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Home My WebLink AboutResource Allocation Plan 1997City o.: Newpout Beach W N S 1996-1997 E Resounce ALLocation PLan ��R LIfi The City of Newport Beach was incorporated September 1, 1906 The present City Seal was adopted June 22, 1957 r CITY OF NEWPORT BEACH BUDGET FOR FISCAL YEAR 1996 -97 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 s 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 Administrative Services Department prepares preliminary fund balance estimates for the current year and preliminary revenues estimates for the next fiscal year. In January of each year, the Administrative = Services 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 Administrative Services Director and approved by the City Manager. t After submission of revenue and appropriation requests by each department, the Administrative Services Department summarizes the requests for review by the City . Manager and department. After review by the City Manager and department, the Administrative Services Department prepares the City's proposed budget for the next fiscal year and submits it to the City Council as required by the City's Charter and the ■ Budget Instructions. Thereafter, the City Council holds as many budget study sessions as it deems necessary. All proposed Council changes in the City Manager's proposed budget are added to a budget check list. 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 S 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. t 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 a 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 area, without additional appropriation or transfer as specified below. r s s r ■ ■ 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 $1,000 in ■ any Budget Activity or Capital Project. (This must be specifically included in each year's ■ Budget Resolution to remain valid.) All budget amendments exceeding $30,000 shall be referred to the City Council Finance Committee for review and recommendation before s acted upon by the City Council, except (a) projects that have received prior City Council approval; (b) donations on projects from sources other than City funds; (c) emergencies in which time does not permit prior City Council Finance Committee review. S 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 Administrative Services 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, and Capital Outlay are the City's three Classifications.) ■ Realignments. Further, funds may be realigned between one Department Budget Activity U and another, within the same Classification, with City Manager approval. For example, if . a Fire & Marine Department function and the employee who accomplishes it are replaced by a slightly different function assigned to the Police Department, the City Manger may authorize the transfer of appropriate salary and benefit funds to support this function. Reprogramming. Any reprogramming of funds among the three Classifications (Salaries . and Benefits, Maintenance and Operation, and Capital Outlay) requires the City Manager's approval by Budget Amendment. The City Manager may authorize up to $30.000 into or out of any Classification within any department budget activity during the , budget year. Any reprogramming of funds in excess of $30,000 requires City Council approval. Capital Protects. The Department Head having primary responsibility for a Project, E usually the Public Works Director, is authorized to actually encumber and approve , subsequent expenditure of City funds for Capital Projects. However, contracts in excess of $30,000 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 e 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. ■ S ■ ■ The document is actually prepared in three separate volumes: The Resource Allocation Plan, the Budget Detail and the Capital Improvement Program. The Resource Allocation Plan is designed to be the summary "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 its page number.) Introductory Section - includes the Table of Contents, City Organization Chart, List of City Officials, and the City Manager's Letter of Transmittal. S Summary Section - includes a table of Miscellaneous Statistics for the City, Revenues by Source, Expenditures by Function, Estimated Fund Balances and = Schedule of Fund Transfers. Operating Budgets - includes proposed operating budgets by department. Capital Improvement Program - includes proposed capital improvement budgets by funding source. Appendix - includes a summary of the Tide and Submerged Land Fund; Land, . Structures and Improvements for the City; a summary of Automotive /Rolling Stock; a Six Year Comparison of Regular Permanent Employees; and a listing of Debt Service obligations for the City. 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 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 Marine Safety; Rubbish Collection; Community Services such as the public library and recreation programs; much of the City's expenditures on street maintenance; Planning and Building, and Engineering services; as ■ well as the general administration of the City. In addition, many Capital Improvements are funded by the General Fund. This year, we are proposing $4.6 million in General Fund capital improvements, for such projects as street maintenance and repair, Harbor . and Tidelands projects, drainage projects, and other miscellaneous projects. . The General Fund and its activities are primarily supported by property, sales, and transient occupancy taxes. In addition, the other revenue sources supporting General i f ■ ■ Fund activities include Licenses, Fees and Permits; Intergovernmental Revenues; 0 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, generating over $19.0 million a year. However, in the ■ past three years the State has shifted over $3.3 million annually in property taxes from the City to other activities - primarily funding for local schools. This is a permanent shift of funding and the City must learn to live without these taxes in the future. , In addition to the City's General Fund, there are numerous other funds which help finance City expenditures, particularly capital improvements. The City's Special Revenue Funds s 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 1 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 which 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, and other insurance payments. These internal service funds are funded by charging each of the operating departments a rate computed to support these activities. 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 of Newport Beach). i In addition to the Annual Budget, the City's audited financial statements for the prior s fiscal years are available in the Administrative Services Department, City Clerk Department, and each of the City's library branches. ■ ■ ■ ■ ■ ■ z I= =1 Eo - -I _ FA ■ ■ ■ ■ ■ ■ ■ f ■ t ■ ■ r a ■ s ■ ■ ■ ■ ■ ■ ■ CITY OF NEWPORT BEACH ■ Resource Allocation Plan 1996 -97 ■ TABLE OF CONTENTS ■ ■ INTRODUCTION Table of Contents ...................................................... ............................... i Listof City Officials ................................................... ............................... City Manager's Transmittal Letter ...... ............................... ............................ iii Organization Chart 1996 -97 ....................................... ............................... xiii ■ SUMMARIES ■ Miscellaneous Statistical Informat ion ................................ ............................... l Historical & Projected Revenues by Category ...................... ..............................2 Historical & Proposed Operating Expenditures by Function ...... ..............................5 ■ Operating Expenditures by Department & Type ..................... ..............................6 Historical & Proposed Capital Improvement Expenditures ........ ..............................7 ■ Operating Expenditures - All Funds .................................. ..............................8 Summary of Estimated 1994 -95 Year -End Fund Balances ..... ............................... 12 Summary of Estimated 1995 -96 Year -End Fund Balances ..... ............................... 16 Projected Fund Transfers, All Funds .............................. ............................... 20 ■ DEPARTMENT OPERATIONS ■ City Council / City Manager ........................................ ............................... 24 ■ City Clerk ............................................................. ............................... 26 CityAttorney ......................................................... ............................... 28 ■ Administrative Services ............................................. ............................... 30 Police.................................................................. ............................... 34 ■ Fire & Marine ........................................................ ............................... 38 Planning & Building ................................................. ............................... 42 General Services ..................................................... ............................... 46 Community Services ................................................ ............................... 50 PublicWorks ......................................................... ............................... 54 ■ CAPITAL IMPROVEMENTS Capital Improvements ............................................... ............................... 60 ■ APPENDICES Tide & Submerged Land Fund ..................................... ............................... 66 Internal Service Fund Program ..................................... ............................... 67 Fixed Asset Schedule - General Municipal Property ............ ............................... 69 Map of Income Property ............................................ ............................... 72 ■ Fixed Asset Schedule - Proprietary Fund Type .................. ............................... 74 Major Equipment Schedule ......................................... ............................... 75 Six Year Comparison of Regular Permanent Employees ....... ............................... 77 DebtService ..................................... .............. :..................................... 78 ■ ■ Norma J. Glover Council Member Jean Watt Council Member LaVonne M. Harkless City Clerk NEWPORT BEACH CITY OFFICIALS City Council John W. Hedges Mayor `�:- ec�tt-. s:yii4ti Jan Debayy, Mayor Pro Tem J AV AI C Dennis D. O'Neil Council Member Principal Administrative Officers Sharon Wood .................... Peggy Ducey.. .... .............. Dennis C. Danner ............. Bob McDonell .................. Tim Riley .......................... David E. Niederhaus ......... LaDonna Kienitz ............... Don Webb ......................... ii Thomas C. Edwards Council Member John C. Cox, Jr. Council Member Robert H. Burnham City Attorney - Assistant City Manager/Director of Community & Economic Development ............................................................ ........ —... Assistant to the City Manager ...................... ............................... Administrative Services Director/Treasurer .......................... . .................. ...................... ......................... I..... Chief of Police .... ..................... ........................................... ................ - Fire & Marine Chief .............................................. ............................... General Services Director ................... ............................... Community Services Director /City Librarian ....... ............................... .........................Public Works Director /City Engineer ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ City Manager's Transmittal Letter ■ ■ HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL: In accordance with the Newport Beach City Charter Section 1102, the 1996 -97 City ■ Budget is hereby submitted to the City Council for your review, revision as necessary, and adoption. In the next few pages I will try to provide the City Council with an ■ overall picture of the City's finances, and the major goals and projects for 1996 -97. ■ ■ While City budgets can be a bit intimidating, I hope in this message and in the summaries in the Resource Allocation Plan to provide the interested reader with a greater ■ understanding on all aspects of the City's operations. The Resource Allocation Plan is ■ specifically intended to provide an accurate summary and overview of the Budget and organization. A more detailed Budget Detail is also available for the reader interested in all of the intimate financial information regarding the 1996 -97 Budget. BUDGET OVERVIEW ■ ■ The total estimated revenues for 1996 -97 are $122.9 million, up $6.5 million or 5.6% from 1995 -96. This increase results primarily from one -time grants or contributions ■ for road projects ($5.2 million). The total estimated expenditures for 1996 -97 are ■ proposed at $129.5 million which is an increase of $7.5 million from 1995 -96. The growth in overall expenditures results from the expenditure of special revenue fund ■ reserves and bond proceeds on critical capital improvements, most prominently the ■ Groundwater Development Project. ■ In the City's General Fund operations, which include Police, Fire and Marine, ■ Community Services, General Services, Planning, Building, Public Works, Administrative Services and General Government operations (City Council, City ■ Manager, City Attorney and City Clerk) the total revenues, including transfers from other funds for 1996 -97 are $72.1 million while expenditures, including transfers to reserves and capital improvements total $71.2 million. In 1996 -97 it is proposed to ■ again transfer $500,000 into the Stabilization reserve to restore depleted reserves and ■ comply with City Council policy. In 1995 -96 the goal was also $500,000, while it is now estimated that $2.3 million will actually be transferred into the Stabilization reserve. Even with these efforts, it is estimated at the end of 1996 -97 the City will be $1.2 ■ million short of the former 10% reserve policy in the General Fund. More recently, the . City Council has indicated its policy to be a 15% reserve level within the General Fund, which will take several years to achieve. ■ . The City has concluded negotiations with four of eight employee associations, and a prudent reserve has been set aside for a modest salary adjustment in 1996 -97. ■ ■ Total Overall Revenues: $122.9M Expenditures: $129.5M General Fund Revenues & Transfers In: $72,096,856 Expenses & Transfers To Reserves: $71,174,414 iii a ■ a Negotiations continue with the four remaining employee groups in hopes of reaching agreements in the near future. . FUND BALANCE ANALYSIS The City has been able to balance its General Fund in 1996 -97, continue to restore a reserves, adjust employee salaries and maintain essential services through prudent fiscal practices over the last few years. These same practices must continue in earnest and be expanded upon in order to maintain the high quality of life and City services which our residents now enjoy. Key factors in the City's recovery have been an improving economy, actual revenues Revenue exceeding conservative revenue forecasts, a cessation of State shifts and Federal Growth mandates, privatization of selected services, City reorganization and downsizing, and . extensive identification and implementation of cost savings opportunities over several years. Revenue growth between 1995 -96 and 1996 -97 in the General Fund is a meager I .31 %, however, between 1994 -95 and 1996 -97 it is 4.2% when factoring in Tideland = revenues as well. Adjusting for inflation, there has been little or no revenue growth in this period. Expenditure On the expenditure side, General Fund expenses are budgeted to grow 1.6% between Growth 1995 -96 and 1996 -97, while 4.2% between 1994 -95 and 1996 -97. Again adjusted for inflation there is little, if any, real growth in expenditures. This limited growth is even more remarkable when you consider that several large on- going expenses have been added during this same time period. These include: a ' landfill gate fee increase of 54 %; an increase in operating department's rates for worker's compensation, liability claims and insurance, and compensated absences; debt service and operating costs for the new Central Library; and, a salary adjustment for Public t safety employees in January 1995. t The major reasons for the City's current fiscal situation are the cost containment and real reductions identified and implemented by the department managers. These could only be achieved with the support and implementation of all City employees. General REVENUES Fund Taxes: 65% of In the General Fund property, sales, business license, transient occupancy and the marine Revenue charter taxes make up 65% of total revenues. In 1996 -97 we are forecasting no growth total, but again in property taxes and a 2% growth in sales, business license and transient . little growth , iv ■ ■ occupancy taxes. In 1996 -97 we anticipate little growth in licenses and permits, with modest growth in intergovernmental revenues, including motor vehicle license fees. ■ One area that the City has expanded as the economic sensitive revenues have declined S are charges for services. Between 1992 -93 and 1996 -97 these revenues have grown from 8% to 11.6% of total General Fund revenues. Inasmuch as our major tax revenues are so susceptible to economic swings and are subject to legal constraints in growth (Propositions 13 and 62), it is imperative that the City attempt to recover its costs of services provided to a segment of the community for their direct benefit. ■ Another key revenue in 1996 -97 is the retention of all parking meter revenue in the General Fund. In the past the City has transferred approximately $250,000 annually ■ from parking meter revenues to the Off - Street Parking Fund for the acquisition of additional parking facilities. The use of these monies in the past ten years has been limited. Rather than building an ever increasing reserve for the limited purpose of parking, it is recommended that these revenues be retained in the General Fund where = the essential City services are funded. This change will require the adoption of an ordinance amending our past policy. ■ EXPENDITURES ■ In the General Fund the City continues to put the vast majority of its resources into the ■ services which residents find most important. Public safety, including Police, Fire and Marine lifeguard services, consume 53% of the General Fund. Police Department ■ costs are budgeted to grow 3.3 %, while the Fire and Marine Department budget is up = 1.2% from 1995 -96. ■ The Public Works/Engineering and General Services operations total 23% of the General Fund. One large area of expenditure growth in the General Services/Parks Division is the cost of water. In the past, City operations were provided free water from the Water ■ Enterprise Fund. In an effort to identify the true costs of providing services and further = encourage departments to conserve water, the actual cost of water will now be spread to the operations based on meter consumption. For the combined Public Works and ■ General Service Departments, the total expenses are up 3.1 %, nearly all of which is the cost of water. ■ The Community Services operations including Library, Recreation, Senior Services and Cultural and Arts are up a total of $40,000 over 1995 -96. One vacant position in 1995 -96 in the Library was deleted to permit the extension of open days from five to six and hours in two branches from 45 to 54. Even with cost containment, the total Community Services portion of the General Fund has risen from 1994 -95 to 1996 -97 ■ Public Safety Expenditures total 53% of the General Fund Public Works/ Engineering & General Services total 23% of the General Fund Community Services total 9.4% of the General Fund m A n ■ from 9.2% to 9.4 %. General Government expenses (City Council, City Clerk, City Manager, City Attorney, Administrative Services) have been carefully scrutinized over the last four years and consume just 8.3% of total General Fund expenses, while in 1994 -95 these services consumed 9.1 %. It has always been the City's policy and practice to put its resources into front -line services rather than overhead support departments. This trend has continued and, in fact, been extended in recent years. ■ ■ MAJOR GOALS ■ In early 1996, the City Council established five major goals and priorities for additional emphasis for the new year. These five areas are: economic development, fiscal, airport/ ■ aviation, downcoast annexation and landfill options. Embodied within the budget document are programs intended to place additional emphasis on the City Council's ■ priorities. Economic Economic Development ■ Development In the area of economic development, the 1996 -97 budget for the Planning Department ■ Grows in formally splits the Department into two divisions, with one devoted exclusively to ■ Importance economic development. Another indication of importance is the fact that the Planning and Building Departments are now supervised by the number two position administratively in the City, the Assistant City Manager. Two capital improvement projects for economic development are recommended for funding in 1996 -97 and intended to permit the completion of several priorities. This ■ includes separate conference center and redevelopment agency feasibility studies, further targeted efforts by the Economic Development Committee and the Balboa Peninsula Planning Advisory Committee, and the initiation of a tenant recruitment and ■ void analysis to help revitalize our older commercial districts. ■ Streamlining Finally, in 1996 -97 several key issues to help streamline the processes for new ■ the development will come before the City Council for action. These include the re- ■ Development written zoning ordinance, an update to the traffic phasing ordinance and circulation Process element, and finally, efforts to complete a certified Local Coastal Plan. ■ ■ Fiscal r In 1996 -97 there continues to be greater emphasis placed on fiscal policy and practices ■ than in years past. The strong revenue growth of the 1980's placed the City on a very solid financial footing and permitted the expansion of strong municipal services, reserves, and capital improvements. ■ vi ■ ■ ■ ■ ■ The 1990's have been a completely different story with an economic and revenue Curt of downturn, State shifts in revenues, additional mandates, and litigation losses reducing Services reserves. The 1996 -97 Budget Detail has been broken down into smaller divisions SWdy within departments for closer analysis of service costs. Coinciding with delivery of the Budget is the completion by KPMG Peat Marwick of their cost of services study which will more accurately establish the cost of various fee related services. In the proposed budget staff has planned several areas for fee adjustments so that users of services more accurately cover the costs of fee services and relieve the need to reduce tax supported operations to balance the budget. In addition, KPMG has completed S their study on establishing performance measures on operations which will permit benchmarking over the course of time for additional analysis. Included for the first time in our City budget is a map and listing of major City income City Income properties. In the past four years leases or use rates have been re- negotiated on many Properties of these properties to increase their return to the City which holds most of the properties through a State Tidelands Grant restricting their use and prohibiting sale. These have ' included Beacon Bay, the Balboa Yacht Basin, the Balboa Yacht Club, the City/County Dock (Arches Marina), Harbor Island, and the Lido Isle street ends. Currently nearing completion is a re- negotiated ground lease with the Balboa Bay Club and a comprehensive re -use analysis of the area encompassing the Marinapark mobilehome park, the American Legion, Girl Scout House and the former Nautical Museum where leases all expire in the year 2000. Another new item in the budget is a summary of all City line item accounts identifying Expenditure the total amount recommended for expenditure in any given account. Rather than Summary of piecing together various identical accounts by departments, divisions and funds, a Line Item Budget user can now identify the City -wide total recommended for expenditure in any Detail I given account. = Finally, in the 1996 -97 Capital Improvement program, the Public Works Department 5 Year has created a new format to allow users to more easily identify projects, funding sources, Capital and for the first time projects for a five year period to permit long range planning and Improvement forecasting. Program S Airport/Aviation While a long term top priority for the City, since the proposed and approved closure of Airport/ MCAS El Toro and the looming expiration of the 7WA Settlement Agreement in 2005, Aviation the entire aviation issue looms as an area requiring constant priority attention. In issues remain ■ 1996 -97 the emphasis will be on monitoring the completion of the environmental impact a high report on land use alternatives at El Toro and securing approval by the Local Re -Use priority ■ vii M ■ ■ Authority of an aviation alternative. Long term this will assure a balance of aviation uses in Orange County at El Toro and JWA. In the 1996 -97 Budget the City has included substantial funding in an Airport Capital Improvement program to permit the monitoring and study of the EIR on El Toro and any litigation which may be necessary to assure a fair and open process. The long term need to maintain this priority goal is essential to the City's financial health, even beyond noise issues, with property values at risk if aviation uses expand at JWA as Orange County demands for air travel and cargo grow in the 21 st Century. ■ a Downcoast Annexation ' Annexation While there are no revenues or expenditures formally identified for the annexation of Issues the Newport Coast area, it is a priority in 1996 -97 to complete a fiscal analysis, determine the fiscal viability of annexation, examine sequencing alternatives, review service delivery plans, discuss the issues with residents and property owners, and negotiate tax sharing agreements with other local government agencies. As stated previously, the City must carefully and prudently examine these issues as a they hold substantial financial risks or potential benefits to the City, if properly managed. L If technical analysis beyond that available at a staff level is required then adequate funding is available in the City Manager's budget. Landfill Options ■ In most cites this rather mundane matter isn't cause for top priority; however, 1995 -96 = Refuse proved why more emphasis is needed in 1996 -97. In July 1995 the County Board of Collection Supervisors approved a 54% rate increase on the landfill gate fee forcing the City to costs total examine its refuse operation for other savings or revenue generating opportunities. As , $3.3 million the City Council knows, Newport Beach is rather unique stemming from the fact that an initiative ordinance passed by the voters in the 1950's requires the City to provide curbside refuse pickup at no charge to residents. The net financial effect is a $3.3 , million burden on the General Fund which most cities recover through a monthly nominal fee. ■ ■ The City has twice reviewed the conversion to contractual service from City in -house service. Both times it was concluded that City costs are very competitive to the private sector. Therefore, other cost saving avenues have been and will continue to be explored ■ in 1996 -97. This includes landfill disposal options, which was somewhat mitigated by the April 1996 action of the County Board of Supervisors in reducing their fee to $27 per ton from $35. City staff will also be reviewing the issues of amending the initiative ■ Viii ■ ■ a ■ = ordinance by the electorate so that new residents added by annexation would continue to pay for trash service as well as the equity in having some commercial businesses ■ pay for refuse service (those with bin service), while others do not (those with curbside ■ can service). This inequity costs the City nearly $250,000 annually. ■ CAPITAL IMPROVEMENTS A major portion of the total City Budget each fiscal year are the capital improvement T projects. In 1996 -97 these projects represent over 38% of total City expenditures. Newport Beach has been very fortunate over the years to have had the financial resources to devote such a large portion of its annual operating budget to capital improvements, due largely to City staff's successful grant applications. t ■ In 1996 -97 there are a total of $49.4 million in capital improvement projects and an additional $10.1 million in funds encumbered to complete projects carried forward t into the new fiscal year. The largest component of total capital improvement expenditures continues to be in the Water Fund where on -going betterment projects and the Groundwater Development Project total nearly $10 million. These expenditures S will bring the Groundwater project to near completion and it is projected that during ■ the next fifteen years, while the $15 million debt service is retired, that the City and our rate payers will save nearly $60 million in the cost of purchasing water. The other large expenditure in the Water Fund is the cost ($775,000) to modify and upgrade the r disinfection system at the Big Canyon Reservoir. By far the next largest capital improvement project in 1996 -97 is the $11 million PCH/ Newport Boulevard project where a contract must be awarded by June 1997 in order to receive the largest source of the funding ($6.0 million) for the program through the I Federal ISTEA program. Phase II of MacArthur Boulevard is slated for fiscal year = 1996 -97 at $7.5 million. This project is funded through a creative combination of funding sources including: Fair Share Fees, competitive Measure M monies, and CIOSA I frontage requirements of The Irvine Company. When this project is complete, = MacArthur will be transformed into a quality roadway and transferred from State to City control. ■ Other road projects of significance in the 1996 -97 Budget include the Birch Street Bridge Widening project ($2.1 million) which is primarily funded by Competitive ■ Measure M monies, a seismic upgrading to three key bridges (Balboa Island, Lido Isle s and Newport Island) serving large populations ($2.1 million), the construction of Bayview Way ($450,000) to serve the new Fletcher Jones Motorcars (FJM) location ■ with Fair Share Fees which will be repaid by FJM over five years under the terms of = the Development Agreement, a rehabilitation of Jamboree Road ($750,000) between ■ Capital Improvements total 38% of City Budget Groundwater Development Project nearing completion Road Projects: PCHI Newport Blvd Birch Street Bridge Widening Bridge Seismic Upgrades ix L ■ 0 Campus and Bristol with Measure M turnback funds and State gas tax revenues, and I Balboa Blvd the extension of improvements on Balboa Boulevard between 14th and 16th Streets ($750,000) following up on last year's project from 12th to 14th Streets. Upper The Upper Newport Bay dredging project is proposed for funding in the 1996 -97 Budget Newport Bay at $5.2 million in anticipation of the actual agreement with the Ports of Long Beach Dredging and Los Angeles for use of their mitigation credits. It is critical that the dredging ' commence in the near term to prevent the further build -up of sediment and the change in the ecosystem in the Upper Bay from bay to meadow. S In the Wastewater Fund the City will finally undertake the upgrading of the Little Wastewater Balboa Island pump station which has been planned for three years. This is the first of ' Pump Station several pump stations requiring improvement and replacement in the next few years as = Improvements identified in the Draft Master Sewer Plan. These projects will be exclusively funded by sewer user fee revenues. The project has recently been redesigned to reduce costs and potential impacts on the adjoining properties during construction. General In the General Fund, a total of $4.5 million in new capital improvement projects are Fund planned along with $2.0 million in projects carried forward from 1995 -96 as n Capital encumbrances. In year's past, the City had significantly larger dollars for General ■ Projects Fund capital improvement projects, but with recent reductions just 7% of total General Fund expenditures are now in these projects. As revenues improve, the City will need to channel more dollars into these projects. a Since the funds were very limited for projects, the selection and screening process was very difficult. Generally, on -going capital projects in the Harbor and Tidelands, , Drainage, and Street subsections remained at prior funding levels. However, new projects in these subsections and all projects in Parks or Miscellaneous subsections were very limited. In the Harbor and Tidelands subsection there is $100,000 to fund the periodic dredging t Public Safety ty Radio of the Grand Canal on Balboa Island and buttress existing bulkheads. This work hasn't • been completed since the late 1980's and is necessary again for navigational and structural purposes. In the Miscellaneous subsection there are two new projects funded to support prior long term commitments. The first is the initial installment in the 800 Police MHz radio system for the new Orange County law enforcement /public works Dispatching communication system. Our total commitment on this project over ten years is $3.3 & Record million. The second new project is the Police automation upgrade to their records and System Jail management systems and the computer -aided dispatch system. This will require $400,000 over a five year period. x ■ ■ ■ Two other projects of note in the Miscellaneous subsection are the projects ($105,000) supporting economic development efforts and the replacement of a ten year old permit ■ computer system in the Building Department, which is no longer supported by the ■ vendor. The upgrading of the system will permit sharing of information with Fire inspectors, Code enforcement officers and Public Works inspectors. ■ Of particular concern in the General Fund is the lack of adequate capital improvement park dollars to keep up with basic building maintenance needs on our numerous public Maintenance buildings. This must be addressed as deferred maintenance will cost the City more in the long term. The same situation exists in our park system where a total of $250,000 has been allocated for capital maintenance activities at over thirty-eight park sites and facilities. ■ ■ Another long term concern is our failure to adequately fund the replacement of the Street aging street light system. In many parts of the City the conduit and poles are simply Lighting outliving their useful lives and failures are a growing problem. In 1992 a report prepared System by the Utilities Department indicated that improvements could be completed over Improvements fifteen years at $750,000 per year. We are presently able to only fund these projects at ■ $250,000 per year. This will result in more frequent outages over time until funding ■ is available to complete the improvements. One of the side benefits of the upgrades is greater energy efficient lights and improved lighting. In a study completed by Willdan Associates in 1994 -95 they concluded that a bond issue approach which captured ■ these energy savings upfront wasn't financially feasible with just $250,000 per year. Assessment districts were examined as an alternative, but not pursued further due to ■ an anticipated lack of receptivity. The City Council may wish to explore this option again to expedite funding and improvements. ■ SUMMARY AND CONCLUSION ■ Over the last four budget cycles (1992 -93 to 1995 -96) the City staff has been required Restoration ■ to substantially reduce and curtail staffing, maintenance and operation accounts and of Resources ■ capital improvement programs. In 1996 -97 we have maintained a small level of growth in revenues and expenditures while permitting some restoration of reserves and a modest ■ salary adjustment for City employees. This is the first adjustment for non -safety employees since April 1994. ■ Inasmuch as the State's annual $3.3 million shift of City property taxes was used to property Tax ■ balance the State's budget and will likely be permanent and grow as property tax rolls Shift increase, the City will have a difficult time growing economically out of this permanent ■ shift. This is particularly compounded by no growth in assessed values and the smaller ■ share we now receive of the property tax. t xi ■ ■ ■ Given this fact, and as stated above, the City will need to continue to carefully scrutinize ■ For the its expenditure program while looking for opportunities through economic development Future: and user fees to generate additional income. As the City's growth period comes to an Sound Fiscal end with most vacant parcels built out in the next year, it will be essential for the City ■ Policies to carefully watch its purse strings. Many communities in Southern California, which have completed their build out and financially survived with growth generating revenues, ■ have permitted services and infrastructures to suffer in the post -build out period. ■ For Newport Beach to age gratefully and maintain the beauty and quality of life enjoyed for many years, it is incumbent on the policy makers and City staff to set in place well ■ thought out and carefully orchestrated financial policies and practices. Many of these ■ policies are in place but we must work in the next few years to secure our future by even greater stewardship of the City's finances. I pledge my continued efforts and ■ energies to this end. . Finally, in closing it is only appropriate to thank the many staff members who each ■ year work so hard to produce this document in the highest quality. The Department ■ Directors and their staffs have been extremely helpful and resourceful in bringing the Budget into balance. To all a special thank you. ■ Sincerely, ■ Kevin I Murphy ■ City Manager ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ C[VLL SERVICE BOARD FEBUILDMG CODE BOARD OF APPEALS -- 1--I PLANNING COMMISSION II I II II I 1996 -97 III ELECTORATE III MAYOR COUNCIL CITY CLERK I-" CITY ATTORNEY ASSISTANT ' I POLICE snppon service¢ IPaWI I Tmflx I Dsecuve IParking/Mimal Comrol II II =PLANNING DING L — Pbn Check' Perm'us� IrnpecM1Ona I I I PUBLIC WORKS Engineering wazer Projett Manag�mwt wauwarer I Gaspeaio Electrical TnIFc DJBGu I I I I L---- - - - - -- ELECTED PP -B.&R COMMISSIO II ARTS COMMISSION III LIBRARY BOARD :H I I II II II II FIRE & MARINE Adnunieuaibn Ocew lifeguarts I I opemiw.0 Twaa�operaz�ona PreWd l BalP i, Bas'm Emergemy Mcdical5ervices Parkkrg Loa Harardous Matervfa _ COMMUNITY SERVICES Admhriavatbn J Ma 4 LWmre LidaryServices I Beuembn SeNaa Servces , GENERAL SERVICES Adminisw[ion Refuse C011eei Reryd'mg BFild'mg Maintenance Parka T and d T ree — —� Pkld Dfaintenance Equlpmem Mairvernnce & Opeations Snppvn Repla<emern ADMINISTRATIVE SERVICES Penowef d Revenue i & BWget AcmwYng &Budget Purchasing Beoefn Mamgement Dara Processing Risk Muagemenr Telecommunicaruns tabor Rebuom Geobax ]rJormmion Sysem COUNCIL APPOINTED BOARDS & COMMISSIONS COUNCIL APPOINTED DEPARTMENTS X111 Iri, ICI 00 0 54 IfY MISCSTATALS 4:09 PM 08127196 COUNCIL - MANAGER FORM OF GOVERNMENT NEWPORT HARBOR Boats 9,000 RESIDENTIAL POPULATION (January 1, 1995) Residential 1,230 Permanent 70,500 Commercial Slips and Side Ties 2,119 Summer 100,000 Bay Moorings 1,221 TOURIST POPULATION 20,000 to 100,000•per day CITY WATER SERVICE CONNECTIONS 24,413 AREA (January 1, 1987) Square Miles NUMBER OF FIRE STATIONS 6 Land 13.87 NUMBER OF CITY LIBRARIES 4 Bay 1.90 Ocean 20.00 NUMBER OF PARKWAY TREES 23,325 TOTAL SQUARE MILES 35.77 RECREATIONAL ACREAGE Acres Acres Ocean Water 12,864 Land 8,876.80 Harbor Waters 1,216 Bay 1,216.00 Parks 154 Ocean 12,864.00 Beaches 224 TOTAL ACRES 22,956.80 TOTAL 14,458 WATER FRONTAGE Miles STREETS AND ALLEYS Streets Alleys Ocean 6.10 Improved 187 Miles 26 Miles Harbor 25.40 Unimproved 8 Miles 2 Miles TOTAL WATER FRONTAGE 31.50 State Highway 11 Miles 0 Miles 206 Miles 28 Miles ASSESSED VALUATION Total $11,909,178,983 DWELLING UNITS January 1, 1993 35,017 TOTAL REVENUE $123,778,909 Occupancy factor per dwelling unit 2 OPERATING EXPENDITURES $80,190,047 POPULATION DENSITY Per Square Mile 5,614.64 CAPITAL IMPROVEMENTS $49,425,660 Per Acre 8.45 CERTIFICATES OF PARTICIPATION $0 EMPLOYEES Regular Full Time 666 Total (Including Part Time) 800 1 F: \HOME \BUDGET97\REV19697.XL3 4:16 PM 09!27196 GENERALFUND PROPERTY TAXES TAXES OTHER THAN PROPERTY LICENSES AND PERMITS INTERGOVERNMENTAL CHARGES FOR CURRENT SERVICES FINES, FORFEITURES & PENALTIES USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL GENERAL FUND ASSET FORFEITURE FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY TOTAL FORFEITURE FUND 21,496,353 20,597,983 19,047,473 19,950,000 19,950,000 0.00% 16,975,423 19,211,155 20,672,356 21,503,130 21,906,860 1.88% 975,731 986,154 1,112,873 1,957,934 1,373,334 - 29.86% 4,396,735 3,980,890 7,113,786 4,838,669 4,222,129 - 12.74% 4,587,1.51 4,970,181 4,883,729 6,478,739 7,434,178 14.75% 2,246,113 2,527,815 3,067,817 2,970,000 2,970,000 0.00% 5,676,612 4,750,948 4,936,317 5,462,775 5,502,177 0.72% 552,157 2,605,612 512,215 428,500 428,500 0.00% 56,906,274 59,630,739 61,346,567 63,589,747 63,787,178 0.31% ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 336,757 178,379 88,713 150,000 120,000 - 20.000/c ■ 0 25,294 15,914 5,499 5,000 -9.07% 336,757 203,673 104,627 155,499 125,000 - 19.61% ■ SCHOLARSHIP FUND USE OF MONEY AND PROPERTY 714 677 0 0 0 0.00% TOTAL SCHOLARSHIP FUND 714 677 0 0 0 0.00% , CDBG FUND INTERGOVERNMENTAL 639,133 451,395 461,973 768,790 582,900 - 24.18% ■ TOTAL CDBG FUND 639,133 451,395 461,973 768,790 582,900 - 24.18% ■ STATE GAS TAX FUND INTERGOVERNMENTAL 1,127,006 1,226,069 1,224,654 1,214,450 1,214,450 0.00% ■ USE OF MONEY AND PROPERTY 137,417 175,761 269,811 120,000 120,000 0.00% TOTAL GAS TAX FUND 1,264,424 1,401,830 1,494,465 1,334,450 1,334,450 0.00% ■ AHFP FUND INTERGOVERNMENTAL 157,550 0 0 0 0 0.00% TOTAL AHFP FUND 157,550 0 0 0 0 0.00% TIDELANDS FUND ■ LICENSES, PERMITS AND FEES 823,602 964,634 980,459 1,182,958 1,128,926 -4.57% ■ INTERGOVERNMENTAL 103,321 110,421 86,217 64,662 65,165 0.78% CHARGES FOR SERVICES 116,047 114,047 224,883 256,175 279,000 8.91% ■ USE OF MONEY AND PROPERTY 3,788,248 3,672,219 4,077,521 4,219,900 4,243,258 0.55% OTHER REVENUE 2,810 27,831 50 1,000 1,000 0.00% ■ TOTAL TIDELANDS FUND 4,834,028 4,889,151 5,369,129 5,724,695 5,717,349 -0.13% ■ CONTRIBUTIONS FUND INTERGOVERNMENTAL 149,516 454,978 79,349 1,627,439 8,189,546 403.22% ■ OTHER REVENUE 5,064 31,910 0 3,375,800 0 - 100.00% TOTAL CONTRIBUTIONS FUND 154,580 486,888 79,349 5,003,239 8,189,546 63.689% ■ ■ 2 ■ ■ ■ ■ i ■ ■ F:IH0MBBUDGET971REV19697.XLS 4:16 PM 08/27/96 i CIRCULATION AND TRANS FUND ■ WATER ENTERPRISE FUND USE OF MONEY AND PROPERTY 169,472 187,281 288,394 205,000 225,000 9.76% i OTHER REVENUE 122,013 298,378 211,337 0 500,000 100.00% TOTAL CIRCULATION FUND 291,485 485,659 499,731 205,000 725,000 253.66% ■ TOTAL WATER FUND 11,560,531 13,083,739 14,769,262 14,639,800 15,241,800 4.11% ■ BUILDING EXCISE TAX FUND LICENSES, PERMITS AND FEES 92,177 95,587 104,554 329,347 275,000 - 16.50% ■ USE OF MONEY AND PROPERTY 21,073 22,317 1,868 