HomeMy WebLinkAboutResource Allocation Plan 1999■
■
r
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
W
} 0
a0
02
Uw
H cc
Qo
>o
o
■
■
s
■
■
a
■
a
■
■
■
a
■
i
WP --;qq
�L �F
■
iC�% a�C?/�eu�ioxL ✓c�eac�i cuaa iakaCC� C�eftlPm� 9, 9906
C ie fi�Pa�e ps Veal waa adjVe d,��," 22, 9957
■
■
a
a
■
CITY OF NEWPORT BEACH
Resource Allocation Plan
1995 -1999
TABLE OF CONTENTS
RESOURCE ALLOCATION PLAN
Table of Contents .........................
List of City Officials .....................
City Manager's Transmittal Letter
INTRODUCTION
..................................... ............................... i
................................. ...............................
■ User's Guide ............................................................................................................................. ............................... 1
BudgetCertificates .................................................................................................................... ..............................6
OrganizationChart 1998. 99 ...................................................................................................... ..............................7
SUMMARIES
■ Glossary .................................................................................................................................... .............................93
Miscellaneous Statistical Information .....................................................................................
............................... 11
Historical & Projected Revenues by Category ........................................................................
............................... 12
Historical & Proposed Operating Expenditures by Funct ion ....................................................
.............................15
Operating Expenditures by Department & Type ...... : ..............................................................
.............................. 16
Historical & Proposed Capital improvement Expenditures ....................................................
............................... 17
SOperating
Expenditures - All Funds .........................................................................................
.............................18
Summary of Estimated 1997 -1998 Year End Fund Bal ances ...................................................
.............................22
Summary of Estimated 1998 -1999 Year End Fund Bal ances ...................................................
.............................24
Projected Fund Transfers, All Funds ........................................................................................
.............................26
DEPARTMENT OPERATIONS
CityCouncil/City Manager .....................................................................................................
............................... 30
CityClerk ...............................................................................................................................
............................... 32
CityAttorney ..........................................................................................................................
AdministrativeServices ..........................................................................................................
............................... 34
............................... 36
Police......................................................................................................................................
............................... 42
Fire& Marine ...........................................................................................................................
.............................46
■
Planning & Building .................................................................................................................
.............................52
GeneralServices .......................................................................................................................
.............................56
CommunityServices ...............................................................................................................
............................... 62
.
Public Works ..........................................................................................................................
............................... 68
CAPITAL IMPROVEMENTS
.
Capital Improvements ...............................................................................................................
.............................74
APPENDICES
.
Tide & Submerged Land Fund ...............................................................................................
............................... 80
Internal Service Fund Program ...............................................................................................
............................... 81
Fixed Asset Schedule - General Municipal Property ..............................................................
............................... 83
.
Mapof Income Property .........................................................................................................
............................... 86
Fixed Asset Schedule - Proprietary Fund Type .......................................................................
............................... 88
MajorEquipment Schedule ....................................................................................................
............................... 89
.
Rolling Stock and Aircraft in Services ...................................................................................
............................... 90
Six Year Comparison of Regular Permanent Employees .........................................................
.............................91
DebtService ............................................... ............................... ......................................
.............................92
■ Glossary .................................................................................................................................... .............................93
ii
NEWPORT BEACH CITY OFFICIALS
City Council ■
0
Thomas C. Edwards
Mayor .
Jan Debay Dennis D. O'Neil Norma Glover
Council Member Mayor Pro Tern Council Member
s
win..
John W. Hedges John Noyes Tom W. Thomson
Council Member Council Member Council Member ,
Principal Administrative Officers '
_._....._ .............
N
N
T
Kevin J. Murphy
.
LaVonne M. Harkless
City Manager
Robert H. Burnham
City Clerk
City Attorney
Sharon Wood .......................
Assistant City Manager/Director of Community & Economic Development
PeggyDucey ........................
............................................ ............................... Deputy City Manager
Dave Kiff ...............................................
............................... ......................Assistant to the City Manager
Dennis C. Danner .....................................
............................... Administrative Services Director/Treasurer
■
BobMcDonell .......................................................................................
............................... Chief of Police
TimRiley ......................................................................................
............................... Fire & Marine Chief
David E. Niederhaus .....................................
............................... ........................General Services Director
LaDonna Kienitz ...................................
............................... Community Services Director /City Librarian
Patricia L. Temple .............................................................................
............................... Planning Director
.
JayElbettar ........................................................................................
............................... Building Director
Don Webb ..........................................................
............................... 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 1998 -99 City
■ Budget is hereby submitted to the City Council for your review, revision as necessary,
and adoption. The City Budget is a lengthy and complex document, which I will try
■ to summarize in the next few pages to provide you and other readers an overall
understanding of the City's finances.
■
Again this year, the Budget is contained in three major volumes: the Resource
■ Allocation Plan, the Budget Detail and Capital Improvement Projects. To assist
readers in the review of the documents a Users Guide and a Glossary of Terms has
been provided with the Resource Allocation Plan. The Users Guide includes a
description of the Budget process, how the Budget is administered after adoption,
■ and a description of the various funds utilized by the City to properly account for its
revenues and expenditures. The Glossary of Terms can be found at the end of the
Resource Allocation Plan and defines many of the terms used in governmental
accounting in conjunction with a budget.
■ INTRODUCTION
The 1998 -99 Budget reveals a substantially improved fiscal picture for the City of
Newport Beach. After five consecutive years in the early 1990s of reductions,
curtailments, and use of reserves, the close of the 1997 -98 fiscal year and the proposed
■ 1998 -99 Budget document projects a substantially improved revenue base, replenished
General Fund reserves, progress in restoring Insurance Reserves, and additional
■ funding for program areas hard hit by prior reductions.
■ The City has the good fortune of being a highly desirable place to live, work and visit
due to its physical beauty and the quality of man-made improvements. It will require
■ strong leadership by City leaders to retain the high desirability attained over the last
90 years. In the last year this leadership has been exhibited by the City Council by
intensifying the City's focus on maintaining and enhancing the quality of life in Newport
■ Beach. Achieving this goal is only possible with a strong and diverse tax base to
provide high quality and efficient public services. Adequate monies must be available
■ to recruit, train and retain quality employees to provide field and support services to
maintain our neighborhoods, beaches, streets, libraries, trees, street lights, parks,
bay and utilities in a safe and attractive manner. Policies, programs and long term
plans must be in place in conjunction with the business community to keep our
commercial villages vibrant and successful. As you review the 1998 -99 Budget I
hope you will agree with me that the City is laying a solid foundation to maintain and
■ enhance the quality of life in Newport Beach.
iii
0
Total Overall
1998 -99 BUDGET OVERVIEW
.
Revenues:
Total City revenues projected in 1998 -99 are $116.0 million, a decline of nearly
$116M
$17.0 million or 14.6% from 1997 -98. This results primarily from a reduction in
■
grant and special revenues received for one -time capital improvement projects. Over
the last six fiscal years our total revenues in all funds have varied significantly due to
one -time grants or special revenues. For example, total revenues in 1993 -94 were
$91.3 million, while in 1996 -97 it reached its highest level ever at $133.0 million. In
the last six fiscal years our total City revenue has averaged $109.7 million per year.
Expenditures:
Total proposed City expenditures in 1998 -99 are $120.0 million, a decline of $12.9
$120M
million or 10.8% from 1997 -98. As cited above, this results from the reduction in
one -time grants or special revenues and the construction/completion of the associated
.
large scale capital improvement projects (Groundwater Development, Arches
Interchange, MacArthur Boulevard Phase 11, Birch Street Bridge, Bob Henry Park,
S
and Castaway Park).
