
To partner with and provide City departments with tools and technological solutions, both
hardware and software, to enable them to deliver top quality service to our residents, business
customers and staff.
CORE FUNCTIONS
y Application Development and Support
y PC and Data Center Hardware Maintenance and Support
y Network Administration
y GIS Mapping Administration and Support
y Phone/Communications Systems Administration and Support
y Document Management and Workflow Support
y Database Management
y Development and Administration of the City’s Web Sites
y E-mail & Voicemail Support
y Cyber Security
48 Department Budgets
WORK PLAN
Continue implementing the IT Strategic Plan including;
y Continue work to enhance security of City systems and redundancy of facility network
connections
y Create additional paperless workflows to increase organization efficiency and reduce paper
use.
y Conduct selection of new Permitting software and complete implementation of new system
(building, planning and more).
y Provide efficient tools for field personnel. (Ex. tablets with mapping tools for maintenance
staff).
y Expand City information access through next generation of GIS maps and website/app
design to improve how City data is summarized in intuitive and interactive ways.
Overall, the IT Division continues to help the City further streamline its operations by using cut-
ting-edge, off-the-shelf technology that has greater flexibility and features, and utilizes private
resources where appropriate.
INFORMATION TECHNOLOGY PROGRAM COSTS
2013-14* 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 2,246,945$ 2,232,358$ 2,621,250$ 2,705,058$
Maintenance and Operations 3,351,373$ 2,534,833$ 2,719,682$ 3,432,290$
Capital Equipment 277,484$ 172,272$ 2,598,180$ 2,803,417$
Total 5,875,802$ 4,939,463$ 7,939,112$ 8,940,765$
*Corrected
Department Budgets 49
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Engineering Technician 0.50 0.50 0.50 0.00
GIS Analyst 2.00 2.00 2.00 2.00
GIS Technician 1.00 1.00 1.00 1.50
Information Systems Coordinator 1.00 1.00 1.00 1.00
IT Applications Analyst 3.00 3.00 3.00 2.00
IT Applications Supervisor 1.00 1.00 1.00 1.00
IT Manager 0.50 0.50 0.50 0.50
IT Operations Supervisor 1.00 1.00 1.00 1.00
IT Specialist III 2.00 1.00 1.00 1.00
IT Technician 1.00 2.00 2.00 2.00
Senior IT Applications Analyst 1.00 1.00 1.00 2.00
Senior IT Specialist 1.00 1.00 1.00 1.00
Total Full-Time 15.00 15.00 15.00 15.00
Part-Time
GIS Technical Aide 0.50 0.50 0.50 0.50
Accountant, Limited Term --1.00 -
Human Resources Analyst, Limited Term --1.00 -
Sr. Fiscal Clerk, Limited Term --1.75 -
Total Part-Time 0.50 0.50 4.25 0.50
Total Budgeted Staffing 15.50 15.50 19.25 15.50
INFORMATION TECHNOLOGY BUDGETED STAFFING
50 Department Budgets
MISSION STATEMENT
To hire, retain and develop quality employees to achieve the City’s organizational goals, reduce
the City’s liability costs through proactive, sound administrative measures and serve as a valuable
resource to both internal and external customers.
DEPARTMENT OVERVIEW
The Human Resources (HR) Department provides professional customer service and support to
the City Council, Civil Service Board, City management, employees, and the public. We provide
organizational strategy and analytical information to the City Manager in order to accomplish key
Council goals, promote organizational transparency and plan for future workforce demands. In
Fiscal Year 2015-16, HR was instrumental in achieving labor agreements with eight of the City’s
employee associations and worked collaboratively with Finance to design and implement the hu-
man resources and payroll modules of the Tyler Munis Enterprise Resource Planning system.
We are committed to offering sound, diversified training opportunities to our employees. This
not only aids staff in meeting and anticipating community needs, but continues to make the City
of Newport Beach a highly desirable place to work. HR is committed to hiring capable, versatile
and highly-qualified talent within budgetary parameters.
In its efforts to minimize the City’s risk exposure, HR continues to be a valuable resource for
assistance with employment law and best practices matters, including such areas as workers’
compensation, safety, liability prevention, risk management, employee discipline, hiring protocols
and benefits administration. By keeping abreast of employment law changes, we are able to
adjust processes accordingly and remain legally compliant.
HUMAN RESOURCES
Department Budgets 51
HR Director Barbara J. Salvini is the Secretary to the Civil Service Board. She works
collaboratively with the City Attorney’s Office to help the Board comply with the City Charter,
Civil Service Board Rules, Procedural Hearing Rules, City Policies, Memoranda of Understanding
(labor contracts) and Employer-Employee Relations Resolution.
.
KEY DEPARTMENT PROGRAMS
y City-wide Benefits Management
y Civil Service Board Administration
y Labor Relations Negotiations and
Contract Administration
y Recruitment & Selection
y Risk Management Administration
y Training and Employee Development
GOALS
y Assist City Council and City Manager’s Office in achieving stated goals and objectives.
y Foster risk avoidance practices and implement proactive measures to minimize the City’s
liability exposure.
y Offer viable and cost-effective resources and benefits to City employees.
y Attract and recruit highly qualified candidates to meet City-wide operational staffing needs,
including public safety.
y Enhance talent management in all departments through the use of online services, employee
performance management, in-house training and development, and employee relations/
counseling.
y Continue to facilitate and manage the personnel administration module of the Tyler Munis
Enterprise Resource Planning system.
y Promote effective and productive employer-employee relations.
52 Department Budgets
Service Indicators 2013-14
Actual
2014-15
Actual
2015-16
Estimated
2016-17
Projected
Recruiting & Administration Division
Full-time Recruitments 51 54 45 45
Part-time Recruitments 34 33 35 35
Tuition Reimbursements 204 203 200 210
Unemployment Claims Processed 37 25 25 25
Classification & Compensation Studies 1 0 7 15 20
Negotiated Labor Contracts 3 3 7 2
Training Workshops 17 26 34 70
Benefits & Risk Management Division
Benefit Transactions 3,300 3,810 3,900 4,000
Retirements Processed 19 13 17 17
General Liability Claims 100 147 150 152
Industrial Disability Retirements 6 4 2 3
Workers' Comp & Disability Claims 107 137 140 144
1 In 2013 the City initiated the Fox Lawson Classification Study. Though the Study has not been implemented comprehensively, select
classification or compensation changes have occurred based on recruitment, retention, and operational needs.
TOTAL HUMAN RESOURCES DEPARTMENT COSTS
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 1,579,754$ 1,495,445$ 1,625,171$ 1,907,495$
Maintenance and Operations 982,900$ 844,499$ 935,654$ 996,799$
Capital Equipment 2,264$ 13,011$ 7,500$ 7,500$
Total 2,564,918$ 2,352,955$ 2,568,325$ 2,911,794$
Department Budgets 53
CORE FUNCTIONS WORK PLAN
y Coordinate City-wide training and
development
y Organize, track and assure mandated
training compliance (Sexual Harassment/
Discrimination/Bullying Prevention)
y Facilitate City-wide trainings on topics such
as Organizational Effectiveness, Employee
Performance Evaluations and Wellness
y Provide targeted training for skills-specific
development (computer applications,
technical knowledge, writing enhancement)
y Offer supervisory/leadership training
opportunities
y Keep abreast of best personnel practices
and legal mandates
y Facilitate collective bargaining for City’s
ten labor groups
y Negotiate in good faith with labor groups
on wages, benefits, pension contributions,
and other conditions of employment
y Provide effective leadership in
management-labor relations and
y Implement labor contract terms
y Administer City-wide comprehensive
benefits programs
y Open Enrollment and Employee Health Fair
y New Hire Orientation
y Employee Pension (PERS) Benefits
Administration and Coordination
y Retirement Procedures
y Employee Assistance Program
54 Department Budgets
CORE FUNCTIONS WORK PLAN
y Ensure compliance with local, state and
federal rules & regulations
Periodically review and update various HR
documents and processes in order to insure
compliance with various regulations including:
y Affordable Care Act y Americans with Disabilities Act y Consolidated Omnibus Budget Reconciliation Act (COBRA) y DMV Employer Pull Program y Department of Transportation Mandatory Drug Testing Program y Mandated State and Federal Leave Laws y Health Insurance Portability and Accountability Act (HIPAA) Compliance y Fair Labor Standards Act (FLSA) y Safety Program (OSHA) y Workers’ Compensation Program
y Facilitate, process and onboard new
employees through recruitment and hiring
y Develop effective recruitment plans and
processes to ensure the selection and
retention of exceptional talent
y Facilitate job offers and promotions to
timely meet all City departments’ staffing
needs
y Continue to gain knowledge and provide
assistance with the online recruitment
software (NeoGov) and other employment
resources
y Serve as the lead on the Enterprise
Resource Planning system City-wide
Implementation Team
y Provide key leadership in the ongoing
management and administration of the
Human Resources module of the ERP
system; continue to evaluate system
effectiveness and implement best practices
as needed
y Organize and administer City-wide events
and programs
y Solicit nominations from local schools
and employees and facilitate the annual
Ackerman Trust Scholarship program.
y Coordinate and organize the annual
Employee Recognition/Employee of the
Year event
y Lead the Healthy Eating Active Living
(HEAL) and Innovation/ Improvement
Incentive Program (IIIP) activities
y Administer Citywide Tuition Reimbursement
program
Department Budgets 55
CORE FUNCTIONS WORK PLAN
y Counsel and advise City management staff
on personnel regulations and practices
y Employee Career and Promotional
Counseling
y Supervisor Succession Planning
y Employee Performance Improvement
Strategies
y Employee Relations Progressive Discipline
Practices
y Grievances Procedures
y Support Civil Service Board (CSB) and
maintains the integrity of CSB Procedural
Rules and Hearing Procedures
y Provide staff support and guidance in all
matters pertaining to the CSB; specifically
administrative hearings
y Administer classification and compensation
system.
y Continue to research and study
classification and compensation and
recommend adjustments where appropriate
or operationally necessary
y Oversee and maintain administrative
procedures
y Administer insurance programs to protect
City operators/activities and property
y City Hall Access/Security
y General Liability Claims Regarding Personal
Injury and Property Damage
y Records Management
y Special Events Review
y Update and Maintain Employee Records in
Database
y Verifications of Employment
y Administer Insurance Programs to Protect
City Operators/Activities and Property
56 Department Budgets
RECRUITING & ADMINISTRATION PROGRAM COSTS
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 848,583$875,366$984,122$1,245,613$
Maintenance and Operations 677,783$497,981$561,213$621,900$
Capital Equipment 2,264$13,011$7,500$7,500$
Total 1,528,629$1,386,358$1,552,835$1,875,013$
RECRUITING & ADMINISTRATION BUDGETED STAFFING
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Administrative Assistant to the HR Director 1.00 1.00 1.00 1.00
Department Assistant 1.00 1.00 1.00 1.00
Deputy City Manager 0.25 0.25 0.25 -
HR/RM Department Administrator 0.25 0.25 --
Human Resources Analyst 1.00 1.00 --
Human Resources Director ---0.50
Human Resources Manager --1.00 1.00
Human Resources Specialist II 1.00 1.00 1.00 2.00
Human Resources Supervisor 1.00 1.00 --
Senior Human Resources Analyst 1.00 1.00 2.00 2.00
Total Full-Time 6.50 6.50 6.25 7.50
Part-Time
Office Assistant P/T -0.30 0.30 0.30
Total Part-Time -0.30 0.30 0.30
Total Budgeted Staffing 6.50 6.80 6.55 7.80
Department Budgets 57
BENEFITS & RISK MANAGEMENT PROGRAM COSTS
BENEFITS & RISK MANAGEMENT BUDGETED STAFFING
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Department Assistant 1.00 1.00 1.00 -
Deputy City Manager 0.25 0.25 --
HR/RM Department Administrator 0.75 0.75 --
Human Resources Director --0.50 0.50
Human Resources Manager --1.00 1.00
Human Resources Specialist I 1.00 1.00 --
Human Resources Specialist II 1.00 1.00 2.00 2.00
Human Resources Supervisor 1.00 1.00 --
Total Full-Time 5.00 5.00 4.50 3.50
Total Budgeted Staffing 5.00 5.00 4.50 3.50
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 731,171$620,079$641,049$661,882$
Maintenance and Operations 305,118$346,518$374,441$374,899$
Capital Equipment -$-$-$-$
Total 1,036,288$966,597$1,015,490$1,036,781$
58 Department Budgets
MISSION STATEMENT
The City Attorney’s Office provides timely, cost-effective, quality legal advice and services to
support the City Council, the City Manager and all City departments, boards, commissions and
committees in achieving the City Council’s goals while limiting risk and costs to the taxpayers.
DEPARTMENT OVERVIEW
The City Attorney’s Office provides legal advice and services
to the City Council, City staff, boards, commissions and
committees through the preparation of ordinances, resolutions,
contracts and legal opinions relating to land use, public safety
and other municipal law matters. As the prosecutor for the City,
the City Attorney’s Office protects the health, safety and welfare
of the public through the effective prosecution of violations
of the Charter and Municipal Code. The City Attorney’s Office
also represents the City, its officers and staff in civil litigation
matters and manages the legal services provided to the City by
outside legal counsel.
KEY DEPARTMENT PROGRAMS
y Advisory
y Representation
GOALS
y Continue to provide the highest quality legal services in an efficient and cost effective
manner to the City Council, City officials, City staff, boards, commissions and committees.
y Assist in developing legal strategies for implementing City Council goals, identifying
legal issues related to community development proposals, and responding to community
concerns.
y Propose alternative and legally acceptable ways to accomplish the City Council’s objectives
when the City encounters legal obstacles.
y Maintain an accessible attorney staff, provide timely responses to formal and informal
requests for legal advice and enhance legal support to City departments.
y Represent the City in legal proceedings and effectively manage legal services provided by
outside counsel.
CITY ATTORNEY
Department Budgets 59
y Support City staff’s efforts to resolve violations of the Charter and Municipal Code in a fair
and timely manner.
y Pursue cost controls and expenditure restrictions to decrease costs and promote efficiencies
in the legal services provided to the City.
y Attract, develop, and retain qualified and experienced legal staff.
CITY ATTORNEY’S OFFICE PROGRAMS
The City Attorney’s Office, led by the City Attorney, is responsible for advising the City Council,
the City Manager and all City departments, boards, commissions and committees regarding
applicable legal requirements, as well as representing the City in administrative proceedings and
litigation.
CITY ATTORNEY’S OFFICE PROGRAM COSTS:
CITY ATTORNEY’S OFFICE BUDGETED STAFFING:
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 1,280,963$1,252,740$1,376,707$1,493,854$
Maintenance and Operations 198,587$231,636$217,200$218,734$
Capital Equipment 3,653$3,522$3,000$3,000$
Outside Counsel 607,413$496,968$715,000$715,000$
Total 2,090,616$1,984,866$2,311,907$2,430,588$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Assistant City Attorney 3.0 3.0 3.0 3.0
Administrative Assistant to the City Attorney 1.0 1.0 1.0 1.0
Budget Analyst 0.1 ---
City Attorney 1.0 1.0 1.0 1.0
Legal Assistant 1.0 ---
Paralegal 1.0 1.0 1.0 1.0
Total Full-Time 7.1 6.0 6.0 6.0
Part-Time
Paralegal, P/T -0.5 0.5 1.0
Total Part-Time -0.5 0.5 1.0
Total Budgeted Staffing 7.1 6.5 6.5 7.0
60 Department Budgets
PROGRAMS
ADVISORY
INTENDED OUTCOME:
To provide the highest quality legal advice and services to the
City Council, City officers, City staff, boards, commissions and
committees.
CORE FUNCTIONS:
y Provide support at meetings of the City Council, boards, commissions and committees.
y Develop and maintain systems to provide legal services in a timely, accurate and efficient
manner.
y Provide timely and accurate legal advice to all departments, including reviewing and/or
preparing all contracts, ordinances, resolutions and other legal documents.
y Provide support to the City Clerk’s Office in regards to Public Records Act requests.
y Continue to assist City staff to manage risk in an appropriate manner.
WORK PLAN:
y Coordinate with City departments to ensure that
attorneys are properly assigned to cover meetings
and participate in training staff, commissioners, board
members and committee members regarding applicable
legal requirements.
y Utilize technology to allow for the timely, accurate
and efficient provision of contracts, ordinances and
resolutions.
y Assign work to attorneys with requisite experience to
handle matters in a timely/accurate manner.
y Ensure that all attorneys continue to participate in
continuing education courses.
y Assist the City Clerk to interpret legal requirements
under the Public Records Act.
y Continue to work with the City’s Risk Manager to
appropriately limit risk.
Department Budgets 61
REPRESENTATION
INTENDED OUTCOME:
To represent the City of Newport Beach in litigation and
administrative matters in a cost effective manner.
CORE FUNCTIONS:
y Represent the City of Newport Beach in litigation related
to violations of the City’s Charter and Municipal Code.
y Provide representation to the City in administrative
matters and litigation.
y Effectively monitor outside counsel’s representation of the
City in litigation matters.
WORK PLAN:
y Coordinate with the City’s Code Enforcement and Planning Divisions to ensure that City staff
is appropriately trained regarding legal requirements.
y Collaborate with City staff to ensure that code enforcement matters are resolved in a timely,
fair and consistent manner.
y Continue to represent the City at administrative hearings and in litigation matters.
y Ensure that outside counsel continue to comply with billing guidelines and that outside
counsel are providing quality legal services in a timely and cost effective manner.
PERFORMANCE MEASURES:
The following service indicators are provided as a means to quantify some of the general work
performed by the City Attorney’s Office throughout the year:
Workload Indicators
2013-14
Actual
2014-15
Actual
2015-16
Estimated
2016-17
Projected
City Council, Board, Commission and
Committee Meetings 103 105 105 105
City Council, Board, Commission, Committee
and Staff Training 17 18 18 18
Preparation/review of Contracts, Agreements, MOUs 568 551 550 550
Preparation/review Ordinances 26 21 38 35
Preparation/review Resolutions 86 92 82 80
Respond to Records Requests 60 109 130 130
Subpoenas 97 84 88 90
5 7 6 6
Criminal/Civil Litigation Caseload 92 171 230 250
Pitchess Motions
* Beginning in Fiscal Year 2012-13, CAO treated all amendments to an agreement as one in the same agreement for tracking purposes.
62 Department Budgets
MISSION STATEMENT
The Finance Department is committed to providing prudent financial management of publicly
entrusted resources and providing the organization with the highest quality financial planning
and control, accounting, financial reporting, analytical support and revenue administration. We
will establish and maintain a level of trust with our community and our City Council. We will value
input and continually strive to provide the best service possible to the departments we serve.
DEPARTMENT OVERVIEW
The Department’s primary purpose is to act as the chief financial steward over all public
resources and to provide a wide variety of financial, technical, and support functions generally
encompassed by treasury, accounting, budgeting, long-term financial planning, auditing, and
revenue administration. Prudent financial services are critical to the City’s financial stability, and
the City’s ability to consistently deliver the highest quality of municipal services our residents
have grown to expect and deserve.
Financial reporting is critical to the financial credibility of the City and intelligent decision
making. The City places a high value on transparency in all matters concerning the City’s
financial position and cost of operations. To this end, Finance shall provide clarity and full
disclosure in all financial documents, including but not limited to, the City’s Budget, Quarterly
Financial Reports, Comprehensive Annual Financial Reports, and compliance filings. We will go
beyond the minimum reporting requirements established by professional standards organizations,
including applying to professional certificate achievement programs and completing voluntary
event disclosure filings. We will provide accurate, reliable, and timely financial information to the
entire organization and members of the public.
The Finance Department is committed to supporting the Council’s Fiscal Sustainability Plan
by maintaining appropriate cash reserves, ensuring that Newport Beach continues to receive
the highest possible rating from credit agencies, and accurately reporting and forecasting
revenue and expenditure performance on a quarterly basis and appropriately calculating fair
and defensible cost recovery targets. The Finance Department is also a key component in the
implementation of the integrated Enterprise Resource Planning Software System (ERP) in FY
2016 through FY 2017. This comprehensive financial and human resource software system,
including implementation services, training, and technical support, will result in stronger decision
support by providing more accurate, integrated and timelier information; improve customer
service by expanding the use of web and mobile device applications; and provide numerous
workflow process improvements that will streamline and enhance workplace efficiency. The ERP
consists of four major phases and will be implemented through 2017.
FINANCE
Department Budgets 63
KEY DEPARTMENT DIVISIONS
y Administration
y Financial Planning
y Revenue Administraton
y Financial Reporting
GOALS
y Manage public resources by providing prudent financial planning, reporting, and control to
manage and protect City assets, with the intended outcome of long-term fiscal sustainability.
y Provide accurate, relevant, and reliable information about the City’s financial condition to
City Council, departments, and the public to improve accountability, maintain the public’s
trust and assist City Council and the City Manager in making well-informed financial
decisions.
y Actively serve on the implementation team for the ERP system to update our financial
systems, improve business processes, and electronic workflow.
y Partner with departments to plan and implement strategic business and financial direction to
ensure sound financial decisions.
TOTAL FINANCE DEPARTMENT COSTS
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 3,982,750$ 4,035,635$ 4,714,755$ 5,065,724$
Maintenance and Operations 2,382,425$ 2,481,736$ 2,726,860$ 2,731,387$
Capital Equipment 1,283$ 26,343$ 14,200$ 14,200$
Total 6,366,458$ 6,543,714$ 7,455,815$ 7,811,311$
64 Department Budgets
PROGRAMS
ADMINISTRATION
INTENDED OUTCOME
y Provide prudent financial planning and management of public resources to ensure fiscal
sustainability, and maintain high quality, accurate and timely financial reporting and services
that our community, departments, and City Council can rely upon to make informed financial
decisions.
CORE FUNCTIONS
y Provide effective leadership to the Finance Department by providing clear well-defined goals
and expectations; which encourage employees to perform their duties with high standards
and ethics, always keeping in mind the customer’s and City Council’s priorities.
y Ensure staff has the resources and professional training necessary to achieve success in the
performance of all duties.
y Recommend and maintain prudent fiscal policies to ensure financial stability and protection
of City assets.
y Provide long-term financial planning and recommend financial strategies for liquidity
management, capital planning, public financing, and debt management.
y Provide economic analysis to support revenue and expenditure assumptions and forecasting.
y Actively serve on the ERP implementation team and provide technical staff to assist in
the implementation to ensure a high quality system which focuses on business process
improvements, accurate and timely reporting, and overall protection of all City resources.
WORK PLAN
y Take a leadership role in the
implementation of the new ERP
system.
y Further refine as necessary and
maintain the Facilities Financing
Planning Tool (FFPT) to provide
sufficient resources for the long-term
Facilities Financial Planning Reserve.
y Evaluate, and make recommendations
to the City Council as needed
regarding the City’s Reserve Policy
(F-2) to make sure it remains relevant
given the City’s strategic objectives
and financial risks.
y Assist the City Council with developing
the best pension funding policy going
forward by providing analysis of
CalPERS changes regarding actuarially
determined employer contribution
rates, and by assessing how the impact
Department Budgets 65
of actuarial studies (e.g., payroll growth, mortality, wage inflation, discount rate, etc.) impact
employer rates.
y Review the City’s investment policy and seek policy guidance from the Finance Committee
and City Council regarding the scope, objectives, and standards that govern the City’s
investment portfolio.
y Oversee the compilation of the Quarterly Financial Report.
ADMINISTRATION PROGRAM COSTS
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 746,613$764,471$853,851$921,120$
Maintenance and Operations 154,072$175,159$146,403$147,508$
Capital Equipment 1,239$16,351$7,500$7,500$
Total 901,923$955,981$1,007,754$1,076,128$
Service Indicators
2013-14
Actual
2014-15
Actual
2015-16
Estimated
2016-17
Projected
Prudent Financial Management
Credit Rating (Issuer Credit Rating) 1 AAA AAA AAA AAA
Facilities Financing Plan Updated Reviewed Annually Yes Yes Yes Yes
Periodic Financial Reporting and Monitoring
Quarterly Financial Reports Submitted 4 3 4 4
Investment Portfolio Management
Safety: Avg Credit Quality AAA AAA AAA AAA
Liquidity: Duration 1.93 Yrs 1.9 Yrs 1.9 Yrs 1.9 Yrs
Yield: Yield to Maturity at Cost 0.73%0.80%0.82%0.82%
Fiscal Sustainability
Contingency Reserve >15% of Operating Budget Yes Yes Yes Yes
Review financial policies annually and update (if needed) Yes Yes Yes Yes
Recommended a balanced budget at adoption Yes Yes Yes Yes
Bonded Debt Service <8% of General Fund Revenues 4.72%4.68%4.62%4.62%
40 Hours of Continuing Professional Education met Annually Yes Yes Yes Yes
1
Outcome: Finance is prudent in planning, managing and protecting public resources with the long-term goal of fiscal sustainability. Finance always provides
high quality, accurate and timely reports and analysis.
Moody’s Investor Service, Standard & Poor’s and Fitch Ratings have all assigned the City of Newport Beach an AAA credit rating, the highest possible underlying rating, one of only five agencies in California
to receive an AAA rating from all three rating agencies.
66 Department Budgets
ADMINISTRATION BUDGETED STAFFING
FINANCIAL PLANNING
INTENDED OUTCOME
Develop and manage a cost effective means for processing budget, payroll, accounts payable,
and purchasing transactions in a manner that ensures the proper allocation of City resources.
Provide accurate and reliable financial reports to the City Council, the City Manager, and
departments so they can make informed decisions.
CORE FUNCTIONS:
y Develop and manage (or administer) the
City’s operating budget including monthly
monitoring to ensure budgetary control,
accuracy of revenues, and expenditure
compliance.
y Coordinate and process the City’s biweekly
payroll function.
y Provide accounts payable and purchasing
services to all departments and administer
the Citywide purchasing card program.
y Prepare financial analysis as directed by
management in a timely and accurate
manner.
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Administrative Support Services Coordinator 1.0 1.0 --
Administrative Assistant --1.0 1.0
Deputy Finance Director 1.0 1.0 1.0 1.0
Finance Director/Treasurer 1.0 1.0 1.0 1.0
Fiscal Clerk 1.0 1.0 1.0 1.0
Senior Mail Processing Clerk 1.0 1.0 1.0 1.0
Total Full-Time 5.0 5.0 5.0 5.0
Part-Time
Student Aide -1.0 1.0 1.0
Total Part-Time -1.0 1.0 1.0
Total Budgeted Staffing 5.0 6.0 6.0 6.0
Department Budgets 67
WORK PLAN:
y Provide administrative and technical support to the City Council and departments as they
develop and implement a strategy-driven budgeting process that is reflective of high-level
priorities.
y Provide analytical reports and analysis to management for use in employee contract
negotiations.
y Provide the City Council with periodic financial reports and updates to align the budget with
actual revenues and expenditures and report performance measure outcomes.
y Continue to review, refine and improve budget, payroll, purchasing and accounts payable
processes in the new ERP system to mazimize effectiveness.
FINANCIAL PLANNING PROGRAM COSTS
Service Indicators
2013-14
Actual
2014-15
Actual
2015-16
Estimated
2016-17
Projected
Total Budget Administered 1 $370,056,020 $368,657,059 $368,094,484 $297,184,604
General Fund Budget $184,405,887 $181,256,516 $215,352,397 $195,652,478
Total Value of Payables Processed $171,439,029 $167,911,161 $173,644,720 $172,500,000
Days to issue vendor payments-target < 7 days 100%100%100%100%
Purchase Orders Issued 775 741 700 715
Days to issue purchase order-target 5 days 3 2 1.5 1.5
# of Request for Proposals processed 130 142 175 190
2 4 4 4
Training seminars given to City employees-target 8 11 5 13 8
# of budget adjustments 140 155 125 130
Single audit finding-target none 2 0 0 0 0
# of paychecks processed 25,320 24,540 24,908 25,129
1 Budget Administered represents the gross budget administered (including internal service charges).
2 No potential loss of grant funding.
Outcome: Develop and mange cost effective processes over Budget, Payroll, A/P and Purchasing and provide accurate and timely
financial reports to the City Manager, City Council and departments so they can make informed decisions.
Administrative Policies established or revised-target 4
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 1,104,086$1,189,121$1,374,546$1,483,022$
Maintenance and Operations 183,949$178,745$233,591$235,055$
Capital Equipment 44$596$-$-$
Total 1,288,079$1,368,462$1,608,137$1,718,077$
68 Department Budgets
FINANCIAL PLANNING BUDGETED STAFFING
REVENUE
INTENDED OUTCOME
y Safeguard and maximize City revenues, and provide excellent customer service.
CORE FUNCTIONS
y Work with City Council to develop new revenue programs and streamline current programs
for the benefit of the Newport Beach business and residential community and the general
public.
y Monitor legislative changes impacting revenue services, with a particular focus on revenue
enhancements, parking revenues, tax collection, tax programs, municipal billing, user fees,
business license tax, payment transactions, and revenue controls.
y Implement and enforce Municipal Code revenue programs, primarily but not limited to,
business license administration, parking administration, auditing, fee and tax collection,
billing, citations processing, permitting and fee schedule development and maintenance.
y Analyze and recommend business license regulations and policies to ensure a healthy
business environment in Newport Beach and to maximize business license revenues.
y Maintain high-quality customer service
y Collect revenues through online services (credit card), in person (cash), mail (checks),
process other departmental checks and credit cards; and perform reconciliations. Maximize
amounts to be collected from government grants, state mandate reimbursements, and other
programs.
y Maintain accurate records and book keeping for all payments received; maintain security
controls to prevent theft, fraud, or mishandling of public funds.
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Budget Analyst 1.4 1.5 1.5 1.5
Budget Manager 1.0 1.0 1.0 1.0
Buyer 1.0 1.0 1.0 1.0
Fiscal Specialist 2.0 2.0 2.0 2.0
Inventory Analyst 1.0 1.0 1.0 1.0
Purchasing Agent 1.0 1.0 1.0 1.0
Senior Budget Analyst 1.0 1.0 1.0 1.0
Senior Fiscal Clerk 1.0 1.0 1.0 1.0
Total Full-Time 9.4 9.5 9.5 9.5
Part-Time
Sr. Fiscal Clerk Limited Term ---0.5
Student Aide 0.5 ---
Total Part-Time 0.5 --0.5
Total Budgeted Staffing 9.9 9.5 9.5 10.0
Department Budgets 69
y Monitor external contracts for parking lot and meter management services, sales tax reviews,
dog licensing, commercial filming, and others, to ensure City revenues are maximized and
that consultants are adhering to contract terms. Research new technologies that have the
potential for improving efficiency and service to the public.
y Ensure collection of revenues due to the City by managing, overseeing and implementing
billing functions City-wide. Ensure accuracy and maintenance of appropriate accounting
records.