8,000 9,000 12.50% TOTAL BET FUND 113,250 117,904 106,722 337,347 284,000 - 15.81% i MEASURE "M "FUND ■ INTERGOVERNMENTAL 580,406 2,330,565 1,385,252 5,275,919 12,479,188 136.53% USE OF MONEY AND PROPERTY 43,228 34,500 28,406 40,000 40,000 0.00% i OTHER REVENUE 0 2,634 0 0 0 0.00% TOTAL MEASURE "M" FUND 623,634 2,367,699 1,413,658 5,315,919 12,519,188 135.50% i AIR QUALITY MGMT FUND ■ INTERGOVERNMENTAL 0 75,278 56,105 75,000 75,000 0.00% USE OF MONEY AND PROPERTY 0 5,906 8,017 5,000 5,000 0.00% • TOTAL AQMD FUND 0 81,184 64,122 80,000 80,000 0.00% ■ CIOSA FUND ■ OTHER REVENUE 0 0 0 9,624,200 4,074,369 - 57.67% USE OF MONEY AND PROPERTY 0 0 0 0 0 0.00% i TOTAL CIOSA FUND 0 0 0 9,624,200 4,074,369 - 57.67% ■ WATER ENTERPRISE FUND CHARGES FOR SERVICES 10,738,051 12,321,108 13,624,285 14,422,000 15,024,000 4.17% USE OF MONEY AND PROPERTY 740,593 741,399 1,092,959 204,800 204,800 0.00% OTHER REVENUE 81,887 21,232 52,018 13,000 13,000 0.00% ■ TOTAL WATER FUND 11,560,531 13,083,739 14,769,262 14,639,800 15,241,800 4.11% PARKING FACILITY FUND ■ USE OF MONEY AND PROPERTY 105,052 69,810 99,562 75,000 80,000 6.67% TOTAL PARKING FUND 105,052 69,810 99,562 75,000 80,000 6.67% ■ SEWER ENTERPRISE FUND S CHARGES FOR SERVICES 1,809,888 1,791,377 1,928,025 1,696,200 2,210,000 30.29% USE OF MONEY AND PROPERTY 62,249 99,709 55,205 100,000 100,000 0.00% ■ OTHER REVENUE 28,105 131,369 23,112 35,000 46,000 31.43% TOTAL SEWER FUND 1,900,242 2,022,455 2,006,342 1,831,200 2,356,000 28.66% 3 F:IHOMEIBUDGET971REV19697ALS 4:16 PM OB127/96 INSURANCE RESERVE FUND WORKERS' COMP PREMIUM GENERAL LIABILITY PREMIUM COMPENSATED ABSENSE PREMIUM DISABILITY INSURANCE PREMIUM OTHER REVENUE TOTAL INSURANCE FUND ■ ■ ■ i ■ ■ 0 1,106,661 1,154,694 1,207,294 1,551,273 28.49% ■ 0 1,500,498 1,502, 952 1,529,675 1,801,388 17.76% 1,721,820 0 0 0 930,827 966,040 3.78% 1,964,354 0 0 0 0 284,972 100.00% 0 0 44,439 137,029 0 0 0.00% 3,191,939 0 2,651,598 2,794,675 3,667,796 4,603,673 25.52% L✓ EQUIPMENT MAINTENANCE FUND i EQUIPMENT MAINTENANCE 0 1,705,259 1,642,222 1,656,192 1,721,820 3.96% EQUIPMENT REPLACEMENT 0 1,486,680 1,572,849 1,964,354 2,031,636 3.43% ■ OTHER REVENUE 0 0 0 175,000 140,000 - 20.00% TOTAL EQUIPMENT FUND 0 3,191,939 3,215,071 3,795,546 3,893,456 2.58% ACKERMAN TRUST FUND ■ OTHER REVENUE 0 185,000 259,896 185,000 185,000 0.00% TOTAL ACKERMAN TRUST FUND 0 185,000 259,896 185,000 185,000 0.00% i TOTAL ALL FUNDS 78,887,654 91 123 ,321,337 94,085,153 116,333,228 ,778,909 6.40% i ■ Internal Service Fund Revenue 7% Enterprise Fund Revenue 14% Othc H 1996 -97 Revenues by Source Property Taxes 16% Sales & Other Taxes 18% Intergovernmental Revenue Licenses, Fees, & Permits 23% 2% Use of Money & Property 8% Fines, Forfeitures, & Penalties 2% _ i for Services 6% ■ i ■ ■ ■ ■ OP_EX.AFA 4:22 PM 08127(90 t7PERAT[Nfa EXPENDITURES ALL FUNDS -! _ 1892,93 1983 -84 'f994 95 4B9fi 98 - 1898 8T , Account - Aotuat' Actual Actual Budgeted Propesed ° %of '; Code..,.Eunction antAC3iv€ties.', Expenditures Experiditutes ' Ex''pendltitrl5,(:xpend€ tares,. Expenditures ■ GENERAL CITY OPERATIONS General Government 0100 City Council $85,497 $157,348 $150,535 $151,023 $158,178 0.20% 0200 City Clerk $278,205 $231,219 $258,966 $231,135 $246,917 0.31% 0310 City Manager $993,759 $773,895 $829,590 $486,324 $448,681 0.56% 0500 City Attorney $416,213 $435,056 $439,659 $472,043 $502,635 0.63% 0600 Administrative Services $3,314,990 $3,946,769 $4,039,566 $3,879,463 $4,026,534 5.02% Total General Government $5,088,664 $5,544,287 $5,718,316 $5,219,988 $5,382,945 6.71% PUBLIC SAFETY 1800 Police Department $18,718,093 $18,935,641 $19,578,481 $20,728,778 $21,044,579 26.24% 2300 Fire and Marine $13,194,116 $13,749,885 $14,179,607 $14,312,659 $14,470,006 18.04% Total Public Safety $31,912,209 $32,685,526 $33,758,088 $35,041,437 $35,514,585 44.29% COMMUNITY DEVELOPMENT 2700 Planning $1,503,086 $1,426,824 $1,255,465 $1,430,015 $1,108,664 1.38% 2900 Building $1,514,306 $1,409,417 $1,418,090 $1,403,012 $1,594,127 1.99% Total Community Development $3,017,392 $2,836,241 $2,673,555 $2,833,027 $2,702,791 3.37° i PUBLIC WORKS 3000 Public Works $3,959,408 $4,008,907 $3,832,344 $3,918,903 $4,019,552 5.01% 3100 General Services $12,183,391 $10,982,447 $10,494,935 $10,795,705 $11,189,757 13.95% Total Public Works $16,142,799 $14,991,354 $14,327,279 $14,714,608 $15,209,309 18.97% COMMUNITY SERVICES 4000 Community Services $5,668,067 $6,009,180 $5,848,091 $6,160,439 $6.196,674 7.73% ■ Total Community Services $5,668,067 $6,009,180 $5,848,091 $6,160,439 $6,196,674 7.73° r TOTAL CITY OPERATIONS $61,829,131 $62,066,588 $62,325,329 $63,969,499 $65,006,304 81.07% ENTERPRISE OPERATIONS 5000 Public Works- Water Fund $9,250,030 $10,846,472 $11,295,274 $13,423,758 $13,848,854 17.27% 5100 Marinapark $0 $0 $0 $0 $0 0.00% 5300 Public Works - Sewer Fund $987,538 $1,108,406 $1,175,493 $1,197,731 $1,334,889 1.66% ' TOTAL ENTERPRISE OPERATIONS $10,237,568 $11,954,878 $12,470,767 $14,621,489 $15,183,743 18.93% INTERNAL SERVICE FUNDS Workers Compensation $0 $1,768,943 $1,846,934 $1,207,294 $1,128,831 1.41% ■ General Liability $0 $2,649,887 $3,098,429 $1,529,675 $1,395,414 1.74% Compensated Absence $0 $1,360,194 $1,640,960 $930,827 $600,000 0.75% Equipment Maintenance $0 $2,097,207 $1,967,295 $1,560,306 $1,571,164 1.96% Equipment Replacement $0 $654,153 $1,247,640 $1,794,500 $2,043.250 2.55% Adjust for Transfers $0 ($8,530,384) ($9,801,258) ($7,022,602) ($6,738,659) -8.40% TOTAL INTERNAL SERVICE FUNDS $0 $0 $0 $0 $0 0.00% ■ ■ TOTAL ALL CITY OPERATIONS $72,066,699 $74,021,466 $74,796,096 $78,598,988 $0,190,047 100.00% r s OPMFUNP.AS 425 PM OWM6 City Council City Clerk City Manager City Attorney Admnistrative Services Police Fire and Marine Building Planning General Services Public Works Community Services insurance Reserve Equipment Maint 8 Replacement Adjust for Transfers Total Operating Budget $100,280 0.20% $57,898 0.22% s0 0.00% $0 0.00% $158,178 0.20% $171,682 0.34% $71,935 0.27% s0 0.00% $3,300 0.67% $246,917 0.31% $368,031 0.73% $78,650 0.29% s0 0.00% $2,000 0.41% $448,681 0.56% $448,859 0.89% $53,776 0.20% $0 0.00% s0 0.00% $502,635 0.63% $3,096,261 6.14% $833,773 3.12% $0 0.00% $94,500 19.31% $4,026,534 5.02% $17,268,055 34.24% $3,522,900 13.55% $0 0.00% $153,624 31.40% $21,044,579 26.24% $11,978,894 23.75% $2,141,047 8.01% $236,372 9.34% $113,693 23.24% $14,470,006 18.04% $1,394,394 2.76% $199,733 0.75% $0 0.00% $0 0.00% $1,594,127 1.99% $949,775 1.88% $152,189 0.57% $0 0.00% $6,700 1.37% $1,108,664 1.38% $5,930,578 11.76% $5,245,104 19.62% $0 0.00% $14,075 2.88% $11,189,757 13.95% $5,206,685 1032% $12,244,289 45.81% $1,706,421 67.43% $45,900 9.38% $19,203,295 23.95% $3,524,174 6.99% $2,029,315 7.59% $567,685 23.22% $55,500 11.34% $6,196,674 773% $0 0.00% $3,410,481 12.76% s0 0.00% $0 0.00% $3,410,481 4.25% $992,915 1.97% $599,749 224% $0 0.00% $2,021,750 413.20% $3,614,414 4.51% ($992,915) .1.97% ($4,010,230) 15.00% $0 0.00% ($2,021,750) -413.20% ($7,024,895) .8.76% TOTAL ALL FUNDS -INCLUDING CAPITAL IMPROVEMENTS: Salaries and Benefits $50,439,668 Maintenance and Operation $26,730,609 Other Charges $2,530,478 Capital Outlay $489,292 Capital Improvements $49,425,660 Total $129,615,707 1996 -97 Expenditure Distribution Capital lInprovements Salaries and Benefits 38% 39% Capital Outlay 0% Other Charges Maintenance and Operation 2% 21% ri ■ ■ r i r r M S s ■ r i r s r ■ Historical Capital Projects Spending (dollars in thousands) FY FY FY FY FY FY FY 1990 -91 1991 -92 1992 -93 1993 -94 1994 -95 1995 -96 1996 -97 tac ual actual actual actual actual projected annroved General Projects General Fund Building Excise Tax Projects Federally Funded Projects CDBG Revenue Sharing Cooperative Projects AHFP Tidelands Contributions Circulation OCCTFP Gas Tax Special Projects Assessment District Cannery Village Library Construction Project CIOSA Enterprise Fund Projects Water Sewer $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $ $7,343 $6,002 $9,298 $3,569 $5,515 $4,138 $4,523 $297 $227 $185 $185 $23 $76 $134 $186 $181 $401 $640 $462 $151 $534 $14 Annual Totals $23,576 $17,339 $16,754 $13,097 $14,883 $33,609 $49,317 N CA a J o %1 $297 $288 $155 $601 $291 $286 $216 $167 $322 $350 $10,155 $4,478 $1,748 $292 $1,952 $1,231 $8,190 $30 $419 $703 $13 $438 $674 $4,485 $940 $1,488 $4,152 $12,976 $1,545 $1,904 $1,094 $699 $194 $1,628 $1,885 $3 $1,557 $291 $691 $45 $490 $43 $428 $3 $28 $4 $3,803 $8 $2,826 $4,074 $2,452 $1,318 $1,872 $1,628 $3,965 $17,233 $9,838 21 JEU si 262 626 $690 $2,285 Annual Totals $23,576 $17,339 $16,754 $13,097 $14,883 $33,609 $49,317 N CA a J o %1 n OPERATING EXPENDITURES - ALL FUNDS ACCL Fviu.Ti. Code Avivhy 0100 1 0200 0310 1 0500 0600 1 1800 2300 2700 Council I Clerk jFCityMgr. I Cil Anv. I Admin. Svc. 1 I Police I Firuman a 1 Planniu 7000 SALARIES.MISC. 124,670 294,798361.026 2,335.469 3.057,152 40015 671,913 -7U]-U SALARIES-SAFETY _ - - -_ - _ - ........ . ..........._.-.-_-_ _ _ - 12$1.-- - __...,......_,..._ _......____........_.._._.__.._ -- _._- - - - - - -- ....___.._......... -, -_ 131,923 _ ... 12.000 -, 7.828,499 TiJ X24 556.164 141,758 -.- .__._._.__.815,277........ __ 111,500 552.075 - 72,7 " - 7020 SALARIES-PERM PART TIME 7 30 SALARIES.TEMPORARY .... _._- 7 OVERTIME MIsc. 704 1 OVERTIME, SAFETY _. 7042 OVERTIME PLANNED _ .......... ..._ _ ___._.._..___.. _ _ _945 1,144,088 -- 7043 OVERTIME VACATION RELIEP� 7044 OVERTIME UNCONTROLLED _ ................_._..y87.010... - ... 7050 DIVE PAY - ..... .. ....... -- - - - _ _ 8,100 - 7059 ONE MAN PACKER PAY 7060 SPECIAL ASSIGNMENT PAY ............. _ _ ...._ _ _ ............ ....._ .. _ _ _ .._......_._... _ '_...._. - -._ -_- - _ - _ - - 47,009 _ 14.450 38,000 26.400 _ - 706 NIGHT DIFF.. MISC. 100 7064 HA2 MAT PAY 7070 - SCHOLASTICc ACMEVEMerrr � - -� - � - - - - _ 230,976 100,842 179,160 - 7072 HOLIDAY PAY. MISC. 7074 OL HIDAY PAY, SAFETY - _ - __ - - -.- _..._- .. -_ - - 342.609 - - 7080 CALLBACKPAT _ 7084 MASTER OFFICER 1ERMMATION PAY, MIST. 7086 TERMINATIONPAY.SAFETY 7088 SALARY SVINGS VER PAY 7099 SALARY SAVINGS __. �... _.. 72,000 - -' - _28,1$5 - _- ��- ��125 _ ...... -- 8,044 726 - -- 342 �-- �_._____ _ -- 16.089 1,633 �-- �666�� - - 20,111 1,995 -� 783____ (37000) -_ 180,997 15,967 6,561 (124.120) _ 840,631_ -- _75,660 73.966 _ - - - - -- 474,615 _ 43,546 ........ - - - _ 48,266 .. 4,355 2,007 7100 COUNCILALLOWANCFS 7210 HEALTIUDENTALIVISION 7220 HEALTH INSURANCE 7225 RETIREEINSURANCE 7290 ulTS wsuaANCE -_ �- _�-- _ 7320 DISABILITY INSURANCE 7370- WORRERS' COMP, MISC. - -- - ---- __.-- __.._ --- - 1,1222,356 -_ -1,761 - 3,776 - -__ 3,249 4,625 17.232 _- 40,843 88,366 39,207 49%942__ ___20,448 59,835 65.247 253,690 6.012 9,490 7371 WORKERS'COMP. SAFETY ._.. 7373 COMPENSATED ABSENCES - 4,195 1,305 9,384 6,079 � 4,275 � 22,169 __ 6,583 � �_ 3,51 27,174 __ 76,067 � 26,472 162,737- 28%273 85.158 230.745 125,504 28.426 30,339 29,522 6,136 55,760 7679 PERS EMPLOYEE CONTRIBUTION 7440 PERS EMPLOYER CONTRIBUTION 7441 PERS EMPLOYER CONTRIB. SAFETY - _ _...___...___.- - 6,838 - 16.170 .__.___. - ..._....._.. - 19,802 �� ... - I22�246 - 165,565 -_. 790,637 SOL341 - - - -_�� 22,108��`40,633 623.269 636,067 - - 442 PERS EMPLOVEECONTRIB.SAFETY 7460 RETIREMENT PART TIMWEMP - 481 - - _._.__._........,.....-- - -L727 20,856 _ 35,874 - - - -- SUBTOTAL SALARIES &BENEFITS 100.280 171.682 368.031 448,859 3.048261 17,268.055 11,978,894 949,776 8010 ADVERTISING. PUBLIC RELATIONS 25,000 6,000 11,500 19,410 3.000 2,000 -W26 8022 802TspuIPMFNT AUTOMOTIVESERVICE EQUIPMENTMAV47ENANCe - - - - - - -- - - 2.000 2.590 - 3,571 - _--- _- - 2,000 - -2,SOD ...._.- 4.150 __- 19,952 - -- 21,135 l 7,300 41,033 130.589 355,483.. ______.475,193 _2,415 2,214 REPLACEMENT ---- 8030 MAINT. &REPAIR- EQVIPNENr - 8050 POSTAGEFREIGHT,ESPRESS NOC SW PUBLICATIONSADUESNGC - -- - -- 150- ......_......_. 300 ..._...........1,800......... _ -- 14,500 150 _- -275 S,SfID _250 .._800....._- ----- - `'2,OO6 ...3,500 _ 1,600 169.750 32.500 _____ 6,687 26,316 t}1,000 40.060____.,.._' ______ _ 17,461 149.185 - - - -- 55,770 4.50 5,597 15,300 - - -- 12,000 --- '7.500' 2,550 7,250 8070 RENTAUPRGP A EQUIPMENT NOC _ 8076 SERVICES-ACCOUNTING ..8077 SERVICES.ALDIT._ -_ -- ....... .. _.. - _....._ .. 46,000 ................ 43,000 ______ .._... 25.000 __ 25,000 .. .. .- .40,000 107,900 _. 336,233 - 568,139 - 50,942 SO80 SERVICES- PROF. &TECH NOC 8091 8100 SERVICES - COMPUTER CONSULT TRAINING L'ONCS - 4,476 9,000 - - -1,000 - --------- . 5,000 3,000 _ 7,000 � - -_ - -- __ 12,650__ � 25,800 13,000 _ _ 5,520 �� - BO;i25 39,490 18,300 6,000 4,000 8105 TRAINING 8106 TRAINING. POST 8107 TRAINING. CITY WIDE ._..___.._ . ... ... ... ... _....._ .... -.. .... ........_.... - 22.000 - - -- 81,724 _ 'BI10 ununES NOC 300 135,000 1.500 147,700 10,000 8112 UTILITIES TELEPHONE -_ 8114 UTILITIES -NATO - - - - - - ______._.__._�_..._.. - - 83,600 . 2,000 ELECTRICITY 8116 UTILITIES - ELECTRICITY -- - � I,OOD - -_ -- - 10,800 '12,357 - -- 3,725 - - -- -- _ - 2,5011 -_ -- - 49.900-- 97,500 5.375 �� -�_ -- 42,000 21,070 18,830 - _ 11,500 SIIB VTIUnES-wATER _ - -- _ -- 8140 SUPPII6S- OPt•TCE NOC 8141 SUPPLIES - COMPUTER SOFTWARE_ - - - - -- - 32,000 18.000 8142 SuPPLIFS�MPIJTER - - 8144 SUPPLIES -COPY MACHINE EXPENSES 8145 SUPPIIESAUTO PARTSSRM - - - ... ..........._ .. - .-- -- -- -8,000 IOD _ 2,000 - 9,450 - 148 sueruES- cHKSmuvacESlvoRn /s 8150 SUPPLIES.IANrFOR1AL NOC 8160 MALNT- LANDI1RMATER[ALS NOC 8164 MAINT4ANGATtON 50 3,100 10,000 30,576 1,000 FAIRNTS 8165 MAMT4RRIGATION REPAIR - - _._... .. - .......... L .. _... ... ...... _ .... 8166 MAINT -STORM DRAINS 8168 MAMT.PIERS &FLOATS _...___. _...__..____._..__..._.._..__ .... C ....._.._____...._._.._........ .. - . ................._....- ' 8170 MA - BEACHCLEANING _._ 8172 MA .BRmGFS jvjZ5Z77T __............. ......_..__.. _.. .....L_... HI73 MAINRBLDGIPLYGRND EQ REPAIR MALNT- BLDGTLCONTROL ..__ ___.- _ _ _.- ..__.- .___- .........:. ... ._.. ..._.'......._ -_ 8178 MAIN T-HELICOPTER . ..................__._._.._- - ._- ___.._...._........... _.... ... .. _....._ ......__....._...__....__._.__. - - 8180 MALNT- OUTSIDE LABOR ..._ . _ .... _8181 MAINT-COMPUTER SOFTWARE 8182 MMNTLTJMPNER HARDWARE TES NOC B�sPeaALDEPr.SVPPLIESNOC ....._....._._.__...3.000_ - - - - - - ..-- - ...,.,,._____.__ - - .- _.11,000 - - ..............46.050__......_ 50,900 39,325 .90.761.... - . 255.940 - - ........5.500 2 COMPUTER SUPPLIES UNIFORM EXPENSE _ - __...._._..______ - .- __- ..._ ...................... - __.....�..�._._. - - 2 n 0 2900 3100 4000 5000 6010 6100 Total Activity/Function Building General Svc. Comm. Sva Public Works Ins. Reserve E ui . ISF 1.095,969 4.117.632 1.94$.407 3,714,906 709,652 18,822,908 SALARIES.MISC. - 14.112,322 SALARIES-SAFETY 1,849.874 SALARIES PERM PART TIME.. - ........ 9.308 - 72,674 - 594,694 327,679 234,132__ - _ - _ 24,24 - 1.142.956 SALARIES-TEMPORARY ..... " ...... ........_.22$.4 ____. _ __-- _5��.. -.. _..__.- 17.400 432.1 _ OVERTIME. MISC. 552,075 OyeRTtME SAFELY _ 96,945 PLANNED 1,144,088 DVERTIME. UNCONTROLLED 287,010 pVERT1AIE UNCONTROLLED 8,100 DIVE PAY 25,000 ONEMANPACKERPAY --- _ - - - - 25,000 14,4$0 SPECIAL ASSIGNMFJTf PAY ......_._..._. . ............... ..... . ... "... ....... __._... - 85,109 NI DIF..MISC. 26400 HA2 MAT PAY 410,136 SCHOLASTIC ACHIEVEMENT 100,842 HOLIDAY PAY. WSC. 2,609 HOLIDAY PAY, SAFETY - _. 6,500 - - 42.500 - - _ 3 49,300 CALLBACKPAY 604,000 MASTER OFFICER - - - - 301,173 ;MV -___ - 301,17 TERMINATION PAY, MIW 22,928 - 22,928 TERMNATION PAY, SAFETY 275,899 PAID F'LEX;9PILLOVER PAY 275.899 .........:... _ .- - _ - (161,120 SALARY SAVINGS .__ 72,000 COUNCIL ALLOWANCES ,650.603 HEALTWDElTAVVISION 430,371 180,997 301,662-- - - " 68,377 - - - - ZbL133 HEALTH INSURANCE REnRFEINSURANCE 102.567 LIFE INSURANCE _._..._.._.- .- .._.._....16 7,479 39_010 16,511 27,760 - ,169240.771 3,330 - - -._._ 13,887 -_ -6,300 __- 11,754 -- 2.394 8.765 32,139 117 81 30300 - _ _ 5,797 69457 mSABIUTYINSUBANCE 25,261 - 282,639 - 42,427 - 164,318 - - - 48,034 - _ -' "727.627 WORKERS' COMP, MISC. 53.672 WORKERS'COMP, SAFETY 28.750 COMPPNSATEDABSENCES 26.556 121,556 58,243 101,128 - 20,644 6,067 81.741 30,951 306,640 33,540 156.929 25,069 275,781 - - 3,574 53,531 254,483 MEDICARE Fnwcrs L41TY16 PERS EMPLOYEE CONTRIBUTION 1,03(,712 PERS EMPLOYER CONTRBUTION 1,413.906 PERS EMPLOYER MNTRIB. SAFETY 1.437,408 PERS EMPLOYEE CONTRB. SAFETY 99.998 RETIREMENT PART TIMEITEMP 59.565 223,451 114.356 200,964 39,013 _ 349 2,725 29.475 8,411 - -- 1,394.394 5.930 576 3.524 239 5206,685 600,000 992,915 52.032.647 SUBTOTAL SALARIES & BENEFITS 3,1100 45.100 5,000 120,010 ADVERTISING. PUBLIC RELATIONS -3C3,1 J AUTOMOTIVESERVICE _ X000 I} 7�9D(l-- SJ,9U0 3,500 28.789 21.614 668.890 585,366 __ 28,536 200,960 30,65 289,651_... _ - 17,555 .. - 6 3 ___ 1330,821 EOUIPMENTMMNTENANC _ 1,899TM EQUIPMENT REPLACEMENT 1370 MMI .QRUMR.EQVIPMENT _ _ 201,550 PO_STAGE.FREIrM.EXPRPSS NOC 72,230 PUBLICATIONS & DUES NOC 268,799 RENTaucaOP& EQUIPMENT NOC_ 19.000 28,950 8.50 1 ,200 7,500 2,000 400 50.250 58,000 - - -- - - 1,700 - I,l I3'........___...5'895... -.. _.... 9,400 -__ - - 2,800 2,550 14,950 18,750 31,000 - ......... ..f....... ...._ ......:..... ............ .... .:........._.. :. _ ......... -. .. _ 25,000 SERVICES - ACCOUNTING 40,000 SERVICFAAUOR 3,054,420 SERVICES-PROF. &TECH NOC 13.000 TRAVE &MEETI GS CONSULT -107,216 TRAVEL &MEETmGS 186.575 TRAINING _ 80.000 799,745 735,461 253,000 _ _ .__9,000 �_ - -- 3,000_ - - -- 2,850 7,05010,500 -..- - 6.700 ___ B,IXb 2,850 10,700 19,800 - 5,010 _..- .__....- _.._._ - - - - " _- 81,724 TRAINING,POST _- 22,000 TRAIIPIG,CRY WIDE _1,468,284 UTILITIESNor _ - 83,600 UTILTIIES TELEPHONE 2.000 UTILITIES- NANRAL GAS _ _ 12,000 115,000 _ _25_2,784 ___ 776,000 - 18,000 __ 421,259_._.. 36, 453 .........._...3.794 ......... _,_ - _ _ 97,500 UTILITIES-EfECTRICfI'Y- _ 500,307 uTILTnEs wATER 5,000 3,400 39,650 14,900 - - - - -_ 203,205 SU TUES -OFMCE NOC _L__... .'. _.. .'. ....... _ 32.000 SUPPLJESLOMPUTER SOFTWARE 18,000 SUPPIJESCOMPUTEft 18,000 SUPPtJES-COPY MACHINE _ - - - _ _ _ 360,000 - - 36D.000 SUPPLIES -AUTO PARTS EXPENSES $,000 SUPPIJFSCHKS/DIVOICFSRRJAMS - - 40,000 -- 34,950 _.... .. 10,800 10, 500 ..500 165,900 - 68.850 RI SUPPUMANITOALNOC 256.076 MAIM.& REPAIR MATERIALS NOC 00 MAINT-LAND IMPROVEMFWTS 200 - - 20,000 28,000 - - ._. -. -. .... _ _ 20.0110 MAWT- IRRIGATION REPAIR 28.000 MAWT- STORM_DRAINS - 1,500 9.000 - ... ....._. -_ - -. - ---- - .__ .. ...... ...... - _ 1,500 MAINT -HERS &FLOATS 9,000 MAINT -BEACH CLEANING - 200 5,000 ...... .... . .................. - ......... - - 200 MAINr�BLHDGFS&vlADUCrs ... .$.000 MAINT- BLDWLYGRND W REPAIR MA/NTTRAFMC CbNIROL __ _ 63,500 394,695 MAINT- HELICOPLER -63.500 MIN- LABOR. TCOM _ _ -.._ ... ...:...._._.- ..-- _._.- .-- ._. -.. _ .- 50. MAIM PIJTER S OF T WARE_. 39.325 MACIALDe .SU HARDWARE _ 744.591 SPECIAL DEVr.SVPPLIES NOC 26.UIXtVMFOaM _ 3� 11187 �t5 �3b0 - - - _- _28.000 - ._...... .II. _ - -_.... ..... _ 0 Total 158,178 746,917 448,681 502,635 0.000,034 21,044,579 14,470,007 1,108,665 10 OPERATING EXPENDITURES - ALL FUNDS . . AW. F t4. Code AWi 0100 1 0200 0310 Os00 0600 1800 X2300 2700.. Council Clak Cit M L Cit Alt . Admin. Svc. I Police I Fim1manne Plannin PRISONER CUSTODY EXPENSE B2 B PHOTO EXPENSE - - _ - - 5,000 50.600 8209 SHOOTING RANGE SUPPLIES - - .W 8210 S.A.LSUPPLIFS 6211 CANINE52EANIN 8212 CARPENTER SHOP SUPPLIES 8214 CARPENTER SHOP SUPPLIES - - -- "_ '_.... -- - - - - -- - " 8216 SAFETY EQUIPMENT - ..__ ..............'.__.....___. .._.._____ 6220 SIGN SHOP SUPPLIES TOA WA UPPLIES ..... _. 822 PAINTS @BAR$ .. ......] ................ . - - ....- __..._....._._ DREVICEP 8226 DEVICE PAINTS _.- _._.... 1_ ._.......___- ..._._._._._...... f...... ...__.......______..___ _. _:_ " SIGNS - ..- _8228 82D SIGN MATERIALS 8232 SIGN INSTALLATION MATERIALS 8234 DISECIICIDESMERBICOSIFVNGICO _ 8240 70015, MSTRUMENTS. ETC. - - - - -_ -- - - -- 2,750 100 4,000 25,500 ,1 42,860 14,780 8250 SPECIAL DEPT. NIBUREMENOC__ _ 8255 REIMBVRSEMENT �� _ - - - 25,000 _NfI]ON 8256 CARE RESOURCES - ._.,.:.._.....,.. _- 14,000 _. _.. ] ..... ..............:................ ..�_ 8257 SISTER CITIES 825_8 IDEA PROGRAM __. ___....... -._ -� _ 1,000 8259 EMPLOYEE RIDFSHARE PROGRAM _ _ _ _ _ _ _ 829$ IMPORTED WATER EXPENSE 8305 TMA DUES - ... ..... . ..............._. 8306 ALTERNATIVEFUELSPROGRAM _...� 8330 SERVICECNwRAN DMLN. __ 6340 GENERALINSURANCE 17 760 _ 356 - _.._...._. -676 - -- -7,474 805.474 97,536 11,878 8360 PRORTAx PEY TFS ..... ........ - ......- .. -_.- IB,011fl -.._.._.._--__..______ .__- _....__.........._......._. 1,07$ 5 ......._....__. - 8612 CLAIMS ADMINISTRATION FEES ..- 6614 BVVESITGATION FEE 8616 PPD(PERM DISABILITY BENEFITS) - 8628 TTD(TEMP BENEFITS) 8620 VRTD(VOCREHAB BENEFrt51 REHAB - 8626 WITNESS FEES " REIMBURSEMENTS 96F8 LEGAL -MILEAGE -, DEFENDANT 6630 LEGAL FFFS. DEFENDANT.. ..... .._._ -. -_ 8632 LEGALFEES.APPLICANT __............ ......' ..... ...... .......:......... ...._........ . __..- __._...__- .- _._- ..- .. -... 8634 _ C @RSETTLEMENTS 8650 RECORDS _ -r6-5y- FF.F_S _._._ .............. ... .[...... ........._f ..__.... __. ............. _ ..._.............. __._.-- _ - -. -_. _..__._..._.. ".. .. _ATTORNEY 66$4 LITIGATION AUTO BODILY INJURY Sd UTU PROP A4ERTY DMtAGE 8666 OTHER BODILY INJURY 8668 OTHER PROPERTY DAMAGE - - -- - 5672 IJABILITY PERSONAL INIURY 8702 OTHERSANJs S, SAFETY "_ _ .........._..._.._._ ..... ........... _.........._._...._.-- ._- _..._. _.._ .. ..._ 5712 CONSULTANTS - ._........ ...... _V714 8714 BRORER(CAL- SURANCE ASSOC.) 8716 SPECIALEVENTLBOND(Y - -- - - .. ............... ... �.. _ - - - ......_.. - ... .. _ ... - ...._ - - 871 PUBLIC OFFICIAL BONDS -- -- -� 6720 GENERALLLABILRY 8721 PROPERTY INSURANCE - 8722 GENERAL LIABIIfTY HEIJCOP'fER --_.. 8723 BOIIERANDMACHMERY 8724 HELICOPTER/PROPERTY 8725 OILWELLBLANKETBOND blLb GENERALIJABIMYWATERCRAFT - 8750 DISABILITY UP SUBTOTALMAINT. @OPERATION 57.898 71,935 78,650 53,776 833.773 3,622.900 2,141,048 152,189 9000 OFFICE EQUIPMENT - 3.00_0_ 2,000 - 32,500 - 64,150 24,600 5,200 9010 COMPUTER EQUIPMENT _ 9100 ROIJINGEQUIPMENT _ _ _ 9102 CONTRACTED SETUP 9104 SET UP SUPPt.fES 91 E UIPMENT RENOVATION -.. _..L_..... ....... f ................ . T.... _._....____._ -- 9200 drop EQUIPMENT _.._ ,....._ - ..__._ -__ - 3.500 -_._......_..... ......_ ... ... .............. .___ 666_6 - 80,818 - 89.093 - - 9300 EQVIPMENT.NOC .. _..._- 9400 OFFICE PURNTUREI IXTURES 300 8.656 1, SUBTOTALCAMALOUTLAY 3,300 2.000 36.000 153.624 113,693 6,700 TOTAL BEFORE DEBT SERVICE 158,178 246,917 448,681 502,635 3.968,034 21.044,579 14,233,635 1,108.665 9903. DEBT SERVICE EXPENDITURE ADIUSTMENTFORTRANSFERS _-_ - - 40.000 - 236,372 - _ Total 158,178 746,917 448,681 502,635 0.000,034 21,044,579 14,470,007 1,108,665 10 1,594,127 11,189,755 6,141,239 19,169295 3,410,481 3,614,414 80,086,012 11 2900 3100 1 4000 1 5000 1 6010 1 6100 101al Activity/Function BuDdin General Svc. I COMM. Svc I Public Works I InS. ReSeNe I bqu3p. LSF PRISONER CUSrOOY EXPENSE 25,000 Morro EXPENSE SNOOTWG RANGE SUPPLIES 5000 7,550 S.w.A.T, SUPPLIES 11,190 CANWECLEANI S _ - F_ 20,000 - ----- - --- - - 201000 STRF.Et CLEANING EXPENSE ---- - - - - -- 1,750 - -------- - - - - -_ - -- 1,750 CARPENTER SHOP SUPPLIES ___._. 5.0170 SAFEI E UIPMERF - 5'00c -.._. .. ....__ ...__.- - _ - 7,000 7.OW SIGNSHOPSUFPLIES 13.300 TRAFITC SUPPLIES -... 27,000 ROADWAY PAWTS &BARS..._ - - 27,000 - 500. ......_.._.. - - _ -_ - - _. $00 8.0110 DEVICE PAwTS - 81000 __......... _._... __._ - SIGNS _ ]0,000 10,000 SIGNMATERIAIS 8,700 SIGN INSFALLAMON MATERIALS 8,0110 INSECTCIDES/IB:RBICDS/FUNGICD 29.200 TOOIS.INSTRUMENTS, EM. - 8,700 - - - - - 8,000 - -- 9,700 8,000 2.500 - 1,662,340 507.356 _ 140,000 - 22,000 2,414,936 SPECIAL DEPT. EXPENSE NOC _ _ 25,000 TUITION REN/BURSE_MENT _ _ ]4,DW RESOUR FS 3,.410 SISTER CRIES 1.000 IDEA PROGRAM - - 3,(100 _ _ _- - _ - - - ...._._. - - - - - - 10,000 8500,000 _ - - _ - - 10,000 EMPLOYEE RIDESHARE PROGRAM 8.000,1700 IMPORTEDwATER EXPENSE TMA DUES - ALTERNATIVE WELS PROGRAM - 1.367,000 SERVICE ARREN E ..,. 1.767,280 G OPTTAT TAXES _ 19,075 PRGPFxrY rnxPs 273,500 CLAIMSA- WNISTRAMON FEES -_ -- - - - - - -- -1,367,000 _- - __ 4,080, 1111 391,539, 36,239 - - 42,332 _ - - - 85,000 188.500 - ... _.. .. r ... .. - f. ... _..... - 151000 -. .. - ._ 15.000 INVESTIGATION FEE... 160 ,000 -- PPD07EMPDI5ABITYBENEFITS) 175,000 TTD (TEMP DISABILLITY BENEFTISI .. 55,o00 WrNE S F EFJiAB BFNEFlTSI S. MILEAGE FEFS S. REIMBURSEMENTS - 175.000 ......_.... .... .. f......_._ - 55.000 , - - - - - 2,500 - - - - $,000 - ................ f....... .. f... [....._..__ 120,000........... _ 12�OQO _MILEAGE LEGAL FEES. DEFENDANT 5 000 IEGALFM APPLICANT _. 300 C LEMENTS 250 RECORDS CORDS 256 ATTORNEY FEES _. ._ 150,OW 17500 AUTO BODILY INJURY , 22, AUTO PROPERTY DAMAGE 300,000 OTHER BODILY w1URY 25,000 OTNE0. P0.0PERTY DAMAGE 20,000 LIABIIffV- PERSONAL WIURY. -_- _.... ._50,000 OTHERSERVICES,SAFEIY 20,000 CONSULTANTS - - - - 300_._000 - - - - - 250 - ... ....... _..._..._.. -. -- 1156 -000 - _ - ............. .. .:.. - - - - 150,000 _- - - - - --- 17,500 22.11170 -- -_- --..___-...- .._._- ____ .................... C .........._.._. -�, /,-µ J25.VN�_ 25,000 - - - - - 20,000 - ._.._._ -5.000 - - - - - - - - - 2.000 10,000 _ 10, BROKER(CAL- SURANCEASSOC_) - 61,331 SPECIAL EVENT LIABIMY - - -- - - 61,331 - . -. - .__...___.__......- - - ._...... .. 1...._ - - 3,0(10 370,048 ... .... _ - - .000 PU9LIC OFFlCIAL BONDS _ 370,048 GENERAL LIABILITY 148,328 PROPERTY INSURANCE 148,328 65,508 4,342 __......._ - 65.8 GENERALLIABILFTYHELICOPTER 4.3L42- BOILER AND MACHINERY 16,520 TY LWELL 16,520 360 _ _ B.R/ NIU51F OI 360 OIL. WELL BLANKET BOND - - - - 19,058 - 19.058 GENERAL LIABILITY WATERCRAFT 286,236 DISABIL EXP - - - - - 286,236 - 199,733 5,245,104 2.029,315 12,210,289 2,810,481 599,749 30,106,840 SUBTOTAL M SO 975 13,500 81.775 OFFICE E UlPMENT 75.350 OMPUTER 3,950 _ _ _ _ 1,530,950 ' UrPME l` 1,530,9 ROLLING EQIBPMENT 8,000 CONTRACFED SET UP _ ... -. 81000 7300 30000 3. U SETUPSUPPLIES 30,000 EQUIPMENT RENOVATION ...... __._....._...._.._..... - _ 2,300 - ....- _._- ____........ 3,500 .24.400... -. - -- ....8,300 2,000 _ 15.300 SHOP E WPMINT 198.611 EQVIPMENr,NOC 2600 4,500 4.000 21.556 OFFICE FURNITVRMM1 URES 14.075 45.900 1.589.750 1.965,042 SUBTOTALCAPITAL 1.594.127 11,189.755 5,553.554 17,462,874 3.410,481 3,182,414. 84.104.529 - - 587.685 1,706.421 - 432,000 3,002.478 DEBTSERVICEEXPENDITURE .. ..__ (7.020.995) ADIUSTMEM FOR TRANSFERS 1,594,127 11,189,755 6,141,239 19,169295 3,410,481 3,614,414 80,086,012 11 ■ F:IH0MEIBUDGET971BUDFDBA2.XLS 4:29 PM 06/27/96 i SUMMARY OF ESTIMATED 1.995 -96 YEAR END FUND BALANCES i Estimated Estimated ■ Fund Balance Revenue Transfers Fund /Account 07101/95 _. .. 1.996 -96 In ■ General Fund 0 63,589,747 10,038,268 i Stabilization 2,333,765 2,087,264 Appropriation Reserve 0 Reserve for Inventories 198,441 Reserve for Encumbrances 2,341,378 2,655,191 Reserve for Capital Projects 0 1,166,325 i Reserve for Radio System 320,000 Tennis 132,512 Surfboard 12,164 Senior Citizen Site 1,376 i Park Fees 1,258,158 600,000 ■ Off Street Parking 1,686,453 250,000 ■ Ackerman Donation Fund 38,602 185,000 ■ CDBG Fund 0 768,790 Appropriations Reserve 0 ■ AQMD Fund 230,567 80,000 ' ■ NAF Fund 320,996 155,499 r State Gas Tax Fund 0 1,334,450 1,988,708 Appropriations Reserve 3,953,219 ■ Reserve for Encumbrances 328,845 904,007 Reserve for Capital Projects 0 695,000 i OC Combined Trans Funding Prog 0 5,315,919 1,077,006 Appropriation Reserve 469,377 Reserve for Encumbrances 607,629 1,187,247 Reserve for Capital Projects 0 1,215,000 Tide and Submerged Land Fund 0 5,724,695 57,451 Appropriations Reserve 0 Reserve for Encumbrances 57,451 49,778 Reserve for Capital Projects 0 250,000 Contributions Fund 0 5,003,239 0 ■ Appropriations Reserve - 499,776 3,353,361 Reserve for Encumbrances 0 419,116 Reserve for Capital Projects 0 w i 12 ■ ■ r r r i i ■ ■ i ■ ■ F:IHOMESUDGET971BUDFDBA2.XLS 4:29 PM 08127196 250,000 3,772,477 0 1,230,762 0 2,853,585 419,116 0 13 Estimated Estimated Estimated Budget Capital Year End Transfers : Expenditures Improvements Fund Balance' Out 1995 -96 1995 -96 1995 -96 6,758,780 62,731,315 4,137,920 0 0 4,421,029 0 198,441 2, 341,378 2,655,191 1,166,325 320,000 132,512 12,164 1,376 1,400,736 457,422 75,000 1,861,453 0 185,000 0 38,602 48,900 0 719,890 0 0 30,000 0 280,567 476,495 0 0 1,695,007 0 1,628,151 0 1,659,863 2,293,356 328,845 904,007 695,000 2,488,247 0 4,151,753 - 247,075 469,377 0 607,629 1,187,247 1,215,000 4,781,297 678,899 321,950 0 0 57,451 49,778 250,000 3,772,477 0 1,230,762 0 2,853,585 419,116 0 13 F:VH0MEIBUDGET97ABUDFDBA2.XLS 4:29 PM 06127/96 SUMMARY OF ESTIMATED 1995 -96 YEAR END`FUND`BALANCES 0 Estimated Estimated ' Appropriations Reserve -6,370 Fund Balance Revenue Transfers Fund / Account 07101/95 1995 -96 In.. Circulation and Transportation Fund 0 205,000 2,488,070 Appropriations Reserve 7,003,696 Appropriation Reserve Reserve for Encumbrances 82,019 30,000 Reserve for Capital Projects 0 1,989,311 Building Excise Tax Fund 0 337,347 Reserve for Sewers Appropriations Reserve -6,370 Reserve for Encumbrances 224,301 Reserve for Encumbrances 0 0 141,936 Reserve for Capital Projects 0 72,082,692 54,000 Capital Improvement Fund 0 0 Appropriation Reserve 1,100,000 CIOSA Fund 0 9,624,200 Appropriations Reserve 0 703,199 Reserve for Encumbrances 0 4,495,390 Reserve for Capital Projects 0 1,600,000 Equipment Fund 0 Equipment Maintenance 0 1,656,192 29,114 Equipment Replacement 698,975 2,139,354 Water Enterprise Fund 0 14,639,800 23,566,527 Future Water Sources 1,330,500 100,000 Water Quality 2,200,000 200,000 Water Wells & Transmission 3,990,000 1,000,000 Reserve for Encumbrances 420,490 753,454 Water System Development 18,102,018 Reserve for Capital Projects 0 5,495,975 Cannery Village Enterprise Fund - 561,822 75,000 Wastewater Enterprise Fund 0 1,831,200 749,131 Reserve for Sewers 1,793,195 150,000 Reserve for Encumbrances 224,301 245,765 Reserve for Capital Projects 0 297,098 TOTAL 50,068,159 112,665,432 72,082,692 14 ■ i ■ r ■ ■ s r r s ■ ■ ■ ■ i ■ s i ■ S ■ ■ ■ ■ ■ s F:IHOMEIBUDGET971BUDFDBA2.XLS 4:29 PM 08127196 Estimated Estimated Estimated Budget Capital Year End Transfers . Expenditures Improvements Fund Balance Out 1995 -96 1995 -96 1995 -96 2,019,311 0 673,759 0 2,406,051 154,114 4,597,645 82,019 889,715 30,000 13,423,758 17,233,140 1,989,311 324,671 0 75,624 - 62,948 1,430, 500 356,127 -6,370 2,043,873 141,936 54,000 420,480 0 0 0 1,100,000 17,799,920 0 6,798,589 2,825,611 0 703,199 0 4,495,390 - 586,822 692,863 1,600,000 0 125,000 1,560,306 0 0 154,114 1,794,500 0 889,715 7, 549,429 13,423,758 17,233,140 0 1,430, 500 356,127 2,043,873 4,990,000 0 420,480 753,464 17,799,920 302,098 5,495,975 0 0 - 586,822 692,863 1,197,731 689,737 0 524,830 1,418,365 224,301 245,765 297,098 72,082,692 82,048,004 33,688,297 46,997,290 15 F:IHOMEIBUDGET9TBUDFDBA2.XLS 3:02 PM 08128/96 SUMMARY OF ESTIMATED 1996-97 YEAR END FUND BALANCES Estimated Estimated Fund Balance Revenue Transfers Fund / Account 07/01196 1996.97 In General Fund Stabilization Appropriation Reserve Reserve for Inventories Reserve for Encumbrances Reserve for Capital Projects Reserve for Radio System Tennis Surfboard Senior Citizen Site Park Fees Off Street Parking Ackerman Donation Fund CDBG Fund Appropriations Reserve AQMD Fund NAF Fund State Gas Tax Fund Appropriations Reserve Reserve for Encumbrances Reserve for Capital Projects OC Combined Trans Funding Frog Appropriation Reserve Reserve for Encumbrances Reserve for Capital Projects Tide and Submerged Land Fund Appropriation Reserve Reserve for Encumbrances Reserve for Capital Projects Contributions Fund Appropriations Reserve Reserve for Encumbrances Reserve for Capital Projects 16 0 4,421,029 0 198,441 2,655,191 1,166, 325 320,000 132,512 12,164 1,376 457,422 1,861,453 38,602 0 0 280,567 0 0 2,293,356 904,007 695,000 - 247,075 0 1,187,247 1,215,000 0 0 49,778 250,000 0 2,853,585 419,116 0 63,787,178 185,000 582,900 80,000 125,000 1,334,450 12,519,188 5,717,349 8,189, 546 8,309,408 500,000 100,000 250,000 1,599,006 48,450 2,402,247 424,851 299,778 419,116 ■ ■ ■ i ■ ■ ■ ■ ■ s ■ ■ i i r i FAHOMEIBUDGET971BUDFDBA2.XL5 3:02 PM 06128196 Estimated Estimated Estimated Budget Capital.::. Year End Transfers, Expenditures Improvements. Fund Balance .. Out .:,. 1996 -97 1996 -97. ;: .1996 -97: 850,000 64,798,795 6,447,791 0 0 4,921, 029 0 198,441 2,655,191 0 454,274 712,051 320,000 132,512 12,164 1,376 124,662 432,760 75,000 2,036,453 0 185,000 38,602 48,900 0 534,000 0 0 30,000 34,000 296,567 119,028 0 5,972 144,450 0 2,789,006 0 2,341,806 904,006 1 695,000 0 510,851 0 14,163,509 0 424,851 1,187,247 0 1,215,000 0 4,409,381 1,208,408 399,338 0 0 49,778 0 250,000 0 0 8,606,662 0 2,853,585 419,116 0 0 0 17 F:IH0MEIBUDGET971BUDFDBA2.XL5 3:02 PM 08/28196 SUMMARY OF ESTIMATED 1996 -97 YEAREND FUND BALANGES Estimated Estimated Fund Balance Revenue . Transfers Fund I Account 07/01196 1996 -97 In Circulation and Transportation Fund 0 725,000 3,789,823 Appropriations Reserve 4,597,645 Reserve for Encumbrances 30,000 Reserve for Capital Projects 1,989,311 Building Excise Tax Fund - 62,948 284,000 195,936 Appropriations Reserve -6,370 61,052 Reserve for Encumbrances 141,936 Water Enterprise Fund Reserve for Capital Projects 54,000 11,225,183 Capital Improvement Fund 0 0 Appropriation Reserve 0 2,043,873 CIOSA Fund 0 4,074,369 6,095,390 Appropriation Reserve 703,199 1,600,000 Reserve for Encumbrances 4,495,390 Reserve for Capital Projects 1,600,000 302,098 Equipment Fund Equipment Maintenance 0 1,721,820 Equipment Replacement 889,715 2,171,636 27,056 Water Enterprise Fund 0 15,241,800 11,225,183 Future Water Sources 1,430,500 100,000 Water Quality 2,043,873 200,000 Water Wells & Transmission 0 1,000,000 Reserve for Encumbrances 753,464 Water System Development 302,098 Reserve for Capital Projects 5,495,975 Cannery Village Enterprise Fund - 586,822 80,000 Wastewater Enterprise Fund 0 2,356,000 2,111,228 Reserve for Sewers 1,418,365 150,000 Reserve for Encumbrances 245,765 Reserve for Capital Projects 297,098 TOTAL 46,997,290 119,175,235 40,908,524 V ■ s ■ i ■ ■ f s ■ i ■ ■ ■ ■ ■ s s i S s S F:IHOMEIBUDGET9Tt8UDFD8A2.XLS 3:02 PM 08128196 Estimated Estimated Estimated Budget Capital.: Year End . Transfers- Expenditures Improvements Fund .Balance;.. Out 1996 -97 1996 -97 1996 -97 . . 1,770, 512 30,000 1,989,311 141,052 141,936 54,000 0 1,600,000 4,495,390 1,600, 000 0 4,514,823 0 0 2,827,133 125,000 0 110,000 0 0 275,936 0 10,590,964 54,682 1,429,773 0 0 0 0 0 0 8,569,759 0 2,303,199 753,464 0 0 152,056 1,571,164 0 -1,400 125,000 2,043,250 110,000 810,157 1,300,000 13,848,854 10,590,964 727,165 1,429,773 100,727 2,243,873 0 1,000,000 0 753,464 0 302,098 0 5,495,975 0 0 0 - 506,822 150,000 1,334,889 2,530,765 451,574 1,568,365 0 245,765 0 297,098 0 40,908,524 85,143,368 59,534,553 21,494,584 19 �mn.n :r/...•.r��rara� �,�rrrv�r>:r. 1996-97 FUND TRANSFERS - ALL FUNDS: General Fund General Fund Transfer In (From): Transfer Out (To): Stabilization $ 500,000 General Fund - Stabilization $ 500,000 Gas Tax Fund 96,000 Park Fees 100,000 Measure M Fund 86,000 Reserve for Encumbrances 2,655,191 Ackerman Fund - Reserve for Capital Projects 454,274 Tidelands Fund 4,409,381 Park Fees 124,662 Building Excist Tax Fund 80,000 Off Street Parking 325,000 CDBG Fund 48,900 Total Transfer Out $ 4,159,127 AQMD Fund 30,000 Equipment Maintenance Fund 250,000 Park Fees 100,000 Off Street Parking 325,000 Reserve for Encumbrances 2,655,191 Reserve for Capital Projects 454,274 Park Fees 124,662 Total Transfers In $ 9,159,408 Ackerman Fund Ackerman Fund Transfer In (From): Transfer Out (To): General Fund - Library Equip. General Fund - Scholarship Total Transfers In $ Total Transfers Out $ CDBG Fund CDBG Fund Transfer In (From): Transfer Out (To): General Fund $ 48,900 Total Transfers In $ Total Transfers Out $ 48,900 AQMD Fund AQMD Fund Transfer In (From): Transfer Out (To): General Fund $ 30,000 Total Transfers In $ Total Transfers Out $ 30,000 State Gas Tax Fund State Gas Tax Fund Transfer In (From): Transfer Out (To): Reserve for Encumbrances $ 904,006 General Fund $ 96,000 Reserve for Capital Projects 695,000 Appropriation Reserve 48,450 Appropriation Reserve 48,450 Fund Balance 1,599,006 Total Transfers In $ 1,647,456 Total Transfers Out $ 1,743,456 20 F111r1TRA NI YI C d•iF PM nRI971OR 19.96 -97 FUND TRANSFERS -ALL FUNDS OC Combined Trans. Fund Transfer In (From): Reserve for Encumbrances Reserve for Capital Projects Appropriation Reserve Total Transfers In Tidelands Fund Transfer In (From): Reserve for Encumbrance Reserve for Capital Projects Total Transfers In Contribution Fund Transfer In (From): Reserve for Encumbrance Reserve for Capital Projects Total Transfers In Circulation Fund Transfer In (From): Appropriation Reserve Reserve for Encumbrances Reserve for Capital Projects Total Transfers In Building Excise Tax Fund Transfer in (From): Reserve for Encumbrances. Reserve for Capital Projects Fund Balance Total Transfers In CIOSA Fund Transfer In (From): Reserve for Encumbrance Reserve for Capital Projects Fund Balance Total Transfers In $ 419,116 $ 1,770,512 30,000 1,989,311 $ 3,789,823 $ 141,936 54,000 61,052 $ 256,988 $ 4,495,390 1,600,000 1,600,000 $ 7,695,390 $ 86,000 424,851 2,402,247 $ 2,913,098 $ 4,409,381 299,778 $ 4,709,159 $ 419,116 Total Transfers Out $ 419,116 Circulation Fund Transfer Out (To): Fund Balance $ 3,789,823 Total Transfers Out O.C. Combined Trans. Fund 3,789,823 Transfer Out (To): $ 1,187,247 General Fund 1,215,000 Appropriation Reserve 424,851 Fund Balance $ 2,827,098 Total Transfers Out $ 419,116 $ 1,770,512 30,000 1,989,311 $ 3,789,823 $ 141,936 54,000 61,052 $ 256,988 $ 4,495,390 1,600,000 1,600,000 $ 7,695,390 $ 86,000 424,851 2,402,247 $ 2,913,098 $ 4,409,381 299,778 $ 4,709,159 $ 419,116 Total Transfers Out $ 419,116 Circulation Fund Transfer Out (To): Fund Balance $ 3,789,823 Total Transfers Out Tidelands Fund 3,789,823 Transfer Out (To): $ 49,778 General Fund 250,000 Fund Balance $ 299,778 Total Transfers Out General Fund Contributions Fund 80,000 Transfer Out (To): $ 419,116 Fund Balance $ 419,116 $ 1,770,512 30,000 1,989,311 $ 3,789,823 $ 141,936 54,000 61,052 $ 256,988 $ 4,495,390 1,600,000 1,600,000 $ 7,695,390 $ 86,000 424,851 2,402,247 $ 2,913,098 $ 4,409,381 299,778 $ 4,709,159 $ 419,116 Total Transfers Out $ 419,116 Circulation Fund Transfer Out (To): Fund Balance $ 3,789,823 Total Transfers Out $ 3,789,823 Building Excise Tax Fund Transfer Out (To): General Fund $ 80,000 Appropriation Reserve 61,052 Fund Balance 195,936 Total Transfers Out $ 336,988 CIOSA Fund Transfer Out (To): Fund Balance $ 6,095,390 Appropriation Reserve 1,600,000 Total Transfers Out $ 7,695,390 21 1.11I1L: F \d G 1:t �`� YtC19l��IlAY) /L•I. 1 TRANSFERS - ALL FUNDS Equipment Fund Equipment Fund Transfer In (From): Transfer Out (To): Appropriation Reserve $ 27,056 General Fund Overhead $ 125,000 General Fund Overhead 125,000 Appropriation Reserve 27,056 Total Transfers In $ 27,056 Total Transfers Out $ 277,056 Water Fund Water Fund Transfer In (From): Transfer Out (To): Future Water Sources $ 1,429,773 Future Water Sources $ 100,000 Water Quality 2,243,873 Water Quality 200,000 Water Wells & Transmission 1,000,000 Water Wells 1,000,000 Reserve for Encumbrances 753,464 Fund Balance 11,225,183 Water System Development 302,098 Reserve for Capital Projects 5,495,975 Future Water Sources 100,000 Water Quality 200,000 Water Wells R Transmission 1,000,000 Total Transfers In $ 12,525,183 Total Transfers Out $ 12,525,183 Sewer Fund Sewer Fund Transfer In (From): Transfer Out (To): Reserve for Sewers $ 150,000 Reserve for Sewers $ 150,000 Reserve for Sewers 1,568,365 Fund Balance 2,111,228 Reserve for Encumbrances 245,765 Reserve for Capital Projects 297,098 Total Transfers In $ 2,261,228 Total Transfers Out $ 2,261,228 TOTAL TRANSFERS $ 40,908,524 22 $ 40,908,524 z 0 H x w a 0 E� z w H a a w A City Council / City Manager Mission Statement Maintain the delivery of high quality municipal services and legislate and manage the affaairs of the Cite according to law, anal for the benefit of residents and property owners. 24 Organization and Functions The Newport Beach City Council is the governing body of the City, responsible for establishing policy and legislative direction for the City. The City Manager is responsible to the City Council for the proper administration of all affairs of the City. The Newport Beach City Council has seven members, each residing in geographical districts, elected at- large, for four -year terms. Councilmembers are limited to two terms in office. Each year, the Council elects the Mayor from among the members to serve as the presiding officer. Some of the duties of the City Council are to enact local laws and ordinances, approve City programs, adopt the City operating budget, and provide general policy direction to the City Manager as to the current and future direction of the City. The City Council meets twice monthly, and Councilmembers also serve on special committees that review specific issues and make recommendations to the full City Council. The City Manager has administrative power and authority to manage the daily operations of City government and is responsible for ensuring that policies set by the City Council are implemented. On -going responsibilities include enforcement of city ordinances, direction and administration of city activities, appointment and supervision of city administrative officers and employees, preparation of the annual operating budget, and planning for current and future needs of the City. ■ a ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ i ■ ■ ■ ■ ■ ■ w ■ ■ ■ ■ ■ i i i ■ ■ i i s ■ i Z r ■ i ■ ! i ■ s The City Manager's staff includes an Assistant to the City Manager, an Executive Assistant to the City Manager, and an Executive Secretary. The Manager's staff is also augmented by volunteers that assist with general office operations and citizen inquiries. The FY 96/97 proposed City Manager's budget closely resembles the FY 95/96 allocation, with the only significant change being the transfer of the Airport Growth Control Fund ($50,000) to the Capital Improvement Program. The City Council budget is also consistent with last year's budget and includes Council stipends and miscellaneous operating expenses, as well as the Human Services Reserve Fund ($25,000) established by Council Policy A -12, and training funds ($9,000) for strategic planning efforts. CITY COUNCIL 1994 -95 1995 -96 1996 -97 Actual Estimated Proposed Salaries and Benefits $ 99,816 $ 104,046 $ 100,280 Maintenance and Operations $ 25,719 $ 46,719 $ 32,898 Human Services $ 25,000 $ 25,000 $ 25,000 Total 150,535 175,765 158,178 CITY MANAGER Salaries and Benefits $ 382,675 $ 335,590 $ 368,031 Maintenance and Operations $ 446,914 $ 79,360 $ 78,650 Capital Outlay $ - $ - $ 2,000 Total 829,589 414,950 448,681 Allocation Plan 25 Mission Statement Department Functions Allocation Plan 26 City Clerk ■ ■ To provide service to the Mayor and City Council, City Manager, Administrative 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. The City Clerk attends all meetings of the City Council and serves as Clerk of the Council. Some of the primary functions performed by the City Clerk are: — Record and maintain proceedings of Council meetings — Prepare Council agendas — Publish legal notices — Publish and mail notices of public hearings — Execute all ordinances, resolutions and contracts — Maintain municipal code — Maintain City Council Policy and Board and Commission Manuals — Process claims for damage — Custodian of records — Custodian of City Seal — Maintain index of City Council actions — Conduct elections — Receive petitions relating to initiative, referendum or recall — Administer oaths, affirmations and acknowledgments — Filing officer for the Political Reform Act of 1974 regulations (campaign disclosure forms