You'll note that total City expenditures exceed total City revenues in 1998 -99. This
S
is due to the expenditure of reserves set aside over several years in special revenue
.
funds for capital improvements. This can be noted particularly in the large capital
projects in the State Gas Tax Fund and the Bonita Canyon Development Fund.
■
General Fund
General Fund
The General Fund is the key operating fund within the City's budget. This fund
Expenditures:
contains expenditures for all operating City Departments with the exception of two
$75.9M
divisions (Water and Wastewater) in Public Works. In 1998 -99 the proposed General
■
Fund expenditures, including General Fund capital improvements, total $75.9 million,
an increase of $3.1 million from 1997 -98 or 4.2 %.
One -third of this increase is due to the significant increase in our internal service
.
fund charges to City departments. These charges are for workers compensation,
general liability and compensated absences operating costs, and the establishment of
proper reserve levels for the long -term liabilities in these programs.
General Fund
After factoring in the increase in charges for the Internal Service Fund, City operating
Operating costs
costs are proposed to increase only 2.8 %. The vast majority of this increase results
Up 2.8%
from negotiated compensation agreements with our labor groups. Other factors
resulting in the increase to our expenditures include several new positions approved
by the City Council during the current fiscal year to improve program areas which
were reduced in prior budgets or where activities have increased due to the improved
iv
economy. These programs include Disaster Preparedness, Human Resources, and
■
N
r
.Building
Inspections. In addition, the proposed 1998 -99 Budget proposes an increase
in funding other priorities identified by the City Council in prior discussions, including
■
traffic enforcement and tree trimming.
On the revenue side, total General Fund revenues are projected to grow in 1998 -99
General Fund
i
only $225,000 above 1997 -98 levels; however, the one -time advance payment by
Revenues Up
the developer of Pacific Bay Homes of $2.0 million in restricted park fees during
3.1%
1997 -98, skews a comparison of actual growth in revenues between fiscal years.
Without this one -time payment, real estimated revenue growth in our primary revenue
.
sources is up $2.2 million or 3.1 %.
'
A significant improvement in the national, state and regional economy has increased
City revenues well beyond forecasted levels in the adopted 1997 -98 Budget. The
table below highlights the improvement:
•
1997 -98 1997 -98 1998.99
Revenue Adopted Budget Estimated Actual Estimated
Secured Property Tax $17,850,000 $18,300,000 $18,849,000
Sales Tax $14,000,000 $15,900,000 $16,377,000
■
Transient Occupancy Tax $ 7.075.00(1 $ 7A55.000 $ 7.678.650
$38 ,925,000 $41,655,000 $42,904,650
In accordance with City Council Policy, the higher revenues in 1997 -98 resulted in
$2.5M Added to
transfers to stabilization and contingency reserves, including $1.6 million into the
Reserves
General Fund, or $850,000 more than budgeted, and a transfer of $900,000 to the
Insurance Reserve Fund. The additional revenue also permitted an expansion of
.
funding for key City goals, including aviation issues.
.The
1998 -99 revenue picture is premised on several key factors. First, property tax
revenue, which accounts for 30% of General Fund revenue, is projected to grow by
3 %. In addition to the lagging effects of the booming resale market, it is anticipated
that new revenues will be derived from the Bonita Canyon and Pacific Bay new
home sales.
Second, sales tax revenues, which are up 20% in 1997 -98 fiscal year -to -date, are
property Tax
anticipated to grow by 3 %. City staff plans a continuing aggressive effort to capture
Sales Tax TOT
all new vehicle lease sales tax transactions pursuant to new State law. In addition,
Up 3%
.
the opening of Corona del Mar Plaza is planned during fiscal year 1998 -99 generating
an estimated additional $250,000 in annual sales tax revenues.
•
The Transient Occupancy Tax is similarly estimated to increase by 3% as room
i
occupancies remain high, but room rates steadily rise. Preliminary proposals have
V
0
been submitted by the Four Seasons Hotel and the Newport Dunes to construct
additional hotel units; however, no revenue is anticipated in 1998 -99. n
In our broad revenue category of Charges for Current Services, revenue estimates
have been increased by 3% in most instances to reflect the City Council direction
resulting from the adoption of the KPMG Peat Marwick study. The City Council has
established the percentage to be recovered from the cost of a fee - related service and
as costs rise our fee schedule must be adjusted or the General Fund will subsidize
these fee services with taxes. A new fee schedule is being prepared to reflect the
City Council's Resolution on cost recovery for Council action prior to budget adoption. .
MAJOR CITY COUNCIL GOALS AND PRIORITIES •
Earlier this year the City Council established six major goals for 1998. These goals
are highlighted below with information on how they are incorporated into our financial
plan for the next fiscal year. ■
Airpo rt
The City Council in January reaffirmed the long term City Airport Policy, which
Resources for stresses preservation of the John Wayne Airport (JWA) Settlement Agreement and
Aviation Issues the need in the County to develop an additional airport to complement service at
Grow By 75% JWA. In the 1998 -99 Budget a new Division has been created within the City
Attorney's office called Airport Management which now centralizes all airport related
Vi 1 0
One significant issue on the revenue side, which the City Council could face in the ■
Potential State
near term, is the elimination of the Motor Vehicle License Fee. There are competing
Elimination of
proposals in the State Legislature to eliminate this fee and, depending upon the various .
Vehicle License
proposals offered, either backfill the revenue to cities and counties or eliminate it
Fee
altogether. For Newport Beach the elimination of this long -term revenue would
result in a loss of $2.9 million annually. The proposal in several versions of the
proposed legislation to backfill the revenue loss with a portion of the State's current
share of the sales tax may appear sound in some quarters, but the real concern is ■
what action the State will take to protect its programs in the next economic downturn.
The legacy of the ERAF property tax shift is in the not too distant past. The ERAF
"shift" and "backfill" with Proposition 172 monies resulted in an annual revenue
loss to the City of $2.8 million and growing each year. It is hard to gain any comfort
by a State pledge to backfill revenue lost due to the elimination of a long - standing
local government revenue. S
MAJOR CITY COUNCIL GOALS AND PRIORITIES •
Earlier this year the City Council established six major goals for 1998. These goals
are highlighted below with information on how they are incorporated into our financial
plan for the next fiscal year. ■
Airpo rt
The City Council in January reaffirmed the long term City Airport Policy, which
Resources for stresses preservation of the John Wayne Airport (JWA) Settlement Agreement and
Aviation Issues the need in the County to develop an additional airport to complement service at
Grow By 75% JWA. In the 1998 -99 Budget a new Division has been created within the City
Attorney's office called Airport Management which now centralizes all airport related
Vi 1 0
0
staff and consultant assistance on this City Council priority. The Deputy City
Manager is on full -time assignment to the City Attorney to coordinate the daily
issues associated with JWA and the development of El Toro as the second airport in
Orange County. In the past the City has funded airport expenses through a General
Fund Capital Project however, these costs are now built into the City Attorney's
operating budget. In 1997 -98 the City budgeted $500,000 for this program, while
in 1998 -99, $865,165 has been programmed for this key priority.
If there is one thing certain about this priority, it is that it will continue to evolve and
■ change over time. The process of advancing a second airport is a very political
process and, therefore, very dynamic. The City must continue to allocate sufficient
■ resources to this priority, use them efficiently and carefully, while keeping all City
goals and priorities in mind and constantly be prepared to adapt and change to
different and new circumstances to ultimately be successful.