WORK PLAN:
y Update fee schedule pursuant to the cost-of-services study.
y Participate in local and state-wide advocacy groups to anticipate and recommend legislative
changes furthering Council priorities and enhancing City revenues.
y Ensure a customer-centric, fair and consistent parking enforcement operation, continue to
modernize parking equipment, analyze and recommend improvements to on-street and off-
street parking meters, pay stations and permit programs.
y Develop parking validation programs for the City’s business districts.
y Explore and implement new business license techniques to increase cost efficiency, improve
workflow, improve the quality of online access to taxpayers, and to ensure a level playing
field for all business license taxpayers.
y Audit external contracts, tax payments and internal processes to ensure compliance, service
efficiencies and the safeguarding and maximization of City revenues.
y Automate services to the public, improve online bill pay, billing, general customer service
functionality, and provide a more user-friendly system.
y Provide timely and just adjudication decisions.
y Provide regular and timely audits of franchises, agreements, and taxes.
y File reimbursement claims for costs incurred by the City for costs mandated by the State of
California
70 Department Budgets
y Restructure staff responsibilities where necessary to increase efficiencies while maintaining
excellent customer service.
y Improve work flow procedures to expedite processing of administrative citations and
payments posting, and in identifying non-licensed businesses.
y Improve receipting processes to promote a paper free environment.
y Implement new billing system for Accounts Receivable and Utility billing accurately,
efficiently, and in a timely manner.
y Provide customer service to City residents and business owners regarding drought
regulations and water conservation measures. Provide departmental support to help reach
State mandated water reductions.
y Analyze and recommend best practices to preserve the community character and maximize
revenues from web based short term rentals while ensuring efficient and cost effective
compliance with short term rental regulations.
y Provide departmental support to ensure accuracy of revenue projections citywide
Service Indicators
2013-14
Actual
2014-15
Actual
2015-16
Estimated
2016-17
Projected
Outcome: Protect and maximize City revenue sources in a timely and conscientious manner; provide superior customer service.
Customer issues resolved w/in 24 hours-target 100%99%98%95%99%
All City billings 251,106 248,435 269,952 293,330
Paperless billings (percentage of all City billings)11%15%17%21%
New business licenses (paper)-target 0%7%8%8%8%
New business licenses (online)-target 100%93%92%92%92%
Business license renewals (paper)-target 0% 2 63%70%66%66%
Business license renewals (online)-target 100% 2 37%30%34%34%
Parking citations processed 50,012 58,682 59,000 60,000
# of Customer Requests (Water turn on/off, Business License new/updates)11,487 11,639 11,793 11,949
# completely automated customer service transactions 1 124,993 140,340 163,165 192,058
# of payments processed w/remittance processor 80,084 73,699 72,382 71,435
Administrative citations processed 1,597 1,635 2,300 2,000
Adjudications 5,238 6,178 6,277 6,349
Compliance & Performance Audits - New FY15 2 2 5 16
State Mandate Cost Reimbursement Filings - New FY15 $78,390 $53,255 $70,445 $50,000
Transient Occupancy Tax (TOT) audit recovery $0 $4,652 $10,000 $20,000
Corona del Mar & Balboa lots revenue - New FY15 $ 2,461,516 $ 2,792,976 $ 2,923,516 $ 3,142,263
Pay Station Credit Card Adoption (% of total transactions) - New FY15 82.63% 79.15% 78.18% 78.00%
IPS Parking Meter Credit Card Adoption (% of total transactions - New FY15)28.84% 32.37% 34.98% 36.00%
Requires no staff support, includes Web and phone payments and sign-ups for APP and paperless billing.
Counts and percentages are estimates.
Department Budgets 71
REVENUE PROGRAM COSTS
REVENUE BUDGETED STAFFING
FINANCIAL REPORTING
INTENDED OUTCOME
Ensure compliance with the Governmental Accounting Standards Board (GASB), Council, State,
and Federal regulations and provide accurate, reliable, and timely financial reports to our
stakeholders.
CORE FUNCTIONS
y Prepare, reconcile, and present the Comprehensive Annual Financial Report (CAFR) to the
external auditors.
y Continue to strive for the Government Finance Officers Association “Award for Certificate of
Excellence in Financial Reporting,” which the City has received for the last 22 years.
2013-14* 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 1,478,131$1,443,686$1,725,904$1,873,824$
Maintenance and Operations 1,934,413$1,984,693$2,156,765$2,158,150$
Capital Equipment -$3,801$200$200$
Total 3,412,544$3,432,180$3,882,869$4,032,174$
* Parking Lots were contracted out to an outside vendor in FY 2013-14.
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Accountant, Senior 1.0 1.0 1.0 1.0
Fiscal Clerk 2.0 2.0 2.0 2.0
Fiscal Process Supervisor 1.0 1.0 1.0 1.0
Fiscal Specialist 2.0 2.0 2.0 2.0
License Supervisor 1.0 1.0 1.0 1.0
Revenue Auditor 1.0 1.0 1.0 1.0
Revenue Manager 1.0 1.0 1.0 1.0
Senior Fiscal Clerk 3.0 3.0 3.0 3.0
Total Full-Time 12.0 12.0 12.0 12.0
Part-Time
Fiscal Specialist 0.45 0.45 0.45 0.45
Review Officer 0.76 0.76 0.76 0.76
Senior Fiscal Clerk, Part-time 0.50 0.50 0.81 0.81
Senior Fiscal Clerk, Limited Term ---0.50
Student Aide 0.39 ---
Total Part-Time 2.1 1.71 2.02 2.52
Budgeted Total Staffing 14.10 13.71 14.02 14.52
Budgeted Staffing:
72 Department Budgets
y Coordinate all accounting, audit management, and financial reporting.
y Monitor and implement new accounting pronouncements to ensure the City adheres to
generally accepted accounting practices.
y Manage general ledger maintenance, debt administration, and assessment district
administration.
y Maintain the accounting and reporting for capital assets.
y Track and manage cash flows and treasury requirements.
y Safeguard the City’s cash from fraudulent activity through daily monitoring of reverse
positive pay.
y Continue to update and maintain the Facilities Financing Plan.
y Assist with the compilation of the Quarterly Financial.
WORK PLAN:
y Monitor, interpret, and implement new GASB pronouncments as needed, including the recent
exposure draft on new pension disclosures.
y Monitor performance and produce quarterly financial status reports for the City Manager
and Council to keep them abreast of the City’s financial condition and any challenges or
solutions identified to keep our General Fund balanced.
y Automate the allocation of interest income on a monthly basis.
y Continue to issue CAFR reports in accordance with generally accepted accounting principles
that meet the Government Finance Officers Association’s program requirements for
excellence in financial reporting.
y Improve on analytical review of all revenues/expenditures by developing or acquiring
modern forecasting and business analytics tools.
y Be actively involved in the implementation of the ERP system for a smooth transition from
our legacy financial system.
Service Indicators
2013-14
Actual
2014-15
Actual
2015-16
Estimated
2016-17
Projected
Outcome: Ensure compliance with all Federal, State and local regulations and standards while providing high-quality,
accurate and timely financial information to all stakeholders.
Maintain Underlying AAA Credit Rating Yes Yes Yes Yes
Track & Manage Cash Flows and Treasury
Requirements on a daily basis Yes Yes Yes Yes
Daily monitoring of fraudulant account activity Yes Yes Yes Yes
GFOA Award for Excellence Received for CAFR Yes Yes Yes Yes
External Audit of CAFR results in a "Clean" Opinion Yes Yes Yes Yes
Days after fiscal year end CAFR available-target < 180 178 178 206 178
Update Compliance with Reserve Policy Annually Yes Yes Yes Yes
No. of Continuing Disclosure Filings- Target ALL 3 3 3 3
1 Moody’s Investor Service, Standard & Poor’s and Fitch Ratings have all assigned the City of Newport Beach an AAA credit rating, the highest possible underlying rating,
one of only five agencies in California to receive an AAA rating from all three rating agencies.
Department Budgets 73
FINANCIAL REPORTING PROGRAM COSTS
FINANCIAL REPORTING BUDGETED STAFFING
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 653,921$638,357$760,454$787,757$
Maintenance and Operations 109,991$143,138$190,101$190,674$
Capital Equipment -$5,595$6,500$6,500$
Total 763,912$787,090$957,055$984,931$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Accountant 2.0 2.0 2.0 2.0
Accounting Manager 1.0 1.0 1.0 1.0
Fiscal Specialist 1.0 1.0 1.0 1.0
Senior Accountant 1.0 1.0 1.0 1.0
Total Full-Time 5.0 5.0 5.0 5.0
Total Budgeted Staffing 5.0 5.0 5.0 5.0
74 Department Budgets
MISSION STATEMENT
The Newport Beach Police Department is committed to providing our Community with the
highest quality police services possible to maintain the quality of life that is cherished by those
who reside, work, and visit here. Our mission is to:
“Respond positively to the Community’s needs, desires, and values and in so doing be
recognized as an extension and reflection of those we serve. Strive to provide a safe and healthy
environment for all, free from violence and property loss resulting from criminal acts, and injuries
caused by traffic violators. Manage inevitable change and welcome the challenge of future
problems with creative solutions which are financially prudent and consistent with Community
values.”
DEPARTMENT OVERVIEW
With over one hundred years of service to the citizens of Newport Beach, the Police Department
stands as an example of municipal efficiency with a workforce committed to the Community and
its visitors. During this fiscal year, we have experienced the lowest crime rates in the history
of the City of Newport Beach. This milestone could not have been accomplished without the
collaborative efforts of our employees, our fellow City Government partners and our Community
Stakeholders.
Members of the Police Department’s Patrol/Traffic Division are the Community’s front line
defense against criminal activity and quality of life concerns, as well as offering ancillary services
such as parking enforcement, animal control, and detention services.
POLICE
Department Budgets 75
The Detective Division is the investigative arm of the Police Department and is responsible for
providing investigative follow up for more than 6,000 reports the Police Department takes each
year. The Division is also responsible for narcotics and vice enforcement, criminal intelligence,
crime analysis, School Resource Officers, court liaison services and crime scene investigation.
Offering administrative, fleet and clerical support to the Police Department is the Support
Services Division. During the last fiscal year, the Division’s Communications Section was
responsible for taking 211,331 telephone calls and dispatching over 78,093 calls for service,
while the Records Section helped process the 10,821 reports generated by Police Department
employees. The Division’s additional responsibilities include the Property and Evidence Unit,
Personnel and Training, Fiscal Services, Range Operations, Information Technology, and Fleet
Maintenance.
The Office of the Chief of Police is responsible for the effective and responsive leadership of the
Police Department. The Office is also responsible for the organization’s community outreach and
education programs as well as internal quality controls and professional standards.
KEY DEPARTMENT PROGRAMS
y Office of the Chief of Police
y Support Services Division
y Patrol Division
y Traffic Division
y Detective Division
GOALS
FOCUS ON REDUCING CRIME AND INCREASING THE QUALITY OF LIFE FOR OUR
CITIZENS AND VISITORS IN NEWPORT BEACH
The Police Department has established measurable goals that focus on Enhancing the Feeling of
Safety in the Community. These efforts will include:
y A Department-wide focus on crime reduction, where accountability is reinforced through
monthly Crime Stat meetings.
y Information dissemination by use of media sources, informational sign boards, and Social
Media sources such as Facebook, Twitter, and Nixle.
y Conducting Parole and Probation operations to ensure compliance by parolees and
probationers.
76 Department Budgets
y Tracking and reducing response times to emergency calls for service, and reducing call
answering times for calls into the Communications Center.
y Tracking and increasing criminal investigation clearance rates.
y Targeting our Community’s highest volume crime: burglary/theft from motor vehicles.
y Conducting bicycle safety seminars for adults and bicycle safety rodeos for children.
y Conducting Boardwalk Safety operations.
y Exploring options to address problem party residences.
y Increasing Neighborhood Watch participation.
y Conducting outreach and assistance efforts to our homeless population.
y Conducting various Community Outreach events across the City.
y Continued development of the newly implemented Crime Suppression Unit (CSU).
EXPAND ORGANIZATIONAL DEVELOPMENT AND TRAINING
The Police Department has set measurable goals that focus on developing both the individual
members of the Police Department as well as the Organization as a whole. These efforts will
include:
y A Department-wide focus on taking training and development to a level surpassing previous
years.
y Continue development of the Training Program, organizing disparate department training
efforts and optimizing administrative processes.
y A focused development of timely and up to date training for all department personnel from
the training coordinator position.
y Centralizing training oversight.
y Improving overall emergency preparedness, including Emergency Operations Center training
for all Department supervisors, and disaster training for field personnel.
y Conducting evacuation procedure reviews with employees.
y Updating of the Department’s Succession Plan and establishing leadership programs for line-
level personnel, both sworn and professional staff.
y Conducting regular meetings with all Management Staff.
y Reviewing scheduling options for uniformed divisions.
y Conducting a review of all Patrol beat assignments to ensure maximum efficiency.
y Conducting Family Outreach events for employees.
y Continuing interdepartmental relations meeting with our counterparts in other City
departments.
y Distributing monthly Department-wide reports on favorable conduct of employees.
Department Budgets 77
IMPLEMENT AND BETTER UTILIZE STATE-OF-THE-ART TECHNOLOGY AND PROCESSES
TO IMPROVE EFFICIENCY AND EFFECTIVENESS
The Police Department will continue to explore methods for better utilization of state-of-the-art
technology and processes. These efforts will include:
y Improvement of crime analysis capabilities.
y Increasing information sharing through technology.
y Modernizing technology infrastructure.
y Optimizing the Computer Aided Dispatch and Records Management System (CAD/RMS)
system.
y Fully implement the e-Citation Program, including citation, field interview and accident data
feeds to the Records Management System.
y Modernizing and optimizing Mobile Data Computers.
y Implementing “dashboards” for tracking crime and administrative data.
y Implementing an optimized document imaging and work flow management software system.
y Improving intelligence-gathering capabilities.
MAINTAIN THE POLICE DEPARTMENT AS A HIGH-PERFORMING TEAM, BUILT ON TRUST,
WITH A HIGH STANDARD OF ETHICS AND INTEGRITY, DEVOTED TO SERVING THE COM
MUNITY AND EACH OTHER
y The Police Department has set measurable goals that focus on the improvement of the team
environment within the organization, accountability, and employee development. These
efforts will include:
y Continued enhancement of the geographic and team policing aspects of the revised patrol
schedule that was recently implemented.
y Creating team-building workshops.
y Continuing Department-wide auditing
procedures.
y Developing a comprehensive
employee wellness program.
y Implementing recommendations
acquired through Department wide
audits.
CUSTOMER SERVICE
The Department will continue to explore
78 Department Budgets
options to improve methods of delivering service to our Community. These options may include:
y Expanding the role of the Crime Suppression Unit.
y Creating a full-time bicycle unit and designated foot-beat patrols in high volume areas.
y Evaluating Department systems to ensure efficient reporting of traffic-related information.
y Fully participating in the Visit Newport Beach Ambassador Training Program.
y Reviewing and improving policies for recognition of Department employees and Community
members.
TOTAL POLICE DEPARTMENT COSTS
SERVICE INDICATORS
The following service indicators are provided as a means to quantify some of the work
accomplished by the Police Department throughout the year. These measures reflect some of the
many responsibilities and actions of Police Department staff, and are useful as a set of statistics
that can be monitored year-by-year, as well as compared to other cities. The Police Department
is committed to creating a safe environment for all residents and visitors to the City, and strives
to maintain the exceptional level of service that the Community has come to expect from us.
Service Indicators
2013-14
Actual
2014-15
Actual
2015-16
Estimated
2016-17
Projected **
Part One Crimes*2,038 2,088 2,150 2,242
Adult Arrests 2,794 3,472 3,158 3,067
Juvenile Detentions 150 96 133 164
Total Crime and Misc. Reports 10,336 10,821 10,878 11,090
Calls for Service 76,672 78,093 74,957 76,278
Field Interviews Conducted 2,873 1,325 2,674 2,365
False Alarms Handled 3,208 3,168 3,127 3,100
12,202 12,812 12,823 13,354
1,601 2,911 2,297 2,293
*Part One are the eight most serious crimes (Homicide, Forcible Rape, Robbery, Aggravated Assault, Burglary, Larceny-Theft,Auto Theft, and Arson) as defined by the FBI in the Uniform Crime Reports.
**Projected Service Indicators for FY 2016-17 are derived from mathematical formulas based on historical data and are not indicativeof recent trends.
Vehicle Code Citations/Warnings Issued
Other Citations Issued (exclusive of Parking
Citations)
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 38,299,393$ 44,488,385$ 45,257,252 48,795,831
Maintenance and Operations 5,973,934$ 5,802,014$ 7,379,309 7,608,460
Capital Equipment 8,713$ 5,814$ 7,694 7,694
Total 44,282,040$ 50,296,213$ 52,644,255$ 56,411,985$
Department Budgets 79
PROGRAMS
OFFICE OF THE CHIEF OF POLICE
INTENDED OUTCOME
The Office of the Chief of Police is responsible for assisting the Chief of Police in the
management and administration of the Police Department. This Section works closely with the
Community, and encourages residents to partner with the Police Department through programs
such as Neighborhood Watch. The Professional Standards Unit coordinates the investigation of
Personnel Complaints, and ensures that the Department is adhering to procedures and providing
the desired level of service to the Community.
CORE FUNCTIONS
y Executive Leadership
y Community Relations and Crime Prevention
y Professional Standards Unit
y Payroll
y Educational Programs
y Volunteer Programs
y Auditing of Department Performance and Procedures and Resources
y Media Relations
y Risk Management
WORK PLAN
y Provide leadership and vision for the Department.
y Collaborate with other City Departments to fulfill the goals and objectives of the Department
and the City of Newport Beach.
y Coordinate the Citizen’s Police Academy and Teen Academy Programs.
y Issue Press Releases and liaison with the Media.
y Provide Internet Safety Classes and Crime Prevention Classes to the Community.
y Host Meetings for Neighborhood Watch and Business Watch.
y Coordinate the use of Social Media for disseminating useful information to the Community.
y Investigate complaints and claims against the Department or its employees.
y Track personnel data and payroll.
80 Department Budgets
y Provide classes to school children on the Step UP! bystander intervention program.
y Coordinate and assign duties for all Police Department Volunteers, who donated over 6,300
hours of service in Fiscal Year 2015.
y Audit department procedures and systems to improve service delivery and optimize
department performance.
y Partner with governmental and non-governmental agencies on community-wide events that
communicate the Department’s mission and core values.
OFFICE OF THE CHIEF OF POLICE PROGRAM COSTS
OFFICE OF THE CHIEF OF POLICE BUDGETED STAFFING
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 1,694,275$1,887,287$1,914,745$2,207,229$
Maintenance and Operations 64,973$69,881$98,673$124,837$
Capital Equipment -$-$-$-$
Total 1,759,248$1,957,169$2,013,418$2,332,066$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
SAFETY
Full-Time
Police Chief 1.0 1.0 1.0 1.0
Police Lieutenant 1.0 1.0 1.0 1.0
Police Sergeant 2.0 2.0 2.0 2.0
Total Full-Time 4.0 4.0 4.0 4.0
MISC
Full-Time
Administrative Assistant to the Police Chief 1.0 1.0 1.0 1.0
Crime Prevention Specialist 3.0 3.0 3.0 3.0
Emergency Services Coordinator ---1.0
Police Community Service Officer 1.0 1.0 1.0 1.0
Total Full-Time 5.0 5.0 5.0 6.0
Total Budgeted Staffing 9.0 9.0 9.0 10.0
Department Budgets 81
SUPPORT SERVICES
INTENDED OUTCOME
The Support Services Division provides operational support to all Divisions in the Police
Department.
CORE FUNCTIONS
y Front Desk Operations
y Emergency Dispatch
y Records & Identification
y Property & Evidence
y Alarms (Residential and Commercial)
y Personnel & Training
y Planning & Research
y Range Operations
y Facility Maintenance
y Fiscal Services / Budget Management
y Purchasing
y Warrant Processing
y Electronics Maintenance and Repair
y Video Evidence
y Information Technology
y Fleet Maintenance
WORK PLAN:
y Utilize civilian employees in a variety of positions. This not only reduces staffing costs, but
also allows for additional continuity and specialization of staff and ensures that more sworn
Officers are assigned to field positions.
y Provide emergency and non-emergency Dispatch services. In Fiscal Year 2015,
approximately 97% of Emergency Calls (defined as a present and imminent threat to life or
property) were answered by a Dispatcher within 10 seconds.
y Process and identify arrestees, conduct warrant checks, and prepare Court Packages.
y Process Citations and requests for copies of Police Reports.
y Process, retain, release, and dispose of all Found Property, Evidence, and Safekeeping
82 Department Budgets
Property booked in the City.
y Maintain an indoor Shooting Range, and provide quarterly firearms qualifications for all
sworn Officers.
y Service and maintain specialized electronics in the Department and fleet vehicles.
y Retain and catalog Mobile Video System recordings, which are utilized by sworn Officers in
the field.
y Perform routine maintenance, conduct repairs, and track the service history on a fleet of
over 100 vehicles, including marked Police Cars and SUV’s, marked Police Motorcycles,
unmarked vehicles, ATV’s (for use on the beaches), Parking Control Trucks, Animal Control
Trucks, Transportation Vans, a Mobile Command Post, and specialized vehicles for the
S.W.A.T. team.
y Prepare and manage Department budget and utilize cost saving measures for procurement.
y Maintain the security of the police building ensuring a safe and functioning facility.
y Provide customer service to the community by taking police reports and answering a variety
of inquiries.
SUPPORT SERVICES PROGRAM COSTS
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 7,121,324$7,750,243$7,840,932$8,364,777$
Maintenance and Operations 4,509,415$4,248,291$5,211,997$5,226,963$
Capital Equipment 8,713$5,814$7,694$7,694$
Total 11,639,452$12,004,348$13,060,623$13,599,434$
Includes Fleet Maintenance Division
Department Budgets 83
SUPPORT SERVICES BUDGETED STAFFING
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
SAFETY
Full-Time
Police Lieutenant 1.0 1.0 1.0 1.0
Police Officer ----
Police Sergeant 2.0 2.0 2.0 2.0
Total Full-Time 3.0 3.0 3.0 3.0
Part-Time
Police Officer P/T 0.26 ---
Total Part-Time 0.26 ---
MISC
Full-Time
Applications Coordinator, Police Department 2.0 2.0 2.0 2.0
Civilian Supervisor 2.0 2.0 2.0 2.0
Electronics Specialist 1.0 1.0 1.0 1.0
Personal Computer/Network Coordinator 1.0 1.0 1.0 1.0
Police Community Service Officer 18.0 18.0 18.0 19.0
Police Computer Systems Manager 1.0 1.0 1.0 1.0
Police Dispatcher 11.0 11.0 11.0 11.0
Police Fiscal Services/Facilities Manager 1.0 1.0 1.0 1.0
Police Mechanic II 1.0 1.0 1.0 1.0
Police MIS Specialist 1.0 1.0 1.0 1.0
Police Support Services Division Administrator 1.0 1.0 1.0 1.0
Rangemaster-Armorer 1.0 1.0 1.0 1.0
Senior Police Community Service Officer 2.0 2.0 2.0 2.0
Senior Police Dispatcher 3.0 3.0 3.0 3.0
Senior Police Mechanic 1.0 1.0 1.0 1.0
Station Officer 1.0 1.0 1.0 1.0
Total Full-Time 48.0 48.0 48.0 49.0
Part-Time
Police Cadet 1.70 1.70 1.70 1.70
Police Community Service Officer P/T 0.94 1.20 1.20 0.70
Police Dispatcher P/T 2.22 2.22 2.22 2.22
Total Part-Time 4.86 5.12 5.12 4.62
Total Budgeted Staffing 56.12 56.12 56.12 56.62
84 Department Budgets
PATROL DIVISION
INTENDED OUTCOME
The primary purpose of the Patrol Division is to maintain the safety and security of the
Community. The Patrol Division is on-duty 24 hours per day, every day of the year.
CORE FUNCTIONS
y Uniformed Patrol
y Field Training Program
y Gang Suppression
y S.W.A.T. Team
y Crisis Negotiation Team
y Bicycle and ATV Patrols
y Canine Officers
y Jail Operations
y Reserve Officer Program
y Explorer and Cadet Program
y R.A.C.E.S. Volunteer Program
y Mounted Equestrian Officers
y Crime Suppression Unit
WORK PLAN:
y Respond to Calls for Service. In Fiscal Year 2015, the average response time to a top priority
call was 3 minutes and 54 seconds from the moment the call was received until an Officer
arrived on scene.
y Conduct preliminary investigations on all reported crimes.
y Manage crowds and keep the peace.
y Enforce local laws and ordinances.
y Take preventative measures to actively stop crime and disturbances before they occur
through an area command model and monthly “Crimestat” meetings.
y Utilize Specialized Units to augment regular Patrol functions when possible.
y Provide short-term custody facilities.
y Utilize the Reserve Officer Program to provide transportation and administrative assistance
to regular Patrol Officers, allowing those Officers to remain in the field for a larger portion of
their assigned shift.
Department Budgets 85
y The Explorer Unit is affiliated with the Boy Scouts of America, and is a volunteer unit of
persons between the ages of 14 and 21. These young people volunteer over 2,000 hours
annually in support of Police Department functions. In addition, they are provided insight
into a career in law enforcement and given training in character and leadership development.
y R.A.C.E.S. (Radio Amateur Civil Emergency Service) Volunteers conduct over 3,000 hours of
training annually, to support City-Wide communication through the use of ham radios in case
of a communications failure.
PATROL PROGRAM COSTS
PATROL BUDGETED STAFFING
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 18,351,888$22,078,260$22,502,557$24,330,803$
Maintenance and Operations 934,652$956,481$1,454,500$1,555,574$
Capital Equipment -$-$-$-$
Total 19,286,540$23,034,741$23,957,057$25,886,377$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
SAFETY
Full-Time
Assistant Police Chief 1.0 1.0 1.0 1.0
Police Lieutenant 4.0 4.0 4.0 4.0
Police Officer 73.0 74.0 77.0 77.0
Police Sergeant 13.0 13.0 14.0 14.0
Total Full-Time 91.0 92.0 96.0 96.0
Part-Time
Police Reserve Officer 4.17 4.17 4.17 4.17
Total Part-Time 4.17 4.17 4.17 4.17
MISC
Full-Time
Civilian Custody Supervisor 1.0 1.0 1.0 1.0
Custody Officer 7.0 8.0 8.0 8.0
Police Community Service Officer 1.0 1.0 1.0 1.0
Total Full-Time 9.0 10.0 10.0 10.0
Total Budgeted Staffing 104.17 106.17 110.17 110.17
86 Department Budgets
TRAFFIC DIVISION
INTENDED OUTCOME
The primary purpose of the Traffic Division is to promote Traffic safety through education and
enforcement.
CORE FUNCTIONS
y Reduce injuries from traffic collisions
y Traffic collision investigation
y Motorcycle Officer Patrol
y Follow-Up Investigations on Fatal Traffic Collisions and Traffic-related Felony Crimes
y DUI Enforcement and Checkpoints
y Parking Enforcement
y Animal Control
y Special Events Coordinator
WORK PLAN
y Investigate Traffic Collisions. In Fiscal Year 2015, the Traffic Division handled 1003 Traffic
Collisions with 7 Fatal Traffic Collisions involving 7 fatalities.
y Investigate public concerns and complaints regarding traffic issues.
y Increase the traffic awareness for all members of the Community through Traffic Education
Programs and enforcement.
y Review applications and make recommendations on Special Events throughout the City and
provide Police staff when necessary. In Fiscal year 2015, over 300 Special Event Permits
were reviewed.
y Utilize Office of Traffic Safety grant funds to aggressively enforce DUI criminal statutes,
bicycle and pedestrian safety issues, and other significant traffic concerns.
y Conduct Parking Enforcement patrols. In Fiscal Year 2015, 27,404 Parking Citations were
issued throughout the City for various infractions.
y Provide Animal Control services. In Fiscal Year 2015, 445 stray or injured animals were
impounded and 812 Animal Control Citations were issued.
Department Budgets 87
TRAFFIC PROGRAM COSTS
TRAFFIC BUDGETED STAFFING
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 4,044,991$4,782,377$4,619,912$4,976,443$
Maintenance and Operations 317,275$363,556$442,687$456,526$
Capital Equipment -$-$-$-$
Total 4,362,266$5,145,933$5,062,599$5,432,969$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
SAFETY
Full-Time
Police Lieutenant 1.0 1.0 1.0 1.0
Police Officer 11.0 11.0 11.0 11.0
Police Sergeant 2.0 2.0 2.0 2.0
Total Full-Time 14.0 14.0 14.0 14.0
MISC
Full-Time
Animal Control Officer 2.0 3.0 3.0 3.0
Police Community Service Officer 4.0 3.0 3.0 3.0
Senior Animal Control Officer 1.0 1.0 1.0 1.0
Senior Police Community Service Officer 1.0 1.0 1.0 1.0
Total Full-Time 8.0 8.0 8.0 8.0
Part-Time
Police Community Service Officer P/T 3.49 3.49 3.49 3.49
Total Part-Time 3.49 3.49 3.49 3.49
Total Budgeted Staffing 25.49 25.49 25.49 25.49
88 Department Budgets
DETECTIVE DIVISION
INTENDED OUTCOME
The Detective Division conducts follow-up investigation on all reported crimes and (non-Traffic
related) felony and misdemeanor arrests, and gathers valuable evidence via Crime Scene
Investigators. The Detective Division also handles juvenile investigations, and issues that concern
juvenile welfare, that occur within the City.
CORE FUNCTIONS
y Burglary, Auto Theft, and Theft Section
y Narcotics and Special Investigations
y Crimes Against Persons Section
y Economic Crimes Section
y Juvenile and Sexual Assault Section
y School Resource Officers
y Court Liaison Officer
y Crime Analyst
y Crime Scene Investigation
y Liaisons for O.C.A.T.T. (Orange County Auto Theft Task Force), R.N.S.P. (Regional Narcotics
Suppression Program) and O.C.H.T.T.F. (Orange County Human Trafficking Task Force).
WORK PLAN
y Conduct investigations and apprehend suspects. In Fiscal Year 2015, 6,293 cases were
assigned for Investigation, including 279 Domestic Violence Cases. On average, each
Detective was assigned 370 cases throughout the year.
y Recover stolen property. In Fiscal Year 2015, investigations resulted in the recovery of
property valued at $2,014,564.
y Prepare cases for presentation in Court.
y Monitor massage establishments.
y Monitor pawn shop transactions.
y Gather, track, and conduct analysis of Crime Statistics.
y Liaison with the Orange County Superior Court and the Orange County District Attorney’s
Office.
y Monitor establishments that are licensed by the California Alcoholic Beverage Control.
y Coordinate the grant-funded “Every 15 Minutes” DUI Awareness Program annually in local
schools.
Department Budgets 89
DETECTIVE PROGRAM COSTS
DETECTIVE BUDGETED STAFFING
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 7,086,914$7,990,188$8,379,106$8,916,578$
Maintenance and Operations 147,620$163,805$171,452$244,560$
Capital Equipment -$-$-$-$
Total 7,234,535$8,153,993$8,550,558$9,161,138$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
SAFETY
Full-Time
Assistant Police Chief --1.0 1.0
Police Captain 1.0 1.0 --
Police Lieutenant 1.0 1.0 1.0 1.0
Police Officer 22.0 22.0 22.0 22.0
Police Sergeant 5.0 5.0 5.0 5.0
Total Full-Time 29.0 29.0 29.0 29.0
Part-Time
Police Reserve Officer 0.19 0.19 0.19 0.19
Total Part-Time 0.19 0.19 0.19 0.19
MISC
Full-Time
Crime Scene Investigator 4.0 4.0 3.0 3.0
Police Community Service Officer 2.0 2.0 1.0 1.0
Senior Crime Analyst 1.0 1.0 1.0 1.0
Senior Crime Scene Investigator 1.0 1.0 1.0 1.0
Police Civilian Investigator --3.0 3.0
Total Full-Time 8.0 8.0 9.0 9.0
Total Budgeted Staffing 37.19 37.19 38.19 38.19
90 Department Budgets
MISSION STATEMENT
Protect life, property and the environment with innovative professionalism, and organizational
effectiveness using highly trained professionals committed to unparalleled service excellence.