and statements of economic interest) — Maintain appointive list as required under Maddy Appointive List Act (for Boards, Commissions and Committees) — Receive and open bids — Develop and maintain a records management program — Answer inquiries and provide information as requested by the public and staff Salaries and Benefits Maintenance and Opetations Capital Outlay Total Elections Grand Total 1993 -94 1994 -95 1995 -96 1996.97 Actual Actual Estimated Proposed $ 192,718 $ 201,249 $ 187,929 $ 171,682 $ 29,469 $ 56,910 $ 55,423 $ 41,935 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ s ■ ■ M ■ ■ ■ ■ ■ ■ ■ r ■ ■ • Provide staff with on -line access to the Municipal Code for ordinance drafting and search purposes. • Provide staff and residents with on -line access to public records maintained within the Clerk's office. • Implement a document imaging system to reduce staff time in searching, retrieving and copying records, as well as provide storage for permanent records. • Convert indexing system for City Council actions, ordinances, resolutions, claims, contracts, etc. to a total electronic system. • Provide residents access to local election information on the City's home page. ■ Department Specific Revenues The City Clerk's Office sells the Municipal Code for $90 each with annual ■ supplements at $50, bringing in approximately $1,400 each year. ■ i ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Service Indicators Council Meetings, Regular Council Meetings, Special or Adjourned Resolutions adopted Ordinances adopted Municipal elections Registered voters Municipal Code Supplement pages distributed Claims /Summons and Complaints processed Contracts /Agreements processed Notices of Completion/Release Bonds Documents processed to Orange County Recorder 1993 -94 Actual 23 2 110 30 1 48,597 1994 -95 Actual 23 4 105 32 1 45,677 1995 -96 Estimated 23 4 91 50 0 46,809 1996 -97 Projected 23 4 100 40 1 48,000 40,000 45,560 171,224* 89,896 ** 217 180 140 200 96 78 72 74 45 32 34 36 50 29 39 43 * NBMC reformatted and distributed in its entirety. . ** Based on reprinting of entire Title 20 and 4 supplements. Primary Goals Performance 27 Mission Statement To represent and/or advise the City Council, Boards and Commissions, and City Staff with respect to all legal matters pertaining to the City. 28 City Attorney Primary Goals • To continue efforts to reduce the City's cost of defending tort liability claims by handling claims in house with a full time litigation deputy city attorney. • To improve the quality and timeliness of our responses to formal and informal requests for legal assistance and legal advice. • To reduce the amount of our professional and technical budget and reduce our use of contract legal counsel, who specialize in non - municipal areas such as bankruptcy by developing in -house expertise in these areas. • To improve our ability to identify legal issues and present reasonable and cost effective solutions to legal problems without compromising the interests of the City, its officers or employees. Budget Highlights — In the last budget year, the City Attorney's Office added a Deputy City Attorney. The addition of a permanent litigation Attorney position has reduced the cost incurred by the City in retaining private counsel to defend the City and staff in tort liability cases. The additional cost of converting the part time contract attorney to a permanent position has been more than offset by these savings. — The City Attorney's Office has a continued commitment to reducing its budget for the professional and technical account. It is our intention to limit the use of private counsel who specialize in matters outside the scope of a municipal practice, such as bankruptcy, probate and insurance coverage, by continued training and education in these areas of law. ■ ■ r ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Service Indicators 1994 -95 1995 -96 1996 -97 ■ Actual Estimated Projected ■ Requests for Opinions /Advice (in- house) 1,750 2,000 2,000 Council, Board, & Commission Meetings 65 70 70 ■ Preparation of Contracts, MOUs, Agreements 150 200 200 . Litigation Caseload 30 60 45 Code Enforcement Caseload 70 80 50 Development of Resolutions /Ordinances 80 100 100 ■ Court and Hearing Appearances 65 130 80 Public Assistance (phone and in- person, by attorney and secretarial staff) 1,100 1,250 1,250 ■ ■ 71 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ One City Attorney One Assistant City Attorney One Deputy City Attorney One Legal Secretary II One Legal Secretary I Department Functions The City Attorney acts as the legal advisor and counsel for the City Council, City Boards, and Commissions, City Manager and all City Departments. Some of the primary functions of this office include: ... Render legal opinions to City Council, and City staff. ... Review proposed contracts, bonds, financing papers, and insurance. ... Monitor and control liability claims and lawsuits, defend City in tort liability lawsuits. ... Attend meetings of the City Council, Planning Commission, boards, committees, and other commissions as required, and render legal advice on agenda items. ... Prepare, review drafts, and assist in the negotiation of agreements affecting the City. ... Analyze legislation affecting the City. ... Prepare or review ordinances, resolutions, deeds, pleadings, and other legal documentation. ... Appear before Courts and Administrative Proceedings to represent the City's interest as required. Salaries and Benefits Maintenance and Operations Capital Outlay Total 1993 -94 1994 -95 1995 -96 1996 -97 Actual Actual Estimated Proposed $ 340,137 $ 388,400 $ 437,787 $ 448,859 $ 79,049 $ 47,555 $ 43,607 $ 53,776 $ 15,869 $ 3,704 $ 361 $ - $ 435,055 $ 439,659 $ 481,755 $ 502,635 Organization 29 Administrative Services To provide highest quality Management Information Service, Human Resources Management, Financial Management, Risk Management, and a variety of support services for City Officials, the public, and other departments. 30 Accounting Staffing: 7; 0 FTE $511,111 General Accounting Payroll Property Control & Fixed Asset Tracking Audit Coordination Accounts Payable Debt Administration Financial Reporting The New Organization The Administrative Services Department came into existence at the beginning of Budget Year 1995 -96. The Department is comprised of the previous Finance and Personnel Departments, in addition to the Telecommunications and Geographic Information Systems portions of the Utilities Department, and data processing elements from elsewhere in the City. These assets were consolidated into one department in an effort to make the most efficient use of diminished personnel and other resources in difficult economic times. The consolidation required a significant realignment of functions, workspaces, and remaining personnel. The physical relocation and adjustments in organizational working relationships have been successfully completed. Resource Management' Staffing: 7; 1 FTE .. $763,918 Personnel Recruiting & Terminations Employee Awards & Discipline Budget Management Risk Management Investment Management Employee Training & Development Benefits Administration Internal Control Scholarships M.'I.S: Staffing: 17; 1 FTE $1,532,216 Computer Applications Support Telecommunications Geographic Information System PC Technical Support Network Management Database Management Fiscal Services Staffing: 9; 3,FTE $631,973 Cash Management Purchasing Warehousing & Inventory Control Printing & Reproduction Postal Services Remittance Processing Revenue Staffing: 8; 1.5 FTE $587,316 Municipal Billing Intergovernmental Transfers Licenses Regulatory Permits Revenue Development Receivables & Collections ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ w ■ ■ The new Department's mission and day to day activities cover a wide range of functions for the City. Its customers consist of a large number of members of the public, as well as every department in the City. A necessary function of the organization is to impose structure and control on a variety of procedures, such as billing, recruitment, and data processing service. However, it is important for the Department's energy to be primarily focused on customer service and innovation, rather than on enforcing restrictions, in the process of achieving the department's primary goals. • To provide efficient and secure cash management and investment service, emphasizing safety, liquidity, and yield, in that order. • To help foster a first -rate work force through optimal recruitment practices and effective awards and discipline programs. • To minimize liability and enhance safety through aggressive and insightful risk management. • To consolidate, develop, and maintain a dynamic, progressive, service oriented Management Information System for the City. This includes hardware, software, and networking. It encompasses PC operations, citywide "mainframe" applications, the Geographic Information System, and Telecommunications support. • To maintain functional and cost effective payroll and benefit services. • To develop and maintain a revenue structure, including tax based revenue, fees, and charges, which is fair, equitable, and efficient. • To provide appropriate municipal licensing and regulatory service as directed. • To develop, operate, and maintain reliable and responsive accounts payable and municipal billing/receivables systems. • To provide thorough, accurate, timely, and award -worthy accounting and financial reporting. • To provide responsive and cost effective centralized purchasing, contract administration, and fixed asset tracking service. • To insure security of City assets through an effective internal control program, as well as property control, warehouse, and property disposal systems. $4,500 $4,000 2 $3,500 n$3,000 xo m $2,500 m x$2,000 $1,500 Staffing and Expenditures Budgeted Expenditures —*—Full Time Employees $1,000 LAMU,•::.�.•: ., �.•.: :.�.:. N t'1 V VI a a a a o, 6 T a e ^ ^ 6 ('constructed from other departments in prior years) ■ 54 52 50 48 46 44 42 40 0 F- a • To provide highly responsive and cost effective printing, duplicating, and postal service for all City departments. • To provide a work environment which encourages an innovative spirit, a customer service orientation, and a strong sense of responsibility by Department employees. • To help insure coverage of all functions by a diminished work force through increased cross - training and other appropriate measures. Primary Goals 31 ■ Allocation Plan 32 Administrative Services (continued) M In 1993 -94* 1994 -95* 1995 -96 1996 -97 Actual Actual Estimated Proposed Salaries and Benefits $ 2,787,232 $ 2,457.360 $ 2,964,150 $ 3,098,261 Maintenance and Operations $ 1.073,349 $ 1,063,901 $ 1,025,531 $ 833,773 Capital Equipment & Debt Service $ 78,825 S 98,858 $ 124,144 $ 94,500 Capital Projects $ 344,962 $ 432,109 $0 ** $ - Total $ 4,284,368 $ 4,052,228 $ 4,113,825 $ 4,026,534 * Constructed from other departments in prior years. *° The GIs Project has been reclassified from a capital project expense to an operating expense within this Department, beginning FY 1995 -96. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Expenditures by Division Expenditures by Type ■ Fiscal Resource Services Management 9% 11% anagement Accounting formation Systems 8 % Capital Outlay Revenue 1% 9% Maintenance Salaries and and Benefits Onerations _..., Revenues The Administrative Services Department has primary cognizance over a large percentage of the City's revenues. These include transfers from the State and County, as well as revenue from several sources controlled by our own City Council. The latter includes Transient Occupancy Tax, Business License Tax, Utility Billing, and a large number of fees and charges. Recent actions taken by the State and County have had a significant negative impact on the City's revenue; primarily property tax. In addition to substantial expenditures reductions, the City has also had to focus more and more on the revenues within its own control. At the direction of the City Manager, this Department does the bulk of the coordination and analytical staff work for the City Council in deciding on the proper level of taxes, fees, and charges for services. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ w ■ ■ ■ ■ ■ ■ ■ Service Indicators 1993 -94 1994 -95 1995 -96 1996 -97 ■ Actual Actual Estimated Projected Budget Administered $103,100,000 $119,667,387 $122,094,947* $129,566,462 ■ Warrants Issued 24,000 23,024 24,000 24,000 ■ Value of Payments Processed $45,600,000 $43,714,963 $45,000,000 $45,000,000 Checks Deposited 245,000 248,641 250,000 250,000 ■ Value of Currency Deposited $1,350,000 $2,174,899 $2,175,000 $2,175,000 Annual Payroll & Benefits $51,485,328 $52,282,280 $51,567,799 $52,018,747 ■ Paychecks Processed 28,000 27,599 26,500 26,500 ■ Purchase Orders 3,250 3,150 2,200 2,500 Multilith Impressions 5,358,350 5,435,000 4,386,369 4,500,000 ■ Printing & Binding Jobs 3,950 4,000 6,200 6,500 Mail Room Volume 506,000 591,441 603,269 615,335 ■ ■ Municipal Statements 163,326 165,000 170,000 200,000 New Business Licenses 4,500 3,547 3,500 4,000 ■ Business License Renewals 9,000 9,589 9,500 9,500 Dog Licenses Issued 3,000 2,507 2,500 3,000 ■ Marine Charter Permits 900 1,800 1,800 2,000 Street Closure Permits 300 250 250 250 ■ Parking Citations Processed 86,261 86,692 87,224 88,500 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ City Owned Telephone Units 592 630 650 675 Service & Repair Calls 1,425 1,523 1,575 1,575 Average Monthly Calls 42,000 43,000 44,000 45,000 * 1995 -96 estimate includes re- budgeted capital projects. The Future During the past few years, the City's focus has been on budget cuts. Reducing costs, primarily by eliminating staff, while continuing established service levels, has been the standard. Although this will continue, the Department also hopes to take the lead in providing some selected new automation and electronic information/communications services to the public, the City Council, and other Departments. Performance Review 33 Mission Statement Primary Goals 34 Police 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. In support of our mission, the Department will: • Employ a work force comprised of individuals who are committed to excellence and have the highest standard of ethics. • Create a healthy work environment for our employees in order to achieve the highest level of morale possible, while stimulating both personal and professional growth. • Provide effective leadership, training, public education, and current technological support. • Create opportunities for candid exchanges of information, both internally and with the Community in order to foster positive working relationships with those involved in helping us achieve our goals. — Provide ongoing training for all Department personnel. — Continue implementation of the Strategic Information Technology Plan. — Expand the Problem Oriented Policing stricture to the entire City. — Continue to use advanced crime analysis techniques to assist in criminal investigation and patrol deployment. — Continue our involvement in the review of City -wide projects which may impact the level of service provided by the Police Department. — Implement the first stages of the 800 MHz radio project. — Expand the functionality of the Emergency Communications and Emergency Operations Centers. — Enhance recruitment efforts to ensure that the Department remains fully staffed. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Mobile Video: Every patrol car has been equipped with a mobile video system that provides audio and video recording capability for each field officer. The system, which ■ was implemented the first day of 1996, has already proven to be a valuable resource in the ■ courtroom. ■ Strategic Information Technology Plan: A Police Department is information- driven, ■ and information technology is the key to a successful police effort. Recognizing that fact, the City Council approved a "Strategic Information Technology Plan ", which will provide ■ us a vital upgrade to our current systems. ■ The most complex will be the new Computer -aided Dispatch (CAD) and Record ■ Management System (RMS). This system will enhance almost every aspect of our job, ■ from response to emergency calls to routine record - keeping. After nearly a year ofproposal analysis and negotiation, installation of the new CAD/RMS should begin in August. ■ ■ Another aspect of the Strategic Information Plan, the patrol -car based mobile data computers (MDC), will be implemented at the beginning of this fiscal year. The MDC's will provide ■ instant access to statewide and nationwide data bases for each patrol officer. ■ The jail- management system, the final cog in the plan, should be in place by this year's 4th ■ of July holiday. Like the other parts of the Strategic Information Plan, the jail- management system increases the efficiency and accuracy of basic aspects of the police mission. ■ ■ Crime Analysis: We restructured our organization to allow the addition of a dedicated Crime Analyst without any increase in total personnel. The results have exceeded ■ expectations, with a number of arrests and successful deployments attributable to the unit. ■ Enhancing the function of the unit even more will be one of the results of the Strategic Information Plan. ■ ■ 800 MHz Radio System: The 800 MHz radio system will provide a desperately needed replacement for the current system, installed in 1972. The City will be participating with ■ all the cities in the County, and the County itself, in upgrading to modern technology that ■ will prevent the common overloads and "dead spots" we experience today. ■ ■ ■ ■ ■ ■ ■ Allocation raM 35 1993 -94 1994 -95 1995 -96 1996 -97 Actual Actual Estimated Proposed Salaries and Benefits $ 15,688,188 $ 16,377,188 $ 16,678,897 $ 17,268,055 Maintenance and Operations $ 3,052,227 $ 2,912,450 $ 3,221,630 $ 3,562,648 Narcotics Assets Forfeitures $ 178,964 $ 226,012 $ 383,954 $ 119,028 Capital Outlay $ 56,732 $ 62,832 $ 420,378 $ 94,848 Total $ 18,976,111 $ 19,578,482 $ 20,704,859 $ 21,044,579 Sworn Personnel 139 134 131 132 Non -Swom Personnel 71 72 75 77 Allocation raM 35 Department Organization 36 Police (continued) Resource Distribution The Police Department is currently comprised of the Office of the Chief of Police and three Divisions; Support Services, Patrol /Traffic, and Detective. Under the direction of the Chief of Police, Bob McDonell, each division is headed by a Captain. Included in the Support Services Division are many items that pertain to the entire Department, such as building maintenance, utilities, office equipment, uniforms, training, Dispatch, Records, etc. Of the Police Department's total budget, 83% is comprised of personnel related costs. Of that figure, approx- imately 82% is attributable to the direct delivery of service to the community, while the remainder involves such costs as records support, personnel and training, clerical support, administrative support, etc. The Police Department is funded almost entirely by General Fund revenue, although a small portion of the budget is funded from the Narcotics Assets Forfeitures Fund. Recently, the alarm fees have been restructured to represent more closely the true cost of these services. Budget by Division: Trafri- 13' Patrol 40% k nter ut ruuce s. ..Staffing:.. 9.; 0 FTE $912,496 Professional Standards D.A.R.E. Media Relations Environmental Services Community Relations Legal Affairs Detectives Staffing: 37; .6 FTE $3,616,427 Detective Services Crimes Persons Property Crimes Juvenile /Sex Crimes Narcotics Section Economic Crimes Crime Scene Investigations Photo Unit Vice /Intelligence Traffic Staffing: 31; 3,8 FTE' $2,796,302 Traffic Services Accident Investigations Motors Parking Control Crossing Guard Traffic Education Animal Control Special Events Planning Detective NAFF 17% 1% hief of 'olice 4% Support Services 25% Support Services.,% Staffing: 48; 6.6 FTE $5,332,095 Communications Training Section Operations Services Personnel Unit Range /Armory Property Unit Electrical Equipment Repair Station Maintenance Planning/Research Computer Systems Polygraph Unit Video Unit Records Section Alarms Officer Patrol Staffing: 84•, 8.3.FTE $81387,259 Watch One Watch Two Watch Three Helicopter Section Jail Unit Hostage Negotiation Unit Reserve Officer Unit S. W.A.T. Bicycle Unit Disaster Planning ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Service Indicators Adult Arrests Juvenile Detentions Crime and Miscellaneous Reports Calls for Service Domestic Violence Cases Investigated Number of cases assigned for investigation Number of cases assigned per detective Value of property recovered Field interviews conducted False alarms handled Animals impounded Animal Control Citations issued Fatal traffic collisions Injury traffic collisions Property damage collisions Moving citations issued Non - moving citations issued Parking citations issued 1993 -94 1994 -95 1995 -96 1996 -97 Actual Actual Estimated Projected 5,500 3,721 3,675 3,500 1,200 573 627 700 23,000 10,3t5 12,384 14,000 53,703 68,034 65,923 65,000 183 146 140 135 6,711 6,455 6,350 6,200 419 496 461 400 $1,167,047 $4,247,965 $3,853,972 $3,500,000 13,880 8,850 8,423 8,000 5,496 5,281 5,350 5,000 804 595 615 700 899 1,153 1,252 1,200 3 3 3 2 530 492 509 450 1,108 1,021 1,005 950 12,094 11,481 12,726 12,000 7,398 4,062 5,284 6,000 86,261 86,692 87,224 88,500 Performance 37 Mission Statement To reduce the loss of life Fire Marine .. 1 �.'~.�. �.� ..�. ~.