. Annexation
Over the last four years, the City Council has established the priority of completing 1998 -99 Key
.an analysis of the feasibility of annexing the Newport Coast. While seemingly Year For
simple, this priority has proven to be very complex and has required detailed analysis. Newport coast
In 1997 -98, significant progress has been made and in 1998 -99 a final resolution to
this goal should be achieved.
r As an outgrowth of the fiscal analysis completed on the Newport Coast, the 1998-
99 Budget Detail Volume includes a column in each City Department's expenditure
program identified as "New Program" which highlights the actual positions and
line item expenditures needed in the fast year if the City Council gives final approval
■ to the annexation. These costs are for a full fiscal year, while it appears at this time
that annexation could not be completed until January 1, 1999, at the earliest.
• The key steps to be completed prior to filing an application with LAFCO include a
■ Pre- Annexation Agreement with The Irvine Company regarding how all future Coast
development would be processed, an agreement with IRWD on future City or IRWD
■water and sewer service in the Coast, and finally, an understanding with Coast
residents on issues of concern which they have identified as priorities. A significant
.commitment of time to achieve these agreements is now underway and within the
next sixty days resolution should be achieved to permit the consideration of filing a
LAFCO application.
vii
0
Community Outreach
The City Council indicated its commitment to increasing current programs to
.
communicate more effectively with the community by establishing "community
outreach" as a goal in 1998. During the current fiscal year the City Council re-
organized the Environmental Quality Affairs Committee (EQAC) with a new focus
on linking with homeowner associations to keep each neighborhood more fully
informed about key decisions and issues. Also during 1997 -98 the City experimented
Community
with its first edition of a Citywide newsletter on three current issues: annexation, the
■
Newsletter
traffic phasing ordinance, and airport. In the 1998 -99 Budget there have been
Expanded
additional monies allocated for four editions of a community newsletter to keep up a
■
regular dialogue with residents. The staff work for the new EQAC and the Economic
Development Committee will be handled by the Assistant City Manager in order to
■
highlight its importance and the priority of balancing quality of life and economic
vitality in the future.
During 1998 -99 further efforts will be made by the City through existing and newly
,
created programs to reach out into the neighborhoods through our Public Safety
Crime
Departments. The Police Department's Crime Prevention Program is now officially
Prevention/
Disaster
one year old and is revitalizing our Neighborhood Watch Program to assist residents
Preparedness
and the Police Department in keeping Newport Beach a very safe City. Very shortly,
Programs
the Fire and Marine Department will be hiring a Disaster Services Coordinator to
head a newly created Division within the Department focused exclusively on preparing
the City organization and the various neighborhood areas for future disasters. It isn't
"if' Newport Beach will face a natural or man-made disaster, it's a question of "when."
This new position will become an internal and external resource to the community in
.
becoming better prepared and at the same time adding to our efforts to reach out
more effectively into the community.
.
Fiscal
.
Another continuing City Council priority in 1998 -99 is improving the City's long-
term fiscal outlook through a variety of goals. As identified earlier, the City has
.
endeavored, over the last few years, to restore our reserves that were drawn upon
New Budget
during the recession. The City Council recently adopted a new Policy on the proper
Incorporates New
type, use and level of reserves within various funds. The changes to this Policy are
Reserve Po&cy
now identified on the Fund Balance summaries for 1997 -98 and 1998 -99. The Policy
requires that each year, in conjunction with the Budget, an examination of compliance
with the Policy be undertaken and where deficiencies exist a plan developed to correct
deficiencies. Inasmuch as the new Policy was adopted just a few days ago, this year
a separate memorandum will be transmitted on compliance with the policy to the
Viii
City Council for review and discussion in conjunction with the Budget review.
.
0
. One of the key additions to the new City Council Policy on Reserves is the
establishment of a plan to replace large capital facilities. The City today has no
.current plan on funding for replacement of our sixty -six buildings and facilities. It
will be a challenge to establish the remaining useful life of facilities and the cost of
■replacement, but more challenging to begin setting aside funds for the future
replacement of these facilities. If we are able to accomplish this feat over several
years, we'll be a rare public agency. This discussion is a logical transition to the next
City Council goal for 1998.
Infrastructure
The City Council's emphasis in 1998 on infrastructure focuses additional attention
■ not only on the traditional definition of infrastructure, such as roads, water lines and
storm drains, but also attention to revitalizing our villages. The "infrastructure"
.necessary for a successful community requires all systems and segments of the
community to be well maintained and prepared for the challenges of the future.
0 In 1998 -99 the City will continue to work to revitalize our commercial villages.
Most prominent will be the continued implementation of a revitalization program on
the Peninsula. There isn't one simple solution to creating a more healthy vibrant set
of commercial areas to support and enhance the high quality residential areas on the
Peninsula. The PROP (Promote Revitalization of Our Peninsula) City Council Ad
Hoc Committee continues to implement key portions of a revitalization program in
. 1998 -99 including: (1) completion of the Parking Management Plan and
implementation of its recommendations; (2) completion of the sign inventory and
. abatement of illegal signs; (3) enforcement of current zoning and property maintenance
standards through additional Code Enforcement staffing; (4) the creation of a new
■ streetscape design and beautification program; (5) the construction of the first phase
of improved streetscape with the construction of the Peninsula entry parks on Newport
Boulevard near Via Lido; and (6) the study of improved circulation patterns in the
Newport/Balboa confluence known as the "mixmaster." To the skeptics and
naysayers, I add a reminder .... this is the start of a long journey and one which will
take many years. Over the last 90 years the Peninsula has developed into its present
state, and it will take many years of consistent commitment to improve its appearance
and vitality.
. The City's support of the revitalization of our commercial villages continues on several
other fronts in the 1998 -99 Budget. City staff in our Economic Development Division
■ of the Planning Department will continue to work to foster the success of our four
Business Improvement Districts (BIDS) on Marine Avenue, in Corona del Mar, Balboa
. Village and among all our restaurants. Support will be offered to several other areas
Commercial
Revitalization
Continues on
Peninsula
ix
M
where interest has been expressed in forming BIDs in the Cannery, McFadden, Lido
.
and Mariner's Mile areas.
Completion and
On the more traditional side of infrastructure, the City is completing the preparation
Implementation
Of
of multi -year master plans for prioritized improvements to our aging roads, parks,
Infrastructure e
water, sewer, buildings, street lights, and storm drains. This effort was commenced
Master Plans
in 1992 and we are nearing completion of this process. Without a road map of the
total needs it is impossible to allocate our finite resources to the most pressing needs.
In the absence of a road map, project selection becomes arbitrary and fails to fulfill
our fiduciary role to the community. Even with a road map the challenge is selecting
the mix of projects from among the various infrastructure systems with limited
resources.
To put perspective on our dilemma, in 1998 -99 City Departments requested $31.5
.
million in Capital Project improvements, while only $23.4 million is being
recommended. The most acute problem area is our General Fund Capital projects
.
where $8.9 million was requested, but only $3.8 million is being recommended.
Even with this challenge in 1998 -99 we will be implementing the first portions of the
now completed Sewer Master Plan and Pavement Management Plan. Work is nearing
completion on the Water Master Plan, while in 1998 -99 we are proposing the study
and completion of a Storm Drain Master Plan.