VISION
The Newport Beach Fire Department will be engaged in the community, and recognized for
exemplary lifesaving services, fire protection, prevention and preparedness by investing in our
employees and the people we serve.
BASIC OPERATING PRINCIPLES CORE VALUES
Safety, Service, Professionalism Integrity, Teamwork, Caring, Respect, Innovation
DEPARTMENT OVERVIEW
Newport Beach has a full service fire department providing our residents and visitors with
exemplary customer service twenty-four hours a day. The terrain and geologic features create a
challenging and diversified environment influenced by residential, commercial, mercantile, retail,
and manufacturing businesses, as well as a wildland and ocean interface. In order to serve our
customers, the department has eight strategically located fire stations; three lifeguard offices on
the beach; and thirty-eight lifeguard towers.
The fire department is divided into four divisions, Administration, Fire Operations, Emergency
Medical Services, and Marine Operations. Our full service department delivers advanced life
support provided by paramedic/firefighters, basic life support provided by EMT/firefighters
and EMT/lifeguards, fire and building inspections, fire suppression, ocean rescue, under water
search and rescue, Community Emergency Response Teams (CERT), and public education on our
beaches and in our schools.
The fire department continues on the path to change by exploring innovation, efficiencies,
revenue sources, and new optimum service delivery models. In fiscal year 2015-2016, revised
Emergency Medical Services (EMS) fees were proposed by staff and adopted by the City Council.
The revised fee schedule accurately reflects the cost of providing patient assessment, treatment,
FIRE
Department Budgets 91
and transport services. With nearly 80% of our calls for service being for medical assistance, the
new EMS fees will ensure that the Fire Department continues on a path of fiscal sustainability.
The department also implemented recommended organizational adjustments to align functions
for greater efficiencies. The functions of the former Life Safety Services division were studied
and suggested restructuring was initiated and will be implemented through the next fiscal year.
The CERT program, fire investigations, and Public Information Officer (PIO) duties were moved to
the Fire Operations division to coordinate closely with our first responders.
In fiscal year 2016-2017, we will maintain our efforts to innovate and evolve our service
delivery to ensure that the Fire Department provides the fastest and highest quality of life
saving interventions possible. Our EMS Division will develop and implement a comprehensive
Continual Quality Improvement (CQI) program to support decision making based on quantifiable
data. Our Fire Operations Division will maintain and support the city sponsored Community
Emergency Response Team (CERT). Our Marine Operations Division will continue to ensure a safe
environment to the ever increasing number of residents and visitors who visit our beaches during
recent warm weather trends. Finally, the department as a whole will develop a Fire Department
Speakers Network made up of firefighters, paramedics, lifeguards, and other topical experts
who are dedicated to speaking to community-based organizations, schools, and other groups to
promote a safe and health community.
KEY DEPARTMENT PROGRAMS
y Administration
y Fire Operations
y Emergency Medical Services
y Marine Operations
Service Indicators*
2012-13
Actual
2013-14
Actual
2014-15
Actual
2015-16
Estimated
2016-17
Projected
Fire Responses 342 356 305 300 300
Medical Responses 7,716 7,751 8,252 8,350 8,450
Fire Alarm Responses 810 766 798 800 800
Other Emergency Responses 1,297 1,343 1,360 1,350 1,400
Fire Medics Memberships 5,296 5,239 5,128 5,104 5,100
Water Rescues 3,811 4,860 4,509 4,500 4,500
Lifeguard Medical Aids 8,045 6,318 5,224 5,250 5,250
Boats in Distress/Warnings 487 444 636*650 650
Beach Attendance 9,703,500 9,197,770 9,448,370 9,500,000 9,500,000
Preventive Marine Safety Actions 149,501 223,950 221,864 225,000 225,000
*Variation in data due to more accurate reporting facilitatied by new Computer Aided Dispatching
92 Department Budgets
TOTAL FIRE DEPARTMENT COSTS
GOALS
1. Increase the number of community outreach and educational programs. Continuous
educational prevention and preparedness programs extended to adults and youths are a priceless
investment in maintaining the value of our community. This interactive partnership expands the
reach of our fire staff in maintaining a safe environment for the enjoyment of our residents and
visitors. Not only is the community better informed on preventative measures, but also well-
equipped at any age level to deal with diverse types of emergencies. These efforts will include:
y Development of a Fire Department Speakers Network for community education and outreach;
y Maintaining an exceptional Junior Lifeguard program to educate and prepare our community youth on ocean safety;
y Continuing efforts to provide CPR, First Aid and Ocean Safety instruction to the community schools, CERT program, and group associations; and
y Continued support of the CERT program and increasing the number of program participants.
2. Assure the continued success of self-funded programs including Junior Lifeguards and Fire
Medics. These programs create a benefit to the department, the community, and assist in
preparing the next generation to be safety conscious. Strategic management will maintain the
excellence of each program while assuring these programs are cost effective, thereby minimizing
general fund subsidization.
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 31,328,629$ 36,044,005$ 35,678,463$ 37,895,571$
Maintenance and Operations 6,148,692$ 6,558,936$ 7,166,605$ 6,997,819$
Capital Equipment 124,891$ 390,385$ 138,627$ 282,775$
Total 37,602,212$ 42,993,326$ 42,983,695$ 45,176,165$
Performance Measures
Junior Lifeguards FY14 Actual FY15 Actual FY16 Estimated FY17 Projected
# Participants 1,409 1,321 1,325 1,325
$ Revenue $1,081,732 $1,022,658 $1,022,000 $1,022,000
$ Expenses (Labor, M&O)$1,009,978 $986,815 $1,093,000 $1,195,000
Fire Medics FY14 Actual FY15 Actual FY16 Estimated FY17 Projected
# Participants 5,239 5,128 5,104 5,100
$ Revenue $246,382 $246,144 $276,000 $315,750
Department Budgets 93
3. Continue participation in reimbursable training with College affiliation programs. A joint
partnership program with Santa Ana College provides a revenue stream from training hours
completed by field personnel. The program is supervised to assure fulfillment of specified core
curriculum. Revenue from the program funds a department Career Development program
dedicated to succession planning, increased workforce value, promotional opportunities and staff
motivation incentive. The amount of revenue reimbursed is based on training hours, as well as the
number of participants.
PROGRAMS
ADMINISTRATION
CORE FUNCTIONS
y Leadership, direction, motivation, enforcement and supervision
y Succession planning
y Fire code administration
y Interdepartmental collaboration
y Personnel facilitation
y Payroll processing
y Budget development, implementation and management
y Procurement
y Accounts Payable/ Accounts Receivable
y Support services
y Policy development and guidance
y Council proposals
y Intergovernmental relations
y Community engagement
WORK PLAN:
Fire Administration is the core of the department providing leadership and administrative
support to all divisions in order to achieve the organizational missions and standards set by Fire
Performance Measures
FY14 Actual FY15 Actual FY16 Estimated FY17 Projected
# Training hours completed 26,456 23,608 27,150 27,150
$ Revenue reimbursed $92,596 $82,628 $95,000 $95,000
94 Department Budgets
Chief/Fire Marshal Scott Poster. Assisting with oversight of the Chief’s schedule and department
needs is the Administrative Assistant to the Fire Chief. All fiscal and administrative functions of
the Department are performed by the Administrative Manager and the Senior Fiscal Clerk. The
Fire Facilities Coordinator manages the maintenance, repair, and replacement of Fire Department
facilities and specialized equipment. Two part-time Support Service Aides provide logistical
support to all eleven facilities.
WORK PLAN CONCENTRATION AREAS:
y Continue to integrate the fiscal functions of
the department into the new ERP system and
capitalize on efficiencies offered by the new
system.
y Implement strategic planning to chart a
course for future innovation, efficiencies and
effectiveness throughout the emergency
response delivery system.
y Continue to integrate the functions of the
former Life Safety Services Division into the
Community Development Department and
other divisions of the Fire Department while
monitoring effectiveness.
y Continue to improve operational efficiencies
and promote utilization of best practices
through policy and procedural revisions; data
collection; performance evaluation; and innovative public safety solutions.
y Foster workforce excellence through improved methods of communication and clarity.
y Celebrate and recognize employees who deliver outstanding customer service.
y Develop a Fire Department Speakers Network made of up firefighters, lifeguards, and other
topical experts who are dedicated to assisting the department in speaking to community-
based organizations, schools and other targeted groups.
y Continue to protect capital assets including facilities and specialized equipment through
structured maintenance and repair programs.
ADMINISTRATION PROGRAM COSTS
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 691,630$820,260$871,893$1,015,613$
Maintenance and Operations 293,757$220,580$204,994$194,256$
Capital Equipment -$-$-$-$
Total 985,386$1,040,840$1,076,887$1,209,869$
Department Budgets 95
ADMINISTRATION BUDGETED STAFFING
FIRE OPERATIONS
CORE FUNCTIONS:
y Fire suppression
y Emergency medical services
y Hazardous materials response
y Training and certification
y Fire Explorer Program
y Public education and community training
y Media/Public Information Officer (PIO)
y Community Emergency Response Team
(CERT) Program
y Fire/Arson Investigation Program
y Records Management System (RMS)
y Fire prevention inspections
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
SAFETY
Full-Time
Fire Chief 1.0 1.0 1.0 1.0
Total Full-Time 1.0 1.0 1.0 1.0
MISC
Full-Time
Administrative Analyst 1.0 ---
Administrative Manager -1.0 1.0 1.0
Administrative Assistant to the Fire Chief 1.0 1.0 1.0 1.0
Fire Facilities Coordinator -1.0 1.0 1.0
Sr. Fiscal Clerk ---1.0
Total Full-Time 2.0 3.0 3.0 4.0
Part-Time
Support Services Aide P/T 1.0 1.0 1.0 1.0
Total Part-Time 1.0 1.0 1.0 1.0
Total Budgeted Staffing 4.0 5.0 5.0 6.0
96 Department Budgets
WORK PLAN
Fire Operations is an all risk, all hazard operation committed to safeguarding the general welfare
and economy of the City of Newport Beach. The safety and well-being of residents, visitors,
property and community is our highest priority. Response time is provided by 8 strategically
located fire stations, 116 full-time suppression staff, and a fleet of 8 fire engines and 2 fire trucks.
Calls for service cover a broad range which is generally classified into five categories – fire
suppression, technical rescue, emergency medical aid, hazardous materials, and public assistance.
WORK PLAN CONCENTRATION AREAS
y Implement Automatic Vehicle Location
(AVL) dispatching for emergency response
to decrease response times and to ensure
that the closest unit based on exact
geographic location is dispatched.
y Continue to collect response time data to
improve response times based on empirical
findings.
y Continue to review and update operating
policies and procedures to meet the
changing needs of the community.
y Upgrade response capability to
communicable diseases to ensure
protection of the community and our staff.
y Work collaboratively with Public Works
Department staff to plan for CIP projects
for the replacement of two fire stations.
y Continue to focus on technical and
administrative training for all personnel.
This year’s training, developed and
organized by the Training Battalion Chief
with the assistance of the staff Training
Captain, will include: leadership training for
company officers, management training for Battalion Chiefs, risk management training for all
personnel, and incident management and command training
y Work collaboratively with Human Resources Department staff to develop promotional
training and testing.
y Conduct an intensive six week fire recruit academy for new firefighters.
y Improve organization of the city sponsored CERT program and increase number of program
participants.
y Improve Fire/Arson investigation program working collaboratively with law enforcement
partners. Ensure that all fires are properly investigated for cause and origin and ensure that
any suspicious fires are referred to law enforcement for further investigation and possible
prosecution.
Department Budgets 97
y Improve data collection through the use of the FireRMS program. Collected data will assist
in identifying potential deficiencies and/or efficiencies in our emergency operations.
y Improve dissemination of incident information through fire-based PIO.
y Conduct company level fire inspections to ensure Fire Code is enforced.
FIRE OPERATIONS PROGRAM COSTS
FIRE OPERATIONS BUDGETED STAFFING
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted*
Salaries and Benefits 22,975,685$23,519,469$23,009,276$25,113,649$
Maintenance and Operations 3,334,575$3,592,880$4,174,967$3,999,287$
Capital Equipment 65,162$193,455$129,077$142,077$
Total 26,375,422$27,305,804$27,313,320$29,255,013$
* FY 2016-17 includes org 01040403 CERT.
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
SAFETY
Full-Time
Fire Assistant Chief 1.0 1.0 1.0 1.0
Fire Battalion Chief 1.0 1.0 1.0 1.0
Fire Captain 25.5 25.5 25.5 25.5
Fire Division Chief 2.0 2.0 2.0 0.0
Fire Engineer 30.0 30.0 30.0 30.0
Fire Line Battalion Chief 1.0 1.0 1.0 3.0
Fire Paramedic 6.0 12.0 12.0 15.0
Firefighter 30.0 24.0 24.0 18.0
Total Full-Time 96.5 96.5 96.5 93.5
MISC
Full-Time
Department Assistant 1.0 1.0 1.0 1.0
Life Safety Specialist II ---1.0
Total Full-Time 1.0 1.0 1.0 2.0
Total Budgeted Staffing 97.5 97.5 97.5 95.5
98 Department Budgets
LIFE SAFETY SERVICES (TRANSITION OUT OF FIRE DEPARTMENT)
THE FOLLOWING FUNCTIONS OF THE LIFE SAFETY SERVICES DIVISION IS
TRANSITIONING TO THE COMMUNITY DEVELOPMENT DEPARTMENT IN FY 2017:
y Issuance of fire code permits
y Fire and Life Safety review for new contraction and tenant improvement projects
y Fire and Life Safety building inspections for new construction
y Fire and Life Safety special event inspections
y Wildland vegetation fuel management
y Very High Fire Hazard Severity Zone enforcement
LIFE SAFETY PROGRAM COSTS
LIFE SAFETY BUDGETED STAFFING
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 1,229,739$1,300,499$1,374,291$857,573$
Maintenance and Operations 583,608$586,066$133,568$88,313$
Capital Equipment 22,511$6,112$-$-$
Total 1,835,857$1,892,678$1,507,859$945,886$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
SAFETY
Full-Time
Fire Assistant Chief 1.0 1.0 1.0 -
Total Full-Time 1.0 1.0 1.0 -
MISC
Full-Time
Department Assistant 1.0 1.0 1.0 -
Deputy CDD Director ---0.1
Emergency Services Coordinator 1.0 1.0 --
Life Safety Specialist II 4.0 4.0 4.0 3.0
Life Safety Specialist III 1.0 1.0 1.0 1.0
Total Full-Time 7.0 7.0 6.0 4.1
Total Budgeted Staffing 8.0 8.0 7.0 4.1
Department Budgets 99
EMERGENCY MEDICAL SERVICES
CORE FUNCTIONS
y Response to calls for emergency medical service
y Medical transport
y Delivery of safe high quality patient care
y Emergency preparedness
y Training and certification
y Regulatory monitoring
y Continual Quality Improvement (CQI) Processes
WORK PLAN
Emergency Medical Services (EMS) provides the fastest,
safest, and highest quality of basic and advanced life
support services to the residents and visitors of our
community 24 hours per day. Services are provided
by 25 full-time, well trained and certified staff, and a fleet of 3 fire paramedic transport units
and one surge ambulance. In addition, the EMS division provides training for Fire Operations
personnel who carry a current Emergency Medical Technician (EMT) certification.
WORK PLAN CONCENTRATION AREAS:
y Participation in the two-year, Orange County Community Paramedicine pilot project. The
pilot is designed to study the feasibility and safety of assessing and transporting 9-1-1 low
acuity patients to Urgent Care Centers instead of hospital emergency departments.
y Revitalization of the Fire Medics Subscription Program and START triage training materials
with updated brochures and expanded distribution.
y Enhance training programs utilizing contract Nurse Educators with oversight by a Physician
Medical Director to ensure the highest level of medical expertise of our firefighter EMT’s and
Paramedics.
y Improve efficiencies and data collection through training and improving documentation
standards.
y Implement a new Electronic Patient Care Reporting (ePCR) device that utilizes mobile
tablets to improve documentation standards.
y Continue on a path of optimum service delivery with a model that provides the fastest,
safest, and highest quality lifesaving emergency medical interventions possible.
y Continue to procure quality medical equipment that delivers safe, effective, and efficient
patient care.
100 Department Budgets
EMERGENCY MEDICAL SERVICES PROGRAM COSTS
EMERGENCY MEDICAL SERVICES BUDGETED STAFFING
MARINE OPERATIONS
CORE FUNCTIONS
y Ocean, open water and beach safety
y Educating, preventing and responding to beach and ocean-related emergencies
y Enforce City Municipal Codes and State Navigational Codes
y Providing emergency medical assistance to beach visitors
y Training and certification
y Junior Lifeguard program
y Underwater rescue dive team
y Rescue boat operations
2013-14 2014-15* 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 2,082,853$5,592,237$5,899,016$5,922,880$
Maintenance and Operations 835,941$979,816$1,328,687$1,443,712$
Capital Equipment 12,286$138,629$-$80,000$
Total 2,931,080$6,710,682$7,227,703$7,446,592$
*EMS Personnel costs previously expensed to Fire Ops division. Budgeted in EMS division beginning
in FY 15.
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
SAFETY
Full-Time
Fire Captain 4.5 5.5 5.5 5.5
Fire Paramedic 18.0 18.0 18.0 18.0
Total Full-Time 22.5 23.5 23.5 23.5
MISC
Full-Time
Department Assistant 1.0 1.0 0.0 1.0
EMS Division Chief 1.0 1.0 1.0 1.0
Senior Fiscal Clerk --1.0 -
Total Full-Time 2.0 2.0 2.0 2.0
Total Budgeted Staffing 24.5 25.5 25.5 25.5
Department Budgets 101
y Urban Search and Rescue – swift water response
y Community education
y CPR instruction for schools
WORK PLAN
Marine Operations provides year-round, high quality water rescue, emergency response,
prevention, and beach safety services. A staff of fifteen full-time, professionally
trained and certified Marine Safety personnel, along with 200 seasonal part-time
lifeguards, maintain ocean water safety for over 10 million beach and bay visitors annually.
WORK PLAN CONCENTRATION AREAS:
y Maintain quality service to the residents and visitors of the City’s beaches. Enhance the
quality of life by providing a safe environment.
y Maintain an exceptional Junior Lifeguard program to educate and prepare our
community youth on ocean safety.
y Provide CPR, First Aid and Ocean Safety instruction to the community schools, CERT
program, and group associations.
y Prepare City employees as first responders in basic life support.
y Enhance training programs to better serve the community in public safety and customer
service.
MARINE OPERATIONS PROGRAM COSTS
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 4,208,575$4,660,433$4,523,987$4,985,855$
Maintenance and Operations 1,000,421$1,142,498$1,324,389$1,272,250$
Capital Equipment 24,931$52,189$9,550$60,698$
Total 5,233,927$5,855,120$5,857,926$6,318,803$
102 Department Budgets
MARINE OPERATIONS BUDGETED STAFFING
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
SAFETY
Full-Time
Lifeguard Battalion Chief 2.0 2.0 2.0 2.0
Lifeguard Captain 5.0 6.0 9.0 9.0
Lifeguard Captain Boat 1.0 ---
Lifeguard Officer 4.0 4.0 -2.25
Lifeguard Operations Assistant Chief 1.0 1.0 1.0 1.0
Total Full-Time 13.0 13.0 12.0 14.3
Part-Time
Part-time Lifeguard Officer --2.16 -
Total Part-Time --2.16 -
MISC
Full-Time
Department Assistant 1.0 1.0 1.0 1.0
Emergency Services Coordinator --1.0 -
Total Full-Time 1.0 1.0 2.0 1.0
Part-Time
Lifeguard Cadet 0.64 0.87 0.87 0.87
Lifeguard I 16.31 17.16 17.66 17.66
Lifeguard II 14.65 15.14 15.29 15.29
Lifeguard III 2.33 2.42 2.97 2.97
Lifeguard Trainee 1.20 1.32 1.38 1.38
Total Part-Time 35.13 36.91 38.17 38.17
Total Budgeted Staffing 49.13 50.91 54.33 53.42
Department Budgets 103
PAGE LEFT INTENTIONALLY BLANK
104 Department Budgets
MISSION STATEMENT
A responsive, knowledgeable team of professionals guiding community development in the
public interest and promoting the quality of life and safety of those that live, work, and visit the
City of Newport Beach.
DEPARTMENT OVERVIEW
The Community Development Department’s services encompass revitalization of targeted areas,
retaining and attracting businesses to Newport Beach, and creating and maintaining high-
quality residential neighborhoods and business areas to ensure that Newport Beach provides
safe, economically vital, and aesthetically pleasing places in which to live, work, and visit. The
Department administers the City’s land use policies, including the general plan, zoning, building,
fire, subdivision, and environmental regulations to ensure the orderly physical growth of the
community. Program activities include advance and current planning; building and fire plan
check and permit issuance and inspection; building, fire, and zoning code enforcement; City real
property and asset management; and oversight of the Community Development Block Grant
Program.
KEY DEPARTMENT PROGRAMS:
y Building
y Code Enforcement
y Planning
y Systems and Administration
DEPARTMENT GOALS
For Fiscal Year 16/17, the following Depart-
ment goals have been identified:
y Continue to prepare and implement
short- and long-term strategies that promote City Council priorities for enhancing the City’s
physical environment and the character and quality of its neighborhoods;
y Continue to develop and implement new online services such as permitting and electronic
plan review;
y Continue to reevaluate operations in the Permit Center to ensure staff is providing the best
customer service possible;
y Continue to improve electronic document storage and retrieval for all department records
utilizing the new content management system;
y Continue to refine and improve internal and external customer service and streamline the
development review process; and
y Continue to consistently implement the codes, policies, and regulatory requirements to
ensure quality residential neighborhoods and commercial districts throughout the City.
COMMUNITY DEVELOPMENT
Department Budgets 105
TOTAL COMMUNITY DEVELOPMENT DEPARTMENT COSTS
Service Indicators
2013-14
Actual
2014-15
Actual
2015-16
Estimated
2016-17
Projected
Building Division
Plan Submittals
Total Plan Checks:3,114 2,743 2,823 2,682
Permits Issued
Building/Combination Permits 3,509 3,724 3,725 3,539
Electrical Permits 2,667 2,763 2,614 2,484
Plumbing Permits 2,176 2,451 2,184 2,075
Mechanical Permits 1,778 1,926 1,845 1,752
Pool/Spa Permits 136 165 183 174
Harbor Permits 51 42 67 64
Fire Permits 604 533 538 511
Total Permits Issued:10,921 11,604 11,156 10,599
Inspections
Inspections Related to Complaints 1,125 1,108 1,120 1,176
RBR Inspections 588 567 492 517
Construction Inspections 39,501 41,964 45,566 47,844
Total Inspections:41,214 43,639 47,178 49,537
Code Enforcement Division
Administrative Citations Issued 320 432 1,200 1,000
Notice of Violations Issued 1,123 1,310 3,500 3,000
Verbal Warnings 244 179 250 200
Water Consumption Citations N/A N/A 700 500
Code Enforcement Investigations 2,068 2,357 5,000 4,000
Stop Work Notices 21 50 50
Planning Division
Planning Applications Received:171 189 170 178
Actions taken by Approval Authority
City Council 36 31 20 30
Planning Commission 38 43 49 50
Zoning Administrator 81 70 58 60
Hearing Officer 1 1 1 1
Totals:156 145 128 141
Total Community Development Department Costs:
2013-14* 2014-15 2015-16 2016-17**
Actual Actual Estimated Adopted
Salaries and Benefits 6,995,026$7,126,782$8,140,285$8,569,190$
Maintenance and Operations 2,245,475$2,109,186$2,253,018$2,866,095$
Capital Equipment 4,166$24,945$58,662$58,663$
CDBG Fund 123,553$121,275$117,311$117,311$
Total 9,368,220$9,382,188$10,569,276$11,611,259$
* In FY 2013-14, the Real Property Section 01050505 was added to Building.
** In FY 2016-17, the Life Safety Services Section 0105043 was added to Building, but Salaries & Benefits are still
maintained in the Fire Department.
106 Department Budgets
BUILDING DIVISION
INTENDED OUTCOME: TO ENSURE
PUBLIC SAFETY THROUGH PLAN RE-
VIEW, INSPECTION, AND CODE COM-
PLIANCE.
CORE FUNCTIONS
y Ensure plans and construction adhere to adopted codes and minimum design standards for
the protection of life and property;
y Expeditiously process utility releases; code modification and hardship requests, applications
for alternate materials and methods of construction, flood zone determinations, building
code violations, handicap accessibility complaints, and temporary occupancy requests;
y Provide thorough and detailed building inspections within 24 hours of requests to ensure
compliance with approved plans, applicable codes, and local ordinances;
y Provide exceptional customer service, effective project management, and a responsive and
accountable staff;
y Continue to implement and expand the new iPermits online system allowing for easier
customer access to apply for certain City permits;
y Provide over-the-counter plan review services for building and fire code compliance to
ensure a quick review time for smaller projects;
y Provide staff training opportunities to be current on the latest science and technologies
available in engineering and construction;
y Provide accurate and timely Residential Building Records to the real estate community;
y Provide necessary and timely staff support to the Building and Fire Board of Appeals;
y Review existing lease agreements on a scheduled basis to ensure tenants are in compliance
with the terms of their agreements;
y Continue to evaluate the real asset portfolio of the City and provide recommendations to
City Council;
y Continue to oversee the leasing/permitting, insurance tracking, and billing for Commercial
Tidelands in Newport Harbor;
y Continue to accurately track expenditure and revenue for all real property assets under
management;
y Issue and enforce fire code permits;
y Provide fire and life safety code review for new construction and tenant improvement
projects;
y Continue to provide inspections for special event permits;
y Continue to enforce the Very High Fire Hazard Severity Zone requirements; and
y Continue to implement the hazardous materials disclosure program.
Department Budgets 107
WORK PLANS
y Utilize all training opportunities to ensure staff is fully prepared and knowledgeable in all
areas and disciplines;
y Cross train the inspection staff in both commercial and residential development. Ensure a
versatile, responsive, and well-trained inspection team;
y Provide a minimum of four free code training workshops for the public;
y Ensure that a minimum of 80% of all building permit applications are reviewed at the front
counter, the same day an applicant applies for a permit;
y Ensure that a minimum of 90% of all building permit applications are reviewed within ten
days;
y Implement the Federal Emergency Management Agency’s revised Base Flood Elevation for
the Newport Harbor area;
y Adopt and implement the 2016 California Building Standards Codes;
y Adopt an ordinance to expedite the plan review process for electric vehicle charging stations
as required by State law;
y Utilize and leverage the use of professional consultants to augment the plan review and
inspection processes;
y Expand the online iPermits system allowing the public to obtain simple permits from home
or work;
y Implement the use of on-line plan review for the submittals of simple plans for code review;
y Solicit offers to lease and execute a lease agreement for the offices located at the Balboa
Yacht Basin, previously occupied by Harbor Resources.
BUILDING PROGRAM COSTS
0
1
2
3
4
5
6
7
3.8
4.7 4.8 5.1
6.4 6.4
6.8
Re
v
e
n
u
e
(
M
i
l
l
i
o
n
s
)
Fiscal Years * Less Dividend Program
** Projected
TOTAL DIVISION REVENUE
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 3,455,291$3,485,870$4,282,193$4,468,989$
Maintenance and Operations 904,514$1,105,765$1,543,707$2,181,522$
Capital Equipment 2,484$20,195$51,791$51,791$
Total 4,362,289$4,611,830$5,877,691$6,702,302$
* In FY 2016-17, the Life Safety Services Section 0105043 was added to Building, but Salaries & Benefits are stillmaintained in the Fire Department.
108 Department Budgets
BUILDING BUDGETED STAFFING
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Building Department Specialist 1.0 1.0 1.0 1.0
Building Inspector II 3.0 3.0 3.0 3.0
Chief Building Inspector ----
Civil Engineer Plan Check ----
Code Enforcement Officer Trainee -0.5 0.5 0.5
Department Assistant 1.0 1.0 --
Deputy Community Development Director 1.0 1.0 1.0 0.9*
Office Assistant 1.0 ---
Permit Counter Supervisor 1.0 1.0 1.0 1.0
Permit Technician II 4.0 4.0 4.0 4.0
Principal Building Inspector 2.0 2.0 2.0 2.0
Principal Civil Engineer 1.0 1.0 1.0 1.0
Principal Civil Engineer Plan Check 1.0 1.0 1.0 1.0
Real Property Administrator 1.0 1.0 --
Records Specialist 1.0 1.0 --
Residential Building Records Inspector 1.0 1.0 1.0 1.0
Senior Building Inspector 2.0 2.0 2.0 2.0
Senior Civil Engineer Plan Check 6.0 6.0 6.0 6.0
Subtrade Plans Examiner 1.0 1.0 1.0 1.0
Total Full-Time 28.0 27.5 24.5 23.5
Part-Time
Permit Technician II Part-time 0.5 0.5 0.5 0.5
Total Part-Time 0.5 0.5 0.5 0.5
Total Budgeted Staffing 28.5 28.0 25.0 24.0
*10% of the Deputy Community Development Director salary and benefits is paid by Fire.
Department Budgets 109
y Develop and issue permits to govern fisherman’s use of City property at Dory fish market;
y Complete the sale of the Balboa Theater property;
y Select tenant and negotiate a lease agreement for the concession space at Corona del Mar
State Beach;
y Continue coordination with tenant and City to develop preliminary project designs and
negotiate a lease for the Newport Pier restaurant;
y Issue a Request for Proposals (RFP) for on-call appraisers, and continue to determine the fee
title value and fair market leasehold rates for various City real estate holdings;
y Continue to manage rates, track insurance, and issue permits and leases for Commercial
Tidelands in Newport Harbor;
y Continue to process new license agreements for telecommunications facilities located on
City property;
y Continue to process new lease agreement and assignments for Beacon Bay dwelling units;
y Maintain an overall insurance compliance level of 90% for all permits, licenses, leases, and
contracts;
y Ensure Records Management System (RMS) support for its core functions; and
y Maintain a risk based fire inspection program designed to minimize risk and loss in
compliance with state of California mandated and required inspections;
CODE ENFORCEMENT DIVISION
INTENDED OUTCOME: WORK IN PARTNERSHIP WITH THE RESIDENTS AND
BUSINESSES OF NEWPORT BEACH BY PROMOTING AND MAINTAINING A SAFE
AND DESIRABLE LIVING AND WORKING ENVIRONMENT.