�•. _ate— E m. w8 F3 and property Budget Highlights The development of the 96/97 budget process has provided the fiscal framework from fire, necessary to blend two departments into a single entity: the FIRE and MARINE marine, DEPARTMENT. Driven by the economic realities of the 1990s and a call for greater medical and governmental efficiency, the blending balanced the need to maintain the high level of environmental community protection, service, and resource management historically provided to citizens of Newport Beach. The new Fire and Marine Department has capitalized on emergencies organizational efficiencies through the grouping of similar services. Divisions best through I able to complement the Mission Statement are now a reality. education, hazard reduction and response. To manage the extensive beach, harbor and water Primary Goals • Identify and reduce fire, marine and environmental hazards that may threaten life, property and the environment. • Provide a safe, effective and expeditious response to requests for assistance. Develop an adequately trained work force to effectively and efficiently perform their duties. Educate and train City employees and the community to assist them in maintaining a safe environment. • Participate in the community development planning process to improve fire, marine and life safety. • Encourage department personnel to assume leadership roles in the organization. Coordinate the planning for response to natural and man -made disasters that affect the community. resources I Expenditures by Budgeted Program: within the City of Newport Beach. Training & Education 4% Emergency Medical Services 12% Fire Prcvei 38 1 3% Marine Environment Administration Marine Safety 5% 5% Fire Operations ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Resource Distribution ■ The Fire and Marine Department / Budget is currently divided into seven specific budget programs: / Administration, Fire Operations, ■ Fire Prevention, Emergency Medical Services, Training ■ and Education, Tidelands Administration and the Balboa / Yacht Basin, and Marine Safety ■ Services. Under the direction of the Fire and Marine Chief, Timothy / Riley, these programs are managed ■ by four deputy directors charged with the responsibility to ■ judiciously use these budgetary funds to attain our mission. Of the ■ Department's full -time personnel, ■ 84.2% are assigned directly to the delivery of emergency services. / The remaining 15.8% provide . non - emergency services and management and administration of / our emergency services. Fire & Marine Administration Staffing: 10; 8.09 FTE $1,425,066 Training & Education Apparatus & Equipment Communications Facility Maintenance Budgeting Purchasing and Procurement Information Management Mapping Public Information Community Relations Marine Environment Staffing: 4; 9.53 FTE $909,877 Beach Parking Marine Use Regulation Harbor Permits Tidelands Administration Balboa Yacht Basin Fire Prevention Staffing: 4; 9 FTE::. . $391,968 Fire Code Enforcement Hazardous Materials Regulation Brush Clearance Knox Box Access System Fire &Arson Investigation Fire Code Plan Checks Fire Code Building Inspections Special Event Management Safety Operations Staffing: 102;.24.47 FTE. $14743,094 . Ocean & Beach Safety Fire Suppression Emergency Medical Service Hazardous Materials Response Hazardous Situation Mitigation Emergency Planning Disaster Preparedness Fire Prevention Inspections ■ Using the philosophy that taxes are supposed to pay for essential public safety services ■ such as fire protection and marine safety, the majority of the Fire and Marine Department's budget is funded through General Tax Revenue, while a significant portion / also comes from Tideland's Revenues. In contrast, the Department has and will continue / to develop service fee systems that pay for services delivered to specific customer groups and administer and manage the Tideland's resource in such a way as to produce a fair and equitable return for Tideland's Revenues. A few examples of service fee systems are the Fire Permit Fee System, Harbor Facilities Permit System and the Junior / Lifeguard Program fee. ■ ■ ■ ■ ■ ■ Salaries and Benefits Maintenance and Operations Capital Outlay Debt Service Total General Tax Revenue Other Revenue Total Revenue Personnel,Regular - Fire /Marine Seasonal - Marine (FTE) 1993 -94 Actual $ 11,415,465 $ 1,882,209 $ 151,677 127.00 27.79 1994 -95 Actual $ 11,848.199 $ 1,937,044 $ 157,992 122.00 25.56 1995 -96 Estimated $ 11,389,462 $ 2,478,837 $ 183,238 30.19 1996 -97 Proposed $ 11,978,894 $ 2,141,047 $ 113,693 30.19 Department Organization Allocation Plan M Performance Review !Z ■ Fire & Marine (continued) ■ ■ Service Indicators 1993 -94 1994 -95 1995 -96 1996 -97 Actual Actual Estimated Projected ■ Fire Responses 188 141 155 155 ■ Medical Responses 3,291 2,996 3,252 3,300 Water Rescues 4,838 3,579 2,600 5,000 ■ Lifeguard Medical Aids 2,481 2,682 2,700 2,800 ■ Boats in Distress 22 20 20 20 Preventative Actions 103,719 91,216 85,000 100,000 False Alarm Responses 423 471 524 530 Other Public Assists 272 303 280 300 Company Training Hours 28,050 28,050 36,200 * ** 36,200 * ** , Public Education Hours 115 175 415 * ** 415 * ** Fire Inspections 3,456 3,868 4,100 ** 7,010 ■ Fire Permits Issued 1,482* 187 213 213 Harbor Permits Issued 152 154 169 203 ■ Tidelands Annual Permits 2,357 2,357 2,375 2,400 ■ Parking Lot Attendance 389,500 400,000 400,000 400,000 Beach Attendance 9,511,900 9,170,950 10,000,000 10,000,000 * This is the last year the Fire Department completed all life safety plan checks. *' New fire inspection implemented *'* at calendar year. ■ Fire & Marine. ■ ■ Department Highlights The Fire and Marine Department is proud to coordinate the City's annual Public Safety Day. The event gives us a chance to showcase to the community our abilities to respond to any emergency. In addition to demonstrations of fire, police and marine ■ safety equipment and rescue techniques, many County agencies, such as the Red Cross and the Sheriff's Harbor Patrol, are invited to participate. ■ Another area of note is the Fire and Marine Department's consolidation with other ■ public agencies to provide training, emergency communications, and hazardous materials emergency response. Through separate agreements, the City has established ■ joint programs which improve efficiency, consolidate costs and enhance delivery of emergency services. For example, in 1990, we joined the cities of Anaheim and ■ Santa Ana, and the County of Orange, and established the Orange County Cities Hazardous Materials Emergency Response Authority to provide prompt and efficient response to hazardous materials emergencies. The City receives a quarterly check ■ which is our share of costs recovered from the individual or business responsible for ■ the hazardous materials emergency. ■ ■ ■ ■ Future Budget Considerations ■ Over the next few years, the Fire and Marine Department will focus on clearly identifying the mission, goals and objectives of this newly formed ■ department. Now that the new organizational structure has been presented to and adopted by the City Council, the Department will focus on the development of a ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ strategic plan to fulfill said mission to ensure an efficient and effective public service delivery system and asset management program. High among the list of desired services that will be closely examined are: —The continued delivery of quality fire, marine and emergency medical life safety services. —A strong emphasis on internal and public education and training in life safety and disaster preparedness. —A comprehensive review of all existing fire, marine and environmental codes and regulations to ensure they are compatible with the concerns of Newport Beach today. —The continued stewardship of one of the most important quality of life concerns in Newport Beach: our harbor and beaches. — A thorough examination of the services provided by our department guided by City Council established priorities and ongoing fiscal boundaries. Through this process, we will maintain an appreciation of our past accomplishments and use them as stepping stones to a new partnership as the Fire and Marine Department, remaining dedicated to serving the fire, marine and environmental needs of Newport Beach. 41 Mission Statement Plan and manage the development or use of land and the construction or alteration of buildings consistent with law, policy and community goals. 42 Planning & Building Budget Highlights The Planning and Building Departments operate under the supervision of the Assistant City Manager /Community and Economic Development. The budget of the Building Department closely duplicates last year's, except for Code Enforcement, being shifted from the Planning Department to the Building Department. The Planning Department has, for the first time, been split into a Planning Division and an Economic Development Division. The Planning Department budget reflects the elimination of one position, which was necessary to achieve the spending limits established by last year's budget allocation. While the final organizational structure of the Planning Department has not yet been determined, the budget reflects the current staff allocation between the Planning and Economic Development functions. It should be noted, however, that staff in each division perform tasks associated with the other on an as needed basis. While the Planning and Building Departments coordinate on many matters, they primarily function independently. Primary Goals • Process all plans, permits and inspections in a friendly, efficient, accurate and timely manner. • Enforce standards specified in the various Building Codes, as well as all applicable planning, zoning and development laws. • Maintain and implement the various elements of the City's General Plan. • Coordinate and implement the City's Economic Development policies and programs. This Year's Objectives • Continue to analyze the duties and functions of both Departments to improve operational efficiency while maintaining and upgrading current high service levels. • Improve the function of both Departments through the implementation of specific projects, including the upgrade of the permit tracking system, the adoption of a new zoning code and the certification of the City's Local Coastal Program. • Continue to refine and expand the City's Economic Development activities through continued use of Business Improvement Districts, improvement of the tenant mix in on- street commercial districts and the creation of incentives for business -to- business sales activities. • . Explore the use of redevelopment as a tool to consolidate properties to enable higher quality reuse in selected areas. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ! ! ! BUILDING Salaries and Benefits Maintenance and Operations Capital Outlay Total PLANNING Salaries and Benefits Maintenance and Operations Capital Outlay Total 1993 -94 1994.95 1995 -96 1996 -97 Actual Actual Estimated Proposed $ 1,301,562 $ 1,228,445 $ 1,329,038 $ 1,394,394 $ 110,153 $ 174,872 $ 196,310 $ 199,733 $ 1,312,393 $ 1,325,561 $ 1,060,463 $ 949,775 $ 86,702 $ 105,323 $ 121,616 $ 152,189 $ 29,936 $ 3,707 $ 2,100 $ 6,700 $ 1,429,031 $ 1,434,591 $ 1,184,179 $ 1,108,664 . Planning Department This Department previously included three divisions: Current Planning, Advance Planning ■ and Code Enforcement. Some aspects of reorganization were accomplished last year, with Code Enforcement shifted to the Building Department, and certain staff persons assigned to economic development activities. ■ ! The function of the Planning Department is to promote and enhance the well being of residents, visitors, property owners and businesses of the City of Newport Beach. The ■ Department accomplishes its mission through programs that encourage high quality ! development as well as maintain and revitalize existing neighborhoods. With this budget, two new divisions of the Planning Department have been created: Planning and Economic Development. ■ ■ ■ ■ ! ! ■ ■ ■ Planning Department Expenditures by Function: Economic Development 20% Clerical Administration 14% 14% Plan Check 17% Policy Planning 13% rojects 22% The Planning Division is responsible for most of the functions previously associated with both the Current and Advance Planning divisions. The only prior function now allocated to the new Economic Development Division is the GIS/Data and Demographics responsibility. Therefore, the Planning Division is responsible for non - discretionary permits, plan checking and discretionary permits issued by the City Council, Planning Commission or the Modifications Committee. An added function is the weekly Development Review Committee, which is currently provided as a courtesy service to Allocation Plan 43 Planning & Building (continued) any project applicant. Additionally, this division is responsible for the General Plan Program, as well as larger projects which require General Plan Amendments, zone changes and environmental review. Special functions include regional planning activities. The Economic Development Division works closely with the City's. Economic Development Committee, Chambers of Commerce, Convention and Visitors Bureau and various merchants associations. The mission of this division is to design and implement programs to enhance the economic vitality of the City of Newport Beach. The Economic Development Division is responsible for the formation and administration of Business Improvement Districts, the Shop Newport Program, and GIS/Data and Demographics. It is anticipated that the functions of this division will be refined and enhanced to include programs to improve tenant mix in commercial districts, and to facilitate projects which benefit the business climate in the City. Building Department This department is responsible for enforcing building codes controlling construction, use and occupancy of buildings and other land alterations such as grading. Primary functions are plan review, permit issuance and on -site inspections. Building Department Expenditures by Function: Clerica 7% Administration 9°/6 Code Enforcement Permit Counter 7% tn^i Inspections Plan Check 27% Plan Check concentrates on processing permits and reviewing code compliance for structural, architectural, grading and lire safety as shown on submitted plans. This division is proud of its quality and timely processing of all construction documents. Inspection conducts on -site inspections of all construction activity including electrical, mechanical and plumbing. Using hand held computers, inspectors input and maintain all records electronically. This enables them to have all permit status information readily available at the construction site and to automatically down load records quickly. This division is proud of its technical proficiency and high productivity. Code Enforcement responsibilities have been merged with building inspection. This merger allows a staff position to devote full -time to investigate zoning code violations, related complaints and monitor compliance with Planning Commission imposed conditions. Residential Building Records are now being processed and conducted by 44 I building inspection staff. ■ ■ r L ■ ■ r ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Planning/Administration Staffing: 9; .6 FTE $838,740 Planning Commission Advance Planning Current Plans & Projects Plan Check Environmental Review Regional Planning Activities $160,000,000 e $140,000,000 z $120,000,000 y o $100,000,000 V c $80,000,000 e o $60,000,000 .m m $40,000,000 $20,000,000 $0 Economic Development Staffing: 3; .6 FTE $269,924 Economic Development Committee 3usiness Improvement Districts 3usiness Retention/Recruitment CDBG GIS/Data & Demographics Construction Trend History Staffing: 20; 2 FTE $1,594,127 Building Code Board of Appeals Plan Check Inspections Code Enforcement $1,800,000 $1,600,000 $1,400,000 v $1,200,000 $1,000,0001 d $800,000 w $600,000 F $400,000 % $200,900 1 so 90 -91 91 -92 92 -93 93 -94 94 -95 95 -96* 96-97* Revenue History 90 -91 91 -92 92 -93 93 -94 94-95 95-96* 96 -97* * Estimated 1 45 Mission Statement To provide optimal services and support to the residents, business community, and other City departments through dedication and excellence in safety, performance, and cost containment. M General Services Annual Department Goals • Maintain high levels of Citywide cleanliness • Expand management, technical, and safety training • Maintain expedient graffiti eradication • Develop an automated facility status and inventory system • Continue reforestation program • Standardize City fleet for cost containment of training, parts, and maintenance productivity • Investigate cost - saving alternatives to vehicle and equipment acquisition and utilization • Improve disaster preparation and coordination • Research means of reducing energy consumption Citywide • Continue to assess the privatization of services Budget Highlights The General Services Department FY 96 -97 budget proposal would result in a decrease in the level of funding from FY 95 -96 levels. Department forces will be stretched to the limit to provide the level of service which citizens and other City Departments have become accustomed as the level of actual spending in the service areas is reduced by over $200,000. Aside from the aforementioned budget adjustments, the major changes in the Department operations are the continued reductions in overtime, use of professional services, and maintenance supplies. Additional funding is included in the Parks Division budget for the contract maintenance of the MacArthur Boulevard median, Bob Henry Park, and the Castaways Park. All three of these areas are currently scheduled for construction and the budget amounts are based upon estimated completion dates and estimated maintenance costs. At the present time, it is unknown when the City will assume maintenance responsibilities, nor can we solicit firm maintenance bids until the areas are constructed. It should be noted that the Bob Henry and Castaways Parks will be the first such park facilities in the City maintained through the use of contract forces. The efforts of renegotiating the recycling contract and the County reduction in landfill disposal costs have resulted in decreased overall annual operating costs for refuse operations. A major increase in expenditures relates to the recent decision to allocate City facility water costs to individual departments. The increase amounts to $420,000 for FY 96 -97 and is primarily allocated to the Parks Division. Utilizing a $500,000 grant from AQMD, the City will initiate a conversion of a major portion of the refuse collection fleet to compressed natural gas fuel. This plan necessitates spending over $1,000,000 over the next five budget years to complete the payment for the first ten compressed natural gas vehicles. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Resource Distribution Administration The General Services Department Staffing: 5; 0 FTE ■ is comprised of the following nine $422,829 ■ divisions: Administration, Building Maintenance Field Maintenance ■ Building Maintenance, Field Staffing: 5; 1.99 FTE Staffing: 35; 2.27 FTE Maintenance, Operations Support, $560,898 $3,102,009 ■ Refuse, Parks Maintenance, Street Trees, Equipment Maintenance, Operations Support Refuse ■ and Equipment Replacement Staffing: 8; 0 FTE Staffing: 30; 0 FTE ■ (unmanned). $607,868 $3,843,995 ■ Parks Maintenance Street Trees All the Divisions are funded from Staffing: 24; 0 FTE Staffing: 1; 0 FTE ■ General Fund revenues, with the $2,211,655 $440,503 exception of the Equipment ■ Maintenance and Replacement Equipment Maintenance Equipment Replacement Divisions. Those two divisions are Staffing: 17; 1.29 FTE Staffing: 0; 0 FTE funded from revenues paid into the $1,571,164 $2,043,250 ■ Internal Service Fund (ISF) for Equipment Maintenance and Replacement by departments ■ (including General Services) which use vehicles and equipment. Departments are assessed a monthly rate for each piece of equipment they utilize; this assessment provides funds for ■ the maintenance and ultimate replacement of the equipment. The $3.5 million ISF has been ■ managed by the General Services Department since July 1993. Of the $2,043,250 allocated for new vehicles and equipment, $877,000 will be used to pay outstanding loans on new or ■ previously purchased items. ■ The only revenue source for the Department is a monthly recycling surcharge which produces ■ approximately $625,000 annually. ■ ■ ■ ■ ■ ■ A ■ ■ ■ ■ Department Organization 47 48 General Services (continued) Budget Reductions In preparing the FY 96 -97 Budget, Department staff examined the delivery of services, and again attempted to minimize the negative effects of any changes on citizens and other departments. We found that we were able to reduce many maintenance and operations accounts, because following the significant personnel reductions of the last three years, less work is being completed, with fewer materials being used. Overtime budgets were further trimmed which will hinder our ability to provide extra unbudgeted services, such as additional refuse collection or beach and restroom cleaning, if the need arises. Further, in the Equipment Maintenance Division, we have been able to reduce the budget for auto parts expense from $450,000 in FY 95 -96 to $360,000 next year. With the large number of new vehicle purchases over the past two years replacing equipment that had been deferred for replacement for several years, we have been able to reduce the level of parts purchases. Likewise, with the June, 1995 deletion of the night Equipment Maintenance crew, we have been able to delete an Equipment Maintenance Supervisor and two Senior Equipment Mechanic positions, resulting in over $175,000 of annual savings. A portion of those savings has been applied to an account clerk position intended to provide administrative support to the Division and assist in the analysis of the large amount of maintenance data generated daily by the fleet maintenance computer system. The result should be a stronger, more responsive division. In the Refuse Division, the new recycling contract with CR Transfer, Inc., coupled with the Orange