■
Road
With the completion of the Pavement Management Plan in 1998 -99 we are proposing
Maintenance
Projects Expand
a substantial increase to road maintenance activities. While road widening and
capacity improvements will continue in the future, additional emphasis and priority
is shifting to take better care of our current roadway systems. For example, in 1998-
99 it is proposed that we spend $1 million on slurry seal preventive maintenance,
$1.4 million in major asphalt overlay work, and $795,000 in major reconstruction
.
roadwork.
■
Bay Water Quatity/Management
Certainly a primary feature of Newport Beach is the Upper and Lower Newport Bay.
.
The care and management of this asset is essential to the very character of our
New City Fund
community. The City Council recognized this in identifying it as one of the six
.
Created For
priorities for 1998. The key focus for 1998 was commencing the actual dredging of
Future say
Dredging
the Unit III Basin in Upper Newport Bay and securing the full funding of the work.
.
The actual dredging has commenced, while the City is working closely with our
x
elected State representatives to secure the final full funding of this $5.4 million project.
■
0
■The primary focus of our Legislative Advocate in Sacramento in 1998 is to secure
this additional funding.
0 The City continues to work on several other fronts to secure a long term funding
source for future Bay Dredging, which is another component of the 1998 Council
goal. Our State Legislative delegation is working to this end and the City has included
funding for several Capital Improvement projects in the 1998 -99 Budget which may
assist in this long -term effort. To underscore our commitment we have created a new
City fund called "Tidelands Upper Newport Bay Restoration" and proposed three
. projects for funding. All three are focused on sediment, nutrients, and other water
quality issues which will improve Bay Water Quality in the future.
Capital Improvements
. A significant component of the 1998 -99 Budget to maintaining and enhancing our
quality of life in Newport Beach are the $23.4 million in capital improvement projects.
■ Without focusing on all 122 projects I would like to highlight several of significance.
In the General Fund we are proposing $100,000 to prepare an updated comprehensive
Storm Drain Master Plan and $400,000 for specific storm drain system improvements
at several locations in the City. With record February storms, winter 1998 highlighted
the need to upgrade several storm drain locations within the City.
In the base 1997 -98 Capital Projects budget there was no funding allocated to the
continued systematic replacement to our aging street light system, however the City
■ Council, through the supplemental appropriations process funded it at the $250,000
level. This year I am proposing in our base budget an allocation of $250,000 to fund
■ an additional phase of our Street Light System Master Plan.
■ The City Council adopted a new City Tree Policy G -1 that contemplates the regular
care, trimming, maintenance and replacement of the City's street trees as they age
and mature. To meet the challenge of managing the 27,000 trees in our urban forest,
the Capital Projects program has $50,000 allocated for Street Tree Reforestation.
Perhaps more importantly, in the General Services Street Tree Division I have
recommended a $100,000 increase to our annual contract trimming to improve our
trimming cycle. This should permit an additional 2,500 trees to be trimmed each
year in addition to the 7,850 trees currently trimmed each year. If we can sustain this
enhanced effort over an extended time, the health and appearance of the urban forest
will improve substantially.
0
$23.4M Total
Capital
Improvements
Street Light
Project
Continues
Tree Trimming
KM
By
Xi
0
1998 -99
The City is committed again in 1998 -99 to keeping the organization current in the
Automation/
automation and communication areas by allocating over $1.0 million to these General
Telecommunkadon
Improvements
Fund programs. Four major projects continue in 1998 -99 from prior years including
M
the implementation of the 800 MHz radio system ($414,000), the Police Strategic
Information Systems Project ($411,000), replacement of the hardware and software
in the Building Department ($100,000) and the Citywide Document Imaging System
($125,000). All of these programs are at various stages of a multi -year lease/purchase
arrangement. It is expected once these projects are complete we can establish an
.
MIS Internal Services Fund to allocate resources to replace the key hardware and
software systems now in use by over 300 City PC users as it becomes necessary.
.
Construction
Starts Bonita
1998 -99 Park projects include the construction of the Bonita Canyon/Freeway
on
Reservation Parks resulting from the annexation of Bonita Canyon into Newport
Canyon Parks
Beach. Proceeds from a Community Facilities District (CFD) financing are planned
to cover the capital improvement costs ($3.2 million) of construction, while monies
are allocated in the General Services Department for initial and ongoing maintenance
in 1998 -99. Other major park projects include the renovation and rehabilitation of
Grant Howald Park and the final portion of the funding needed to complete the
improvements to the new Balboa Peninsula entryway parks ($175,000).
cDBG Program
The vast majority of the City's Federal Community Development Block Grant (CDBG)
■
program and Off - Street Parking Fund projects are being allocated to Peninsula
revitalization ($770,000) as identified earlier in this message. Within the Building
.
Excise Tax Fund a recommended allocation includes Phase II of the remodeling of
the Fire & Marine Department/City Attorney offices, with other improvements
.
recommended for fire stations ($74,000), Fire 800 MHz radio conversions ($45,000),
park playground equipment ($60,000), and various library branch improvements
($70,000). Should the City Council proceed with a comprehensive City Hall needs
assessment, then the allocations for the Fire & Marine Department/City Attorney
remodeling project in 1997 -98 and 1998 -99 could be returned to fund balance for
future use in conjunction with a larger project or reallocated to other projects.
Water Projects
The City's Water Fund has a much smaller scale of projects in 1998 -99 after nearly
six years of dedication to complete the Groundwater Development Project. The
reduced scope and scale will allow the restoration of reserves and the retention of
our current water rate without compromising needed capital projects to water main
.
or transmission facilities. The largest projects in 1998 -99 are proposed to implement
the Green Acres Reclaimed Water Project ($400,000), replace the Water Main near
.
the Arches Interchange in conjunction with the current road project ($200,000), and
continue to set aside money for the future cover on Big Canyon Reservoir ($1.0
.
xii
million).
0
Each year the City has a large number of Capital Projects identified as Cooperative
Projects because they are funded from various outside sources of revenue and often
from more than one source. As identified earlier in this message, this year's primary
focus in Cooperative Projects is on implementing Year 1 of the recently completed Pavement
Pavement Management Program. In addition to the $3.2 million in Year 1 projects, Management
the City has an additional $1.5 million in roadway maintenance projects planned for Program
1998 -99. The primary source of funding for these projects is City Gas Tax revenues
accumulated over time for various roadway purposes.
Other significant Cooperative Projects include a Federal and State funded storm cooperative
damage improvement project for the replacement of the dam structure at Buck Gully/ Projects
. Little Corona Beach for $750,000; an allocation of $240,000 toward the construction
of the freeway ramp connector from the northbound SR73 Freeway to the southbound
■ SR55 Freeway in conjunction with OCTA, the TCA, Caltrans and the City of Costa
Mesa; and, the construction of the free right turn lane from eastbound Eastbluff/Ford
Road to southbound Jamboree for $450,000 using Fair Share Fees and a contribution
from The Irvine Company.
CLOSING
In closing, let me express my appreciation to the very talented and dedicated members
of our City Departments who labor over the details of this document to produce an
accurate and understandable set of Budget documents each year. Two Departments
. in particular deserve attention for extraordinary efforts. Public Works Director Don
Webb and Administrative Manager, Luci Romero - Serlet of the Public Works
. Department have worked extensively on our outstanding Capital Improvement
Program. Dennis Danner and other members of his Administrative Services
■ Department staff, including Dick Kurth, Dan Matusiewicz, Emma Bello, Kathy Hull,
and Katie Wills have pulled together all the details and summaries making it much
. easier for me to focus on the larger trends and issues within our City's finances.