CORE FUNCTIONS
y Coordinate with other City Departments and outside agencies to ensure the health, safety
and general welfare of the community is preserved through the effective enforcement of City
and state laws as they relate to land use and property maintenance standards;
y Assist the Building Division staff with code compliance pertaining to the identification and
abatement of unpermitted construction, construction noise, and water quality;
y Provide the highest level of customer service by ensuring that all calls for service are
responded to within 24 hours;
y Conduct detailed and comprehensive investigations in response to citizen
complaints and abate violations through effective and efficient enforcement;
y Facilitate meetings with Homeowners Associations (HOAs), ad hoc citizen committees,
residents, and business owners to further the Division’s goals of education and voluntary
compliance;
y Continue with enforcement of the City’s Water Conservation Ordinance to ensure compliance
with State-manadated drought regulations;
110 Department Budgets
y Monitor, evaluate and recommend Code revisions to achieve practical and equitable
regulations and streamline code enforcement programs;
y Assist the City Attorney’s Office with preparing cases and prosecuting violations of the
Newport Beach Municipal Code; and
y Ensure the health, safety, and general welfare of the community through education and
enforcement of conditional use permits and other discretionary permits issued to bars,
nightbclubs, and restaurants with late hours.
Miscellaneous ( Public
Encroachements, Vending,
Misc. complaints)
11%
Refuse
16%
Building w/o Permits
5%
Zoning (UP, Illegal Dwellings,
Signs, etc.)
30%
Water (Quality & Conservation)
19%
Property Maintenance
18%
Business License
1%
Types of Cases as a percentage of workload
Department Budgets 111
CODE ENFORCEMENT PROGRAM COSTS
CODE ENFORCEMENT BUDGETED STAFFING
WORK PLANS
y Maintain prompt and thorough reactive code enforcement. For FY17, approximately 80% of
all complaints will have an average response time of one day or less from the filing of the
complaint until completion of the initial investigation;
y Ensure that all complaints are investigated and resolved in a timely manner. For FY17,
approximately 65% of all cases will be closed in 30 days or less and 90% resolved in 90 days;
y Develop and implement special enforcement programs addressing community specific
concerns related to the Zoning Code and property maintenance;
y Continue to implement educationally based public outreach pertinent to community
aesthetics, consistent with traditions of excellence that define Newport Beach;
y Take advantage of all training and development opportunities to ensure Code Enforcement
Officers and support staff are current on changes in applicable codes, and best business
practices;
y Continue to provide support to special abatement programs, including summer weekend
enforcement and annual reviews of use permits and development agreements;
y Continue to coordinate with the Water Conservation Task force to ensure the City reaches
and maintains its state mandated water consumption reduction levels;
y Coordinate with the Newport Beach Police Department and the California Department of
Alcohol Beverage Control (ABC) to inspect all Newport Beach restaurants and/or bars with
ABC licenses and use permits;
y Proactive enforcement of quality of life concerns such as gas leaf blowers, refuse related
nuisances, unwanted solicitation, illegal vending on public property and noise violations from
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 500,617$ 521,567$ 591,410$ 648,939$
Maintenance and Operations 78,407$ 82,710$ 119,454$ 118,255$
Capital Equipment -$ -$ -$ -$
Total 579,024$ 604,277$ 710,864$ 767,194$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Code & Water Quality Enforcement Officer 1.0 1.0 1.0 1.0
Code & Water Quality Enforcement Officer I -1.0 1.0 1.0
Code & Water Quality Enforcement Officer Trainee 1.0 ---
Code Enforcement Officer Trainee -0.5 0.5 0.5
Code Enforcement Supervisor 1.0 1.0 1.0 1.0
Senior Code & Water Quality Enforcement Officer 1.0 1.0 1.0 1.0
Total Full-Time 4.0 4.5 4.5 4.5
Total Budgeted Staffing 4.0 4.5 4.5 4.5
112 Department Budgets
private gatherings or special events; and
y Continue to meet with representatives from various community groups, resident
associations, and business groups on a quarterly basis.
PLANNING DIVISION
INTENDED OUTCOME: TO PROMOTE
AND ENHANCE THE WELL-BEING OF
RESIDENTS, VISITORS, PROPERTY
OWNERS, AND BUSINESSES THROUGH
PROGRAMS THAT ENCOURAGE HIGH
QUALITY DEVELOPMENT AS WELL AS
MAINTENANCE AND REVITALIZATION
OF EXISTING NEIGHBORHOODS.
CORE FUNCTIONS
y Maintain and apply the provisions of the General Plan, Zoning Code, Local Coastal Program,
and related policy documents;
y Provide high quality customer service through efficient case management and plan check
processing;
y Determine appropriate uses of properties, suitable site plan configurations and in designing
buildings of size, scale, and character consistent with traditions of excellence that define
Newport Beach;
y Review building plan checks for compliance with the Zoning Code and required conditions of
approval;
y Review and process development applications to ensure compliance with the City’s General
Plan, Zoning requirements, community goals, and the California Environmental Quality Act
(CEQA);
y Provide critical information and recommendations to the Hearing Officer, Zoning
Administrator, Planning Commission, and City Council to assist in decisions pertaining to a
variety of development projects and land use policies;
y Maintain and implement the City’s Housing Programs;
y Provide assistance to other departments in demonstrating compliance with CEQA and the
City’s Local Coastal Program; and
y Provide assistance to other departments in demonstrating compliance with the City’s
General Plan, Zoning requirements, community goals, and CEQA.
Department Budgets 113
PLANNING PROGRAM COSTS
PLANNING BUDGETED STAFFING
WORK PLANS
y With support from the Balboa Village Advisory Committee, implement the revitalization
strategies and the Balboa Peninsula shuttle program as detailed in the Balboa Village Master
Plan and approved by the City Council;
y Obtain certification from the California Coastal Commission for the draft Local Coastal
Program Implementation Plan ;
y Amend the Zoning Code where appropriate to address inconsistencies or inaccurate
regulations;
y Manage the preparation of environmental documentation and project entitlements for the
following major proposals:
y Museum House Residential;
y Newport Banning Ranch, as modified by the California Coastal Commission;
y Koll Center Newport in the Airport Area; and
y Uptown Newport Amendment
2013-14 2014-15 2015-16 2016-17ActualActualEstimatedAdopted
Salaries and Benefits 2,428,931$ 2,463,883$ 2,148,428$ 2,153,066$
Maintenance and Operations 1,150,684$ 752,989$ 356,561$ 314,168$
Capital Equipment 1,682$ 4,749$ 6,871$ 6,872$
CDBG Fund 123,553$ 121,275$ 117,311$ 117,311$
Total 3,704,850$ 3,342,896$ 2,629,171$ 2,591,417$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Administrative Assistant 1.0 1.0 1.0 -
Assistant Planner 3.0 3.0 3.0 3.0
Associate Planner 3.0 3.0 3.0 3.0
Department Assistant 2.0 1.0 1.0 1.0
Deputy Community Development Director 1.0 1.0 1.0 1.0
Planning Manager 1.0 1.0 1.0 1.0
Planning Technician 1.0 1.0 1.0 1.0
Principal Planner 1.0 1.0 1.0 1.0
Senior Planner 2.0 2.0 2.0 2.0
Total Full-Time 15.0 14.0 14.0 13.0
Part-Time
Department Assistant P/T -0.6 0.6 0.6
Total Part-Time -0.6 0.6 0.6
Total Budgeted Staffing 15.0 14.6 14.6 13.6
114 Department Budgets
y Develop and implement a program to conduct comprehensive assessment of Mariners’ Mile,
which includes community engagement, focused on accessibility and revitalization of the
area;
y Initiate a General Plan update program to bring elements in compliance with state mandates
and sustainable practices; and
y Complete a streetscape and public realm improvement plan for West Newport Mesa.
SYSTEMS & ADMINISTRATION DIVISION
INTENDED OUTCOME: TO PROVIDE ADMINISTRATIVE SUPPORT THROUGH EFFI-
CIENT, INNOVATIVE USES OF TECHNOLOGY.
CORE FUNCTIONS
y Integration and leveraging of technology to streamline and automate daily operations to
better serve internal and external customers;
y Field phone calls and assist customers;
y Prepare, facilitate, and monitor the annual operating budget which includes: contracts and
agreements, revenue and fee analysis, developer deposit accounts and all other department
expenditures;
y Provide administrative support services to ensure consistency of standard operating
procedures and to avoid duplication of efforts;
y Maintain department documents in an electronic format to increase public accessibility and
reduce staff research time;
y Manage the department’s Geographic Information System (GIS) which includes the
maintenance of all regulatory maps and documents, and statistical information;
y Develop reports for tracking and monitoring permit activity and customer service
performance within the Department;
y Maintain the Department’s web site; and
y Ensure that the preparation and posting of public notices, meeting agendas, and minutes for
the Planning Commission, Zoning Administrator, Hearing Officer, City Council-directed sub-
committees, and the Building and Fire Board of Appeals are in compliance with the Brown
Act.
SYSTEMS AND ADMINISTRATION PROGRAM COSTS
2013-14 2014-15 2015-16 2016-17ActualActualEstimatedAdopted
Salaries and Benefits 610,187$ 655,461$ 1,118,254$ 1,298,195$
Maintenance and Operations 111,870$ 167,689$ 233,295$ 252,150$
Capital Equipment -$ -$ -$
Total 722,057$ 823,150$ 1,351,549$ 1,550,345$
Department Budgets 115
SYSTEM AND ADMINISTRATION BUDGETED STAFFING
WORK PLANS
y Continue to improve the Department’s GIS by establishing convenient linkages to the
City’s content management system to assist in record retrieval and develop additional
informational layers that will assist staff with daily operations.
y Complete and implement the City’s Land Use Database to better track private property
entitlements as well as implementation of the General Plan;
y Continue to expand and refine on-line permitting (iPermit) and develop and test workflow
process for electronic plan review;
y Continue to identify opportunities to automate clerical functions department-wide.
y Continue to work with the IT Division and Finance Department in refining the budget
process, invoicing, deposit accounts, and payroll with the new Enterprise Resource Planning
(ERP) software;
y Develop scope of work and Request for Proposals (RFP) for permitting system replacement.
y Continue to review department fees for service; and
y Provide GIS Support for the Local Coastal Program Implementation Plan, Citywide General
Plan Amendments with various exhibits, maps, and analysis.
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Administrative Analyst 1.0 1.0 1.0 1.0
Administrative Assistant ---1.0
Community Development Director 1.0 1.0 1.0 1.0
Department Assistant --1.0 1.0
Real Property Administrator*--1.0 1.0
Records Specialist --1.0 1.0
Systems & Administrative Manager 1.0 1.0 1.0 1.0
Total Full-Time 3.0 3.0 6.0 7.0
Part-Time
Student Aide 1.9 3.0 3.0 3.0
Total Part-Time 1.9 3.0 3.0 3.0
Total Budgeted Staffing 4.9 6.0 9.0 10.0
*Real Property Program supervised by the Building Division, Deputy CDD Director.
116 Department Budgets
MISSION STATEMENT
To provide responsive utility and infrastructure maintenance services for the residents and
visitors of Newport Beach.
DEPARTMENT OVERVIEW
The Municipal Operations Department is committed to providing a safe reliable source of water
for drinking, irrigation and fire protection, as well as wastewater services to convey wastewater
from homes and businesses for treatment and disposal. We are also responsible for maintaining
public property such as beaches, streets, sidewalks, parks, and trees. Maintaining these assets at
a high level increases the quality of life for residents and enjoyment of visitors. The Department’s
primary goal is to keep the city looking great and seek opportunities to make improvements to
facilities for which we are responsible.
Our staff oversees multiple contracts providing services to the community such as refuse
collection, facility custodial services, street sweeping, oil well operations, storm drain cleaning,
water testing and video of the wastewater infrastructure. The Department also maintains the
City vehicle and equipment fleet; hundreds of pieces of equipment, from fire trucks and beach
cleaners to lifeguard boats, are serviced and maintained at the Corporation Yard. Providing these
diverse services requires dedicated staff members and responsive contractors.
Our Department also provides technical support to other City Departments. We review water,
sewer, parks and landscape capital improvement plans. We also provide inspection oversight for
construction projects for City facilities, residential properties, and commercial devolopers.
The Municipal Operations Department is divided into thirteen key department programs or
divisions that are responsible for our core functions. For example, the Water Division has sections
that include water maintenance and repair, water production, and water system services, all
focused on providing water service and funded from the Water Enterprise Fund. Each division
is led by a Manager who oversees the performance of the sections and assures that goals are
being met efficiently, on time, and with the
public in mind. The Department operates from
two maintenance yards, located at 592 Superior
Avenue and 949 West 16th Street.
KEY DEPARTMENT PROGRAMS:
y Administration
y Beaches Maintenance
y Facilities Maintenance
y Fleet Maintenance
y Landscape Maintenance
y Oil and Gas Operations
y Refuse
MUNICIPAL OPERATIONS
Department Budgets 117
y Sidewalks and Street Maintenance
y Street Sweeping
y Streetlights
y Storm Drain
y Wastewater
y Water Supply
y Refuse
DEPARTMENT GOALS
y Provide superior customer service to all residents, businesses, and visitors.
y Operate, maintain and repair: the City water system to provide a safe, reliable source of
water for drinking, irrigation, commercial use and fire suppression; the City sewer collection
system to convey wastewater to the Orange County Sanitation District for treatment; the
City’s storm drain and tide valve system to avoid street and property flooding and ensure
proper operation.
y Provide maintenance for: all City-owned public facilities such as libraries, piers, beach and
park restrooms, fire stations, corporation yards, and the Civic Center; streets, sidewalks
and beaches and ensure the areas are clean, kept in a safe condition, and are aesthetically
pleasing; parks, trees and median landscaping, focusing on a well maintained look and
properly trimmed trees.
y Provide excellent service for all City-owned vehicles including cars, trucks, heavy equipment,
fire trucks, and small equipment and replace vehicles and equipment at the end of their
economical service life.
y Quickly respond to emergencies that may arise during working hours, at night, and on
weekends.
y Participate with various agencies and surrounding communities in meetings and training
sessions to stay well-informed of changes and opportunities required to comply with
changing regulations and perform our functions in the most efficient and economic manner.
118 Department Budgets
TOTAL MUNICIPAL OPERATIONS DEPARTMENT COSTS
ADMINISTRATION
CORE FUNCTIONS
y Department oversight
y Employee management
y Provide customer service to internal customers and the
public
y Contract administration
y Create and administer the annual budget
y Provide administrative support to operational divisions
y Ensure regulatory compliance
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
General Fund
Salaries and Benefits 8,737,166$8,049,417$7,953,447$8,744,767$
Maintenance and Operations 16,354,345$17,387,858$20,060,507$20,232,967$
Capital Outlay 18,039$339,882$370,550$373,050$
General Fund Total 25,109,550$25,777,157$28,384,504$29,350,784$
Water Fund
Salaries and Benefits 3,922,978$3,798,497$4,394,047$4,614,941$
Maintenance and Operations 15,276,468$14,892,543$18,572,464$17,016,729$
Capital Outlay 152,110$1,149$246,220$172,772$
Water Fund Total 19,351,556$18,692,189$23,212,731$21,804,442$
Wastewater Fund
Salaries and Benefits 1,440,032$1,464,290$1,546,795$1,746,762$
Maintenance and Operations 1,108,023$1,295,212$1,837,197$1,833,247$
Capital Outlay 10,653$19,056$33,000$33,000$
Wastewater Fund Total 2,558,708$2,778,558$3,416,992$3,613,009$
Tidelands Fund
Salaries and Benefits -$-$-$-$
Maintenance and Operations 1,236,774$709,320$918,944$857,790$
Capital Outlay -$-$-$-$
Tidelands Fund Total 1,236,774$709,320$918,944$857,790$
Operations - All Funds 48,256,588$47,957,224$55,933,171$55,626,025$
Equipment Funds
Equipment Maintenance Program 5,680,355$4,115,299$4,141,108$4,809,306$
Capital Improvement Projects (CIP)
Water 8,131,391$658,038$9,033,743$2,025,000$
Wastewater 319,926$461,474$1,215,635$1,600,000$
CIP Total 8,451,317$1,119,512$10,249,378$3,625,000$
Total 62,388,260$53,192,035$70,323,657$64,060,331$
Department Budgets 119
WORK PLAN
y Manage employee payroll, performance and
assignments
y Attend and participate in City and regional meetings
y Oversee contract development to implementation
y Process invoicing for contracts, services and material
purchases
y Enforce strict contractor insurance requirements
y Monitor expenditures and revenues on an on-going basis
y Receive and route in-person, telephone, and online customer inquiries
Service Indicators
2013-14
Actual
2014-15
Actual
2015-16
Estimated
2016-17
Projected
Beach Debris Collected (tons)594 945 859 624
Curb and Gutter Replacement (linear feet)2,530 1,823 2,200 2,200
Graffiti Incidents 4,685 3,723 4,400 4,200
Landscaped Acres Maintained 700 716 726 727
Oil Produced for Sale (barrels)25,824 22,721 22,650 22,650
Parks Maintained 58 59 61 61
Pipe Cleaned (miles)250 260 250 250
Pipe Video Inspected (miles)23 4 30 30
Reclaimed Water Used (acre feet)430 466 455 455
Residential Refuse Collected (tons)33,220 33,400 33,500 34,000
Sidewalk Repair (square feet)37,607 27,175 27,000 27,000
Street and Pavement Marking (linear feet)370,795 232,582 300,000 310,000
Street Sweeping – Debris Removed (cubic yards)5,734 7,065 8,145 7,380
Street Sweeping – Gutter Miles Swept 36,323 35,069 35,700 35,700
Storm Drains – Debris Removed (cubic yards)275 345 311 325
Streetlight Service Requests 440 350 750 470
Trees Planted 400 314 350 500
Trees Removed 140 662 700 400
Trees Trimmed 12,500 23,245 18,000 16,000
Wastewater Repairs 50 17 40 40
Wastewater Service Requests 300 180 200 200
Water Main Breaks 18 4 8 10
Water Purchased/Produced (acre feet)15,915 15,529 13,000 14,500
Water Service Requests 2,715 3,306 2,509 2,750
1 MCF = 1,000 cubic feet
1 Acre Foot = 325,850 gallons
120 Department Budgets
ADMINISTRATION PROGRAM COSTS
ADMINISTRATION BUDGETED STAFFING
EQUIPMENT MAINTENANCE
CORE FUNCTIONS
y Service and repair vehicles
y Fabricate and repair metal parts
y Procure vehicles
y Dispose of out-of-service vehicles
WORK PLAN
y Perform scheduled maintenance and as-needed repair services to the City fleet.
y Provide loaner vehicles while vehicles are being serviced.
y Examine ways to increase the efficiency of the City fleet by the purchase of smaller vehilces
and those powered by hybrid systems or compressed natural gas (CNG).
y Design and fabricate metal parts for vehicles, facilities, beaches, and the harbor.
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 703,272$608,100$786,194$685,796$
Maintenance and Operations 126,385$161,027$124,715$125,460$
Capital Equipment 878$589$2,500$2,500$
Total 830,536$769,716$913,409$813,756$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Administrative Assistant 1.0 1.0 1.0 1.0
Administrative Manager 0.5 0.5 0.5 0.5
Department Assistant 1.0 1.0 1.0 1.0
Deputy MOD Director 1.0 1.0 1.0
-
Management Assistant 1.0 1.0 1.0 0.5
MOD Director 0.5 0.5 0.5 1.0
Total Full-Time 5.0 5.0 5.0 4.0
Total Budgeted Staffing 5.0 5.0 5.0 4.0
Department Budgets 121
EQUIPMENT MAINTENANCE PROGRAM COSTS
EQUIPMENT MAINTENANCE BUDGETED STAFFING
FACILITIES MAINTENANCE
CORE FUNCTIONS
y Maintain and repair: public buildings, public
piers and floats, and public restrooms
WORK PLAN
y Perform repair services through a variety of
specialty contractors
y Manage janitorial contractors for City
facilities, including beach and park restrooms
y Assist in administrating capital improvement
projects at City facilities
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 1,275,064$ 1,192,683$ 1,029,194$ 1,066,855$
Maintenance and Operations 666,699$ 697,801$ 667,905$ 673,442$
Capital Equipment 3,738,592$ 2,224,815$ 2,444,009$ 3,069,009$
Total 5,680,355$ 4,115,299$ 4,141,108$ 4,809,306$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Automotive Parts Buyer 1.0 1.0 1.0 1.0
Equipment Maintenance Superintendent 1.0 1.0 0.5 0.5
Equipment Maintenance Supervisor 1.0 1.0 1.0 1.0
Equipment Mechanic I 1.0 1.0 1.0 1.0
Equipment Mechanic II 5.0 3.0 3.0 3.0
Inventory Assistant 1.0 1.0 --
Senior Equipment Mechanic 1.0 1.0 1.0 1.0
Total Full-Time 11.0 9.0 7.5 7.5
Part-Time
Maintenance Aide 0.75 0.75 --
Total Part-Time 0.75 0.75 --
Total Budgeted Staffing 11.75 9.75 7.50 7.50
122 Department Budgets
FACILITIES MAINTENANCE PROGRAM COSTS
FACILITIES MAINTENANCE BUDGETED STAFFING
STREET, SIDEWALK AND BEACH MAINTENANCE
CORE FUNCTIONS
y Conduct street inspections
y Inspect, maintain and repair sidewalks, curbs and gutters
y Maintain beaches and fire rings
y Maintain horse trails
y Repair asphalt streets
y Maintain regulatory signage and painted street and curb markings
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 668,211$ 591,247$ 815,580$ 889,218$
Maintenance and Operations 460,435$ 1,537,296$ 1,927,680$ 1,925,103$
Capital Equipment -$ -$ 26,000$ 26,000$
Total 1,128,646$ 2,128,543$ 2,769,260$ 2,840,321$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Electrician -1.0 --
Facilities Maint Tech -4.0 4.0 4.0
Facilities Maint Crew Chief -1.0 --
Facilities Maint Supervisor --1.0 1.0
Equipment Maint Supertndt --0.5 0.5
Maint & Ops Specialist --1.0 1.0
Total Full-Time -6.0 6.5 6.5
Total Budgeted Staffing -6.0 6.5 6.5
Department Budgets 123
WORK PLAN:
y Collect and dispose of beach refuse and debris
y Install beach volleyball poles
y Install traffic, regulatory, and informational signs
y Clean and maintain fire rings
y Repair and replace concrete utility boxes
y Patch and repair asphalt streets
y Inspect and grind damaged areas of sidewalk
y Replace sidewalk, curb and gutter when remedial repairs cannot be completed
y Replace old and worn signage and street/curb markings
STREET, SIDEWALK, BEACH MAINTENANCE PROGRAM COSTS
STREET, SIDEWALK, BEACH MAINTENANCE BUDGETED STAFFING
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 2,119,668$ 3,329,136$ 3,677,599$ 3,847,283$
Maintenance and Operations 1,219,039$ 1,297,584$ 2,357,953$ 2,393,561$
Capital Equipment -$ -$ 14,000$ 14,000$
Total 3,338,708$ 4,626,720$ 6,049,552$ 6,254,844$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Concrete Finisher 2.0 2.0 2.0 2.0
Concrete Maintenance Crew Chief 1.0 1.0 1.0 1.0
Concrete Supervisor 1.0 1.0 1.0 1.0
Equipment Operator I 2.0 2.0 3.0 3.0
Equipment Operator II 5.0 5.0 8.0 8.0
Field Maintenance Superintendent 1.0 1.0 1.0 1.0
Maintenance Worker I 1.0 4.0 7.0 6.0
Maintenance Worker II 5.0 3.0 5.0 5.0
Street Maintenance Crew Chief 1.0 1.0 1.0 1.0
Street Maintenance Supervisor 1.0 1.0 1.0 1.0
Beach Maint Supervisor --1.0 1.0
Total Full-Time 20.0 21.0 31.0 30.0
Total Budgeted Staffing 20.0 21.0 31.0 30.0
124 Department Budgets
OIL AND GAS
CORE FUNCTIONS
y Maintain oil and natural gas production facilities
y Produce oil for sale
y Ensure compliance with all federal, state and local
regulations
WORK PLAN:
y Monitor oil production and revenue
y Perform repair services through a variety of specialty contractors
OIL AND GAS PROGRAM COSTS
STORM DRAIN, STREET SWEEPING, TIDE VALVES, AND GRAFFITI
ABATEMENT
CORE FUNCTIONS
y Maintain and repair the storm drain system
y Monitor the tide and operate tidal valves
y Remove debris from streets and alleyways,
boardwalk and parking lots
y Remove graffiti
WORK PLAN:
y Provide 24-hour monitoring and as needed
staffing to reduce public and private
property flooding
y Remove debris and hazardous materials from
streets, drainage ditches and catch basins
y Document graffiti on TAGRS system to assist Orange County Sherriff and other cities in
prosecution of offenders
y Manage contractors providing storm drain cleaning, street and alley sweeping, and graffiti
removal services
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations 1,236,774$ 709,320$ 918,944$ 857,790$
Capital Equipment -$ -$ -$ -$
Total 1,236,774$ 709,320$ 918,944$ 857,790$
Department Budgets 125
STORM DRAIN, STREET SWEEPING, TIDE VALVES, AND GRAFFITI ABATEMENT
PROGRAM COSTS
STORM DRAIN, STREET SWEEPING, TIDE VALVES, AND GRAFFITI ABATEMENT
STAFFING
LANDSCAPE MAINTENANCE
CORE FUNCTIONS
y Maintain parks, landscaped roadsides, and medians utilizing a
combination of contract and City staff
y Maintain the City urban forest of over 34,000 trees according
to City policies and ISA standards
y Maintain the computerized tree inventory system
y Abate weeds to reduce fire hazards in City-owned wildland
areas
y Facilitate the donation program for park amenities
y Provide staff support to the Parks, Beaches, and Recreation
Commission
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 2,005,949$ 1,287,245$ 1,192,234$ 1,231,015$
Maintenance and Operations 3,399,780$ 2,436,815$ 1,626,124$ 1,663,231$
Capital Equipment 16,144$ 15,346$ 17,550$ 17,550$
Total 5,421,874$ 3,739,406$ 2,835,908$ 2,911,796$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Beach Maintenance Supervisor 1.0 1.0 --
Electrician 1.0 ---
Equipment Operator I 1.0 1.0 --
Equipment Operator II 6.0 6.0 3.0 3.0
Facilities Maintenance Crew Chief 1.0 ---
Facilities Maintenance Tech 4.0 ---
Maintenance Worker I 4.0 4.0 1.0 1.0
Maintenance Worker II 3.0 3.0 1.0 1.0
Operations Support Superintendent 1.0 1.0 0.5 0.5
Storm Drain/Street Sweeping Crew Chief 1.0 1.0 1.0 1.0
Storm Drain/Street Sweeping Supervisor 1.0 1.0 1.0 1.0
Maintenance & Operations Specialist --0.5 0.5
Total Full-Time 24.0 18.0 8.0 8.0
Total Budgeted Staffing 24.0 18.0 8.0 8.0
126 Department Budgets
WORK PLAN
y Mow, trim, seed, renovate and remove turf and plant materials in parks, roadside areas, street
medians, and City facilities
y Manage the pruning, planting and removal of City trees in parks, parkways, on slopes, and at
City facilities
y Implement the revised G-1 and G-6 Council Policies, and new Street Tree Designation List
y Provide inspections and technical support for street and landscape capital improvement
projects
LANDSCAPE MAINTENANCE PROGRAM COSTS
LANDSCAPE MAINTENANCE BUDGETED STAFFING
REFUSE
CORE FUNCTIONS
y Provide for the collection,
recycling, and disposal of
residential solid waste
y Administer the Non-Exclusive
Solid Waste Franchises
y Administer solid waste collection contracts for City facilities, and in parks and beach areas
y Ensure safety and regulatory compliance for corporate yard operations including
underground storage tanks
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 1,554,327$ 1,869,814$ 1,995,770$ 1,834,666$
Maintenance and Operations 6,154,550$ 6,220,694$ 8,007,377$ 7,997,165$
Capital Equipment 1,017$ 323,947$ 313,000$ 313,000$
Total 7,709,894$ 8,414,455$ 10,316,147$ 10,144,831$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Groundsworker I 2.0 5.0 3.0 -
Groundsworker II 3.0 3.0 5.0 5.0
Irrigation Specialist 1.0 1.0 --
Maint & Ops Specialist --1.0 1.0
Parks & Trees Superintendent 1.0 1.0 1.0 1.0
Park Maintenance Crew Chief 3.0 3.0 3.0 3.0
Park Maintenance Supervisor 2.0 2.0 2.0 3.0
Urban Forester 1.0 1.0 1.0 -
Total Full-Time 13.0 16.0 16.0 13.0
Total Budgeted Staffing 13.0 16.0 16.0 13.0
Department Budgets 127
WORK PLAN
y Manage the contract for collection residential waste, bulky items, sharps, and electronic
waste
y Manage contracts for waste collection from City facilities, piers, street-end waste containers,
and beach containers
y Compile and report refuse data to local and state agencies
REFUSE PROGRAM COSTS
REFUSE BUDGETED STAFFING
STREETLIGHTS
CORE FUNCTIONS
y Inspect, maintain and repair streetlights, parking lot lights, bollard
lights, beach flood lights, and recreation facility lights
WORK PLAN:
y Manage the contract for the proper operation and maintenance of
the City streetlight system
y Replace streetlight poles and service cabinets damaged by
accidents
y Provide technical support for new projects
y Inspect new infrastructure
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 1,685,738$ 363,875$ 272,265$ 256,789$
Maintenance and Operations 4,109,770$ 4,762,179$ 5,056,216$ 5,055,434$
Capital Equipment -$ -$ -$ -$
Total 5,795,509$ 5,126,054$ 5,328,481$ 5,312,223$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Refuse Superintendent 1.0 1.0 --
Refuse Supervisor 1.0 1.0 --
Refuse Worker I 5.0 2.0 --
Refuse Worker II 11.0 ---
Sr. Management Analyst --1.0 1.0
Total Full-Time 18.0 4.0 1.0 1.0
Total Budgeted Staffing 18.0 4.0 1.0 1.0
128 Department Budgets
STREETLIGHTS PROGRAM COSTS
WATER
CORE FUNCTIONS
y Provide a safe, reliable source of water
y Operate, maintain and repair the City’s water
infrastructure
y Provide underground utility marking services (Dig
Alert)
y Provide recycled water for irrigation
y Collect water consumption data for billing
y Ensure compliance with federal, state and local
regularions
WORK PLAN:
y Operate and maintain: Water wells; Five pump stations;
Three reservoirs; 43 regulating stations; Fire hydrants
and valves; Other agencies’ water supply connections.
y Provide 24 hour emergency response
y Create water quality and supply reports for regulatory agencies
y Pump water from groundwater supplies in Fountain Valley
y Provide water from import supplies as needed
y Treat water to meet or exceed water quality standards
y Repair broken water mains and services as-needed
y Inspect new installations of water and sewer service connections and lines
y Maintain the Supervisory Control and Data Acquisition (SCADA) system
y Provide technical support for new projects
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations 884,384$ 972,263$ 1,085,156$ 1,073,012$
Capital Equipment -$ -$ -$ -$
Total 884,384$ 972,263$ 1,085,156$ 1,073,012$
Department Budgets 129
WATER PROGRAM COSTS
WATER BUDGETED STAFFING
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 3,922,978$3,798,497$4,394,047$4,614,941$
Maintenance and Operations 15,276,468$14,892,543$18,572,464$17,016,729$
Capital Equipment 152,110$1,149$246,220$172,772$
CIP 8,131,391$658,038$9,033,743$2,025,000$
Total 27,482,947$19,350,227$32,246,474$23,829,442$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Administrative Assistant 1.0 1.0 1.0 1.0
Administrative Manager 0.5 0.5 0.5 0.5
Department Assistant 1.0 1.0 1.0 1.0
Electrician 1.0 1.0 --
Engineering Technician 0.5 0.5 0.5 -
Field Superintendent I 2.0 ---
Field Superintendent II 1.0 -1.0 1.0
GIS Technician ---0.5
MOD Director 0.5 0.5 0.5 1.0
Management Assistant 1.0 --0.5
Senior Utilities Specialist 5.0 5.0 5.0 5.0
Utilities Crew Chief 5.0 5.0 4.0 4.0
Utilities General Manager 1.0 1.0 1.0 -
Utilities SCADA Coordinator 1.0 1.0 1.0 1.0
Utilities Specialist 8.0 8.0 9.0 8.0
Utilities Supervisor -2.0 3.0 3.0
Water Production Operator 3.0 3.0 3.0 3.0
Water Production Supervisor -1.0 --
Water Quality Coordinator 1.0 1.0 1.0 1.0
Maint & Ops Specialist --1.0 1.0
Total Full-Time 32.5 31.5 32.5 31.5
Part-Time
Student Intern --2.0 1.0
Total Part-Time 0.0 0.0 2.0 1.0
Total Budgeted Staffing 32.5 31.5 34.5 32.5
130 Department Budgets
WASTEWATER
CORE FUNCTIONS
y Minimize sewer spills
y Operate, maintain and repair the City’s wastewater infrastructure
y Convey wastewater from residents and businesses to the Orange County Sanitation District
y Ensure compliance with federal, state, and local regulations
WORK PLAN:
y Clean sewer mains routinely and in compliance with regulations
y Operate, maintain and repair: Sewer lifts stations, 21 pump stations, Sewer mains, Laterals,
Manholes
y Provide 24 hour emergency response
y Visually inspect sewer mains and laterals utilizing remote video systems CCTV
y Replace/repair sewer mains, laterals, and manholes as needed
y • Report all wastewater spills to regulatory agencies
y • Provide technical support for new project
WASTEWATER PROGRAM COSTS
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 1,440,032$1,464,290$1,546,795$1,746,762$
Maintenance and Operations 1,108,023$1,295,212$1,837,197$1,833,247$
Capital Equipment 10,653$19,056$33,000$33,000$
CIP 319,926$461,474$1,215,635$1,600,000$
Total 2,878,634$3,240,033$4,632,627$5,213,009$
Department Budgets 131
WASTEWATER BUDGETED STAFFING
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Electrician 1.0 1.0 --
Field Superintendent I 1.0 ---
Senior Utilities Specialist 2.0 2.0 2.0 2.0
Utilities Crew Chief 3.0 3.0 3.0 3.0
Utilities SCADA Technician 1.0 1.0 1.0 1.0
Utilities Specialist 5.0 6.0 4.0 5.0
Utilities Supervisor -1.0 1.0 1.0
Operations Support Supt --0.50 0.50
Maint & Ops Specialist --0.50 0.50
Total Full-Time 13.0 14.0 12.0 13.0
Total Budgeted Staffing 13.0 14.0 12.0 13.0
132 Department Budgets
MISSION STATEMENT
Protecting and providing quality public improvements and services.