County disposal fee reductions, will result in cost reductions of over $113,000 compared to the amount budgeted in FY 95 -96. Because we were able to develop these large cost savings internally, the Department functions will continue into FY 96 -97 relatively unchanged from FY 95 -96. Additional impacts on the public and other departments should be minimal, although we will continue to have a one to three month backlog of both routine work and special projects. As noted by the attached service level indicators, productivity in certain service areas will start declining following three previous years of personnel reductions. ■ ■ ■ ■ ■ ■ i ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 1996 -97 ■ Proposed ■ $ 6,923,493 ■ Further Reductions Capital Outlay $ 565,986 $ 1,916,224 $ 2,432,177 If the Department is ■ required to further reduce its ■ FY 96 -97 Budget, we will Personnel 148 141 123 have to seriously consider ■ reductions in the level of vehicle maintenance and replacement. street sweeping, the further ■ privatization of Parks ■ maintenance functions, (4) Payments on leases of vehicles. and a deletion of other ■ positions and services ■ resulting in longer delays in ■ filling potholes, repairing ■ sidewalks, graffiti removal, litter cleanup, etc. ■ ■ ■ ■ ■ ■ ■ ■ ■ 1993 -94 (1) 1994 -95 (2) 1995 -96 (3) 1996 -97 Actual Actual Estimated Proposed Salaries and Benefits $ 7,511,888 $ 7,242,662 $ 6,848,342 $ 6,923,493 Maintenance and Operations $ 5,043,194 $ 4,857,194 $ 5,633,548 $ 5,844,853 Capital Outlay $ 565,986 $ 1,916,224 $ 2,432,177 $ 1,603,825 Debt Service (4) $ $ 236,987 $ 303,194 $ 432,000 Total (5) $ 13,121,068 $ 14,253,067 $ 15,217,261 $ 14,804,171 Personnel 148 141 123 125 (1) Includes transfer of Parks and Street Tree Divisions, and commencement of Internal Service Fund for vehicle maintenance and replacement. Beach Cleaning (tons of refuse) (2) Includes transfer of Auto Parks personnel from the Finance Department. Regulatory Signs Posted (3) Includes transfer of Building Maintenance personnel from the Community Services Department. (4) Payments on leases of vehicles. Graffiti Incidents (5) Includes Equipment Maintenance Fund Expenditures. Refuse (number of homes or businesses 1993 -94 Actual 41 78 65 4,000 40,000 2,930 44,000 9,500 5,700 370,000 900 26,393 36,000 38 7,480 1994 -95 Actual 42 82 65 2,688 58,560 2,887 42,127 13,097 5,287 382,262 1,962 26,400 37,638 39 5,200 1995 -96 Estimated 44 82 65 3,200 52,000 5,500 44,500 5,000 6,000 325,000 2,400 26,400 38,000 40 7,000 1996 -97 Projected 52 92 66 3,100 50,000 5,000 44,500 6,000 5,500 300,000 2,500 26,500 38,000 43 7,000 Allocation Performance Review m Service Indicators ■ ■ Public Restrooms Serviced City restrooms serviced ■ City buildings serviced Street Patching (tons of mix) ■ Sidewalk Repair (square feet) ■ Curb & Gutter Replacement Street Sweeping (miles) ■ Beach Cleaning (tons of refuse) Regulatory Signs Posted ■ Street & pavement marking (lineal fee) Graffiti Incidents ■ Refuse (number of homes or businesses ■ serviced) Refuse Collected (tons) ■ Number of Parks Maintained Number of Trees Trimmed ■ 1993 -94 Actual 41 78 65 4,000 40,000 2,930 44,000 9,500 5,700 370,000 900 26,393 36,000 38 7,480 1994 -95 Actual 42 82 65 2,688 58,560 2,887 42,127 13,097 5,287 382,262 1,962 26,400 37,638 39 5,200 1995 -96 Estimated 44 82 65 3,200 52,000 5,500 44,500 5,000 6,000 325,000 2,400 26,400 38,000 40 7,000 1996 -97 Projected 52 92 66 3,100 50,000 5,000 44,500 6,000 5,500 300,000 2,500 26,500 38,000 43 7,000 Allocation Performance Review m Mission Statement To meet the essential needs of all individuals of the community by providing a range of quality library, recreational, cultural and senior services. Expenditures by Division 50 Community Services Budget Highlights In the 1996/97 budget year, the Community Services staff will continue to maximize resources by utilizing an intra- department approach to service provision. To maintain quality service without increased costs, the Department utilizes an increasing number of part - time staff and is heavily dependent on volunteer services, by both individuals and community organizations. The Library Division budget is augmented by funds raised by the Friends of the Library, the Newport Beach Public Library Foundation and the Literacy Advisory Council; the Senior Services Division, by both volunteer service and funds from the Friends of OASIS; and the Recreation Division, by gifts from the service clubs of the City. Local children enjoy a yearly 1Vnler Wonderland sponsored by Recreation Services. 1996/97 Budget Goals • Utilize the synergy of the respective functions of Arts, Library, Recreational and Senior Services to enhance service programs through cooperative efforts. • Meet the informational, recreational and cultural needs of the diverse audiences in the community through the Central Library and the branches; utilize information sharing and electronic technology for maximum responsiveness and cost efficiency. • Provide a broad range of recreational opportunities and leisure needs for the youth and residents of the community. • Participate in the planning of new park facilities and the revision of the Recreation and Open Space Element of the General Plan. • Provide the focal point where older adults can participate in activities and services which enhance dignity, support independence and encourage continued involvement in the community. • Increase the awareness of the arts and cultural opportunities in the community. • Support the work of the City Arts Commission, the Board of Library Trustees, and the Parks, Beaches and Recreation Commission. Senior Recreation 27% Administration Arts & Cultural Library 61% ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Resource Distribution ■ The Community Services Department provides services through the four functioning divisions and through intra - department cooperative activities, under the direction of the Community Services ■ Director /City Librarian. Three City Council appointed Boards and Commissions provide critical ■ roles in the provision of services through the Department Director -- the City Arts Commission, the Board of Library Trustees, and the Parks, Beaches and Recreation Commission. ■ Community Services Director /City Librarian., The Arts & Cultural Services Staffing: 2; 0 FTE ■ Division consists of one part-time $247,078 ■ employee, who supports the work of the City Arts Commission, the Sister ■ City Association and serves as liaison to the Friends of the Newport ■ Theatre Arts Center. Fifty percent ■ of the division budget is the Cultural Arts Grants, awarded annually by the ■ Commission. ■ The Library Division continues to Staffing: 0; .75 FTE respond positively to user demands ■ for books and digitized information ■ and to exploit available technology City Hall & Library Galleries to provide service in the most cost- Arts & Cultural Grants effective manner. The budget Support for City Arts Commission presents a static staffing complement ■ with anticipated user - demand ■ increasing at a five percent rate. ■ The Recreation Division budget, 80% self- supporting, provides a ■ broad array of activities and ■ programs for the youth and adults of Arts & Cultural Services Library Services .. Staffing: 0; .75 FTE Staffing: 32; 3,1.71 FTE . $86,491 $4,021,061 Bi- Annual Juried Art Shows Information & Reference Services City Hall & Library Galleries Youth & Branch Services Arts & Cultural Grants Customer & Technical Services Support for City Arts Commission Central Library & Branches Sister City Association Support Services Newport Theatre Arts Center Support for Board of Library Trustees Friends of the Library Newport Beach Public Library Recreational Services Staffing: 8; 10.54 FTE Foundation Senior Services:.' Staffing: .65 FTE` $1,487,948 Youth Programs .4` $354,09.6. Aquatic Programs Recreational Programs & Adult Sports Fee -Based Classes/Programs Educational Classes Special Events Noon -Time Meals Special Event Permits Transportation Program City Youth Council Human Services Support for Parks, Beaches Special Events & Recreation Commission Friends of OASIS the community. Hundreds of leisure, ■ active and fitness classes, year round adult sports leagues, seasonal swim lessons and youth ■ camps are offered. Classes are provided with contract instructors; sport activities utilize part - time instructors, life guards, recreation leaders, etc. ■ The Senior Services Division provides a variety of services and activities in such areas as ■ education, creative arts, recreation, advocacy, leadership development, employment, health, ■ nutrition, counseling and other supportive services. This Division focuses on enrichment of the lives of older adults and their family members through appropriate programs and services. Services ■ are offered both at OASIS Senior Center and in a community based atmosphere, depending on the needs of the person. ■ ■ ■ Department Organization 51 Performance Review L� J Community Services (continued) Service Indicators 1993 -94 1994 -95 1995 -96 1996 -97 Client Services Actual Actual Estimated Proiected Art Exhibitions & Juried Art Shows 8 8 18 20 Cultural Grants Awarded $40,600 $40,000 $40,000 $40,000 Library Circulation of Materials 1,162,090 1,313,969 1,404,000 1,475,000 Customers Served 771,621 938,545 985,500 1,035,000 Reference Questions 175,752 180,556 185,000 190,000 Programs 20,000 27,050 28,000 28,800 Recreation Youth Sports/ Special Events 39,050 40,050 40,050 40,050 Fee -Based Programs 266,000 269,500 270,000 270,000 Senior Programs / Classes 54,000 54,500 56,000 58,000 Client Services 10,500 11,000 11,500 11,500 Transportation Services 9,500 9,800 10,500 10,500 Referral Services 12,500 12,500 12,500 12,500 Department Highlights Although Community Services programs provide direct public one -on -one services, technology and automation are major tools in leveraging the work of the staff and the volunteers. The publication Newport Navigator provides general Department and City information and serves as the advertising vehicle for the fee -based activities of the Department. The Arts & Cultural Services is conducting a City -wide survey on the cultural needs of the community, a preliminary step to the developing of a Cultural Art's Plan for the City. The Library Division's use of electronic resources has vastly increased the cost effectiveness and timeliness of service. The Local Area Network is expected to be available at all library sites by the end of FY 1995/96, enabling the delivery of increased electronic resources including access to the Intemet/World Wide Web. Automated renewal capability has decreased demands on staff time. Shuffle Board at OASIS. The Recreation Division staff, with the Parks, Beaches & Recreation Commission, dedicated Bolsa Park, a new mini park in the Newport Heights area. Construction has begun on the Bob Henry Park with active play fields, with dedication anticipated in December 1996. Planning continues on the Castaways Park. The revision of the Recreation and Open Space Element of the General Plan is underway. The Balboa Community Center, recently vacated by the Nautical Museum, will become a popular programming venue with a full slate of fitness and leisure classes set to start this summer. Senior Services Division celebrated the completion of the new game room and computer lab at OASIS. The Division also purchased a new van for the transportation program. Both projects were funded by gifts and bequests through the Friends of OASIS. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Future Budget Considerations Long -term planning and budget considerations are a year -round activity within the Department The Library Division is studying the impact of nonresident use of the City libraries balanced by the state reimbursement for this service, looking at creative alternatives to the tensions between increasing demand, state funding, and quality services for the City's residents and businesses. New state legislative initiatives are expected to ameliorate financially the impact of nonresident use. The Fall Juried Art Show - a biannual event sponsored by the City Am Conunission The Recreation Division continues to be impacted showcases the work of Newport Beach artists. by the increased need for field and indoor playing facilities to accommodate the rapidly growing co- sponsored youth sport programs. This in turn effects the availability of quality venues for the very popular adult sports programs. A major issue facing staff this year will be finding adequate programming facilities to replace the two year loss of the use of the Lincoln School gymnasium, to the School District, starting in the summer of 1997. The Senior Services Division is challenged by the increasing number of people interested in recreation and social service programs and the demand for transportation. Staff is seeking innovative ways to meet the needs of this ever increasing population of older adults. Each of the functioning divisions continue to be aggressive and successful in developing grant proposals and securing other sources of outside funding. Salaries and Benefus Maintenance and Operations Capital Outlay Total Expenditures General Tax Revenue Fees for Services Other Miscellaneous Revenue Total Revenue Personnel 1993 -94 1994 -95 1995 -96 1996.97 Actual Actual Estimated Proposed $ 3,387,985 $ 3,598,051 $ 3,464,335 $ 3,524,174 $ 2,423,729 $ 2,162,832 $ 2,640,104 $ 2,617,000 $ 61,511 $ 31.707 $ 500 $ 55,500 $ 5,873,225 $ 5,792,590 $ 6,104,939 $ 6,196,674 $ 3,864,637 $ 3,758,959 $ 4,049,569 $ 4,435,374 $ 1,540,891 $ 1,442,995 $ 1,465,670 $ 1,268,300 FTE 90.55 FTE Storymne at the Library. 53 Mission Statement To provide quality cost effective public works and services on behalf of the citizens of Newport Beach. 54 Public Works Primary Goals • To improve the quality and delivery of the Capital Improvement Program. • To enhance community relations. • To develop a "Business Friendly" focus for the Department. • To enhance internal communications within the Department. • To provide the City's water customers with a reliable, safe, clean, potable and wholesome domestic water supply. • To operate and maintain the City's water, sewer and street lighting systems in an efficient and progressive manner. • To produce oil and gas from the Tidelands Oil Wells in a manner which maximizes long -term net revenue to the City. Department Organization During Fiscal Year 1995 -96, the Public Works Department was reorganized into four new divisions: Administration, Engineering Services, Transportation and Development Services, and Utilities Services. Administration: This division is responsible for providing support services for the three other divisions, including customer service, clerical support, contract administration, financial accounting, budget preparation, personnel administration, and payroll preparation. 1993 -94 1994 -95 1995 -96 1996 -97 Actual Actual Estimated Proposed PUBLIC WORKS - ADMINISTRATION Salaries and Benefits $ 145,018 $ 350,877 Maintenance and Operations $ - $ 66,953 Capital Outlay $ - $ 7,000 Total $ 145,018 $ 424,830 Engineering Services: This division is responsible for providing all engineering services required for development of projects, their design and construction. The division is comprised of four sections: Special Projects, Capital Projects, Utilities Design, and Construction. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 1993 -94 1994 -95 1995 -96 1996 -97 Actual Actual Estimated Proposed PUBLIC WORKS - Salaries and Benefits $ 1,516,222 $ 1,492,957 $ 1,229,669 $ 995,460 Maintenance and Operations $ 167,206 $ 212,061 $ 238,673 $ 134,268 Capital Outlay $ 3,075 $ 17,681 $ 4,016 $ - Total $ 1,686,503 $ 1,722,699 $ 1,472,358 $ 1,129,728 ■ Transportation and Development Services: This division is responsible for ■ Traffic Engineering, Subdivisions, Geographic Information Systems (GIS), Parking Meter Operations, and Permit Processing. This division works closely ■ with the Building/Planning Department to coordinate the processing of all ■ building, land use and development actions. ■ ■ ■ ■ ■ ■ 1993 -94 1994.95 1995 -96 1996.97 Actual Actual Estimated Proposed PUBLIC WORKS - TRANSPORTATION & DEVELOPMENT SERVICES Salaries and Benefits $ 581,428 S 547,359 $ 689,279 $ 919,754 Maintenance and Operations $ 282,057 $ 316,128 $ 343,097 $ 382,324 Capital Outlay $ 358 $ $ $ Total $ 863,843 $ 863,487 $ 1,032,376 $ 1,302,078 ■ Utilities Services: This division is responsible for the operation of the water, ■ wastewater, electrical, oil and gas systems. This division is primarily a field operation division and provides front line service to the citizens of Newport ■ Beach. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Salaries and Benefits Maintenance and Operations Capital Outlay Debt Service Total Expenditures Charges for Services Use of Money & Property Sales of Oil & Gas Transfer from Reserves General Fund Revenue Bond Proceeds Other Revenue Total Revenue 1993 -94 841,108 1994 -95 404,800 1995 -96 304,800 1996.97 Actual $ Actual $ Estimated Proposed $ 2,922,655 $ 3,153,948 $ 2,862,251 $ 2,940,594 $ 10,259,887 $ 10,445,731 $ 11,385,403 $ 11,660,744 $ 67,288 $ 47,357 $ 29,403 $ 38,900 $ - $ 2.219.000 $ 1.721,840 $ 1,706,421 $ 14,112,485 $ 16,124,000 $ 16,118,200 $ 16,124,000 $ 841,108 $ 404,800 $ 304,800 $ 304,800 $ 605,065 $ 610,000 $ 660,000 S 725,000 $ 4,480,000 $ 1,900,000 $ 1,000,000 $ - $ 1,584,159 $ 1,582,894 $ 1,585,601 $ $ - $ 15,000,000 $ - $ - $ 152,601 $ 59,000 $ 48,000 $ 59,000 $ 21,775,418 $ 35,680,694 $ 19,716,601 $ 17,212,800 Gij Department Organization W1 Public Works (continued) Engineering Services Staffing: 13; 0 FTE $1,129,728 Special Projects Capital Projects Design Construction Utilities Services Staffing: 45; 7.27 FTE $16,346,659 Water Wastewater Electrical Oil & Gas Department Highlights During Fiscal Year 1996 -97 the department will achieve significant milestones in its overall operations. — Full implementation of the departmental reorganization plan: Implementation of the plan is designed to enhance customer service, improve coordination, and increase productivity. Administration Staffing: 5;.83 FTE $424,830 Budget Personnel Administration Contract Administration Administrative Support ranSportation & Development Staffing: 12; 1.5 FTE $1,302,078 Traffic Engineering Subdivisions GIS Parking Meter Operations Permit Processing — Completion of design for the Pacific Coast Highway/Newport Boulevard Improvements: The major components of the project are reconstruction of Newport Boulevard Bridge overcrossing Pacific Coast Highway; modification of ramp connections to the new bridge; and widening of the Newport Channel bridge along the westerly side. — Section V Pump Station Improvement: Staff will be working with consultants and contractors on the design and construction of pump station upgrades. The completion of the upgrades is anticipated to should occur in the Spring of 1997. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ — Completion of the Groundwater Project: During fiscal year 1996 -97, ■ transmission mains, 16th Street Pump Station and Disinfection Facilities, ■ Utilities Division site improvements, and well head facilities will be completed. It is anticipated that the City will actually receive well water as early as August ■ 1997. ■ — Comprehensive Water Master Plan and Water Rate Study: The City will be ■ provided with an overall master plan of the water infrastructure needs and ■ improvements. In addition, a water rate study will be performed to review the City's current rate structure and drought ordinance. ■ ■ — Construction of Segment 1 of the MacArthur Boulevard Widening Project: The limits of Segment I include Pacific Coast Highway to approximately 1,000 feet ■ northerly of San Joaquin Hills Road. Construction consists primarily of ■ widening and reconstructing MacArthur Boulevard. Curb and gutter, a 12 -foot sidewalk, street lighting and a pavement delineated 8 -foot bike lane will be ■ constructed along each side of the new roadway. Segment 1 also includes ■ widening along the northerly side of Pacific Coast Highway between MacArthur Boulevard and Avocado Avenue to create an additional merging and ■ right turn lane. ■ — Concurrent construction of Segment 2 of the MacArthur Boulevard: Segment ■ 2 construction continues from San Joaquin Hills Road to Ford Road. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 57 E� z w w 0 x a a H a U General Fund n apital Improvement Program ,e City of Newport Beach Capital Improvement Program (CIP) serves as a plan for the provision ofpublic improvements, special projects, and ongoing maintenance programs. Projects included in the CIP include arterial highways; local streets; storm drains, bay and beach improvements; park and facility construction; water and wastewater system improvements; and planning programs. The Fiscal Year 1996 -97 CIP totals $49,425,660 and consists of over 100 projects. The CIP was developed with input from various City departments who identified needs in their respective areas of responsibility. The needs were then reviewed by the Public Works Department and City Manager's Office. Funding for the capital projects is derived from multiple funding sources, as follows: 1996 -97 Capital Improvement Projects by Fund CIOSA 8.2% Assessment District 0.1% Wastewater Enterprise Water Enterprise 4.6% General Fund 19.9% 9.3% C I D 1 t Orange County Combined Transportation Funding Program 26.3% Building Excise Tax Circulation and 0.3% Transportation 9.1% ommun ty eve opmen Block Grant 1.1% aai\ Gas Tax 2.4% . Tide and Submerged Lands 0.7% General Fund The General Fund projects total $4,522,600. Projects funded by the General Fund include harbor and tidelands; storm drains; streets; library and park projects. Major projects within this fund include: • Various Upper Newport Bay Enhancement and Improvement Projects ($85,000) • Newport/Balboa Piers Inspections /Repairs ($120,000) • Storm Drain Improvement Program ($160,000) • Sidewalk, Curb, and Gutter Replacement Program - Public Works /General Services ($370,000) • Street Light Replacement Program ($250,000) • 800 MHz System ($400,000) • Park Facility Improvements ($72,000) • Upper Castaways Passive Park ($300,000) ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Community Development Block Grant Fund Community Development Block Grant (CDBG) funds are allocated to local governments from the federal government, based upon a formula and are required to ■ be used within broad functional areas for community rehabilitation and housing. CDBG ■ funding totals $534,000 and includes the Americans With Disabilities Act (ADA) Improvement project. This project provides for the removal of architectural barriers to ■ public facilities, as well as improved access to public facilities, bus stops and curb ■ landings. ■ Tide and Submerged Land Fund ■ The Tide and Submerged Land Fund is used to account for all revenues and expenditures related to the operation of the City's tidelands, including beaches and marinas. Projects ■ in this fund total $349,560. Major projects include: Beach Replenishment Program ($70,000) ■ Newport Harbor Entrance East Jetty Repair ($50,000) ■ Oil Field Improvement ($150,000) ■ Building Excise Tax Fund ■ The Building Excise Tax Fund is used to account for revenues received from builders and developers on building and remodeling projects within the City. Expenditures ■ from this fund are used exclusively for fire safety, libraries, parks, beaches, or ■ recreational facilities. Projects in this fund total $134,000 and will be used for public facility improvements and include: ■ ■ Fire Department Equipment and Facilities ($54,000) • Fire Department Office Centralization ($30,000) ■ Playground Equipment Replacement Program ($50,000) ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Assessment District Fund The appropriations in this fund ($43,000) are used for administrative and construction costs associated with the undergrounding of overhead utilities. The City is reimbursed by the districts for the administrative costs, upon formation of the districts. CDBG Tide & Submerged M � Building Excise Tax Assessment District W1 ■ Capital Improvement Program (continued) ■ ■ Water Enterprise Fund ■ Water Funds for capital projects in the Water Enterprise Fund are derived from water service Enterprise charges and are used for the rehabilitation and expansion of the City's water service. ■ Projects in this fund total $9,837,500. The projects encompass distribution and piping; water system repairs; pumping and operating; and groundwater development. Major projects include: ■ ■ • Construction of Water Wells and Transmission Pipelines ($4,400,000) • 16th Street Reservoir and Site Improvements ($1,800,000) ■ • 16th Street Water Transmission Main ($1,600,000) ■ Wastewater Enterprise Fund ■ Wastewater Projects in this fund total $2,285,000 and include sewer main and pump station ■ Enterprise improvements. Specific projects include: ■ • Sewer Main Replacement, West Newport Alleys 24th to 28th Streets ($150,000) ■ • Sewer Main Replacement, West Newport Alleys 28th to 30th Streets ($125,000) ■ • Sewer Pump Station Improvement Program ($1,725,000) ■ Cooperative Cooperative Projects Cooperative Projects are projects which receive outside funding sources and/or are ■ Projects part of a joint venture with other agencies. Major cooperative projects to be undertaken ■ in fiscal year 1996 -97 include: ■ • Upper Newport Bay Sediment Control & Restoration ($5,250,000) ■ • Birch Street Bridge Widening ($2,100,000) ■ • MacArthur Boulevard Widening Improvement - Phase II ($7,550,000) • Bridge Retrofit Program ($2,100,000) ■ • Pacific Coast Highway/Newport Boulevard Improvements ($11,000,000) ■ • San Diego Creek North ($450,000) • Jamboree Road Rehabilitation, Bristol to Campus ($750,000) ■ • Balboa Boulevard Improvements 14th Street to 16th Streets ($750,000) ■ Cooperative projects funding sources are as follows: ■ Gas Tax Fund ■ The State Gas Tax Fund accounts for all State Gas Tax related revenues and expenditures, including street repair, construction, and maintenance. Gas Tax funded projects total ■ $1,885,000. ■ Contributions Fund The Contributions Fund is used to account for revenues received from other ■ governmental agencies or private developers and expended for specific street or highway ■ 62 construction projects. Projects in this fund total $8,189,546. ■ N ■ ■ Circulation and Transportation Fund The Circulation and Transportation Fund is derived from fair share fees collected from developers and restricted for capital improvement projects that are a part of the circulation element in the City's General Plan. Projects in this fund total $4,484,823. ■ Orange County Combined Transportation Funding Program The Orange County Combined Transportation Funding Program (OCCTFP) combines funding from multiple sources, such as Measure M Local and Turnback funds ($1,140,000);Intermodal Surface Transportation Efficiency Act- ISTEA($6,079,918); SB 821 funds ($10,000); and Measure M Competitive funds ($5,746,344). Total OCCTFP funding for fiscal year 1996 -97 is $12,976,262. . Circulation Improvement and Open Space Agreement Construction Fund The Circulation Improvement and Open Space Agreement ( CIOSA) is a development agreement between the City and the Irvine Company to finance expenditures relating . to the construction and acquisition of certain public capital improvements. The CIOSA Construction Fund has been established to account for the construction proceeds and expenditures related to special assessment district, 95 -1. Projects in this fund total $4,074,369. 1996 -97 Capital Improvements Projects Other 10.0°/ Harbor & Tidelands Work 12.2% Park Faciiii Improvements 1.0% MacArthur Widening 15.3% Pacific Coast Hwy./ Newport Blvd. Improvements 22% Other Arterial Construction 11.5% Sewer Facility Water Facility Storm Drain Improvements Improvements Improvements 4.6% 19.9% 0.3% Infrastructure Rehabilitation & Maintenance 2.7% Conclusion Once again, the City has undertaken an ambitious and wide ranging capital improvement program. The projects are both significant and diverse, and will serve all areas of the City. Many of the projects have multi -year terms to completion. In those cases, only those phases of the projects scheduled during FY 1996 -97 are budgeted and appropriated this fiscal year. It is the City's policy to identify and appropriate sufficient funds for all projects scheduled during the coming budget year. If projects are not completed nor funds encumbered by fiscal year -end, the projects are reconsidered as part of the following fiscal year budget process. Conclusion 63 ■ ■ ■ CITY OF NEWPORT BEACH ■ 1996 -97 RESOURCE ALLOCATION PLAN ■ DESCRIPTION OF INTERNAL SERVICE FUNDS ■ ■ Again this budget year, the City will provide for the financing of certain functions through the ■ use of internal service funds. 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, as they had previously done. 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 two Internal Service Funds, the Insurance Reserve Fund and the ■ Equipment Maintenance and Replacement Fund. The Insurance Reserve Fund is used to pay all ■ Workers' Compensation, Liability, Compensated Absences, and Disability expenses of the City. This includes insurance premiums, consultant fees, medical expenses, contract attorney costs, ■ payments for judgments and settlements, accumulated leave 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 a ten ■ year 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 ■ (approximately $1,500,000). ■ Each Department's share of the City's anticipated Workers' Compensation expenses was determined by an analysis of claims history by labor class in Newport Beach as compared to the ■ same information for the State as a whole. Based on this data, appropriate rates were established ■ for each labor class in the City. 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 ■ $1,200,000). ■ Departmental payments into the Insurance Reserve Fund for Compensated Absences are based on a percentage of salary (approximately 2.7 %) necessary to generate a sufficient monetary base ■ within the fund to accommodate current year expenses, and begin building a stronger reserve for ■ the future. Departmental Disability premium payments to the Internal Service Fund are likewise a percentage of salary. ■ ■ ■ ■ WA N-fl ■ ■ 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, and to accumulate ■ "depreciation" funds for the eventual replacement of that equipment. 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. These rates function much like vehicle ■ rental rates from the perspective of the using Departments. Recommendations for rolling stock replacement are made by each Department to the City ■ Funds for replacement, on the one hand, and maintenance, on the other, remain segregated. Maintenance funds are used to fully fund the General Services Equipment Maintenance Division, ■ including the Auto Parts Warehouse, and certain other General Services Department overhead ■ expenses which are directly attributable to rolling equipment maintenance, but are contained in the budgets of other divisions. Each Department Budget unit's share of this cost, based on the ■ equipment it has in service, are contained on line 8022 of the respective M &O budget sheets. ■ Recommendations for rolling stock replacement are made by each Department to the City Manager through the General Services 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 line 8024 of the respective M &O budget sheets. ■ During Fiscal Year 1996 -97, the City projects the following expenditures from Internal Service ■ Funds: ■ Equipment Maintenance: $1,567,264 ■ Equipment Replacement: $2,043,250 ■ Compensated Absences: $ 600,000 ■ ■ Workers' Compensation: $1,128,831* ■ Disability Coverage $ 286,236* ■ General Liability: $1,395,414* ■ ■ *Includes legal services, insurance premiums, contract ■ administration, claims & settlements, and payments to providers of medical service. ■ ■ ■ ■ ■ FIXED ASSET SCHEDULE Schedule of General Municipal Property as of June 30, 1995 ZE Year of Historical Description Acquisition Cost Civic Center City Hall 1948 1,341,003 Police Station 1973 2,138,517 Professional Building 1983 1,129,351 Fire Stations Balboa Boulevard 1962 109,802 Headquarters # 2 1952 479,534 Jamboree and Santa Barbara # 3 1971 595,597 Balboa Island # 4 1993 825,614 Corona del Mar # 5 1948 57,535 Irvine Avenue # 6 1958 102,866 Marine Lifeguard Headquarters 1965 163,987 Libraries Balboa 1920 144,238 Corona del Mar 1958 148,295 Mariners 1963 151,727 Multipurpose Room at Mariners 1966 42,035 Central Library Land 1992 7,400,000 Structures 1994 8,000,000 Warehouse 1973 77,028 American Legion Property 1929 127,285 Beacon Bay 1929 3,309,895 City Yard 1919 4,307,296 19th 1905 24,250 China Cove Lots 1952 36,522 N Street Beach Lots - 500,000 26th Street Parking 1965 38,390 Balboa Parking Lot 1925 319,818 ZE 70 ■ ■ Year of Historical ■ Description Acquisition Cost ■ Palm Street Lot 1995 776,934 ■ Ocean Front Parking Lot - 25,693 Corona del Mar Beach Parking Lot 1957 159,470 ■ Corona del Mar Beach Concession 1957 81,183 ■ Corona del Mar Beach Restrooms 1957 70,996 15th Street Restrooms 1962 28,917 19th Street Restrooms 1935 2,000 Washington Street Restrooms 1935 60,441 ■ Balboa Pier Restrooms 1957 12,869 Newport Pier Restrooms 1958 36,211 West Newport Restrooms 1955 25,263 ■ Orange and Seashore Restrooms 1976 55,800 . Voluntary Action Center (VAC) 19 t 9 120,976 Channel Place Park 1958 50,005 ■ Newport Island Park 1938 159,653 38th Street Park 1925 422,729 ■ Cliff Drive Park 1960 699,478 ■ Mariners Mile Park 1957 146,995 Galaxy Park 1962 60,000 ■ Westcliff Park 1962 210,215 ■ Las Arenas Park 1919 295,480 Lido Park - 123,335 ■ Peninsula Park 1929 81,869 Eastbluff Park 1965 438,133 ■ Irvine Terrace Park 1960 491,842 ■ Community Youth Center 1962 855,208 Begonia Park 1926 267,049 ■ Buck Gully Beach Park 1926 127,687 Buffalo Hills Park 1969 839,309 ■ Balboa Bay Club Land Site 1928 10 ■ 30th and Newport Parking Lot - 105,999 Boy Scout House 1958 316 ■ Girl Scout House - 24,665 ■ 15th Street Pier 1968 9,710 Newport Pier 1922 186,745 ■ Balboa Pier 1925 83,877 Little Island Bridge 1972 1,870 ■ Harbor Hills View Park 1972 89,379 San Joaquin Hills Park 1972 388,454 ■ ■ ■ 71 Year of Historical Description Acquisition Cost Balboa Island Park 1973 196,494 Cliff Drive View Park 1973 345,739 Harbor View Nature Park 1974 424,089 Ensign View Park 1975 929,726 Balboa Island Park 1974 175,260 San Miguel Park 1983 488,291 Oil Well Facilities 1982 1,147,988 Balboa Yacht Basin 1982 3,386,666 North Ford Park 1984 112,103 Kings Road View Park 1975 110,000 West Newport Triangle 1975 55,000 Senior Citizen Facility 1975 1,254,659 Mariners Mile Parking Lot 1976 614,250 Balboa Peninsula Lot 1976 47,250 West Newport Park 1977 975,772 Bayside Drive Park 1978 133,209 Spyglass Hill Park 1978 101,972 Inspiration Point 1979 881,990 Bonita Creek Park 1987 1,860,394 30th and Villa Parking Lot 1987 12,500 Galley Cafe 1988 44,100 West Newport Community Center 1988 1,581,459 Lincoln Athletic Field 1988 614,568 Balboa Parking Lot 1994 885,133 Total 55,565,962 Other Equipment 9,939,360 General Municipal Property Total 65,505,322 71 ld Income Property City of Newport Beach California Administrative Services Department v F�( 1 American Legion Ha%boatstoage,eapa 21515thsaeet 2 Balboa Angling Club aubhouse, do& 3 Balboa Bay Club 1221 cout eta! C1221 coast Hwy West 4 Balboa Ferry pony wading& storage eawt st 5 Balboa Pier R.W. aastanak L✓/ ( pM of pier Qkk ,y 6 Balboa Yacht Basin slip. &anise. Harbor bland Drive 7 Balboa Yacht Club lldda ds IBOI Bayside Drive 8 Beacon Bay 72haanealtes Harbin Island Drive 9 City-County Dock Newpore Arctan Marl. 3333 coast Hwy wear l 10 CDM Beach Pond Concession stain Dead! l 11 Girl Scout House Day —p 1700 Balboa BNd. west �Q 12 Harbor Island Leases Enaoechmend Harbor Island 13 Lido Bay Front Puk,boatswrage, rilps Udo isk perianiter 14 Marina Park SBkobueimmea Ina Balboa Blvd. West 15 Nautical Museum mosewn Claire ln4 Balboa Bled, West 16 Newport Pier pbneraao'. 1.ataaaol Esd of pier i� 17 Radio Tower Ante. �m 909 16th strxt 18 Telescopes Pay telescopes Balboa & Newport Piers 19 44th Street House Duple gas &2041 /24am Street 20 38th & Lake Triangle Parking 21 Oil Operations oil wags N Shows L q. g!1996 74 ■ ■ FIXED ASSET SCHEDULE ■ ■ Proprietary Fund Type Schedule of Structures, Improvements and Equipment ■ as of June 30, 1995 ■ ■ Historical Accumulated Net Book Cost Depreciation Value ■ Water Utility ■ Mains 24,240,461 16,358,835 7,881,626 Meters 3,124,530 2,104,236 1,020,294 ■ Wells 1,324,713 214,027 1,110,686 ■ Pumping Stations 458,439 320,868 137,571 Reservoirs: ■ Big Canyon 2,341,677 1,196,065 1,145,612 Spyglass Zone 2 & 3 639,011 198,456 440,555 ■ 16th Street 1,974,355 380,719 1,593,636 San Joaquin 382,845.00 65,740.00 317,105.00 ■ Warehouse 205,793 45,290 160,503 ■ Total Structures and Improvements 34,691,824 20,884,236 13,807,588 ■ Equipment 588,789 382,455 206,334 ■ Construction in progress 4,889,033 4,889,033 Total Water Utility 40,169,646 21,266,691 18,902,955 ■ ■ Wastewater Utility ■ Mains 26,028,839 17,152,269 8,876,570 Pumping Stations 5,567,911 4,405,131 1,162,780 ■ Total Structures and Improvements 31,596,750 21,557,400 10,039,350 ■ Equipment 31,460 15,730 15,730 ■ Total Wastewater Utility 31,628,210 21,573,130 10,055,080 ■ ■ Fleet Management ■ Fleet 6,198,669 2,462,401 3,736,268 Other equipment 4,897 2,448 2,449 ■ Total Fleet 6,203,566 2,464,849 3,738,717 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ EQUIPMENT MAINTENANCE AND REPLACEMENT FUND ■ Schedule of Rolling Equipment Replacement (FY 1996 -97) ■ (Includes Special Set Up Casts and First Year of Lease Payments.) ■ Public Safetv Denartments Other Departments ■ ■ Fire Department Building Department Ladder Truck (Lease/Purchase - $600,000) $132,200 Sedan, Mid -size (2) $38,000 ■ Station Wagon (4x4) (2) $46,000 Community Services Paramedic Van $72,000 10 Passenger Bus $46,000 ■ Truck, 1/4 ton (4x4) $45,000 General Services Department Sub Total $295,200 Packers, rear - loading (4) (Lease/Purchase - $439,400) $98,900 ■ Police Department Packers, front- loading (6) (Lease/Purchase - $767,750) $172,550 Patrol/Traffic Sedans (6) $9,000 Sign Installation Truck $45,000 ■ Note: The vehicles were purchased with FY Truck Tractor (Used) $70,000 95 -96 Funds; budget figure represents setup costs for Truck, One -ton Stakebed $28,000 those units Truck, 1/4 loo (2) $33,500 ■ Detective Sedans (4) $82,000 Riding Mower $9,000 CSI Van $23,000 Truck, 3/4 Ton $22,000 ■ Parking Control Vehicles (3) $49,500 Loader $44,200 Station Wagon (4x4) (3) $74.000 Sweeper, Small $42,000 ■ Sub Total $237,500 Planing Attachment for Skid Loader $14,500 Drag Bucket for Beach Tractor $3,700 ■ PUBLIC SAFETY TOTALS $532,700 Packer, Small 5$, 5 000 Sub Total $638,350 ■ Public Works Truck, 1/2 ton w/ Utility Body $20,000 ■ Sewer Hydrocleaner (Lease/Purchase - $130,000) $29,900 Cement Mixer $3,500 ■ Compaction Wheel for Backhoe $5,000 Pickup, 1/4 Ton, Extended Cab (2) $34,000 Truck, 1 112 ton, w// Utility Body $33,000 Tractor/Mower $25.ODO ■ Sub Total $150,400 OTHER DEPARTMENT TOTALS $872,750 ■ ■ GRAND TOTAL ALL DEPARTMENTS $1.405.450 ■ ■ ■ ■ ■ ■ 75 CITY OF NEWPORT BEACH 1996 -97 RESOURCE ALLOCATION PLAN ROLLING STOCK AND AIRCRAFT IN SERVICE Utilitv Enterprise Passenger Cars 6 Fiscal Year 4 Fiscal Year Fiscal Year Trucks Fiscal Year 1995 -96 Fiscal Year 1996 -97 1996 -97 Tractors and Graders 1994 -95 Budgeted 1995 -96 Budgeted Projected Backhoes and Loaders Final Changes & Final Changes & Final General City Operations Inventory Adjustments Inventory. Adjustments Inventory Helicopters 2 0 2 0 2 Pass Cars 104 -3 101 -1 100 Jeeps 9 0 9 0 9 Motorcycles 17 -2 15 -3 12 Trucks 109 5 114 3 117 Fire Trucks 11 0 11 0 11 Loadpackers 24 0 24 0 24 Street Sweepers 6 1 7 0 7 Tractors and Graders 6 0 6 0 6 Backhoes and Loaders 5 1 6 0 6 Beach Cleaners 3 0 3 0 3 Trailers 34 -2 32 0 32 Trailer, Office 2 0 2 0 2 Special Equipment 32 -5 27 0 27 Total General City Operations 364 -5 359 -1 358 Utilitv Enterprise Passenger Cars 6 -1 4 0 4 Trucks 35 -1 35 0 35 Tractors and Graders 2 0 2 0 2 Backhoes and Loaders 6 -1 7 0 7 Trailers 14 0 14 0 14 Special Equipment 14 0 14 0 14 Total Utility Enterprise* 77 -3 76 0 76 GRAND TOTAL 441 -8 435 -1 434 * Includes vehicles in both the Water and Wastewater Sections 76 ■ ■ 6YEARALS 2:45 PM 8/29/96 SIX YEAR COMPARISON OF REGULAR PERMANENT EMPLOYEES 1991 -92 1992-93 1993-94 1 199+ -96 1996-97 ■ GENERAL CITY GOVERNMENT 0.00 City Council . City Clerk 4.00 City Manager 3.00 Deputy City Manager ■ Personnel ■ City Attorney ■ Finance 4.00 Administrative Services 2.00 Telecommunications 2.00 Total 0.00 0.00 5.00 PUBLIC SAFETY ■ Police 0.00 Fire 4.00 Marine 4.00 Fire and Marine ■ Total 39.00 COMMUNITY DEVELOPMENT . Planning 0.00 Building ■ Total . PUBLIC WORKS 46.00 Public Works 2.00 Utilities - Electrical 2.00 Public Works and Utilities 0.00 General Services ■ Total COMMUNITY SERVICES Library ■ Administration 0.00 Recreation . Senior Citizens 4.00 Total 3.00 BALBOA YACHT BASIN ■ WATER ENTERPRISE FUND ■ SEWER ENTERPRISE FUND ■ TOTAL PERMANENT EMPLOYEES 4.00 4.00 2.00 2.00 2.00 2.00 0.00 0.00 5.00 5.00 5.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 4.00 3.00 3.00 3.00 2.00 2.00 2.00 2.00 2.00 4.00 4.00 2.00 2.00 2.00 2.00 0.00 0.00 5.00 5.00 5.00 5.00 0.00 0.00 4.00 4.00 4.00 3.00 5.00 5.00 39.00 41.00 39.00 35.00 0.00 0.00 0.00 0.00 0.00 0.00 46.00 48.00 2.00 2.00 2.00 2.00 0.00 0.00 58.00 60.00 57.00 52.00 58.00 59.00 224.00 221.00 29.00 210.00 203.00 206.00 209.00 110.00 108.00 4.00 109.00 104.00 0.00 0.00 20.00 20.00 32.00 18.00 18.00 0.00 0.00 0.00 0.00 125.00 0.00 0.00 120.00 119.00 354.00 349.00 337.00 325.00 326.00 328.00 23.00 22.00 20.00 18.00 17.00 12.00 22.00 21.00 19.00 18.00 17.00 20.00 45.00 43.00 39.00 36.00 34.00 32.00 35.00 35.00 29.00 29.00 0.00 0.00 5.00 5.00 5.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 32.00 33.00 161.00 166.00 148.00 141.00 123.00 125.00 201.00 206.00 182.00 174.00 155.00 158.00 42.00 42.00 38.00 35.00 33.00 32.00 2.00 2.00 2.00 3.00 2.00 2.00 11.00 12.00 11.00 10.00 8.00 8.00 5.00 5.00 4.00 4.00 4.00 4.00 60.00 61.00 55.00 52.00 47.00 46.00 1.00 1.00 32.00 32.00 32.00 33.00 30.00 31.00 11.00 11.00 11.00 11.00 11.00 11.00 762.00 763.00 714.00 684.00 662.00 666.00 77 Debt Service Estimates 1996 -97 1996 -97 Original Balance Balance Total Principal Issuance 7/1/96 Additions Deletions 6/30/97 Payments Interest Paid to Date Library Certificates of Participation 7,500,000 7,090,000 (150,000) 6,940,000 587,685 437,685 560,000 Balboa Marina Loan 3,457,930 2,918,732 (105,029) 2,813,703 236,372 131,343 644,227 Water Revenue Bonds 17,100,000 15,435,000 (875,000) 14,560,000 1,706,421 831,421 2,540,000 Computer Leases 2,275,851 51,396 2,060,000 * (474,987) 1,636,409 477,510 2,523 639,442 Other Office Equipment Leases 91,983 29,998 (19,585) 10,413 21,333 1,748 81,570 Rolling Stock Leases 2,061,505 820,515 600,000 . (409,341) 1,011,174 453,559 44,218 1,050,331 Special Assessment District (CIOSA) 7,500,000 7,500,000 7,500,000 368,168 368,168 0 Total Debt Service 39,987,269 33,845,641 2,660,000 (2,033,942) 34,471,699 3,851,048 1,817,106 5,515,570 Projected amounts Note: In relation to the magnitude of the City's overall operating budget, debt service expenditures are small (approximately 4.7%). Current debt service will not have a materially adverse impact on budgeting for future operations. Legal debt limits are calculated each year in conjunction with preparation of the Comprehensive Annual Financial Report. The current debt level, as a percentage of this legal limit, is immaterial. M ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■