.Finally, I look forward to reviewing the 1998 -99 Budget I have recommended at
your convenience.
Sincerely,
#vJ. M Vy
. City Manager
xiii
*-M 3
........ . .
0
U
D
Q
0
a
ti
j
f SyS '
f ..:
Sf
....
A
S
f f
x Y s
s s <t
f e
a 3:Y
F
0
• CITY OF NEWPORT BEACH
BUDGET FOR FISCAL YEAR 1998 -99
User's Guide
Each year the City prepares and adopts, by formal Resolution, an annual budget as required by the
City's Charter. The budget is the operating and capital expenditure plan for the City for the fiscal
year beginning on July 1 and ending on June 30 of the following year.
Budget Process - During December of each year, the 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.
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 heads.
After review at the City Manager level, 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 Managers 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 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.
The Budget is prepared on a modified accrual basis with all appropriations lapsing at the close of the
fiscal year. If an expenditure of an appropriation is required but unexpended at the close of the fiscal
. year, the appropriation must be rebudgeted or reappropriated by the City Council.
Administration of the Annual Budget - During the budget year, Department Heads and their
. designated representatives may only authorize expenditures based on appropriations previously
approved by City Council action, and only from accounts under their organizational responsibility.
In addition, budget expenditures may only be authorized in the year appropriated. Department
. Heads are responsible for not authorizing expenditures above budget appropriations in any given
area, without additional appropriation or transfer as specified below.
■ New Ap ropriations' 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
and may approve appropriation transfers not to exceed $30,000. (This must be specifically included
in each year's Budget Resolution to remain valid.) All budget amendment increases exceeding
■ $1,000 or transfers exceeding $30,000 shall be referred to the City Council for approval.
Transfers. During the fiscal year, actual expenditures may exceed budget appropriations for specific
. expenditure line items within departmental budgets. If a total departmental budget, within a specific
Classification, is not exceeded, the Administrative Services Director has the authority to transfer
funds within that Classification and department, to make the most efficient use of funds appropriated
N
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 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. .
Repro amming. 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 Projects. The Department Head having primary responsibility for a Project, 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 require specific City Attorney review and approval .
prior to contract award.
The budget document is intended to provide the public concise and readable information about the .
City of Newport Beach's proposed operating and capital budgets, as well as anticipated funding
sources. .
The document is actually prepared in three separate volumes: The 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.
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; a listing of Debt Service obligations for the City; and a Glossary
of accounting terms and definitions of terms used in the Newport Beach Budget document. .
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 .
2
0
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. hi 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 Fund activities include:
. Licenses, Fees and Permits; Intergovernmental Revenues; Charges for Services; Fines, Forfeitures
and Penalties; Revenue from the Use of Money and Property; Contributions; and Other
Miscellaneous Revenue. By far, the City's largest revenue source is property taxes, generating over
■ $22.0 million a year. However, in the past four 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. The
. City's second largest single revenue source is Sales Tax, projected to generate $16.3 million in 1998-
99, followed by Transient Occupancy Tax estimated to generate $7.6 million in 1998 -99. Together,
these three revenue sources provide nearly 60 percent of total General Fund revenues.
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 are used to
■ account for the proceeds of special revenue sources which are legally restricted to expenditures for
specific purposes. The best example of a special revenue fund is the City's Gas Tax Fund, which is
. funded by the State Gasoline Tax, and which can only be expended for street repair, construction,
and maintenance. The City has many other special revenue funds 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, disability, 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).
Appropriation (Gann) Limit - Article XDIB of the California Constitution (Proposition 4) specifies
. that tax based appropriations of government entities (with certain exclusions) may increase annually
only by a limited amount (primarily to allow for population increases and inflation). Newport Beach
has been under its Gann Limit by a comfortable and increasing margin each year. This year, the
■ appropriations limit adopted by the City Council, in accordance with Revenue and Taxation Code
■ 3
0
Section 7910, was $68,746,768. Calculations determining this amount, which is more than $20
million greater than the budgeted proceeds of taxes (even without adjusting for exclusions) are
verified as part of the City's annual audit. The Gann Limit is therefore not foreseen as an issue for ■
Newport Beach in the near future.
In addition to the Annual Budget, the City's audited financial statements for the prior fiscal years are ■
available in the Administrative Services Department, City Clerk Department, and each of the City's
library branches. ■
Fund Balance Policy - The City Council has recently adopted a revised official policy (Policy F -2 in
the City of Newport Beach Council Policy Manual) regarding reserve levels among its various funds. ■
This policy, in part, states that "The City Council has determined that a General Fund Contingency
Reserve and Stabilization Reserve be created and that the balances in these reserves shall be
maintained with not less than 8.33% and 2.0% respectively of the appropriation budget total within ■
the General Fund of the City's annual approved budget." The balances in these reserves are
currently at their targeted amounts. In addition, Policy F -2 creates a Reserve for Capital
Improvement to fund replacement of City owned buildings. This reserve is currently unfunded. .
In addition to the General Fund's reserves, other reserve levels have been established for the City's
Water Enterprise Fund and the Wastewater Enterprise Fund. The reserves in these funds are ■
designed to guarantee their operation and are to be used for emergency repairs of the systems.
Reserves have also been established for the City's Internal Service Funds which fund such activities
as Equipment Maintenance and Replacement, and Insurance Reserves for such items as liability, ■
workers' compensation, compensated absences and disability.
Debt Administration - The City currently has no outstanding General Obligation Bonds, and has no ■
plans to issue any in the foreseeable future. On June 1, 1992, the Newport Beach Public Facilities
Corporation issued $7,500,000 of Certificates of Participation to finance the construction of the new ■
Central Library. In turn, the City entered into a project lease with the Newport Beach Public
Facilities Corporation to lease certain property, facilities, improvements and equipment.
The lease payments to be made by the City will be held by a trustee who will make semi -annual
payments on the certificates of participation. The lease payments began May 15, 1994, and are in
amounts sufficient to cover the payment of principal and interest of the certificates. Principal .
payments range from $135,000 to $560,000 from June 1, 1995 through June 1, 2019, at an interest
rate from 6.0 % to 6.2%. At June 30, 1997, the City has a required cash reserve balance for debt
service of $579,851, which is recorded as a restricted asset and reservation of fund balance in the .
Debt Service Fund. The certificates outstanding at June 30, 1997, amounted to $6,940,000.
The City also has a note payable consisting of a note to the California Department of Boating and ■
Waterways for a 1987 loan in the original amount of $3,300,000. This note was issued for the
purchase and rehabilitation of the Balboa Yacht Basin. The note is payable in thirty annual principal
and interest installments of $236,372 at a 4.5 percent rate of interest which began on August 1, 1987. ■
The outstanding balance at June 30, 1997, amounted to $2,813,703.
In the current and prior fiscal years, the City has entered into several lease- purchase agreements as ■
lessee for financing the acquisition of a geographic information system and upgrades of equipment
and software to the financial management and data processing systems. The terms of the leases .
range from three to five years and are payable monthly. The interest rates on these obligations range
from 5% to 9%. These lease agreements qualify as capital leases for accounting purposes as the title
0
4 N
0
• transfers at the end of the lease term or the lease contains a bargain purchase option. All assets
acquired with capital leases total $860,380.