DEPARTMENT OVERVIEW
Newport Beach is committed to maintaining a high
quality of life by providing essential infrastructure and
public facilities. It is our mission to preserve and protect
the City’s major investment in its physical assets and
infrastructure. Public Works strives to provide safe,
quality, cost-effective and timely improvements and
services to support the residential, business, recreational
and social needs of the community.
Public Works is comprised of three divisions: Engineering
Services, Harbor Resources, and Administration.
Specialized staff is further assigned to divisions and
sections for the design, construction, operation and
maintenance of several areas of responsibility, including
capital project delivery, water quality and environmental
programs, transportation system and operations, and
development services. Together, these services and
improvements are produced by 35 full-time professionals,
3.85 part-time staff and numerous private consultants,
servicers, and contractors.
Public Works is responsible for managing a comprehensive and ambitious improvement
program designed to meet the current and future needs of the community and to protect the
City’s physical and natural assets. Capital projects include improvements to the City’s roads,
intersections, bridges, sidewalks, storm drains, traffic signals, water quality and environmental
features, harbor amenities, piers, water and sewer systems, street lighting, public buildings,
harbor improvements and parks. Work of the Harbor Resources division centers on the protection
and improvement of natural and constructed resources and facilities of Newport Harbor and
Upper Newport Bay.
Another key service area focuses on the use of engineering expertise to solve problems and to
promote a safe and efficient transportation system. Public Works adds quality, safety and order
to our lives through the use of engineered controls and measures such as traffic signals, bicycle
and pedestrian facilities, signage and pavement maintenance. Public Works also manages public
property through permitted encroachments, ensures the safety of utility company activities,
private construction and special events in the public right-of-way, and reviews plans for
residential and commercial development as they relate to the public right-of-way.
Public Works Administration provides a wide variety of internal and external coordination
and oversight functions pertaining to the care of public assets. Responsibilities include
strategic planning, policy formation, financial management, legal and regulatory monitoring
and compliance, records management and other matters pertaining to the organizational
performance of Public Works.
PUBLIC WORKS
Department Budgets 133
KEY DEPARTMENT PROGRAMS
ENGINEERING SERVICES
y Capital Improvement Program
y Water Quality and Environmental Programs
y Transportation System and Operations and
Development Services
HARBOR RESOURCES
ADMINISTRATION
GOALS
y Facilitate design and construction of public
infrastructure to meet community priorities and goals and to optimize the performance and
lifespan of public assets.
y Continuously improve our project delivery capability and use of project management tools
to deliver the highest quality improvements and services on time and on budget.
y Maintain and operate City transportation systems including vehicle, bicycle and pedestrian
facilities in a safe and reliable manner.
y Implement use of technological and communication tools to improve efficient delivery of
services, meet customer expectations, and support citywide efforts to upgrade several new
software systems.
y Integrate increased communication and team building in all aspects of department
operations and organizational culture.
y Develop long-range plans for the maintenance and repair of publically maintained buildings,
facilities, and structures as well a capital improvements plan for tidelands related facilities
and amenities.
y Participate in discussions on innovative and smart solutions for current and emerging issues
such as bicycle safety, sea level rise and seawalls, regulatory compliance and permitting,
water quality and water conservation, and park planning.
Service Indicators
2013-14
Actual
2014-15
Actual
2015-16
Estimated
2016-17
Adopted
CIP funds expended1 $42,096,125 $43,112,647 $62,623,991 $66,941,668
82%100%97%85%
94%85%80%90%
83%90%90%90%
Total full-time department personnel 34 35 35 35
Total part-time department personnel 2.11 2.85 3.35 3.85
1
CIP projects completed within two months
of baseline schedule - target 85%
CIP projects completed within awarded
contract value, plus approved contingency
- target 90%
Plan checks completed within target date
Estimated and adopted amounts do not include budgeted assessment district project funds or encumbered funds for work in progress. Amounts
listed as actual include assessment district project expenses and expenses from capital project budgets appropriated mid-year.
Above photography by Dan Herman, Rabben/Herman design office
134 Department Budgets
TOTAL PUBLIC WORKS DEPARTMENT COSTS
PROGRAMS: ENGINEERING SERVICES
CAPITAL IMPROVEMENT PROGRAM DELIVERY
INTENDED OUTCOME
Manage the development, design, construction and administration of all of the City’s Capital
Improvement Program (CIP) projects.
CORE FUNCTIONS
y Feasibility studies, planning, permitting, master
plans
y Engineering design
y Project management
y Community outreach and education
y Construction management
y Public right-of-way inspection
y Right-of-way acquisition
y Utilities coordination
y Utility undergrounding district administration and
coordination
y Coordination with outside agencies such as County of Orange, OCTA, Caltrans, OCSD,
MWDOC and surrounding cities related to regional infrastructure issues
y Coordination with federal and state regulatory agencies related to strategic planning for
dredging, water quality and ecosystem restoration projects
y Pursue and manage grant funding for eligible projects.
WORK PLAN:
y Oversee project and construction management of scheduled and emergency Capital
Improvement Program projects such as Traffic Signal Modernization, water infrastructure
improvements, pavement condition improvements, and harbor and tidelands improvements
y Manage and update infrastructure master plans to reflect the community’s goals of
maintaining quality public infrastructure that are sustainable into the future with emphasis
on facilities, transportation, environmental and water quality, and tidelands management.
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 5,447,720$ 5,828,225$ 6,422,452$ 6,998,044$
Maintenance and Operations 2,349,697$ 3,132,473$ 3,566,218$ 3,567,121$
Capital Equipment 28,686$ 59,921$ 14,000$ 14,000$
Total 7,826,103$ 9,020,619$ 10,002,670$ 10,579,165$
Department Budgets 135
CAPITAL IMPROVEMENT PROGRAM COSTS
CAPITAL IMPROVEMENT PROGRAM BUDGETED STAFFING
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 2,320,554$ 2,595,049$ 2,702,178$ 2,952,584$
Maintenance and Operations 553,110$ 602,247$ 512,494$ 515,195$
Capital Equipment 15,100$ 33,895$ 3,000$ 3,000$
Total 2,888,764$ 3,231,190$ 3,217,672$ 3,470,779$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Assistant City Engineer 1.0 1.0 1.0 2.0
Assoc 5% Civil Engineer 3.0 3.0 3.0 3.0
Associate Civil Engineer 1.0 1.0 1.0 1.0
Construction Inspection Supervisor 1.0 1.0 1.0 1.0
Deputy Public Works Director/City Engineer 1.0 1.0 1.0 1.0
Facilities Manager 1.0 ---
Principal Civil Engineer 1.0 1.0 1.0 -
Public Works Inspector II -1.0 1.0 1.0
Senior Civil Engineer 3.0 3.0 3.0 3.0
Senior Public Works Inspector 2.0 2.0 2.0 2.0
Total Full-Time 14.0 14.0 14.0 14.0
Part-Time
Contract Civil Engineer 0.26 ---
Public Works Technical Aide 0.85 1.35 1.85 1.85
Senior Public Works Inspector ---0.50
Total Part-Time 1.11 1.35 1.85 2.35
Total Budgeted Staffing 15.11 15.35 15.85 16.35
136 Department Budgets
PROGRAMS: ENGINEERING SERVICES
WATER QUALITY AND ENVIRONMENTAL PROGRAMS
INTENDED OUTCOME
Ensure City is compliant with state and federal permits and regulations so that the citizens
and guests of Newport Beach enjoy the best environmental standard of living possible by
planning and engineering protections and implementing clean water requirements for Newport
Bay, the ocean shoreline and other sensitive areas.
CORE FUNCTIONS:
y Management and enforcement of local, state
and federal laws, policies and regulations
y Environmental programming and capital
planning including the pursuit of funding
opportunities and collaborative public/
private partnerships
y Community education and promotion of best
management practices
y Participate in regional planning and
coordination with the community, other
public agencies, regulatory agencies and
various environmental stakeholders.
WORK PLAN:
y Participate, oversee and implement the requirements and regulations associated with
regional water quality permits and orders.
y Implement water quality improvement projects for Big Canyon wetlands, Semeniuk Slough
dredging, Newport Coast ASBS protection program.
y Install various catch basin filters and water quality filtration units citywide.
y Continue coordination with regional watershed stakeholders and the Regional Water Quality
Control Board to develop sustainable water quality strategies with achievable goals within
economic conditions.
y Encourage water conservation through education and awareness.
Department Budgets 137
WATER QUALITY AND ENVIRONMENTAL PROGRAM COSTS
WATER QUALITY AND ENVIRONMENTAL PROGRAMS BUDGETED STAFFING
2013-14 2014-15 2015-16 2016-17ActualActualEstimatedAdopted
Salaries and Benefits 319,376$390,955$541,991$609,279$
Maintenance and Operations 68,518$78,035$71,109$70,968$
Capital Equipment 8,138$1,500$1,500$
Total 396,032$468,990$614,600$681,747$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Assistant City Engineer 1.0 1.0 1.0 1.0
Code & Water Quality Enforcement Division Manager 1.0 1.0 --
Senior Engineer --1.0 1.0
Water Conservation Coordinator 1.0 1.0 1.0 1.0
Total Full-Time 3.0 3.0 3.0 3.0
Total Budgeted Staffing 3.0 3.0 3.0 3.0
138 Department Budgets
PROGRAMS: ENGINEERING SERVICES
TRANSPORTATION SYSTEM AND OPERATIONS
AND DEVELOPMENT SERVICES
INTENDED OUTCOME
Promote a safe, efficient and effective multi-modal transportation
system for various roadway uses and protect interests in the public
right-of-way.
CORE FUNCTIONS:
TRANSPORTATION SYSTEM MANAGEMENT AND OPERATIONS
y Traffic engineering, traffic studies and transportation planning
y Traffic signal system operations, coordination and maintenance
y Neighborhood traffic calming
y Oversight and implementation of the City’s Bicycle Master Plan
y Special event support and coordination.
DEVELOPMENT SERVICES
y Plan check services
y Subdivision engineering
y Land use coordination
y Planning Commission support staffing
y Surveying and mapping
y Encroachment permits and temporary street closures
TRANSPORTATION SYSTEM AND OPERATIONS AND DEVELOPMENT SERVICES
PROGRAM COSTS
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 1,358,436$ 1,290,664$ 1,526,836$ 1,644,683$
Maintenance and Operations 531,172$ 931,113$ 1,013,191$ 1,010,828$
Capital Equipment 1,735$ 2,088$ 1,000$ 1,000$
Total 1,891,342$ 2,223,864$ 2,541,027$ 2,656,511$
Department Budgets 139
TRANSPORTATION SYSTEM AND OPERATIONS AND DEVELOPMENT SERVICES
BUDGETED STAFFING
WORK PLAN:
y Continue processing the transportation planning and associated environmental processes for
private developments.
y Continue implementing the traffic management plan to improve traffic flows and reduce
congestion.
y Review, manage and implement traffic, bicycle and pedestrian safety and operation
improvements.
y Implement elements of the Bicycle Master Plan to provide safe and efficient movement of
bicycles throughout the City.
y Continue modernization and rehabilitation of traffic signals throughout the City.
y Plan check street, water, wastewater, drainage, tract, and parcel maps.
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Assoc 5% Civil Engineer 2.0 3.0 5.0 5.0
City Traffic Engineer 1.0 1.0 1.0 1.0
Junior Civil Engineer 2.0 2.0 --
Senior Civil Engineer 2.0 2.0 2.0 2.0
Total Full-Time 7.0 8.0 8.0 8.0
Part-Time
PW Technical Aide 1.0 1.0 1.0 1.0
Total Part-Time 1.0 1.0 1.0 1.0
Total Budgeted Staffing 8.0 9.0 9.0 9.0
140 Department Budgets
HARBOR RESOURCES
INTENDED OUTCOME
Protect and improve the resources of Newport
Harbor and Upper Newport Bay for life,
recreation and commerce.
CORE FUNCTIONS:
y Permit issuance and administration for pier,
marina and mooring operations
y Coordination and execution of harbor
dredging
y Regulatory compliance
y Harbor Commission and Tidelands Management Committee staffing support
y Balboa Yacht Basin property management
y Studies, planning, permitting and long term capital facilities
y Beach sand replenishment projects and sediment maintenance
y Oversee and manage the City’s Harbor-related infrastructure and maintenance
y Interagency coordination and planning
WORK PLAN:
y Implement capital project priorities in the harbor area such as maintenance and repairs,
harbor dredging, sand management and bulkhead and seawall repairs.
y Address reconstruction of seawalls around Balboa Island and Newport Harbor.
y Ensure current and future projects address and account for possible future sea level changes
that may affect public and private properties.
y Develop a financing plan for harbor related improvements.
y PursUe funding opportunities for harbor related projects and amenities.
y Continue development of a comprehensive master plan for the management, governance,
and financing strategies for all tidelands, including dredging, beach replenishment, long term
capital plan, sea level rise, oil and gas and water quality.
y Complete eelgrass surveys along the harbor shoreline.
HARBOR RESOURCES PROGRAM COSTS
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 473,595$ 487,719$ 518,234$ 549,841$
Maintenance and Operations 1,034,319$ 1,386,330$ 1,763,926$ 1,763,576$
Capital Equipment (3)$ 11,984$ 2,500$ 2,500$
Total 1,507,911$ 1,886,033$ 2,284,660$ 2,315,917$
Department Budgets 141
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Harbor Resources Manager 1.0 1.0 1.0 1.0
Harbor Resources Supervisor 1.0 1.0 1.0 1.0
Harbor Resources Technician II 1.0 1.0 1.0 1.0
Total Full-Time 3.0 3.0 3.0 3.0
Total Budgeted Staffing 3.0 3.0 3.0 3.0
HARBOR RESOURCES BUDGETED STAFFING
142 Department Budgets
ADMINISTRATION
INTENDED OUTCOME
Lead and support department’s organizational, development and strategic planning and provide
legal, financial and administrative support for Public Works divisions. Oversee the department
and Capital Improvements Plan budgets, financial operations, and public records.
CORE FUNCTIONS:
y Implementation of City Council and management
directives and policies
y Budget development and administration
y CIP financial management
y Financial management and planning
y Contracts and grants administration
y Customer service and communications
y Permit issuance
y Records management for department plans, maps and documents
WORK PLAN:
y Coordinate infrastructure management priorities, as directed by the City Council.
y Facilitate department staffing and management practices to improve efficiencies and
manage resource allocation of budget, staffing and contractual services.
y Enhance customer service and communications through improved information access,
friendly service and prompt professional responses.
y Continue movement to electronic records to improve efficiency and enable improved access
to information for accountability and transparency.
y Coordinate with outside agencies including OCTA, Caltrans, OCSD, SCE, etc. regarding
regional issues affecting the City.
ADMINISTRATION PROGRAM COSTS
2013-14 2014-15 2015-16 2016-17ActualActualEstimatedAdopted
Salaries and Benefits 975,760$1,063,838$1,133,213$1,241,657$
Maintenance and Operations 162,579$134,748$205,499$206,554$
Capital Equipment 3,716$11,954$6,000$6,000$
Total 1,142,054$1,210,540$1,344,712$1,454,211$
Department Budgets 143
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Administrative Analyst 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.0 1.0 1.0
Engineering Technician 1.0 1.0 1.0 1.0
Management Assistant 1.0 1.0 1.0 1.0
Public Works Director 1.0 1.0 1.0 1.0
Public Works Specialist 1.0 1.0 --
Permit Technician II --1.0 1.0
PW Finance/Admin Manager 1.0 1.0 1.0 1.0
Total Full-Time 7.0 7.0 7.0 7.0
Part-Time
Intern --0.5 1.0
Student Aide -0.5 --
Total Part-Time 0.0 0.5 0.5 1.0
Total Budgeted Staffing 7.00 7.50 7.50 8.00
ADMINISTRATION BUDGETED STAFFING
144 Department Budgets
MISSION STATEMENT
To serve as the cultural, educational, and informational heart of the City
DEPARTMENT OVERVIEW
The Library is a valuable resource which offers a diverse range of materials, information and
programming for every age group in our community. Over one million people come into the
libraries each year and many more use the on-line resources from their home, office or school.
KEY DEPARTMENT PROGRAMS
y Public Services:
- Central Library - Donna and John Crean Mariners Branch Library - Corona del Mar Branch Library - Balboa Branch Library
y Library Administration
y Technical Processing
y Literacy Services
y Arts and Cultural Services
GOALS
y Provide current materials and information that
meet the varying needs of the community
y Deliver quality service to customers by providing accurate answers, timely responses and
assistance
y Provide programming for audiences of all ages
y Provide literacy services to adults
y Support arts and cultural events and programming
In addition, the Library Administration team has identified 4 goals to assist the Library in being
more responsive to the community:
1. Evaluate the customer experience
2. Encourage technological literacy
3. Preserve the memories of the City through management of local history resources
4. Let customers define use of public space
LIBRARY SERVICES
Department Budgets 145
TOTAL LIBRARY DEPARTMENT COSTS
PUBLIC SERVICES
INTENDED OUTCOME
To provide a range of materials, information and programs to meet the needs of customers of all
ages.
CORE FUNCTIONS
y Serve customers at all locations
y Circulate books, magazines, movies and audio recordings
y Answer questions and assist customers in person, by phone and via email
y Provide 24/7 library services via eBranch
y Provide technology training and assistance to customers
y Provide access to a workspace equipped with technology and resources for customers to
use in creating presentations, videos, web and graphic design.
y Plan and host programs for children, teens and adults throughout the year
Service Indicators
2013-14
Actual
2014-15
Actual
2015-16
Estimated
2016-17
Projected
Circulation 1,689,870 1,610,818 1,575,000 1,573,000
Customers Served in the Library 1,399,841 1,256,238 1,250,788 1,240,700
Reference Questions Asked 190,391 168,126 166,834 166,500
Program Attendance 55,879 61,424 65,674 65,500
Note: The CDM Branch closure may have a negative impact on the use of Library serivces in 2016-2017
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 4,834,689$ 4,779,945$ 5,003,112$ 5,621,970$
Maintenance and Operations 1,859,664$ 2,112,202$ 2,071,408$ 2,305,416$
Capital Equipment 14,348$ -$ 2,000$ 2,000$
Subtotal 6,708,701$ 6,892,147$ 7,076,520$ 7,929,386$
Expenditures funded through donations*430,883$ 501,458$ 684,373$ -$
Total 7,139,584$ 7,393,605$ 7,760,893$ 7,929,386$
*Community donations are used to enhance Library programs and services and are not considered
when establishing the City's operating budget.
146 Department Budgets
WORK PLANS
y Staff will continue to meet the needs of the Corona del Mar community during the Library
reconstruction.
y Library staff will proactively market the Media Lab and the creative opportunities it provides
users.
y Staff will provide training in the Media Lab on topics such as Lynda.com, Photoshop,
ProTools and other popular or powerful media tools.
y The Library will continue to enhance the Lab offerings with a circulating collection of “Tech
Toys” such as a GoPro camera and USB enabled turntable.
y Staff will evaluate collections, formats and services that best fill the needs of customers at
each Library location.
y Staff will continue to explore emerging digital media and increase the collection of eBooks
and digital magazines to support the Library’s eBranch services.
y The Library will develop programming opportunities for customers of all ages.
y The Library will continue to provide concierge service to Newport Coast and OASIS to serve
the customers using those facilities.
PUBLIC SERVICE PROGRAM COSTS
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 3,496,581$ 3,383,034$ 3,775,610$ 3,980,794$
Maintenance and Operations 761,757$ 889,906$ 1,000,959$ 1,086,963$
Capital Equipment 12,542$ -$ -$ -$
Total 4,270,880$ 4,272,940$ 4,776,570$ 5,067,757$
Each division is also included in it's own spreadsheet. This Public Service Program spreadsheet contains
0106024 Balboa branch; 0106021 CdM branch; 0106022 Mariners branch; & 0106023 Central branch.
Department Budgets 147
PUBLIC SERVICE BUDGETED STAFFING
LIBRARY ADMINISTRATION
INTENDED OUTCOME
To manage the successful operations of the Library system allowing the public service staff to
focus on meeting the day to day needs of customers. To assess needs and plan accordingly in
order to provide top quality services and resources to the community presently and going for-
ward.
CORE FUNCTIONS
y Provide support to the public, the staff, the Board of Library Trustees, the Arts Commission,
the Friends of the Library, and the Library Foundation
y Set the course and direction of the organization with strong leadership
y Assess the needs of the community and plan for the future
y Provide support in the areas of personnel, record keeping and marketing
y Oversee the maintenance of the Library facilities
y Monitor the budget, financial planning and expenditures
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Librarian I 6.0 6.0 6.0 6.0
Librarian II 6.0 6.0 5.0 5.0
Librarian III 1.0 1.0 1.0 1.0
Library Assistant 5.0 5.0 5.0 5.0
Library Clerk I 4.0 4.0 4.0 4.0
Library Clerk II 4.0 4.0 3.0 3.0
Senior Library Clerk 1.0 1.0 2.0 2.0
Total Full-Time 27.0 27.0 26.0 26.0
Part-Time
Library Assistant P/T 3.33 3.33 5.29 5.29
Library Clerk I P/T 8.69 8.69 8.69 8.69
Library Page P/T 7.9 7.9 7.90 7.90
Total Part-Time 19.92 19.92 21.88 21.88
Total Budgeted Staffing 46.92 46.92 47.88 47.88
148 Department Budgets
WORK PLANS
y Partner with Public Works, the architect, designer and contractors to ensure the success of
the Corona del Mar branch library building project.
y Assist the support groups in maintaining their prominence and name recognition in the
community.
y Develop surveys to assist in evaluating customer experience.
y Continue to encourage cooperative projects with the Newport Beach Historical Society and
Sherman Gardens.
y Coordinate with IT to upgrade services through technology.
y Provide staff training opportunities to keep up with technological advances and
enhancements to Library service.
y Provide quarterly and annual reports for the State Library to encourage re-establishment of
State funding to local agencies.
y Evaluate the Library facilities for usability and sustainability.
LIBRARY ADMINISTRATION PROGRAM COSTS
LIBRARY ADMINISTRATION BUDGETED STAFFING
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 974,536$ 1,019,336$ 1,182,563$ 1,276,027$
Maintenance and Operations 906,734$ 936,862$ 943,350$ 958,014$
Capital Equipment 1,806$ -$ 2,000$ 2,000$
Total 1,883,076$ 1,956,198$ 2,127,913$ 2,236,041$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Administrative Assistant 1.0 1.0 1.0 1.0
Department Assistant ---1.0
Facilities Maintenance Worker II 1.0 1.0 1.0 1.0
Librarian III 2.0 2.0 2.0 2.0
Library Services Director 1.0 1.0 1.0 1.0
Library Services Manager 1.0 1.0 1.0 1.0
Marketing Specialist --1.0 1.0
Office Assistant 1.0 1.0 1.0 -
Total Full-Time 7.0 7.0 8.0 8.0
Part-Time
Department Assistant P/T 0.45 0.45 0.45 0.45
Marketing Specialist P/T 0.65 0.65 --
Total Part-Time 1.10 1.10 0.45 0.45
Total Budgeted Staffing 8.10 8.10 8.45 8.45
Department Budgets 149
TECHNICAL PROCESSING
INTENDED OUTCOME
To ensure that the libraries have new materials to fill the needs of customers.
CORE FUNCTIONS
y Order, receive and process materials
y Process payments for materials
y Mend and maintain collections
WORK PLAN
y Cross-train clerical staff for maximum employee flexibility.
y Evaluate ordering processes to ensure that the most efficient and effective practices and
vendors are used to meet the needs of customers.
y Assess the workflow and update processes as appropriate.
y Continue to cycle audio and video discs through a regular rotation of cleaning to ensure that
materials are in good working order.
TECHNICAL PROCESSING PROGRAM COSTS
TECHNICAL PROCESSING BUDGETED STAFFING
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 269,458$279,526$300,905$319,342$
Maintenance and Operations 51,520$60,624$63,786$73,341$
Capital Equipment -$-$-$-$
Total 320,978$340,150$364,691$392,683$
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Library Clerk I 1.0 1.0 1.0 1.0
Library Clerk II 1.0 1.0 1.0 1.0
Senior Library Clerk 1.0 1.0 1.0 1.0
Total Full-Time 3.0 3.0 3.0 3.0
Total Budget Staffing 3.0 3.0 3.0 3.0
150 Department Budgets
LITERACY SERVICE
INTENDED OUTCOME
To provide tutoring for adult literacy learners.
CORE FUNCTIONS
y Assess the needs of prospective learners
y Recruit and train literacy tutors
y Assist in community awareness
y Support Literacy Board Members
WORK PLAN
y Use social media to spread the word of the Library Literacy program.
y Work with tutors and learners to evaluate progress and establish a system of moving
learners on to higher levels.
y Seek new grant opportunities and sponsorships to ensure ongoing funding for the program.
y Work with and leverage the talents and efforts of Newport Mesa Proliteracy Board.
y Explore targeted programs for specific segments of the community such as parents of
elementary school aged children or job seekers.
LITERACY PROGRAM COSTS
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 92,894$ 96,203$ 44,938$ 45,807$
Maintenance and Operations 21,345$ 20,065$ -$
Capital Equipment -$ -$ -$ -$
Total 114,239$ 116,268$ 44,938$ 45,807$
Department Budgets 151
LITERACY BUDGETED STAFFING
ARTS & CULTURAL SERVICES
INTENDED OUTCOME
To support the City Arts Commission in carrying out their responsibilities
CORE FUNCTIONS
y Arrange art exhibits for the City, including the annual juried art show
y Plan and execute programs and cultural arts events.
y Administer departmental grants
WORK PLAN
y Provide the community with summer programming such as Concerts in the Park.
y Continue to highlight local artists and display their works at the Central Library.
y Coordinate musical performances at the Library.
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Part-Time
Literacy Coordinator P/T 0.4 0.5 0.5 0.5
Total Part-Time 0.4 0.5 0.5 0.5
Total Budgeted Staffing 0.4 0.5 0.5 0.5
152 Department Budgets
ARTS AND CULTURAL PROGRAM COSTS
ARTS AND CULTURAL BUDGETED STAFFING
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Cultural Arts Coordinator ----
Total Full-Time ----
Total Budgeted Staffing ----
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 1,220$ 1,846$ -$ -$
Maintenance and Operations 118,308$ 204,744$ 127,098$ 187,098$
Capital Equipment -$ -$ -$ -$
Total 119,528$ 206,590$ 127,098$ 187,098$
Department Budgets 153
PAGE LEFT INTENTIONALLY BLANK
154 Department Budgets
MISSION STATEMENT
To enhance the quality of life by providing diverse opportunities in safe
and well maintained facilities, open spaces and parks. We pledge to
respond to community needs by creating quality educational, environ-
mental, recreational, cultural and social programs for people of all ages.
DEPARTMENT OVERVIEW
The Recreation and Senior Services (RSS) Department consists of
three divisions: Administration, Recreation, and Senior Services. Under
the guidance of the Department Director, the RSS Department is responsible for the creation,
coordination and implementation of recreational and social opportunities that serve a population
ranging from infants to those in their advanced years. In addition, the department oversees the
use of 64 parks and 12 facilities while also playing a role at the Back Bay Science Center and a
number of natural spaces and sensitive marine habitats throughout the City. The Oasis Senior
Center focuses on serving the senior community, offering programs to enrich senior life, prevent
isolation, and create positive, successful aging experiences. With all programs, the backbone of
the Department’s success is the large volume of part-time staff and independent contractors out
in the field serving the community as well as numerous volunteers who join us on a daily basis to
fulfill our mission. These dedicated individuals, combined with the full-time staff, form a unified
team that is talented, skilled and service oriented.