■ In 1995, the City issued $17,100,000 of water revenue bonds to finance the construction and
acquisition of water storage and transmission facilities. The bonds are secured by a pledge of net
. revenues of the water fund. The bonds bear interest ranging from 5.375 percent to 5.4 percent. At
June 30, 1996, the City had a required cash reserve balance of $1,710,000 which is recorded as a
■ restricted asset. Fifteen annual principal payments are payable on August 1, and semiannual interest
payments are payable on February 1 and August 1. At June 30, 1997, the outstanding principal
balance was $14,560,000.
The City is currently considering refinancing the Library Certificates of Participation and the Water
Revenue Bonds.
Cash Management - The City pools all cash and investments of all funds, except for funds required
to be held by outside fiscal agents under the provisions of certificates of participation and investment
■ funds in its deferred compensation plan. Under the provisions of the City's investment policy, and in
accordance with Section 53601 of the California Government Code, the City may deposit and invest
in the following:
■ • Certificates of Deposit (or Time Deposits)
• Negotiable Certificates of Deposit
■ • Bankers Acceptances
• U.S. Treasury Issues
• Federal Agencies Securities
. • Commercial paper
• Repurchase Agreements and Reverse Repurchase Agreements
. • Passbook Savings Accounts
• Local Agency Investment Fund (State of California Investment Pool)
• County Investment Pools (Los Angeles and Orange)
• Medium Term Notes
• Asset - backed securities
• AssettInvestment Management Agreements
The City allocates interest to all funds as required by Federal, State, County, or local code. Each
fund allocated interest is indicated on the Revenue Summary of the Budget Detail book.
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation ■
Award to the City of Newport Beach for its annual budget for the fiscal year beginning July 1, 1997. In order to receive this award, a
governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a
financial plan, and as a communications device. 'This award is valid for a period of one year only. We believe our current budget ■
continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
GOVERNMENT FINANCE OFFICERS ASSOCIATION ■
Distinguishe)hon
■
Budget Presenta
Award ■
PRESENTED TO ■
City of Newport Beac
California
For the Fiscal Year Beginn ■
July 1, 1997
�. K. '* e< em Eaecufrve D ■
The California Society of Municipal Finance Officers (CSMFO) was founded in 1957, and is a statewide organization serving all ■
California municipal finance professionals. CSMFO promotes excellence in financial management through innovation, continuing
education and the professional development of members. The City of Newport Beach was recognized for excellence in budgeting for
Fiscal Year 1997 -98. ■
California Society of ■
04unicipal finance Officers ■
Certificate of Award ■
Excellence in Public Communications 1997.98
Presented to ■
City of Newport Beach ■
Resource Allocation Plan
Ibis c"floar recogmm rbe adxave wofEweg n in producing a Public Cmnmrrdcaumu dammenumhicb enhasus ■
&&AMA, geneml pwbl w- drmandirtgofcaygamemment and enrourognc &=poftipadm
February 23, 1998 ■
tlr. 1 ,WE
■
b, .arP r ue tl►/,upr�t
Dedicated to Bwdknce in Municipal Financial Managerrrent
■
■
■
■
■
1998 -1999
ELECTORATE
MAYOR
COUNCIL
CITYrT RK F+-j CTTYATTORNEY
CITYMANAGER
II WMMUN[IYUEVEIAPMFNI'
■
— CIVILSERVICEBOARD
CIP Managunem
I
I L- - - - - -J
■
I ___ __
I BUILDINGCODE ,
Cnnavucsinn Ma.wyemrna
rr
I L BOARDOFAPPEAIS J
■
I______
I
■
I PLANNING COMMISSION
■
II
I I
BUDDING
L -
ASSISTM
1998 -1999
ELECTORATE
MAYOR
COUNCIL
CITYrT RK F+-j CTTYATTORNEY
CITYMANAGER
■ (=D r - - - - J
■ EECrFD COUNCILAPPO]NTED
BOARDS & COMMISSIONS
■
r- - - - - --i
P.B.&R.COMMISSION --r1
L- - - - - -- I I
II
ARTSCOMMISSION
L- - - - - -J I I
r — LIBRARYBOARD ,-
L---- - -J I
11
11
II
II
POLICE
support Scivie. I
Patsul
;."
❑eteedve
Paeting/AmenJ 4rmml I
II
II
I
COMMUNTTYSERVICES I I
minimxtr.unn -i
l.ibsary
Iteercatlun I
Scniur Scrvicce
GENERALSERVICES
Perks aM T eee —
Hvilding, Field & Egvipmenr
M.m...a e.
Tmffie Siems & 14.1d. s
PUBLICWORKS
II WMMUN[IYUEVEIAPMFNI'
■
I
II i
CIP Managunem
I
I PLANNING
■
I ( C., A., & Pmjens
Cnnavucsinn Ma.wyemrna
Advance Pl....g
Traffic
C., H (V amrna
■
II
II
■
II
I I
BUDDING
L -
Plan ClseekinR
Pumite
■
I Insprcdona
■
I _
FIRE &MARINE
Admie iaeeadon (kean Lik ds
Ru.e
■
&evenalov Tidelands Op
I Nece..
'inx BA.. Emmpency Medical Scrvima Boa Yaeb, H. Hasin
Flazardous Materials Puking l.�n
■
I
L ADMINISTRATIVESERVICES
■
--
Pee o.nel Adminiatr.rivn Revenue
B...fis ManaeTmrn[ Pmcb.i
Risk M nag cot Dna Pwuevvg
labor Rcledons Tdecommunic.dons
■
Acnmminq Gevbase lnfvamadnn Sysmm
■ (=D r - - - - J
■ EECrFD COUNCILAPPO]NTED
BOARDS & COMMISSIONS
■
r- - - - - --i
P.B.&R.COMMISSION --r1
L- - - - - -- I I
II
ARTSCOMMISSION
L- - - - - -J I I
r — LIBRARYBOARD ,-
L---- - -J I
11
11
II
II
POLICE
support Scivie. I
Patsul
;."
❑eteedve
Paeting/AmenJ 4rmml I
II
II
I
COMMUNTTYSERVICES I I
minimxtr.unn -i
l.ibsary
Iteercatlun I
Scniur Scrvicce
GENERALSERVICES
Perks aM T eee —
Hvilding, Field & Egvipmenr
M.m...a e.
Tmffie Siems & 14.1d. s
PUBLICWORKS
EngineennR
Waar
CIP Managunem
I
Wax[<vatev
Devdupmcnt service.
Electrical
Cnnavucsinn Ma.wyemrna
Od &(Les
Traffic
COUNCIL DEPARTMENTS
APPOINTED
0M.
of
w
0
SP
mm
.. .... .....
P. M.
UM
.0
.. .... .....
0
0
0
TABLE OF MISCELLANEOUS STATISTICAL INFORMATION
FISCAL YEAR 1998 -99
• COUNCIL - MANAGER FORM OF GOVERNMENT CITY WATER SERVICE CONNECTIONS 24,154
NUMBER OF FIRE STATIONS 6
■ RESIDENTIAL POPULATION (January 1, 1997) NUMBER OF CITY LIBRARIES 4
Permanent 70,000 NUMBER OF PARKWAY TREES 27,100
Summer 100,000
. TOURIST POPULATION 20,000 to 100,000 per day RECREATIONAL ACREAGE Acres
AREA (January 1. 1998) Square Miles Ocean Water 11,165
Harbor Waters 1,218
. Land 14.17 Parks 452
Bay 1.94 Beaches 248
Ocean 17.45 TOTAL 13,083
TOTAL SQUARE MILES 33.56
• Acres STREETS AND ALLEYS Streets Alleys
Land 9,065.54 Improved 262.45 Miles 36.85 Miles
■ Bay 1,239.36 Unimproved 2.16 Miles .13 Miles
Ocean 11,165.50 State Highway 9.68 Miles 0Miles
TOTAL ACRES 21,470.40 27429 Miles 36.98 Miles
. WATERFRONTAGE Miles DWELLING UNITS
Upper Bay Frontage 11.49 January 1, 1997 35,987
Ocean 7.46 Occupancy factor per dwelling unit 1.95
Harbor 20.46
■ TOTAL WATER FRONTAGE 39.41 POPULATION DENSITY
Per Square Mile 5,010.00
ASSESSED VALUATION Per Acre 7.83
. TOTAL $12,330,205,468
EMPLOYEES
NEWPORT HARBOR Regular Full Time 682
Boats 9,000 Total (Including Part Titre) 900
. Residential 1,230
Commercial Slips and Side Ties 2,119
Bay Moorings 1,221
• Newport Beach is one of Southern California's most scenic and dynamic communities. It surrounds Newport Bay,
well known for its picturesque islands and one of the greatest natural yacht harbors in the world, accommodating
. over 9,000 boats of all types docked within its 25 square mile harbor aura. This bay area and the 6 miles of ocean
beach offer outstanding fishing, swimming, surfing and aquatic sports activities. The City has a permanent
. population of 71,000. During the summer months, the population grows to over 100,000 with 20,000 to 100,000
tourists daily. There are fine residential areas, modem shopping facilities and a quality school system A major
campus of the University of California is located immediately adjacent to the City, and eight other colleges are
.
within a 30 mile radius. Located 50 miles south of Los Angeles in Orange County, Newport Beach offers one of
the finest climates in the United States.
■
0
0 11
REVENUE SUMMARY 1998 -99
454,978
79,349
734,147
271,321
5,094,306
199869
INTERGOVERNMENTAL
199364 1994 -95 199566 1996.97
189798
Revenue
Percent
Actual Actual Actual Actual
Estimated
Budget
Increase
Fund/Revenue Category Revenue Revenue Revenue Revenue
Revenue
Estimate
(Decrease)
GENERALFUND
454,978
79,349
734,147
271,321
5,094,306
2,190,000
INTERGOVERNMENTAL
0
PROPERTYTAXES
20,597,983
19,047,473
20,633,538
20,382,781
21,430,000
22,072,900
3.00%
0
TAXES OTHER THAN PROPERTY
19,211,155
20,672,356
22,219,941
24,141,154
26,928,000
27,570,490
2.39%
.
LICENSES AND PERMITS
986,154
1,112,873
1,781,570
1,841,739
3,685,857
1,988,999
-46.04%
110,421
INTERGOVERNMENTAL
3,980,890
7,113,786
4,728,972
4,800,347
4,538,953
4,471,077
-1.50%
26,447
CHARGES FOR CURRENT SERVICES
5,064,259
5,091,518
6,230,168
7,180,468
7,449,456
7,908,000
6.16%
4,753,700
FINES, FORFEITURES & PENALTIES
2,527,815
3,067,817
2,795,045
2,384,662
2,575,000
. 2,775,000
7.77%
.
USE OF MONEY AND PROPERTY
4,750,948
4,936,317
5,792,454
5,187,413
5,916,411
5,962,311
0.78%
OTHER REVENUE
OTHER REVENUE
2,605,612
512,215
331,013
840,116
526,500
526,500
0.00%
TOTAL CIRCULATION FUND
TOTAL GENERAL FUND
59,724, TI
61,554,355
64,512,702
66,738,680
73050177 3% 7T,
46.15%
■
ASSET FORFEITURE FUND
INTERGOVERNMENTAL
178,379
88,713
60,018
103,232
0
229,144
100.00%
USE OF MONEY AND PROPERTY
25,294
15,914
16,637
2,586
0
0
0.00%
TOTAL FORFEITURE FUND
203,673 T,6
76,655
105,819
0 -22-97W
SLESF -COPS FUND
INTERGOVERNMENTAL
0
0
0
160,888
161,592
161,592
100.00%
USE OF MONEY AND PROPERTY
0
0
0
5,142
0
0
100.00%
■
TOTAL SLESF- COPS FUND
0
0
0
166,030
161,592
161,592
1- 0.W
MISCELLANEOUS GRANT FUND
INTERGOVERNMENTAL
0
0
0
61,121
0
57,901
O.OD%
USE OF MONEY AND PROPERTY
0
0
0
522
0
0
O.OD%
TOTAL SCHOLARSHIP FUND
0
0
0
61,643
-�
�O.Ol/ -
■
CDBG FUND
INTERGOVERNMENTAL
451,395
461,973
209,797
569,482
582,900
582,900
0.00%
TOTAL CDBG FUND
451,395
461,973 269,797
569,482
582,800
582,900
-O. 0W
■
STATE GAS TAX FUND
INTERGOVERNMENTAL
1,226,069
1,224,654
1,252,643
1,272,415
1,345,600
1,345,600
0.00%
USE OF MONEY AND PROPERTY
175,761
269,811
266,041
226,850
120,000
120,000
0.00%
TOTAL GAS TAX FUND
1,494,465
1,518,684 ,4 ',
�
1,465,(00
■
AHFP FUND
454,978
79,349
734,147
271,321
5,094,306
2,190,000
INTERGOVERNMENTAL
0
0
0
0
0
0 0.00%
TOTAL AHFP FUND
-6,
0
0
0 _'_T
0 BOA °O
.
TIDELANDS FUND
758,821
218,300
0
0
0.00%
LICENSES, PERMITS AND FEES
964,634
980,459
1,073,715
1,166,672
1,189,865
1,189,865 0.00%
INTERGOVERNMENTAL
110,421
86,217
72,371
46,586
21,554
21,554 0.00% .
CHARGES FOR SERVICES
19,969
17,094
26,447
4,742
25,000
25,000 0.00%
USE OF MONEY AND PROPERTY
3,672,219
4,077,521
4,193233
4,453,084
4,753,700
4,758,450 0.10%
OTHER REVENUE
27,831
50
2,219
1,076
1,500
1,500 0.00%
TOTAL TIDELANDS FUND
4,795,074
5,161,340 5 --,3-67,-qa6
5,672,160
5,991,619
5,996,369 0.08% .
CONTRIBUTIONS FUND
INTERGOVERNMENTAL
454,978
79,349
734,147
271,321
5,094,306
2,190,000
57.01%
.
USE OF MONEY AND PROPERTY
0
0
3,103
0
50,000
55,000
1.00%
OTHER REVENUE
31,910
0
758,821
218,300
0
0
0.00%
TOTAL CONTRIBUTIONS FUND
486,888
79,349
1,496,071
489,621
5,144,308 225,000
56.3
.
CIRCULATION AND TRANS FUND
LICENSE, PERMITS AND FEES
298,378
211,337
401,030
421,025
9001000
3001OD0
0.00%
USE OF MONEY AND PROPERTY
187,281
288,394
500,000
461,648
400,901)
400,000
0.00%
OTHER REVENUE
0
0
1,398,428
0
0
O
0.00%
.