KEY DEPARTMENT PROGRAMS
• Administration • Recreation • Senior Services
RECREATION & SENIOR SERVICES
Department Budgets 155
GOALS
y Deliver well rounded, high quality recreational and social programs as well as senior services
to the Newport Beach community.
y Protect and preserve natural land and marine habitats within the City of Newport Beach
boundaries while fostering stewardship of the environment.
y Ensure open spaces, parks and community centers are well maintained and safe for the
community to enjoy.
y Continue to seek partnerships and
opportunities to enhance recreation
and senior services while minimizing
general fund support.
y Participate in and support efforts
for the design, development and
programming of Marina Park, Lower
Castaways Park, Big Canyon Public
Access, 16th Street Community Center
and Sunset View Park.
y Promote the City of Newport Beach
rental properties, including the OASIS
Senior Center, Marina Park and Civic
Center Community Room and Park, as
premier locations for rentals.
y Continue to enhance the department’s
website and social media to better
market programming opportunities.
Service Indicators
2013-14
Actual
2014-15
Actual
2015-16
Estimated
2016-17
Projected
Recreation Services
Special Event Permits 276 448 400 400
Facility Rentals 2,489 2,265 2,300 2,300
Program Attendance 454,973 *398,940 399,000 399,000
Comm.Youth Sports Program Attendance 368,730 303,152 305,000 305,000
Senior Services
Facility Rentals 116 153 180 195
Program Attendance 105,509 147,031 159,038 160,000
Human Services Attendance 26,451 26,728 28,326 28,000
Transportation Services Attendance 13,956 13,740 14,000 14,000
Fitness Center Attendance 72,613 71,293 74,028 74,000
*Corrected figure
156 Department Budgets
y Continue to broaden our outreach to the community by such offerings as resource expos
tailored to each age group.
y Develop trend analysis reports that tracks participation of Department offerings to improve
performance and make informed decisions that further meet the needs of the community.
y Continue to utilize the RSS Equipment Fund for managing Department’s equipment
replacement and court resurfacing needs.
TOTAL RECREATION & SENIOR SERVICES DEPARTMENT COSTS
PROGRAMS
ADMINISTRATION
INTENDED OUTCOME
y Provide leadership and administrative support to the RSS divisions throughout all phases of
executing the department’s mission and strategic goals.
CORE FUNCTIONS
y Executive leadership and direction
y Policy development and guidance
y Liaison to City Council and Parks, Beaches &
Recreation Commission
y Marketing
y Budget development and management
y Financial and statistical analysis
y Payroll processing
y Personnel facilitation
y Contract management
y Invoice processing
y ActiveNet system administration
y Interdepartmental and intradepartmental collaboration
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 4,964,843$5,354,347$6,333,053$6,963,604$
Maintenance and Operations 3,987,178$4,437,769$5,597,200$5,955,822$
Capital Equipment 8,920$77,796$62,175$90,559$
Total 8,960,941$9,869,912$11,992,428$13,009,985$
Department Budgets 157
WORK PLAN
y Provide ongoing leadership and direction for the RSS Department, to ensure quality
execution of department goals.
y Lead marketing efforts department-wide, including publication of the Newport Navigator
brochure on a quarterly basis.
y Prepare, facilitate, and monitor the annual budget; maintain the budget tracking model.
y Perform financial analysis and audits to support staff in implementing department goals.
y Manage contractual services and contract record keeping processes; coordinate with City
Attorney’s office to ensure proper contract execution.
y Process payroll bimonthly; track personnel data and coordinate personnel changes.
y Maintain active communication with ActiveNet, the provider of the RSS program registration
system, to ensure a smooth registration process for the community.
y Continue to efficiently manage front office operations, providing quality internal support
services and quality customer service to the community.
y Process and track invoices on a timely basis.
ADMINISTRATION PROGRAM COSTS
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 587,674$609,198$637,319$671,952$
Maintenance and Operations 428,692$394,589$456,878$465,544$
Capital Equipment -$-$-$
Total 1,016,366$1,003,787$1,094,197$1,137,496$
158 Department Budgets
ADMINISTRATION BUDGETED STAFFING
RECREATION
INTENDED OUTCOME
y Provide programs and facilities for the community that enrich citizens’ lives, improve their
health, and enhance community safety.
CORE FUNCTIONS
y Provide staffing support to City Council and the Parks, Beaches & Recreation Commission on
a variety of recreational and community use issues
y Allocate and patrol use of city-wide parks and
facilities
y Provide a wide variety of high quality programming
for youth and adults
y Develop and conduct programs in support of
environmental awareness
y Maintain and operate community centers
y Develop future community facilities
y Maintain citywide sports courts, ball fields and tot
lots
y Manage community-wide special events and the
special event permit process
y Provide community support and problem solving
WORK PLAN
y Continue to develop a wide variety of recreational
and social programs that address the needs of tots,
youth and adults in the Newport Beach community.
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Administrative Assistant 1.0 1.0 1.0 1.0
Budget Analyst 0.5 0.5 0.5 0.5
Marketing Specialist 1.0 1.0 1.0 1.0
Recreation & Senior Services Director 1.0 1.0 1.0 1.0
Total Full-Time 3.5 3.5 3.5 3.5
Part-Time
Senior Fiscal Clerk 0.5 0.5 0.5 0.5
Total Part-Time 0.5 0.5 0.5 0.5
Total Budgeted Staffing 4.0 4.0 4.0 4.0
Department Budgets 159
y Collaborate with over 100 independent contractors to ensure high quality class instruction
and programs year-round, focusing on implementation of programming at the Marina Park
facility.
y Manage the City adult sports leagues, focusing on diversifying and expanding participation.
y Maintain a well trained staff to efficiently operate the aquatics program, preschool program,
after-school programs and summer day camps.
y Manage the sports field allocation program in collaboration with the Youth Sport
Commission members, such as Youth Soccer and Little League, serving over 6,000 youth
annually through this program.
y Continue to develop the Traveling Tidepool Outreach Program to educate the community
about the Crystal Cove Marine Protected Area; implement a full schedule of Traveling
Tidepool school tours utilizing the ISOpod for the FY16/17
school year.
y Work with Community Development and the Coastal
Commission on the Memorandum of Understanding for
Fostering interest in Nature (FiiN) program; complete
provider Request for Proposal for program with target
implementation in FY 17/18.
y Manage the Marine Protection and Education program,
educating residents and visitors on how best to explore
and protect natural land and marine habitats.
y Process over 2,200 reservation requests each year, for
rentals of picnic areas, fields, gyms and meeting rooms.
160 Department Budgets
y Monitor and maintain playground equipment, play surfaces, backstops, and courts for 34
playgrounds and all active sports parks throughout the city.
y Maintain adequate Park Patrol units throughout the city to ensure parks, open spaces, and
facilities remain safe environments for the community to enjoy, with a focus on Marina Park;
enforce City ordinances pertaining to open spaces.
y Process over 400 special events permits annually for both large and small scale events.
y Sponsor special events and community programs, including the Corona del Mar Scenic 5k,
the Mariners and Balboa Peninsula Independence Day Parades and Picnics, Camp Expo,
Youth Track Meet, Breakfast with Santa, Mayor’s Spring Egg Roll and neighborhood based
events.
y Collaborate with community partners and agencies to provide facilities and programming
for the community. These groups include the Newport-Mesa Unified School District, Irvine
Ranch Conservancy, Newport Harbor Lawn Bowling, Boys & Girls Club, U.S. Fish and
Wildlife, Newport Theatre Arts Center, Newport Aquatic Center, academic institutions and
environmental non-governmental organizations.
RECREATION PROGRAM COSTS
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 3,053,803$3,323,452$4,104,542$4,478,813$
Maintenance and Operations 2,641,191$2,989,049$3,988,291$4,288,857$
Capital Equipment 5,000$72,513$52,205$80,589$
Total 5,699,994$6,385,014$8,145,038$8,848,259$
Department Budgets 161
RECREATION BUDGETED STAFFING
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Department Assistant 1.0 1.0 1.0 1.0
Deputy Rec & Sr Svcs Director -1.0 1.0 1.0
Facilities Maintenance Worker II 2.0 2.0 3.0 3.0
Groundsworker II 2.0 2.0 2.0 2.0
Lead Park Patrol Officer 1.0 1.0 1.0 1.0
Marine Protection & Education Supervisor 1.0 1.0 --
Office Assistant 2.0 2.0 3.0 3.0
Park Patrol Officer -1.0 1.0 1.0
Recreation Coordinator 5.0 5.0 5.0 5.0
Recreation Manager 2.0 2.0 3.0 3.0
Recreation Superintendent 1.0 ---
Recreation Supervisor 5.0 5.0 7.0 7.0
Total Full-Time 22.0 23.0 27.0 27.0
Part-Time
Assistant Recreation Coordinator P/T 0.50 0.50 0.50 0.50
Facilities Maintenance Worker II P/T --0.40 0.40
Marine Naturalist Interpreter P/T 2.35 2.60 2.60 2.60
Office Assistant P/T 0.88 0.88 1.60 1.60
Park Patrol Officer 1.75 2.57 2.57 2.15
Pool Swim Instructor 3.18 3.18 3.18 3.18
Recreation Leader 9.35 12.04 12.30 10.00
Senior Pool Lifeguard 1.52 1.52 1.52 1.52
Senior Recreation Leader I 5.55 5.70 7.84 7.74
Total Part-Time 25.08 28.99 32.51 29.69
Total Budgeted Staffing 47.08 51.99 59.51 56.69
162 Department Budgets
SENIOR SERVICES
INTENDED OUTCOME
y Ensure that the older adult population of Newport Beach are able to live healthy, active,
and productive lives by providing services that assist them in their daily living and provide
activities that enhance their health and wellbeing.
CORE FUNCTIONS
y Maintain and operate the OASIS Senior
Center
y Provide a wide variety of recreational and
educational services for seniors
y Provide help and assistance to those who
are struggling with aging issues
y Provide information on health and social
aging issues
y Provide a wide variety of health and
wellness programs to assist in the well
being of older adults
y Operate a full service fitness center for the 50 plus population
y Administer facility rentals at the OASIS Senior Center for private and community functions
y Provide transportation services to and from the Center and medical appointments
y Be a resource and support for families who need help with their aging parent(s)
WORK PLAN:
y Continue to develop a wide variety of
recreational, social, and human service
programs that address the needs of seniors
in the Newport Beach community.
y Partner with the Friends of OASIS nonprofit
organization in providing volunteer
assistance to the Center and monetary
support for programs. The Friends of OASIS
membership continues to grow to 6,500 at
its peak.
y Collaborate with a multitude of community
organizations to enhance programming and
services. These organizations include: Age
Well, OC Department of Health, University
of California at Irvine, Hoag Memorial
Hospital Presbyterian, Braille Institute,
Orange County Council on Aging, and the
Orange County Transit Authority.
Department Budgets 163
y Continue to market the OASIS Fitness
Center to ensure optimum usage of the
facility.
y Support continuing education for staff to
better understand how to serve the senior
community. Staff includes professionals in
the fields of Gerontology, Administration,
Recreation, Transportation, and Health &
Fitness.
y Actively seek out and consider customer
feedback when developing program
offerings; encourage customer participation
in the development process.
y Consider programming impact on parking
when scheduling classes to enable maximum
parking availability for participants throughout the day.
y Continue to expand classes, activities and services into the evening hours to accommodate
working adults.
y Continue to expand our health and wellness programs to address the growing aging
population and their ability to stay active for a longer period in life.
y Keep abreast of transportation trends to effectively and efficiently deliver transportation
programs to the growing older population who are aging in place.
SENIOR SERVICES PROGRAM COSTS
2013-14 2014-15 2015-16 2016-17
Actual Actual Estimated Adopted
Salaries and Benefits 1,323,366$1,421,698$1,591,192$1,812,839$
Maintenance and Operations 917,295$1,054,131$1,152,031$1,201,420$
Capital Equipment 3,920$5,283$9,970$9,970$
Total 2,244,581$2,481,112$2,753,192$3,024,229$
164 Department Budgets
Positions FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Full-Time
Department Assistant 1.0 1.0 1.0 1.0
Facilities Maintenance Worker II 1.0 1.0 1.0 1.0
Office Assistant ---1.0
Recreation Coordinator 1.0 1.0 1.0 2.0
Recreation Supervisor 3.0 3.0 3.0 3.0
Senior Services Manager 1.0 1.0 1.0 1.0
Senior Services Van Driver 4.0 4.0 4.0 4.0
Total Full-Time 11.0 11.0 11.0 13.0
Part-Time
Assistant Recreation Coordinator P/T 0.88 0.88 0.88 0.90
Office Assistant P/T 0.75 0.88 0.88 0.00
Recreation Leader, OASIS 2.91 3.43 3.43 3.43
Senior Recreation Leader I 1.84 1.84 1.84 1.84
Senior Services Van Driver P/T 0.50 0.90 1.40 0.50
Total Part-Time 6.88 7.93 8.43 6.67
Total Staffing 17.88 18.93 19.43 19.67
SENIOR SERVICES BUDGETED STAFFING
Department Budgets 165
PAGE LEFT INTENTIONALLY BLANK
166 Other Budgets
DESCRIPTION OF INTERNAL SERVICE FUNDSCITY OF NEWPORT BEACH
DESCRIPTION OF INTERNAL SERVICE FUNDS
The City continues to provide for the financing of certain functions through the use of Internal Service
Funds (ISF). The purpose of these funds is to facilitate the management of some types of
expenditures on a centralized, as opposed to decentralized (by department) basis, without losing the
visibility of each Department’s share of the overall cost. Each Department has been required to
budget for the cost of these functions at a pre-determined rate, as opposed to attempting to project
actual costs at the Department level, which would be required if there was no ISF mechanism. Funds
are then collected from each Department at the pre-determined rate by the Internal Service Fund
during the course of the year. All actual expenditures for the function in question (for the City as a
whole) are then made from the Internal Service Fund. The City has established five Internal Service
Funds –Insurance Reserve Fund, Retiree Medical Insurance Fund, Compensated Absences Fund,
Equipment Maintenance and Replacement Fund,and an Information Technology Fund.
Insurance Reserve Fund.The Insurance Reserve Fund is used to pay all Workers’ Compensation
and General Liability expenses of the City. This includes insurance premiums, consultant fees,
medical expenses, contract attorney costs, payments for judgments and settlements, and all other
expenses connected with this function. The amounts paid into this Fund by the individual Departments
vary. Each Department’s budget base for Liability expenses was established by examining the history
of claims and determining each Department’s appropriate share, based on the nature of the claims
themselves. That share was then used to establish each Department’s percentage of the funding
being set aside in the Insurance Reserve Fund for anticipated Liability expenses this year, and to
address at least part of any reserve deficiencies. This year’s contribution by departments, which
constitutes revenue to the ISF, is projected to be $6,822,155. This should constitute sufficient
resources to fund short term expenditures and accumulate resources to pay long-term claims.
Each Department’s share of the City’s anticipated Workers’ Compensation expenses was determined
by an analysis of claims history and allocates costs based on the departments’ percentage of payroll.
These rates were then used to determine the budget base needed in each Department to accumulate
the total anticipated Insurance Reserve Fund requirement to pay all Workers’ Compensation claims
and related expenses for this budget year (approximately $2,753,921).
Retiree Medical Insurance Fund.In January 2006, the City implemented a new defined contribution
Retiree Medical Insurance Fund in place of the prior defined benefit program,which will ultimately
reduce the City’s long-term liability for this program.The transition to the new program will take an estimated twenty years or more to fully implement, but our operating expenses will eventually be capped as we will only need to fund contributions for current employees and the City’s unfunded
liability will be zero.The contribution amount is based on a formula currently provided for in the
Memorandum of Understanding between the City and the employees.This year, the City’s cost for contributions for eligible full-time employees is projected to be $685,776.
Compensated Absences Fund.Departmental payments into the Compensated Absences Internal
Service Fund are based on a percentage of salary. That percentage is set at a level which will
accumulate a sufficient monetary base within the fund to accommodate current year expenses. This
year’s contribution level is 3.5% of salary resulting in a budgeted amount of $2,458,628. Any amounts
collected in excess of the annual expense, reduce the long-term unfunded liability in this fund.
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Equipment Maintenance and Replacement Fund.The Equipment Maintenance and Replacement
Fund is used to provide funding for the maintenance of almost all of the City’s fleet of Rolling
Equipment, city-wide and Safety 800 MHz radios, Fire Equipment such as cardiac monitors for the
EMS division, Parking Infrastructure for the City’s parking lots and meters, and Recreation Equipment
such as sporting and playground equipment and furniture for the various Recreation facilities. Based
on the City’s maintenance experience, anticipated equipment life span, and projected replacement
costs, rates were established for each class and type of equipment.
Funds for vehicle replacement and for vehicle maintenance remain segregated. Maintenance funds
are used to fully fund the Municipal Operations Equipment Maintenance Division, including the Auto
Parts Warehouse. Each Department’s share of this cost, based on the equipment it has in service,is
contained on object 881001 of the respective M&O budget sheets.The FY 2016-17 contributions total
$1,922,802.The Police Department has their own equipment replacement and maintenance program
including a Police Fleet Maintenance Division.
Recommendations for rolling stock replacement are made by each Department to the City Manager
through the Municipal Operations Director. The City Manager then includes his final recommendation
for Equipment Replacement action to the City Council as part of the annual budget submission.
Money accumulated in the Equipment Replacement portion of this Fund can only be used for
equipment replacement unless specifically reprogrammed by the City Manager. Each Department
Budget unit’s “contributions” to this fund, based on the equipment it has in service, can be found on
object 881003 of the respective M&O budget sheets. The FY 2016-17 vehicle replacement
contributions total $2,742,381.
Information Technology Fund.The City centralized the IT staff and budgets within the City
Manager’s Office in order to allow for a City-wide vision and shared implementation process that
serves all City departments in a coordinated manner.The Police Department, however, maintains its
own IT staff and budget and contributes a smaller amount to the City-wide fund for technology
equipment and replacement. The Departmental payments into the Information Technology Internal
Service Fund are based on the number of computers and required technological support. That
contribution amount is set at a level which will accumulate a sufficient monetary base within the fund
to accommodate current year expenses. This year’s contribution level is $5,046,689.Any amounts
collected in excess of the annual expense reduce the long-term unfunded liability in this fund.
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DEBT SERVICE & OTHER ACTIVITIESCITY OF NEWPORT BEACH2016-17 PERFORMANCE PLAN
DEBT SERVICE & OTHER ACTIVITIES
Most of the City budget is dedicated to a one-year operating plan for each department. However, certain budgetary components do not fit within this definition.
Capital Improvement Projects (CIP) and Debt Service expenditures benefit more than one operating period. Since CIPs may have significant useful lives, expenditures are deemed to
benefit both the current and future operating periods while Debt Service expenditures are deemed to benefit current, future,and past operating periods. An entire section of the budget
document is dedicated to CIP expenditures; however,Debt Service expenditures can be
adequately covered within this section.
Some proposed expenditures in the budget only benefit the current operating period but do not
readily fit within the operating plan of any one department and/or its funding source cannot be relied upon to fund routine department operations. For lack of a more descriptive term, we often
refer to non-departmental expenditures of this nature as other activities.
Debt Service Expenditures
Since the City does not issue debt instruments to finance operating activities, Debt Service Expenditures are the result of capital financing ventures. There are two principal reasons why debt instruments are issued. The first circumstance is when the cash flow for the construction or
purchase of a long-term asset would cause a significant strain on the City's cash flow and theasset to be financed will benefit many service periods. In no instance would the City select the duration of a given debt instrument to extend beyond the expected life of the asset financed.
The second scenario arises when an asset to be purchased may not cause a significant cash flow strain but it would be economically advantageous to finance the asset rather than to purchase it outright (e.g.,occasionally the City can borrow money at a lower rate than its
investment portfolio is earning).
Civic Center COP Series A
In Fiscal Year 2010-2011, the City issued $20,085,000 of Series 2010A (Tax Exempt) and $106,575,000 of Series 2010B (Federally Taxable Direct Pay Build America Bonds) Certificates
of Participation. The 2010A Certificates were issued to prepay the $3,990,000 principal
outstanding on the 1998 Library Certificates of Participation. The refunding was undertaken to reduce total debt service payments over a nine-year period by $1,084,556 and resulted in a net
present value savings of $429,500. Accordingly, the 1998 Library Certificates have been defeased pursuant to the defeasance provisions of the 1998 Trust Agreement. The remaining proceeds from the Series 2010A Certificates were used to finance the acquisition, improvement
and equipping of the Civic Center Project. The Series 2010B Certificates were issued to provide additional financing for the Civic Center Project. The proceeds of the Certificates were applied
to pay certain costs of issuance incurred in connection with the Certificates.
The lease payments made by the City are held by a trustee who makes semi-annual payments on the Certificates of Participation. The lease payments began January 1, 2011, and are in
amounts sufficient to cover the payment of principal and interest of the Certificates. Interest on the Certificates is payable semiannually on January 1 and July 1 of each year. The City has
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designated the Series 2010B Certificates as “Build America Bonds” (BABs) under the provisions
of the American Recovery and Reinvestment Act of 2009. Thus, the City receives refundable
credits from the United States Treasury on the interest paid on the 2010B Certificates. As of June 30, 2017, the City will have received $15,861,735 of BABs subsidy from the United States
Treasury and expects to receive subsidy equal to about 32% on future interest payable on the
2010B Certificates. Principal payments are payable annually on July 1 of each year. Future principal payments for the Series 2010A, which commenced July 1, 2011 and continue through
July 1, 2019, range from $410,000 to $3,185,000. The future principal payments for the Series 2010B Certificates, which commence July 1, 2018 and are payable through July 1, 2040, rangefrom $2,900,000 to $7,245,000.The Series A Certificates outstanding at June 30, 2017, will
amount to $3,895,000 and the Series B Certificates outstanding at June 30, 2017,will amount to $106,575,000.
Office Equipment Leases
The City occasionally enters into lease-purchase agreements to finance the acquisition of
copiers, computers, telecommunications or other office equipment and upgrades. The terms of
the leases normally range from three to five years and are typically payable monthly. Currently,there are no outstanding leases of this nature. Debt of this nature is serviced by whichever fund
derives the benefit of the equipment. In most circumstances,the General Fund enjoys the
benefit of office equipment purchases of this type and would therefore service this debt.
Rolling Stock Leases
Most City vehicle purchases do present a cash flow challenge and are therefore purchased outright except when financially advantageous conditions exist. However, the City does own and
operate some rolling stock including fire engines, ladder trucks, vactor trucks and other heavy equipment that can be several hundred thousand dollars per vehicle. These items areperiodically financed through lease-purchase agreements, but at this time we have no lease-
purchase agreements.
Newport Coast Special Assessment District Relief
Because the Newport Coast area was not incorporated into the City limits when much of the public improvements that serve this area were constructed, the improvements were financed by
private property special assessments. Had the Newport Coast area been incorporated within the
City limits at the time the improvements were constructed, the City would have likely participated in funding much of the public improvements. Before this area was officially annexed
into the City limits, the City entered into a pre-annexation agreement with the Newport Coast
Committee of 2000 where the City agreed to reimburse residents and thereby reduce the cost of certain private property special assessments. As a part of the pre-annexation agreement, the
Irvine Ranch Water District (IRWD) transferred $25 million to the City in exchange for the right
to continue to provide water utility service to this area. With this $25 million from IRWD, the City dedicated $7 million toward the construction of the Newport Coast Community Center which
opened in 2007 and will reduce the special assessment levies by $1.2 million a year for 15 years.The last $1.2 million reduction to the special assessment levies occurs in 2017, so atJune 30, 2017,no further obligation will be outstanding.
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Community Development Block Grant (CDBG) Loan
The CDBG program is a federal revenue source that is restricted to programs and projects that
benefit low and moderate income areas. In August of 2002, the City was granted a $2.4 million loan that is secured and will be repaid by future block grant allocations to partially finance the Balboa Village improvements. Commonly known as a "Section 108 Loan," this loan will be
repaid over 20 years in $215,000 installments. As of June 30, 2017, the outstanding balance of
this loan will be $1,066,000.
The City’s Pension Obligations
In Fiscal Year 2016-17, the City will continue on a path towards successfully addressing rising pension
costs. The City’s unfunded liability as of June 30, 2015 (the “date of value” for our most up to date
actuarial valuation from the California Public Employees Retirement System or “PERS”) is $275.7 million
on a market value basis.
Pension Assets and Liabilities. Again, as of June 30, 2015, the market value of the City’s pension assets
and liabilities is as follows:
City of Newport Beach’s PERS Plan June 30, 2013 June 30, 2014 June 30, 2015
Actuarial Accrued Liability $754,544,786 $819,870,443 $848,272,949
Plan Assets (Market Value) $496,592,365 $567,300,000 $572,700,000
Unfunded Portion of Plan $257,952,241 $252,570,000 $275,670,000
Funded Status 65.8% 69.2% 67.5%
Annual PERS Cost. The City’s annual payments to PERS have risen significantly over time, as has the
amount contributed to the Plan by city employees, as shown here:
Annual Payments to PERS FY 12-13
FY 13-14
FY 14-15
FY 15-16
FY 16-17
(est)
Normal Cost $15,252,972 $15,336,061 $15,125,321 $15,546,433 $15,777,875
Less Employee Contributions ($4,700,000) ($6,130,000) ($ 7,400,000) ($ 9,000,000) ($ 9,500,000)
Percent Employee Contribution 30.8% 40.0% 48.9% 57.9% 60.2%
Amortized Unfunded Liability $10,363,920 $11,572,615 $ 13,221,380 $ 18,900,303 $21,829,268
Net Employer Cost $20,916,892 $20,778,676 $20,946,701 $25,446,736 $28,108,143
Debt Service Estimates
2016-17
Year ofOriginalBalanceBalanceTotalPrincipal FinalDivIssuance07/01/2016 Additions Deletions 06/30/2017 Payments Interest Paid to Date Payment
9297 Pre-Annexation Agreement 18,000,000 1,200,000 -(1,200,000)-1,200,000 -18,000,000 201793202010 Civic Center COP Series A 20,085,000 7,080,000 -(3,185,000) 3,895,000 3,345,800 160,800 16,190,000 204193202010 Civic Center COP Series B*106,575,000 106,575,000 --106,575,000 7,243,417 7,243,417 -20419160Section 108 Loan 2,400,000 1,207,000 -(141,000) 1,066,000 161,605 20,605 1,334,000 2024Total Debt Service 147,060,000 116,062,000 -(4,526,000) 111,536,000 11,950,822 7,424,822 35,524,000
320-489D 2010 Civic Center COP Series B BAB Subsidy*-- ---(2,350,127) (2,350,127)-2041
Total Debt Service w/ BAB Subsidy 147,060,000 116,062,000 -(4,526,000) 111,536,000 9,600,695 5,074,695 35,524,000
*The City is required to budget the 2010 Civic Center COP Series B debt service at the gross amount. However, we expect to receive
$2,350,127 of Federal BAB Subsidy, thus reducing our total debt service.
2017
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Other actions taken in recent years by the City Council include:
•Accelerating Amortization Schedules to repay the Unfunded Pension Liabilities faster than the
default repayment schedules. This means that the City will invest more dollars earlier to fund
unfunded portions of the pension plans over a faster payment schedule, avoiding millions of dollars
of interest expense. In November 2014, Council combined all previous pension losses as of the June
30th actuarial valuation into one obligation (known as the “2013 Fresh Start”) to be repaid over a
fixed period of time (19 Years). In approving the 2016-17 budget, Council opted to combine an
additional experience loss into the existing 2013 amortization base due to a change in actuarial
mortality assumption. There are currently 17 years remaining on the 2013 Fresh Start base. Council
actions to implement Fresh Starts are anticipated to save more than $130 million over 30 years and
more than $50 million on a net present value basis.
•Measurable Results: As a result of the multiple Fresh Starts, the City’s efforts to accelerate the
payment plan has been quite impactful. The City’s amortization efficiency compares favorably to
our neighbors, meaning that the City of Newport Beach is paying less interest towards the unfunded
liability on a percentage basis. Using the Amortization Efficiency Ratio (AER) as a basis of
comparison, the City of Newport Beach’s plan is 51% more efficient than the City of Costa Mesa and
54% more efficient than the City of Huntington Beach.
AMORTIZATION EFFICIENCY MEASURES
City
UAL Balance
As of June 30th
2015 Total Payments AER*
Interest
as % of
Principal
Interest as %
of Total
Payments
Newport Beach $ 272,977,868 $ 467,100,918 171%71%42%
Irvine $ 115,178,121 $ 211,629,106 184%84%46%
Anaheim $ 609,881,577 $ 1,303,628,563 214%114%53%
Long Beach $ 963,327,181 $ 2,126,017,847 221%121%55%
Santa Ana $ 527,005,976 $ 1,167,087,776 221%121%55%
Costa Mesa $ 255,359,653 $ 566,799,114 222%122%55%
Huntington Beach $ 359,407,114 $ 810,431,873 225%125%56%
*AER: Amortization Efficiency Ratio
•Establishing lower benefit formulas for newer hires. These are:
o New staff coming from other agencies with PERS reciprocity can retire at:
Age 60 with 2% of salary for each year’s service (all non-Safety)
Age 50 with 2% of salary for each year’s service (Fire)
Age 55 with 3% of salary for each year’s service (Police)
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o New staff coming in with no prior service in an agency with PERS reciprocity:
Age 62 with 2% of salary for each year’s service (all non-Safety)
Age 57 with 2.7% of salary for each year’s service (Fire and Police)
•Eliminating the Employer-Paid Member Contribution (EPMC). This practice previously allowed
cities to pay both the city’s expected contribution to PERS and the contribution that PERS indicates
that employees (the “members”) should pay. Many cities paid some or all of their employees’
share, as did Newport Beach. The City of Newport Beach no longer pays the EMPC following
negotiations with employee associations.
•Having employees pay more for their own pensions. Most employees in Newport Beach pay not
only the member contribution, but some of the employer’s contribution. Miscellaneous employees
will be paying 13% of salary towards PERS in July 2016 while safety employees pay between 10.5%
and 14.6% of their salary. In 2016-17, the City’s employees on average will be paying over half of
the “Normal Cost” of their pensions. This amount exceeds the goal that California’s Governor set for
2018. The normal cost is the amount that must be set aside now for pension benefits that have
accrued for the current workforce in the current year. It is less than the total cost of pensions,
which includes the cost of eliminating any unfunded liability associated with prior fiscal periods.
•Reducing the overall amount of staff at the City (from 833 full-time positions in FY 2009-10 to 724
as proposed in this budget). This does not affect the unfunded liability but it can stop additional
liability from accruing.
Q: Does it make sense to pay even more to PERS now if the City has cash available?
A: It can, but there are market risks and opportunity costs which need to be considered. First, the
unfunded liability accrues interest, currently at a rate of 7.5% per year. The City can avoid a significant
amount of interest annually with the caveat and understanding that deposits with PERS are subject to
market fluctuation, both the good and the bad kind. Therefore, any deposits should be made over time
to reduce the City’s exposure to market volatility on any one day. At the same time, the use of available
cash for early PERS payments has an opportunity cost locally – other projects and programs may not be
funded because of the PERS early payment. Once funds are deposited in the trust, they cannot be
returned to the City for any reason. Therefore, a balanced approach regarding the amount and timing
of the deposits should be sensible.
Q: Can’t the City move to a 401(k) Plan instead of a defined benefit plan?
A: It’s not allowed by state law right now. The City can only offer retirement benefits that PERS itself
allows us to offer. The City does have a 401k-style plan for part-time employees who are generally
outside of the PERS system. All full-time employees MUST be placed in the PERS system and offered a
defined benefit pension as the law stands today.
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Threats and Opportunities
In the coming years, the following variables can affect payment of the unfunded liability:
o At the close of fiscal year ended June 30, 2016, it became known that CalPERS did not earn its target
investment earnings rate of 7.5% but only earned .6%, missing the target by 6.9%. This amounts to
an experience loss of $39 million adding to the current unfunded liability of $276 million for an
estimated total unfunded liability of $315 million as of June 30th, 2016. By default, this will impact
contribution rates in 2018-19 unless the City elects to start paying this unfunded liability down
sooner.
o The discount rate used by PERS to calculate asset growth (currently 7.5% per year) continues to be
evaluated. In the near term, CalPERS consultants expect the fund to return 6.1% on average. Over a
longer period of time, capital market studies suggest 7% may be an appropriate long-term average
rate of return. It is looking more likely that the CalPERS Board will decrease the discount rate 0.50%
in the near future which will further increase the City’s unfunded liability another $56 million to
$371 million and increase ongoing normal costs over $2 million per year.
o The expected lifespan of our retirees – and the expected age at which they may choose to retire –
may not be accurately determined. If people retire earlier and/or live longer in retirement, the
unfunded liability is understated. PERS conducts regular “Mortality Studies” to determine whether
their estimates match reality.
o Reform at the State level in 2012 was helpful for new hires. Over time, the City should expect the
City’s normal cost of pension plans to reduce to 5.5% for miscellaneous employees and 10.5% for
safety employees, but this transition will take decades to occur. Further reform, if passed by the
Legislature or voters, that allows localities to negotiate reductions in benefits for current employees,
could significantly improve the pension status of cities.
o PERS’ own rules could be more helpful as well, if PERS allowed cities to provide higher salary
compensaation to employees without an attendant increase in retirement benefits. Today, such
“non-PERSable” compensation is generally limited to overtime, one-time bonuses, contributions
towards the purchase of health care, car and phone allowances, tuition reimbursement, and a few
more. The City’s efforts to reduce future liabilities by selective outsourcing can be hampered by
PERS’ and others’ rules regarding whether an outsourced provider is serving the City as truly a
contractor versus a de facto employee.
o Rules which make Industrial Disability Retirements (IDRs) easier to file can open the door to
individual cases of abuse. Each IDR from a Safety employee – especially one who must retire earlier
in his or her career – can have a dramatic effect on the City’s overall pension cost.
A Word about OPEB
This discussion does not include Other Post-Employment Benefits (OPEB) and the City’s assets and
liabilities associated with these benefits, which primarily involve promises to provide access to health
care after retirement through a monthly cash allowance and an ability for the retiree to purchase health,
dental, and vision insurance through a City plan. The City made significant progress in reducing its OPEB
174 Other Budgets
liabilities in 2005-06 when it transitioned active employees from a defined benefit OPEB plan to a
defined contribution plan (called the Retiree Health Savings or RHS by city employees). The City’s
overall exposure to OPEB is relatively small by comparison to the City’s Pension Plans.
OPEB PLAN STATUS
7.0% Assumed Discount Rate 6/30/2015
Projected
6/30/2016
Remaining
Years
Actuarial Accrued Liability (AAL) 42,638,555 42,737,245
Less: Actuarial Value of Assets 14,890,926 16,695,850
Unfunded AAL 27,747,629 26,041,395 11
Funded Status 35%39%
Actuarial Determined Contribution
(ADC)
2016-17 2017-18
3,582,661 3,827,337
For more information about the RHS and OPEB, please contact Finance Director Dan Matusiewicz at
949-644-3123 or see the “Notes to the Financial Statements” in the City’s Comprehensive Annual
Financial Statement (CAFR) www.newportbeachca.gov/CAFR .
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Other Activities
Asset Forfeiture Funds
Funds derived from the City's participatory share of State and Federal assets seizures are accounted for
separately from other funds due to special restrictions placed on the use of these proceeds. These funds
can only be used to supplement but not subsidize law enforcement activities. Therefore, this funding
source is not used to fund regular departmental operations. Asset Forfeiture expenditures will be
utilized for crime prevention efforts, crime suppression operations and equipment, facility
modifications, and to supplement Police Department technology and equipment needs.
Office of Traffic Safety DUI Grant (OTS)
The City received grant awards from the Office of Traffic Safety to provide federal funding for the
Selective Traffic Enforcement Program and sobriety checkpoints. Grant funds are to be used for sobriety
checkpoints, DUI saturation patrols, know your limit operations, motorcycle safety enforcement,
warrant service operations, court sting operations, traffic enforcement operations, bike/pedestrian
safety operations and distracted driving operations. The grant stipulates funds are to be segregated
from departmental operations.
Air Quality Management District Funds (AQMD)
State Assembly Bill 2766 provides cities with a modest annual budget to encourage the reduction of air
emissions. The City uses its AQMD funds to support the employee rideshare program and to subsidize
the cost of the electric vehicles used to supply City services.
Ackerman Donation
The Ackerman Fund is a permanent endowment for which the interest earned is to be used to purchase
high tech library equipment and to fund a City administered scholarship program. The fund was created
when the Carl Ackerman Family Trust donated some commercial property to the City in 1992. At that
time the property was subject to a 15-year lease. The lease proceeds were split with the City receiving
40 percent and the University of California, Irvine Foundation receiving 60 percent. Included in the lease
was an option for the lessee to purchase the property. In August 2003, the lessee exercised the option
to purchase in the amount of $1,940,000. The sale proceeds were subject to the same City/Foundation
split and the City’s lump sum payment was the basis for the permanent endowment.
Environmental Liability Fund
As part of the City’s franchise agreements with commercial solid waste haulers, the City collects 5.50
percent of their gross receipts that are set aside to defray the cost of any legal or environmental costs
that might arise from the collecting, hauling and dumping of waste originating within the City. These
funds are used to provide the City with environmental liability insurance and to conduct waste related
environmental assessments.
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CAPITAL IMPROVEMENT PROGRAM
City of Newport Beach
CAPITAL IMPROVEMENT PROGRAM
FY 2016-2017 Adopted CIP Budget Highlights The City of Newport Beach Capital Improvement Program (CIP) serves as a plan for the provision of public improvements, special projects, on-going maintenance programs, and the implementation of the City’s master plans. Projects in the CIP include improvements and major maintenance on arterial highways, local streets, and alleys; storm drain and water quality improvements; harbor, bay, pier, and beach improvements; park and facility improvements; water and wastewater system improvements; transportation safety, reliability, and traffic signal improvements; and planning programs and studies. This adopted CIP budget consists of $26.4 million in new appropriations and about $40.5 million in rebudgeted funds estimated to carry forward from this fiscal year for a total adopted budget of $66,941,668. Projects are programmed by long range master plans and as directed by the City Council priorities and community input. This CIP budget document is designed for ease of use and relevance of information transmitted. The document is presented in conventional book format and includes a location map or photograph for clear visual orientation. Each project page includes a brief description, an appropriation plan by expense category, a funding plan by source, the name and telephone number for the assigned project manager and project specific identification and contract numbers. There is no standard length of time to complete a capital project. A project can take several months or several years to finish. Capital spending can span multiple fiscal years. The Newport Beach CIP budget is adopted annually along with the City’s operating budget. Generally, sufficient funds are appropriated for the work to be performed one year at a time. Funding estimates for future components of a project appear in the Five Year Look Ahead tab. This presentation projects a multi-
year financial forecast for more anticipatory and transparent capital management while maintaining annual review of capital planning. Projects are organized by primary function or benefit into one of the following categories: Facilities; Streets and Drainage; Transportation; Parks, Harbors and Beaches; Water Quality and Environmental; Water; Wastewater; and Miscellaneous. The capital improvement program budget is a living document that continues to evolve throughout the budgeting process to reflect City Council and community goals, needs and desires. Our project delivery team of engineers, support staff and consultants are tasked with managing complex workloads and maintaining high quality standards at the best possible value. This proposed CIP is a key foundational document for the City that responds to the needs and desires of our citizens for a well maintained, attractive and safe community, while maintaining functionality, effective fiscal and property stewardship, and value.
i
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FY 16-17 Adopted CIP Budget Funding Summaries By Category - $66,941,668
By Fund - $66,941,668
* Assessment District, Balboa Village Parking District, Transportation & Circulation, Building Excise Tax, CDBG, and 800 MhZ
Facilities
$12.3 M
18%
Streets & Drainage
$23.0 M
34%
Transportation
$2.5 M
4%
Parks, Harbors,
& Beaches
$13.6 M
20%
Water Quality &
Environmental
$6.5 M
10%
Water
$3.8 M
6%
Wastewater
$1.9 M
3%
Misc
$3.1 M
5%
Dollars in Millions
Grants - Contributions
$5.5 M
8%
General Fund
$14.8 M
22%
Neighborhood
Enhancement
$2.2 M
3%
Tidelands
Maintenance
$4.0 M
6% Tidelands Capital
$9.0 M
13%
Major Facilities
Financing Plan
$9.7 M
15%
Facilities
Maintenance
$2.5 M
4%
Water
$3.9 M 6%
Wastewater
$1.9 M 3%
Other*
$1.7 M
2%
Gas Tax
$4.9 M
7%
Measure M
Fair Share
$5.1 M
8%
Grants -
Measure M
$1.9 M
3%
Dollars in Millions
ii
178 Other Budgets
FY 16-17 Adopted CIP Budget Project Summaries
Capital projects are grouped into eight functional categories to form the Capital Improvement Program budget. Detailed project sheets are assembled alphabetically within each tabbed section. Highlights of
the adopted CIP budget for FY 2016-17 are presented by category as follows: Facilities Projects organized under Facilities include construction, rehabilitation and repair of City buildings and facilities. Major projects within this category approximate $12.3 million and include:
•Corona del Mar Fire Station 5 and Branch Library Replacement
•Facilities Capital Maintenance Master Plan
•Fire Station Replacements and Remodels
•Master Facilities Plan Strategic Planning
•Police Facilities Remodel
•West Newport Community Center Design
Streets and Drainage Projects organized under Streets and Drainage include construction, rehabilitation and repair of City roads, alleys, medians, bridges, sidewalks, streetlights, storm drains slopes and tide structures. Projects within this category approximate $23.1 million and major highlights include:
•Arterial Streets and Highway Modifications
•Landscaping and other Streetscape Enhancements
•Median Landscape Turf Replacement
•Park Avenue Bridge Over Grand Canal Replacement
•Slurry Seal Program
•Storm Drain Water Quality Improvements
•Street and Alley Construction and Rehabilitation
•Streetlight Replacement Program and Retrofit
iii
179Other Budgets
Transportation Projects organized under Transportation include traffic signal system maintenance and improvements, neighborhood traffic management, pedestrian improvements and signage. Projects within this category exceed $2.5 million and major highlights include:
•Arroyo Creek Multi-Purpose Trail
•Corona del Mar Bypass Plan Studies
•Coyote Canyon Landfill Bike Trail
•Mariners Mile Street Configuration and Land Use
•Traffic Signage, Striping, Marking , Modeling and Studies
•Traffic Management and Modernization
•Traffic Signal Rehabilitation and Equipment Maintenance
•Traffic Signal Synchronization Parks, Harbors and Beaches Projects organized under Parks, Harbors and Beaches include improvements or repairs to the City’s parks, harbors, docks, wharfs, piers and beaches. Projects within this category exceed $13.6 million and major highlights include: Park Improvements:
•Back Bay View Park
•Bonita Canyon Sports Park Pickleball Court
•Lower Castaways Park
•Lower Sunset View Park Concept
•Newport Elementary School Park Maintenance
•Park Wall and Staircase Rehabilitation at various locations
•Sunset Ridge Park Access Studies
•Veterans Park Modifications
iv
180 Other Budgets
Parks, Harbors and Beaches Harbor and Tidelands Projects: Maintenance
•Bay Beach Sand Management and Minor Dredging
•Eelgrass Surveys
•Newport Pier Building Platform and Piles
•Ocean Piers Inspection and Maintenance
•Regional Coastal Sand Replenishment
•Seawall and Bulkhead Repairs
Capital
•American Legion Bulkhead
•Balboa Islands Seawalls Design and Capping
•Grand Canal Dredging
•Harbor Capital Finance Plan
•Harbor Tide Gauge
•Public Piers - Central Ave and Balboa Marina
Water Quality and Environmental Projects organized under Water Quality and Environmental include studies, improvements and programs that benefit the City’s natural resources. Projects within this category exceed $6.5 million and major highlights include:
•Arches Storm Drain Dry Weather Diversion Project
•Bayview Heights Drainage and Runoff Treatment
•Big Canyon Golf Course Pond Treatment
•Big Canyon Rehabilitation
•Little Corona Infiltration Gallery
•Santa Ana Delhi Regional Project
•Semeniuk Slough Dredging
v
181Other Budgets
Water and Wastewater Projects listed as Water and Wastewater improvements are funded from respective utility service charges and are used for the rehabilitation, upkeep, and expansion of these services. Projects in these categories exceed $5.7 million and major highlights include:
•Big Canyon Flow Metering/Treatment
•Grade Adjustments – Water Valves and Manhole Covers
•Master Plan Program Projects for Wastewater Mains and Water Mains
•Sewer Main Lining and Repairs
•Shallow Wells Rehabilitation
•Water Master Plan Update
Miscellaneous Projects listed as Miscellaneous are ones that do not fit into any other category and include capital purchases and special projects with a budget exceed $3.1 million. Major highlights include:
•Assessment District Formation Coordination
•Balboa Island Enhancements
•Balboa Village Entry Arch, Façade Improvements, and Wayfinding
•City Radio Tower
•Slope Erosion Control
vi
182 Appendices
TIDELANDS AT A GLANCE
Overview
The City’s granted Tidelands consist primarily of the land bayward of the bulkhead, and portions of the bay beaches in the Lower Bay (Coastward of the Upper Bay Bridge). Newport Beach Tidelands also include large portions of our ocean beaches and land covered by the Pacific Ocean from the shoreline
to three (3) miles out to sea. Additionally, some areas within the Tidelands were filled in and developed
long ago, and these are known as filled Tidelands. The portion of State Tidelands administered by the
City is illustrated on the map below:
3
Appendices 183
Guiding Legislation
The granted Tidelands must be used for purposes consistent with the public trust. Legislation known as
the Beacon Bay Bill, adopted in 1978 and subsequently amended multiple times, is the guiding
document that outlines how the City is to use and manage Tidelands, as well as how the City accounts
for revenues and expenditures generated within Tidelands. According to the Bill, Tidelands can only be
used for purposes in which there is a general statewide interest. These purposes are generally as follows:
Establishing, improving, and operating a public harbor.
Establishing, maintaining, and operating wharves, docks, piers, slips, quays, ways, and streets,or utilities, to promote commerce, fishing, or navigation.
Establishing, improving, and operating beaches, marinas, aquatic playgrounds, and similarrecreational facilities open to the public.
Preserving, maintaining, and enhancing Tidelands in their natural state for use in scientific
study, open space, and wildlife habitat.
The City has the power to regulate the use of Tidelands through leases, permits, policies, and
ordinances that are consistent with the trust and relevant legislation.
Additionally, the Public Trust Doctrine and the California Constitution advise us. The Public Trust Doctrine says that:
…the Legislature has the power to delegate the management responsibility of tidelands and submerged
lands to local governments. When it does so, these lands are known as granted lands, and the
grantees that manage them must ensure that they are used in ways that are consistent with the public
trust and with any other conditions the Legislature imposes…
The State Constitution (Article XVI, Section 6) says that:
…The Legislature shall have no power …to make any gift or authorize the making of any gift, of any
public money or thing of value to any individual, municipal or other corporation whatever…
Accounting for Tidelands Revenues and Expenditures Funds are used by the City as a means to track and control resources intended for specific purposes. The Tidelands funds are utilized to control and manage resources intended for purposes described in the Beacon Bay Bill.
At this time, the City uses a two-fund approach to track and control resources intended for Tidelands
accounting purposes.
Operating Fund
The Tidelands Operating fund is used to account for revenues related to the operation of the Tidelands under City jurisdiction, including beaches and marinas, and the related expenditures. Revenue from
tideland operations includes, but is not limited to, rents from moorings, piers, and leases, as well as
income from parking lots, meters, and the sale of oil. Funds intended for the Upper Bay Restoration
are also accounted for in this fund in a separate reserve account.
Harbor Capital Fund
With the adoption of new permit and the adjustment of lease templates and adjusted commercial and noncommercial tidelands rent to fair market value in the decade of 2010, the City Council asked the State Lands Commission for permission to create a Harbor Capital Fund to sequester incremental
increases from resulting tidelands rent adjustments solely finance critical in-Harbor
capital improvements, like sea walls repair, dredging, piers, and important amenities.
4
184 Appendices
The following illustration identifies the structure of the City’s Tidelands funds and the allocation of revenue between those funds. Additionally, the City has some discretion on the use of Tidelands revenues within the operating and capital funds.
Additionally, the City Council formed the Tidelands Management Committee, a committee of three Council members plus seven citizen advisors that meets in public to make recommendations to the City Council on the prioritization and implementation of large infrastructure needs of the harbor through the publicly-available Tidelands Capital Plan. In 2016, the Council has discussed a more formal Tidelands
Capital Plan that might be adopted and applied similar to several other “master plans” that the City
follows.
Advances and the General Fund Subsidy Beginning in FY 2008-09 the City had an opportunity to complete a long-awaited maintenance dredging project within Lower Newport Bay, and a similar opportunity arose to remove sediments not suitable for
ocean disposal that sat at the bottom of the Rhine Channel. The timing was critical, as much of the
sediment within the Harbor and the Rhine needed a special repository – and that repository was in fill
areas at the Port of Long Beach as the Port embarked on a major terminal expansion. To take
advantage of the Port’s space for sediment not suitable for ocean disposal (where the sediment would be buried and encased in a support structure and secured), the City Council advanced a loan from the General Fund to the Tidelands Harbor Capital Fund of $9.7 million.
In addition, City Council approved another $6.1 million in loan advances to the Harbor Capital Fund to
cover the cost of developing the 23-space visitor-serving marina at the Marina Park project on the
Peninsula. These advances are non-interest bearing, and are to be paid back to the General Fund from incremental revenue increases generated from certain leases, mooring rents, and commercial and residential pier rents. The balance of advance due to the General Fund as of June 30, 2015 is $15.3 million.
Please see the notes to the financial statement for the repayment schedule.
Historically, the Tidelands Operating fund does not generate sufficient revenue to cover the full cost of operations – in large part because of the public safety costs (lifeguarding, EMS response, and police
5
Appendices 185
services) associated with the ocean beaches. This is still the case in FY 2014-15. Due to the ongoing gap between revenues and expenditures, the City’s General fund transfers money to subsidize the operations of the Tidelands Operating fund, on an annual basis. As Tidelands revenues and expenditures fluctuate year to year, the General fund subsidy also fluctuates. For FY 2014-15 the
general fund transferred $4.2 million to subsidize the Tidelands Operating fund.
Revenues
The Beacon Bay Bill requires the City to set up a separate Tidelands trust fund or funds, and mandates that the City deposit into these funds “all moneys received directly from, or indirectly attributable to…” the granted Tidelands in the City.
Revenue from all sources total $13.8 million for FY 2014-
15. The allocation of revenue may be based on specific
locations, or on a percentage located within the Tidelands. For instance, several leases are split between the General fund and the Tidelands Operating fund based on the location of specific rental units, or based on the percentage
of units located within the Tidelands. Revenues
attributable to the Tidelands are deposited and accounted
for in the Tidelands funds, consistent with grant and trust requirements.
As noted, the City has committed to using revenues generated by certain incremental increases in rental rates for leases, moorings, and piers over designated base years
to support Harbor related capital improvements in the
Harbor Capital Fund. This incremental increase consisted
of $336,000 in increased revenues from Balboa Yacht
Basin rentals of slips, apartments, and garages; $911,000 from Balboa Bay Club; $1.26 million from onshore, offshore, and County-managed guest moorings; and $68,000 from residential piers.
Why aren’t property taxes and other
taxes allocated to the Tidelands trust?
Very simply, the property owner or
trustee of the property is not the intended recipient of the tax. For
example, all revenue from property taxes
are intended for local governments, not
the propery owner or trustee of the
property. Regardless of who owns or
operates the Tidelands property, the 1%
property tax is distributed to local
jurisdictions in accordance with Senate
Bill 154 passed in 1978 and amended
thereafter. This distribution formula
includes counties, cities, special districts
but does not include the property owner
or trustee of the property.
6
186 Appendices
Top Tidelands Revenue
Producers
Tide and
Submerged Land
Operating
Tide and
Submerged Land
Capital
Tide and
Submerged Land
Total
Balboa Bay Resort 3,011,162$ 910,757$ 3,921,919$
Balboa Pier Parking Lot 1,653,619 ‐ 1,653,619
Petroleum Royalties 1,393,867 ‐ 1,393,867
Beacon Bay Residences 1,022,053 ‐ 1,022,053
Oceanfront Parking Meters 812,661 ‐ 812,661
Balboa Yacht Basin Slips 653,171 301,044 954,215
Offshore Moorings 623,171 1,050,376 1,673,547
Commercial Piers 382,875 ‐ 382,875
Residential Piers 117,800 68,484 186,284
Onshore Moorings 69,546 113,443 182,989
Totals= 11,196,461$ 2,628,166$ 13,824,627$
Top Tidelands Revenue Producers
Note: "Total" includes other Tidelands revenue besides the top revenue producers.
The table to the right shows the top ten Tidelands fund revenue producers for FY 2014-15.
Of the total $13.8 million in revenue attributable to both
Tidelands funds, property
income is the primary source.
Combined Tidelands property income is $13.4 million, or 97% of FY 2014-15 revenues, and is made up of $6.8 million from
leases, $2.7 million from parking
lots, $1.4 million from the sale of
oil, and $2.5 million from rents for moorings, residential piers and commercial marina activities.
Lease revenue of $6.8 million consists of the following: 1) $3.9 million from the Balboa Bay Club Lease. Per the amendment to the ground lease last yearwith the Balboa Bay Club and the State Lands statute, revenues from the Balboa Bay Club are
split, 95% to Tidelands operating fund and 5% to the State Lands Commission’s Land Bank
fund. After five years, they will be modified 90% to Tidelands operating fund and 10% to the
State Lands Commission’s Land Bank fund.
2) $1.1 million from Balboa Yacht Basin leases for slips, apartments, garages, and electricity.Balboa Yacht Basin revenues are split 53% to the General fund and 47% to Tidelands based on the percentage of area in the Tidelands. 3) $1 million from Beacon Bay residential leases. Tidelands-related Beacon Bay lease revenues
are split 80% to the Tideland Operating fund, 10% restricted within the Tidelands Operating fund
for Upper Newport Bay Restoration, and 10% deposited in the Land Bank fund held and
administered by the State Lands Commission. Some of the Beacon Bay residences are actually on uplands, and lease revenue from these properties goes to the General Fund. 4) The remaining $800,000 is derived from a variety of smaller leases.
Parking revenue of $2.7 million is made up of $1.7 million from the Balboa Parking Lot,
$813,000 from the Ocean Front Lot and 187,000 from a combination of smaller lots.
The City received $1.4 million in revenues from the sale of oil. During FY 2014-15, 22,715 barrels of oil were produced from 16 wells located in West Newport. The City has set aside $520,000 in the Tideland’s Operating fund for future improvements to these oil wells, but as of the date of this report, no
determination has been made to proceed with these improvements.
Newport Beach is home to approximately 4,300 boats, 1,200 moorings, 2,300 commercial slips and side ties, and 870 residential piers, resulting in $2.5 million in revenue from rentals, including $2 million in revenue from off-shore, on-shore, and county managed guest moorings, $186,000 from residential piers, and $383,000 from commercial piers.
Additional revenue sources include: 1) licenses and permits of $54,000, derived from pier transfer fees
and live aboard permits, 2) $215,000 in charges for services from investigative fees, 3) $104,000 from
7
Appendices 187
interest income as well as 4) $7,000 from fines and forfeitures for administrative fines, and abandoned
vessels.
Expenditures
Generally, the Beacon Bay Bill permits the City to expend the revenues accruing from use of the
Tidelands for the management, operation, and control of the lands and/or any improvements, betterments, or structures, as well as for any use that furthers the purposes of the trust. Total tidelands
expenditures for FY 2014-15 totaled $18 million. The City’s expenditure approach is reviewed regularly
between City staff and SLC staff.
Direct Costs are those activities, programs, or functions whose primary purpose wholly or substantially benefit the Tidelands. These expenditures are charged directly to the activity, program, or function that benefits from them. There are currently three types of expenditures charged directly to the Tidelands
funds; 1) Harbor Resources division operating costs of 1.9 million; 2) oil and gas generating activities of $647,000; and 3) capital projects directly benefiting, or located within the Tidelands of $3.4 million.
Indirect Costs are those City-wide costs for services that support a variety of City activities, programs, and functions and are centrally budgeted, examples include but are not limited to; 1) Public safety
services to Tidelands users, including Police, Fire, and Marine safety services of $8.9 million; 2) Public
Works services that protect or otherwise support the Tidelands, such as water quality, stormwater protection, infrastructure maintenance and municipal operations of $2.3 million; 3) Community Services
(such as parking operations) of $357,000; and 4) General government administrative services of
$397,000 including City Council, City Clerk, City Attorney, City Manager, Finance, Human Resources, and building use which generally consists of the Tidelands’ share of this overhead.
The City uses outside cost allocation experts, currently MGT of America Inc. (MGT), to develop the indirect cost allocation plan that identifies and distributes these indirect costs to all operating activities,
programs, and functions within the City’s organizational structure. This allocation plan includes
allocation of costs to the Tidelands Operating fund.
The cost allocation plan takes a detailed approach to analyzing the costs attributable to Tidelands Operations. MGT interviewed staff in each department and analyzed data within each central activity to
determine: 1) what services are provided; 2) which functions or departments receive benefits from
these services; and 3) how to determine the amount of benefit received, or what is the best driver for allocating centrally budgeted services to programs or functions receiving the benefits.
For example Public Works salaries and operating expenses may be allocated based on a time study of which programs or functions were worked on, Accounts Payable salaries and operating expenses may
be allocated on the number of checks processed for a program or function, City Clerk salaries and
operating expenses may be allocated based on the number of agenda items per program or function. There are many alternative drivers to choose from, and the City relies on MGTs expertise in selecting
these drivers.
The drivers are used to allocate General government activities among the City’s departments and
divisions, then administrative costs within the departments and divisions are allocated to the various
activities, programs, and functions of the City using similar methodologies. Indirect costs are added to direct costs, to determine the full cost of each activity, program, and function.
Finally, a share of the full cost of activities, programs, and functions, that provide services to the Tidelands are allocated, using the best drivers and methodologies identified by MGT. For FY 2014-15
total expenditures of $18 million for both funds included indirect cost allocations to the Tidelands Operating fund totaling $12 million.
8
188 Appendices
The City regularly reports its expenditure information, including the indirect cost allocation, to the State
lands Commision for review and approval to ensure the City is meeting all the obligations of the Beacon
Bay Bill; using Tidelands funds only for Tidelands purposes.
Conclusion
The City endeavors to manage and administer Tidelands in accordance with the appropriate legislation
while working with the California State Lands Commission to ensure Newport Harbor continues to be a
prosperous and effective harbor. It is always fair to re-evaluate both Tidelands revenue sources and expenditure purposes on a regular basis, and the City attempts to do so with the City Council, the
community, and the State Lands Commission. Changes to the allocations, if consistent with the Trust
and related legislation, should be viewed both on their merits and how they might impact City operations, services, and other funds.
Further detail on City of Newport Beach Tidelands can be found in the Tidelands Financial Report for
each fiscal year, located at www.newportbeachca.gov/tidelands.
9
Appendices 189
CAPITAL ASSET SCHEDULE
CAPITAL ASSET SCHEDULE
as of June 30, 2015
* Any land donated, dedicated or annexed is recorded at fair market value at the time of acquisition.
** Leasehold improvements made by Lessee not valued.
Year of Historical Cost/
Description Acquisition Fair Market Value*
Administration and Services
City Hall Complex 1930 $2,347,623
Civic Center 2013 $128,313,701
Corporate Yard - General Services 1955 $6,463,840
Big Canyon Maintenance Yard 2015 $1,342,005
Safety
Fire Station #1 - Balboa 1962 $81,615
Fire Station #2 - Headquarters 1966 $94,419
Fire Station #3 - Fashion Island 1971 $888,366
Fire Station #4 - Balboa Island 1994 $1,420,602
Fire Station #5 - Corona del Mar 1950 $237,135
Fire Station #6 - Irvine Avenue 1957 $376,073
Fire Station #7 - Santa Ana Heights 2005 $11,872,633
Fire Station #8 - Newport Coast 2002 $1,816,350
Fire Station Diesel Exhaust System 2007 $47,110
Big Canyon Fire Training Facility 2008 $917,488
Lifeguard Headquarters 1989 $2,927,756
Police Station 1973 $3,674,688
Libraries
Balboa 1906 $223,225
Central 1992 $17,210,179
Corona del Mar 1958 $240,465
Mariners 2007 $6,961,878
Harbors, Beaches, and Recreation
15th Street Restrooms 1956 $538,528
19th Street Restrooms 1940 $2,000
38th Street Park 1925 $212,988
Arroyo Park 2003 $17,578,871
Back Bay View Park 2006 $2,650,000
Bayview Landing Open Space 2008 $1,989,330
Beach and Harbor Right of Way various $52,705,580
Balboa Community Center 1956 $156,246
Balboa Island Park 1973 $162,397
Balboa Beach - Parking Lots and Booth 1986 $1,619,492
Balboa Pier 1940 $3,787,539
Balboa Pier - Concession 1982 n/a **
Balboa Pier Restroom 1957 $250,229
Balboa Theater 1998 $480,000
Balboa Yacht Basin - Apartments/Garages/Parking 1960 $150,110
Balboa Yacht Basin - Galley Café 1988 $44,000
Balboa Yacht Basin - Headquarters/Restrooms 1984 $158,746
190 Appendices
CAPITAL ASSET SCHEDULE
as of June 30, 2015 (cont.)
* Any land donated, dedicated or annexed is recorded at fair market value at the time of acquisition.
** Leasehold improvements made by Lessee not valued.
Year of Historical Cost/
Description Acquisition Fair Market Value*
Balboa Yacht Basin - Land 1930 $1,276,308
Balboa Yacht Basin - Piers and Docks 1984 $3,079,395
Bayside Park 1926 $490,865
Bayview Park 1985 $3,917,422
Begonia Park 1926 $373,609
Big Canyon - Land 1959 $9,586,650
Bob Henry Park 1997 $4,480,305
Bolsa Park 1994 $99,474
Bonita Canyon Sports Park 2004 $5,746,983
Bonita Creek Park 2002 $5,051,170
Boy Scout House 1960 $2,000
Boys and Girls Club 1971 n/a **
Buck Gully Restrooms 1956 $13,442
Buffalo Hills Park 1970 $4,371,663
Bulkheads various $2,263,339
Canyon & Harbor Watch Park 2006 $850,000
Castaways Park 1997 $803,052
CDM Beach - Concession 1970 $30,994
CDM Beach - Parking Lot and Booth 1957 $5,574,889
CDM Beach - Restrooms 1956 $54,883
Channel Place Park 1958 $504,202
Civic Center Parks and Bridge 2013 $10,297,928
Cliff Drive Park 1917 $1,186,603
Cliff Drive View Park 1975 $147,668
Eastbluff Park 1965 $580,468
Ensign Park 1973 $804,466
Ferry Landing Restrooms 1962 $28,917
Galaxy Park 1962 $255,697
Gateway Park 1999 $1,014,620
Girl Scout House 1956 $24,665
Grant Howald Park 1964 $486,218
Grant Howald Park - Community Youth Center 1988 $1,944,227
Harbor View Nature Park 1974 $4,167,542
Inspiration Point 1953 $16,000
Irvine Terrace Park 1960 $1,771,254
Jasmine Creek Park 1959 $48,961
Kings Road Park 1974 $210,482
L Street Park 1924 $41,948
Las Arenas Park 1956 $133,438
Lido Park 1973 $94,219
Little Corona Restrooms 2010 $293,455
Lookout Point 1953 $16,000
Los Trancos Canyon View Park 2006 $1,280,000
Appendices 191
CAPITAL ASSET SCHEDULE
as of June 30, 2015 (cont.)
* Any land donated, dedicated or annexed is recorded at fair market value at the time of acquisition.
** Leasehold improvements made by Lessee not valued.
Year of Historical Cost/
Description Acquisition Fair Market Value*
M Street Park 1930 $12,763
Marina Park 2014 $1,505,116
Mariners Park 1957 $3,335,008
Newport Aquatic Center 1987 n/a **
Newport Coast Community Center 2006 $15,426,565
Newport Island Park 1938 $142,024
Newport Pier 1940 $3,590,203
Newport Pier - Concession 1990 n/a **
Newport Pier - Restrooms 1989 $305,188
Newport Shores Park 1906 $57,258
Newport Theatre Arts 1973 $359,002
Newport Village Park 2006 $2,290,000
Oasis Senior Center 2012 $16,141,656
Ocean Front Parking Lot 1919 $302,258
Old School Park 1917 $24,829
Peninsula Park 1929 $651,343
Rhine Wharf Park 1974 $52,620
San Joaquin Hills Park 1965 $1,162,974
San Miguel Park 1983 $3,158,242
Santa Ana Heights Mesa Birch Park 2010 $391,844
Spyglass Hill Park 1970 $499,239
Spyglass Reservoir Park 1970 $367,686
Sunset Park 1970 $612,453
Sunset Ridge Park 2006 $13,133,776
Veterans Park 1994 $52,795
Washington Street Restrooms 1935 $320,946
West Jetty View Park 1917 $8,276
West Newport Community Center 1988 $1,200,000
West Newport Park 1972 $5,664,403
Westcliff Park 1962 $729,952
Other
608 E Balboa Parking Lot 2010 $3,701,190
26th Street Parking Lot 1965 $85,848
30th Street Parking Lot 1987 $1,039,429
3201 Newport Blvd 2015 $6,349,851
Avocado & San Miguel Parcel 2009 $440,000
Balboa Bay Club - Land 1918 $1,049,252
Bayside and Marguerite Parking Lot 1950 $83,494
Beacon Bay - Land 1919 $750,103
Birch Street Extenstion 2013 $5,294
Buck Gully 2006 $17,580,506
Cannery Village Parking Lot 1989 $1,146,634
192 Appendices
CAPITAL ASSET SCHEDULE
as of June 30, 2015 (cont.)
* Any land donated, dedicated or annexed is recorded at fair market value at the time of acquisition.
** Leasehold improvements made by Lessee not valued.
Year of Historical Cost/
Description Acquisition Fair Market Value*
John Wayne Gulch 2006 $3,920,000
Lower Castaways Parcel 2009 $7,960,000
Mariners Mile Parking Lot 1976 $642,081
Palm Street Parking Lot 1906 $55,721
Land behind Central Library 1992 $6,448,622
Equipment
Rolling Equipment various $24,356,586
IT Equipment various $4,766,444
Parking Equipment various $1,438,984
800 MHz various $1,144,839
Other Equipment various $7,724,602
Infrastructure
Road System various $1,850,954,775
Storm Drain System various $56,559,796
Bicycle Paths various $42,975,504
Oil Wells various $1,145,490
Walls various $2,346,639
Water System
Utility Yard 1987 $2,425,243
Recycled Water 2011 $482,603
Water Reducers various $82,094
Water Meters various $1,544,913
Water Lines/Mains various $78,785,340
Fire Hydrants various $556,615
Reservoirs:
Big Canyon 1959 $29,585,747
Spyglass 1972 $418,244
16th Street 1996 $3,800,000
Capitalized Interest 1995 $1,034,462
Pump Stations various $8,479,625
Wells 1996 $3,511,276
Equipment various $162,750
Sewer System
Sewer Lines/Mains various $35,572,207
Pump Stations various $10,242,867
TOTAL $2,636,212,718
Appendices 193
Police Department Community Development Department
Sedan/SUV (17)634,560$Sedan/SUV (2)48,000$
Motorcycle (3)93,000$
Sub Total 727,560$Municipal Operations Department
Sewer Vactor 575,000$
Dump Truck 300,000$
Pickup Trucks (7)230,000$
Truck, 5 Ton Crane 225,000$
Truck, 3/4 Ton Service Body (2)74,000$
Truck, 1 Ton Service Body 60,000$
Truck, 1 Ton Dump Body 50,000$
Trailered Pump (2)90,000$
Vacuum Unit for Existing Truck 50,000$
Forklift 35,000$
Changeable Message Board 25,000$
Compressor Trailer 22,000$
Sub Total 1,736,000$
Fire Department Public Works Department
Fire Patrol Truck 125,000$Sedan/SUV/Crossover 24,000$
Lifeguard Vehicles (4)155,000$
Lifeguard Boat 500,000$
Sub Total 780,000$
Recreation & Senior Services Department
Van (2)64,000$
PUBLIC SAFETY TOTAL $1,507,560
OTHER DEPARTMENTS TOTAL $1,872,000
TOTAL ALL DEPARTMENTS $3,379,560
EQUIPMENT MAINTENANCE AND REPLACEMENT FUND
Schedule of Rolling Equipment Replacement (FY 2016-17)
Public Safety Departments Other Departments
SCHEDULE OF ROLLING EQUIPMENT REPLACEMENT
194 Appendices
ROLLING STOCK IN SERVICE
Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year
2013-14 2014-15 2014-15 2015-16 2015-16
Final Changes &Final Changes &Final
General City Operations Inventory Adjustments Inventory Adjustments Inventory
Passenger Cars 59 1 60 0 60
Jeeps 1 0 1 -1 0
Trucks 106 0 106 0 106
Fire Trucks 17 0 17 0 17
Loadpackers 0 0 0 0 0
Street Sweepers 2 -1 1 0 1
Tractors and Graders 5 0 5 0 5
Backhoes and Loaders 7 0 7 0 7
Beach Cleaners 3 0 3 0 3
Trailers 31 0 31 0 31
Special Equipment 11 0 11 0 11
Total General City Operations 242 0 242 -1 241
Police Department
Passenger Cars 43 6 49 0 49
Trucks 37 0 37 0 37
Motorcycles 15 0 15 0 15
Trailers 6 0 6 0 6
Special Equipment 6 0 6 0 6
Total Police Department 107 6 113 0 113
Utility Enterprise1
Passenger Cars 3 0 3 0 3
Trucks 48 0 48 0 48
Tractors and Graders 2 0 2 0 2
Backhoes and Loaders 5 0 5 0 5
Trailers 25 0 25 0 25
Special Equipment 5 0 5 0 5
Total Utility Enterprise 88 0 88 0 88
GRAND TOTAL 437 6 443 -1 442
1 Includes vehicles in both the Water and Wastewater Sections
ROLLING STOCK IN SERVICE
Appendices 195
F/T FTE F/T FTE F/T FTE
GENERAL CITY GOVERNMENT
City Council 0.00 0.00 0.00 0.00 0.00 0.00
City Clerk 4.00 0.00 4.00 0.00 4.00 1.96
City Manager 7.00 0.74 7.00 0.74 6.50 0.74
Human Resources 11.50 0.30 10.50 0.30 11.00 0.30
City Attorney 6.00 0.50 6.00 0.50 6.00 1.00
Finance 31.50 2.71 31.50 3.02 31.50 4.02
Total 60.00 4.25 59.00 4.56 59.00 8.02
PUBLIC SAFETY
Police - Safety 142.00 0.00 146.00 0.00 146.00 0.00
Police - Miscellaneous 79.00 12.97 80.00 12.97 82.00 12.47
Fire - Safety 135.00 0.00 134.00 2.16 130.00 2.25
Fire - Miscellaneous 14.00 37.91 14.00 39.17 13.10 39.17 Total 370.00 50.88 374.00 54.30 371.10 53.89
COMMUNITY DEVELOPMENT
Public Works - Water Quality 3.00 0.00 3.00 0.00 3.00 0.00
Community Devt - Admin 3.00 3.00 6.00 3.00 7.00 3.00Community Devt - Planning 14.00 0.60 14.00 0.60 13.00 0.60
Community Devt - Building 27.50 0.50 24.50 0.50 24.40 0.50
Community Devt - Code Enforcement 4.50 0.00 4.50 0.00 4.50 0.00
Total 52.00 4.10 52.00 4.10 51.90 4.10
PUBLIC WORKS
Public Works 29.00 2.85 29.00 3.35 29.00 4.35
Municipal Operations - Utilities Electrical 0.00 0.00 0.00 0.00 0.00 0.00
Municipal Operations - General Services 69.00 0.00 67.50 0.00 62.50 0.00 Total 98.00 2.85 96.50 3.35 91.50 4.35
COMMUNITY SERVICES
Library 38.00 20.87 37.00 22.83 37.00 22.83Recreation23.00 28.99 27.00 32.51 27.00 29.69
Senior Services 11.00 7.93 11.00 8.43 13.00 6.67
Recreation & Sr Srvcs Admin 3.50 0.50 3.50 0.50 3.50 0.50
Total 75.50 58.29 78.50 64.27 80.50 59.69
GENERAL FUND 655.50 120.37 660.00 130.58 654.00 130.05
TIDELANDS FUND
City Manager - Harbor Resources 0.00 0.00 0.00 0.00 0.00 0.00
Public Works - Harbor Resources 3.00 0.00 3.00 0.00 3.00 0.00
Finance - Parking Lots 0.00 0.00 0.00 0.00 0.00 0.00
Recreation - Tidepools 0.00 0.00 0.00 0.00 0.00 0.00
3.00 0.00 3.00 0.00 3.00 0.00
WATER ENTERPRISE FUND 31.50 0.00 32.50 2.00 31.50 1.00
SEWER ENTERPRISE FUND 14.00 0.00 12.00 0.00 13.00 0.00
EQUIPMENT FUND 9.00 0.75 7.50 0.00 7.50 0.00
FiiN FUND 0.00 0.00 0.00 0.00 0.00 0.17
INFORMATION TECHNOLOGY FUND 15.00 3.50 15.00 4.25 15.00 0.50
TOTALS 728.00 124.62 730.00 136.83 724.00 131.72
2015-162014-15
THREE-YEAR COMPARISON OF FULL-TIME AND FTE POSITIONS
2016-17
THREE-YEAR COMPARISON OF FULL-TIME & FTE POSITIONS
196 Appendices
HISTORICAL CAPITAL PROJECTS SPENDING
2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17
Actual Actual Actual Actual Actual Actual Actual Adopted*
General Fund Projects
General Fund 7,127 2,085 3,827 5,236 5,587 8,470 8,765 5,550
Special Revenue
CDBG 142 --96 ----
Gas Tax 471 277 2,123 772 3,462 2,940 3,042 1,475
Prop 1B 945 386 -687 6 ---
Tidelands 1,197 1,270 7,359 4,961 3,830 3,395 3,400 9,086
Contributions 1,649 2,949 1,569 2,074 1,598 1,278 4,644 75
Circulation & Transportation 684 2,131 3,974 244 3 428 418 -
Building Excise Tax 56 58 -569 285 206 151 -
Measure M 2,088 1,127 4,102 3,801 1,305 6,657 3,428 1,750
AHRP Fund --------
Cooperative Projects
Environmental Liability --------
Traffic Congestion Relief 639 740 -----
American Trader Oil Spill Remediation --------
Misc SAH Projects 4,895 57 6 56 1,418 15 --
Air Quality Management District -148 26 -----
Facilities / Parks
Fire Stations ----1 69 424 1,395
Civic Center 8,777 22,500 56,245 47,072 7,979 107 35 -
Marina Park 321 347 688 1,532 2,494 17,415 4,319 -
Sunset Ridge Park 660 312 314 397 3,099 2,997 102 -
Police Facility --------
Lifeguard Headquarters --145 2,169 155 --
OASIS Senior Center 9,654 3,313 -----
Back Bay Science Center 5 -------
Facilities Miscellaneous ---4,308 1 1,251 18 -
Parks & Community Centers -----598 1,031 -
West Newport Community Center -----34 --
Neighborhood Enhancement ------422 1,740
Facilities Maintenance Fund ----13 671 1,448 1,500
Strategic Planning --106 4 133 17 --
Public Art & Culture -----25 --
Balboa Village Parking Mgmt District ------66 90
Corporate Yard Consolidation -----165 27
Special Assessment Projects
Assessment Districts 4,221 2,977 --505 1,112 150
CIOSA Development 1,485 450 ------
Bonita Canyon Development 1,032 78 24 -----
Enterprise Fund Projects
Water 1,808 1,564 1,366 5,503 8,131 658 6,526 2,025
Sewer 490 2,949 554 118 320 461 169 1,600
Internal Service Fund
Equipment Maintenance 58 75 5 -----
800 MHZ ------47 -
IT Replacement ------7 -
BV Neighborhood Enhancements --------
Annual Totals 48,403 45,792 82,288 77,576 41,835 48,518 39,601 26,435
*Starting in FY16-17, Adopted totals do not include rebudgets, as reported in previous years. This column includes new appropriation amounts only.
Historical Capital Projects Spending
(dollars in thousands)
Appendices 197
Ackerman Donation Fund -Used to account for the disbursement of funds received from the Ackerman Trust.
Such funds must be used for library and scholarship purposes.
Air Quality Management District (AQMD) Fund -Used to account for revenues received from the South Coast Air
Quality Management District restricted for the use of reducing air pollution.
Asset Forfeiture Fund -Established to account for revenues resulting from the seizure of assets in conjunction with
criminal cases (primarily drug trafficking). The City’s policy is that all such funds be used for enhancement of law
enforcement programs.
Balboa Village Parking Management District -Used to account for Balboa Village streetscape improvements,
wayfinding signage, and façade improvement program.
Building Excise Tax Fund -Used to account for revenues received from builders or developers on building or
remodeling projects within the City. Expenditures from this fund are used exclusively for public safety,libraries,
parks, beaches, or recreational activities.
CIOSA Construction Fund -Used to account for the receipt and expenditure of funds for the Circulation
Improvement and Open Space Agreement (CIOSA). The improvements include street and frontage improvements.
Civic Center COP Fund –is used to account for debt service transactions related to the Certificates of Participation
issued to finance the construction of the Civic Center.
Circulation and Transportation Fund -Used to account for fair share revenues collected from developers and
restricted for capital improvement projects meeting the circulation element of the City’s General Plan.
Civic Center and Park Fund –Used to account for the design and construction of a new Civic Center Complex.
Community Development Block Grant (CDBG) Fund -Used to account for revenues and expenditures related to
the City’s Community Development Block Grant program. These funds are received from the Federal Department of
Housing and Urban Development and must be expended exclusively on programs for low or moderate income
individuals or families.
Compensated Absence Fund –Used to account for the City’s accumulated liability for compensated absences.
Contributions Fund -Used to account for revenues received from other government agencies or private
developers and expended for specific projects.
Corporate Yard Consolidation -Used to account for expenses associated with Corporate Yard consolidation.
Environmental Liability Fund -Used to account for solid waste fees restricted for mitigation of future
environmental liability relating to the handling of solid waste.
Equipment Fund -Used to account for the cost of maintaining and replacing the City’s rolling stock fleet, 800 MHz
radio system, parking equipment/infrastructure, and Recreation and Fire medical equipment.
Facilities Financial Planning Reserve Fund -Used to account for the receipt and expenditure of funds for the
replacement of City facilities, including the Civic Center, fire stations, police station, and parks.
GLOSSARY OF FUND DESCRIPTIONS & ACCOUNTING TERMS
198 Appendices
Facilities Maintenance Fund –Used to account for the receipt and expenditure of funds related to major
maintenance of City facilities, including HVAC replacement, roof replacement, etc.
Fire Station Fund -Accounts for the design and construction of new fire stations.
General Fund -Used to account for fiscal resources, which are: a) dedicated to the general government operations
of the City, and b) not required to be accounted for in another fund.
General Fund/CIP -Used to account for fiscal resources, which are: a) dedicated to Capital Improvement Programs
paid for by the General Fund, and b) not required to be accounted for in another fund.
Information Technology Fund -Used to account for the cost of maintaining and replacing the City’s information
technology (computer) systems.
Insurance Reserve Fund -Used to account for the City’s self-insured general liability and workers’ compensation
program.
Justice Assistance Grant (JAG) Fund –Formerly called the Local Law Enforcement Block Grant Fund; used to
account for federal support of law enforcement activities.
Lifeguard Headquarters Fund - Accounts for expenditures for the future space needs expected of the
existing headquarters buildings, including detailed facility planning and budgetary guidelines for possible building rehabilitation and/or expansion projects.
Marina Park Fund –Used to account for the design and construction of the Marina Park.
Measure M Fund –Used to construct transportation improvement and traffic congestion relief projects. Funding is
one percent of retail transaction and use tax.
Miscellaneous Santa Ana Heights Projects –Used to account for revenue and expenditures related to
miscellaneous projects in Santa Ana Heights.
Newport Annexation Fund –Used to account for receipt of revenue from the Irvine Ranch Water District intended
to repay Newport Coast property owners for a portion of assessment district costs, and for construction of a
community center in Newport Coast.
Newport Bay Dredging Fund –Used to account for the receipt of permanent endowments intended to fund the
ongoing cost of maintaining and dredging of the Upper Newport Bay.
Office of Traffic Safety Grant (OTS) Fund -Used to account for federal funding of DUI violation enforcement
activities.
Parks and Community Centers – Used to account for expenditures related to Parks and Community Centers.
Pension Management Fund –Used as a temporary repository of funds set-aside to pay down unfunded liabilities
associated with its pension plans.
Proposition 1B Fund –Used to account for state funds available through Proposition 1B to fund the maintenance
and improvement of local transportation facilities.
Public Arts and Cultural -Used to account for expenditures related to Arts & Culture.
Retiree Insurance Fund –Used to account for the cost of providing post-employment health care benefit.
Appendices 199
Special Assessment District Fund -Used to account for the receipt and expenditure of funds received from 1911
Act and 1915 Act Assessment Districts for capital improvement projects.
State Gas Tax Fund -Accounts for all State Gas Tax related revenues and expenditures, including street repair,
construction, and maintenance. State law requires that these funds be used exclusively for maintenance of the
street and highway system.
Strategic Planning Fund - Accounts for expenditures for study and concept development needed to further
refine the Major Facilities Financing Plan. It includes developing both interim and long-term use plans for the
current City Hall site on Newport Boulevard.
Sunset Ridge Park Fund -Accounts for the design and construction of the Sunset Ridge Park.
Supplemental Law Enforcement Services Fund (SLESF)–Used to account for revenues received from the
County to be used exclusively for front-line law enforcement activities.
Tide and Submerged Land Operating Fund -Used to account for the revenues and expenditures related to the
operation of the City’s tidelands, including beaches and marinas.
Tide and Submerged Land Capital Fund -Used to account for incremental increases in revenue from certain
property lease, pier, and mooring rentals that exceed Council designated base year revenue amounts, as well as
other designated revenues and the related expenditures for capital projects, maintenance, and servicing of loan
advances from the General Fund.
Wastewater Enterprise Fund -Used to account for the activities associated with providing sewer services by the
City to its users.
Water Enterprise Fund -Used to account for the activities associated with the transmission and distribution of
potable water by the City to its users.
West Newport Community Center –Used to account for expenditures related to the West Newport Community
Center.
Accrual Basis -The basis of accounting in which transactions are recognized at the time they are incurred, as
opposed to when cash is received or spent. The accrual basis of accounting is used to account for all proprietary
(enterprise and internal service funds) fund types.
Activity -Departmental efforts that contribute to the achievement of a specific set of program objectives; the
smallest unit of the program budget.
Appropriation -A legal authorization to incur obligations and to make expenditures for specific purposes.
Assessed Valuation -The valuation set upon real estate and certain personal property by the Assessor as a basis
for levying property taxes.
Authorized Positions -Employee positions, which are authorized in the adopted budget, to be filled during the
year.
200 Appendices
Available (Undesignated) Fund Balance -This refers to the funds remaining from the prior year that are available
for appropriation and expenditure in the current year.
Bonds –A form of borrowing (debt financing) which reflects a written promise from the City to repay a sum of
money on a specific date at a specified interest rate.
Bond Refinancing -The payoff and re-issuance of bonds, to obtain better interest rates and/or bond conditions.
Budget -A plan of financial activity for a specified period of time indicating all planned revenues and expenses for
the budget period.
Budgetary Basis -This refers to the basis of accounting used to estimate financing sources and uses in the
budget. This generally takes one of three forms: GAAP, cash, or modified accrual.
Budget Calendar -The schedule of key dates that a government follows in the preparation and adoption of the
budget.
Budgetary Control -The control or management of a government in accordance with the adopted budget for the
purpose of keeping expenditures within the limitations of available appropriations and resources.
Capital Budget -The appropriation of bonds or operating revenue for improvements to facilities, and other
infrastructure.
Capital Improvements -Expenditures related to the acquisition, expansion or rehabilitation of an element of the
government’s physical plant; sometimes referred to as infrastructure.
Capital Improvements Program (CIP)-A plan for capital outlay to be incurred each year over a fixed number of
years to meet capital needs arising from the government’s long-term needs.
Capital Outlay -Fixed assets which have a value of $500 or more and have a useful economic lifetime of more than
one year; or, assets of any value if the nature of the item is such that it must be controlled for custody purposes as a
fixed asset.
Capital Project -Major construction, acquisition, or renovation activities which add value to a government’s physical
assets or significantly increase their useful life. Also called capital improvements.
Capital Reserve -An account used to segregate a portion of the government’s equity to be used for future capital
program expenditures. The amount of capital reserve is roughly equal to the government’s annual equipment
depreciation and an amount identified as being needed for future capital acquisition.
Cash Basis -A basis of accounting in which transactions are recognized only when cash is increased or decreased.
Charges for Services -Those charges levied to individuals or organizations for the use or consumption of services
provided by the City.
Certificate of Participation –A debt issue similar to issuing bonds, but less restrictive.
Consumer Price Index (CPI)-A statistical description of price levels provided by the U.S. Department of Labor.
The index is used as a measure of the increase in the cost of living (i.e., economic inflation).
Contingency -A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted.
Appendices 201
Debt Service -The cost of paying principal and interest on borrowed money according to a predetermined payment
schedule.
Deficit -The excess of an entity’s liabilities over its assets or the excess of expenditures or expenses over revenues
during a single accounting period.
Department -The basic organizational unit of government which is functionally unique in its delivery of services.
Depreciation -Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the
physical elements, inadequacy or obsolescence.
Development Fees -Those fees and charges generated by building, development and growth in a community.
Included are building and street permits, development review fees, and zoning, platting and subdivision fees.
Disbursement -The expenditure of moneys from an account.
Employee (or Fringe) Benefits -Contributions made by a government to meet commitments or obligations for
employee fringe benefits.Included is the government’s share of costs for various pensions, medical and life
insurance plans, etc.
Encumbrance -The commitment of appropriated funds to purchase an item or service. To encumber funds means
to set aside or commit funds for a specified future expenditure.
Enterprise Fund –Used to account for City operations that are financed and operated in a manner similar to private
business enterprises. The objective of segregating activities of this type is to identify the costs of providing the
services, and to finance them through user charges.
Expenditure -The payment of cash on the transfer of property or services for the purpose of acquiring an asset,
service, or settling a loss.
Expense -Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest, or other
charges.
Fiscal Policy -A government’s policies with respect to revenues, spending, and debt management as these relate
to government services, programs, and capital investment. Fiscal policy provides an agreed upon set of principles
for the planning and programming of government budgets and their funding.
Fiscal Year -A twelve-month period designated as the operating year for accounting and budgeting purposes in an
organization. The City of Newport Beach’s fiscal year is July 1 through June 30.
Fixed Assets -Assets that are intended to continue to be held or used long-term, such as land, buildings,
machinery, furniture, and other equipment. Fixed assets are also called capital assets.
Full-time Equivalent Position (FTE)-A part-time position converted to the decimal equivalent of a full-time
position based on 2080 hours per year. For example, a part-time fiscal clerk working 20 hours per week would be
the equivalent to .5 of a full-time position.
Function -A group of related activities aimed at accomplishing a major service or regulatory program for which a
government is responsible (e.g., public safety).
Fund -A fiscal entity with revenues and expenses which are segregated for the purpose of carrying out a specific
purpose or activity.
202 Appendices
Fund Balance -The excess of the assets of a fund over its liabilities, reserves, and carryover.
GAAP -Generally Accepted Accounting Principles. Uniform minimum standards for financial accounting and
recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.
General Obligation (G.O.) Bond -This type of bond is backed by the full faith, credit, and taxing power of the
government.
Goal -A statement of broad direction, purpose or intent based on the needs of the community. A goal is general and
timeless.
Governmental Accounting Standards Board (GASB)–The ultimate authoritative accounting and financial
reporting standard-setting body for state and local governments.
Grants -A contribution by a government or other organization to support a particular function. Grants may be
classified as either operational or capital, depending upon the grantee.
Indirect Cost -A cost necessary for the functioning of the organization as a whole, but which cannot be directly
assigned to one service.
Infrastructure -The physical assets of a government (e.g., streets, water, sewer, public buildings, and parks).
Intergovernmental Revenue -Funds received from federal, state, and other local government sources in the form
of grants, shared revenues, and payments in lieu of taxes.
Internal Service Charges -The charges to user departments for internal services provided by another government
agency, such as equipment maintenance and replacement charges, or insurance funded from a central pool.
Lapsing Appropriation -An appropriation made for a certain period of time, generally for the budget year. At the
end of the specified period any unexpected or unencumbered balance lapses or ends, unless otherwise provided by
law.
Levy -To impose taxes for the support of government activities.
Line-item Budget –A budget prepared along departmental lines that focuses on what is to be bought.
Long-term Debt –Debt with a maturity of more than one year after the date of issuance.
Maintenance and Operations –Expendable materials and operating supplies necessary to conduct departmental
operations.
Modified Accrual Basis –The basis of accounting in which revenues are recognized when they become both
“measurable” and “available” to finance expenditures or the current period. All governmental and fiduciary fund
types are accounted for using the modified accrual basis of accounting.
Net Budget –The legally adopted budget less all interfund transfers and interdepartmental charges.
Object of Expenditure –An expenditure classification, referring to the lowest and most detailed level of
classification, such as electricity, office supplies, asphalt, etc.
Obligations –Amounts which a government may be legally required to meet out of its resources. They include not
only actual liabilities, but also encumbrances not yet paid.
Appendices 203
Operating Revenue –Funds that the government receives as income to pay for on-going operations. It includes
such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are
used to pay for day-to-day services.
Operating Expenses –The cost for personnel, materials, and equipment required for a department to function.
Performance Budget –A budget wherein expenditures are based primarily upon measurable performance of
activities and work programs.
Prior-Year Encumbrances –Obligations from previous fiscal years in the form of purchase orders, contracts, or
salary commitments which are chargeable to an appropriation, and for which a part of the appropriation is reserved.
They cease to be encumbrances when the obligations are paid or otherwise terminated.
Program –A group of related activities performed by one or more organizational units for the purpose of
accomplishing a function for which the government is responsible.
Program Budget –A budget that allocates money to the functions or activities of a government rather than to
specific items of cost or to specific departments.
Program Performance Budget –A method of budgeting whereby the services provided to the residents are broken
down in identifiable service programs or performance units. A unit can be a department, a division, or a workgroup.
Each program has an identifiable service or output and objectives to effectively provide the service. The
effectiveness and efficiency of providing the service by the program is measured by performance indicators.
Program Revenue (Income)-Revenues earned by a program, including fees for services, license and permit fees,
and fines.
Purpose -A broad statement of the goals, in terms of meeting public service needs, that a department is organized
to meet.
Reserve -An account used either to set aside budgeted revenues that are not required for expenditure in the
current budget year or to earmark revenues for a specific future purpose.
Resolution -A special or temporary order of a legislative body; an order of a legislative body requiring less legal
formality than an ordinance or statute.
Resources -Total amounts available for appropriation including estimated revenues, fund transfers, and beginning
balances.
Revenue -Sources of income financing the operations of government.
Revenue Bond -A bond that is backed only by the revenues from a specific enterprise or project, such as a
hospital or toll road.
Secured Property Tax –A tax levied on both real and personal property according to the property’s valuation and
the tax rate.
Service Indicators -Specific quantitative and qualitative measures of work performed as an objective of specific
departments or programs.
Source of Revenue -Revenues are classified according to their source or point of origin.
204 Appendices
Supplemental Appropriation -An additional appropriation made by the governing body after the budget year has
started.
Tax Levy -The resultant product when the tax rate per one hundred dollars is multiplied by the tax base.
Taxes -Compulsory charges levied by a government for the purpose of financing services performed for the
common benefit of the people. This term does not include specific charges made against particular persons or
property for current or permanent benefit, such as special assessments.
Transfers In/Out -Amounts transferred from one fund to finance the services for the recipient fund.
Transient Occupancy Tax –A tax paid to the City for short-term lodging/residency within the City limits. Short-term
is defined as 30 days or less.
Unencumbered Balance -The amount of an appropriation that is neither expended nor encumbered. It is
essentially the amount of money still available for future purposes.
Unreserved Fund Balance -The portion of a fund’s balance that is not restricted for a specific purpose and is
available for general appropriation.
Unsecured Property Tax –The property tax on unsecured property such as business inventory or moveable
equipment.
User Charges -The payment of a fee for direct receipt of a public service by the party who benefits from the
service.
Working Capital -Excess of readily available assets over current liabilities. Or cash on hand equivalents which may
be used to satisfy cash flow needs.
100 Civic Center Drive¡ Newport Beach, CA 92660
(949) 644-3123
www.NewportBeachCA.gov