TOTAL CIRCULATION FUND
485,659
499,731
7.299,456
982,673
1,300,000
700,000
46.15%
I
u
12 0
REVENUE
SUMMARY 1998 -99
1996 -99
1993.94
1994-96 1996 -96 1996 -97
1997 -96
Revenue
Percent
Actual
Actual Actual Actual
Estimated
Budget
Increase
FundlRcvenue Category Revenue
Revenue Revenue Revenue
Revenue
Estimate
(Decrease)
■
0 13
BUILDING EXCISE TAX FUND
LICENSES, PERMITS AND FEES
95,587
104,854
226,989
404,841
350,000
200,000
- 42.86%
■
USE OF MONEY AND PROPERTY
22,317
1,868
2,459
9,153
5,000
5,000
0.00%
TOTAL BET FUND
117,904
106,722
229,449
�9
355,000
205,000
- 4225%
.
MEASURE "M "FUND
INTERGOVERNMENTAL
2,330,565
1,385,252
1,220,025
117,799
12,701,544
1,516,000
- 88.06%
USE OF MONEY AND PROPERTY
34,500
28,406
46,275
732
40,000
40,000
000%
OTHER REVENUE
2,634
0
0
0
0
0
0.00%
.
TOTAL MEASURE "M" FUND
2,367,699
1,413,658
1,266,301
11 ,531
12,E
1,556,000
- 87.79%
AIR QUALITY MGMT FUND
.
INTERGOVERNMENTAL
USE OF MONEY AND PROPERTY
75,278
5,906
56,105
8,017
96,790
15,975
72,669
16,291
75,000
5,000
75,000
5,000
0.00%
0.00%
TOTAL AQMD FUND
64,122 �
88,960
80,000
80,000
ENVIRONMENTAL LIABILITY FUND
.
OTHER REVENUE
0
0
88,219
248,946
275,000
275,000
0.00%
TOTAL ENVIRONMENTAL LIAB FD
0
0
88,219
248,946
275,000
275,000
O.00T
CIOSA FUND
.
OTHER REVENUE
0
0
5,351,572
8.000,000
0
0
0.00%
USE OF MONEY AND PROPERTY
0
0
162,389
164,751
0
0
0.00%
TOTAL CIOSA FUND
0
0
5,513,961
8,164,751
0
0
0100%
BONITA CANYON DEV. FUND
OTHER REVENUE
0
0
0
0
3,650,000
0
0.00%
USE OF MONEY AND PROPERTY
0
0
0
0
0
0
0.00%
.
TOTAL BONITA CANYON DEV. FD.
0
0
0
0
3,650,000
6
X0.00%
WATER ENTERPRISE FUND
LICENSE PERMITS AND FEES
0
0
22,720
61,695
0
0
0.00%
■
INTERGOVERNMENTAL
0
0
23,863
0
0
0
0.00%
CHARGES FOR SERVICES
12,321,108
13,624,285
14,719,601
16,972,378
16,199,000
16,199,000
0.00%
USE OF MONEY AND PROPERTY
741,399
1,092,959
1,332,157
610,010
205,000
105,000
- 48.78%
.
OTHER REVENUE
TOTAL WATER FUND
21,232
52,018 46,965
577,895
45,000 45,000
163
0.00%
--O. MW
13,V08'T39
14�
6
18, 1,967
16,449,000
PARKING FACILITY FUND
USE OF MONEY AND PROPERTY
69,810
99,562
75,860
75,209
75,000
75,000
0.00%
.
TOTAL PARKING FUND
69.810
99,562
75,860
75,209
75,000
75,000
0100%
WASTEWATER ENTERPRISE FUND
INTERGOVERNMENTAL
0
0
7,247
0
0
0
0.00%
.
CHARGES FOR SERVICES
1,791,377
1,928,025
2,180,818
2,547,314
2,695,200
2,695,200
0.00%
USE OF MONEY AND PROPERTY
99,709
55,205
108,255
120,979
100,000
100,000
0.00%
OTHER REVENUE
131,369
23;112
12,235
27,814
10,000
10,000
0.00%
TOTAL WASTEWATER FUND
2,022,455
2,006,342
2,308,556
2.696,106
2,805,200
7805,200
0.00%
INSURANCE RESERVE FUND
WORKERS' COMP PREMIUM
1,106,661
1,154,694
1,200,821
1,481,261
2,034,029
2,500,000
22.91%
.
GENERAL LIABILITY PREMIUM
1,500,498
1,502,952
1,529,675
1,779,780
1,921,041
2,000,000
4.11%
COMPENSATED ABSENSE PREMIUM
0
0
928,350
1,040,624
530,783
1,090,000
105.36%
DISABILITY INSURANCE PREMIUM
0
0
0
286,236
312,809
312,809
0.00%
.
OTHER REVENUE
TOTAL INSURANCE FUND
44.439
137,029
6,093
3,664,939
181,600
4.769,500
0
4,798,662
0
5,902,809
0.00%
23.01%
2,651,598
2,794,675
■
0 13
REVENUE SUMMARY 1998 -99
0
0
12,953
1996.99
0
1993.94 1994.95 1995.96 1996.97
1997 -98 Revenue
Percent
Actual Actual Actual Actual
Estimated Budget
Increase
Fund/Revenue Category Revenue Revenue Revenue Revenue
Revenue Estimate
(Decrease)
EQUIPMENT MAINTENANCE FUND
INTERGOVERNMENTAL
0
0
12,953
0
0
0
0.000/0
EQUIPMENT MAINTENANCE
1,705,259
1,642,222
1,647,275
1,552,461
.1,721,820
1,721,820
0.00%
EQUIPMENT REPLACEMENT
1,486,680
1,572,849
1,914,593
1,889,273
2,031,636
2,031,636
0.00%
OTHER REVENUE
0
0
250,975
220,308
140,000
140,000
0.00%
TOTAL EQUIPMENT FUND
3,191,939
3,215,071
3,825,796
3,662,042
3,893,456
3,893,456
0.00%
ACKERMAN FUND
USE OF MONEY AND PROPERTY
0
0
7,728 5,198
0
0
0.000/0
OTHER REVENUE
185,000
259,896
185,000 185,000
185,000
185,000
0.000/0
TOTAL ACKERMAN TRUST FUND
185,000
259,896
192,728 190,198
185,000
185,000
0.000/0
TOTAL ALL FUNDS
91,320,660
94,085,153
108,905,233 114, 5,578
133,004,056
1167540,248
- 12.750/.
14
■
■
OPERATING EXPENDITURES - ALL FUNDS
199495 1995 -96 1996-97 1997 -98 1998-99
Account Actual Actual Actual Estimated Proposed %of
Code Function and Activities Expenditures Expenditures Expenditures Expenditures Expenditures Total
GENERAL CITY OPERATIONS
$182,297
General Government
0100
City Council
0210
City Clerk
0310
City Manager
0500
City Attorney
0600
Administrative Services
$597,034
Total General Government
PUBLIC SAFETY
1800 Police Department
2300 Fire and Marine
Total Public Safety
COMMUNITY DEVELOPMENT
2700 Planning
2900 Building
Total Community Development
PUBLIC WORKS
3000 Public Works
$100 General Services
Total Public Works
COMMUNITY SERVICES
4000 Community Services
Total Community Services
■ TOTAL CITY OPERATIONS
$150,535
$182,297
$175,046
$192,332
$218,095
0.250/
$258,966
$228,998
$238,187
$201,264
$258,266
0.29%
$829,590
$597,034
$501,126
$525,770
$503,399
0.570/.
$439,659
$500,590
$505,703
$662,001
$1,418,817
1.61%
$4,039,566
$4, 131, 023
$4,316,330
$4,296,198
$4,520,994
5.13%
$5, 718, 316
$5, 639, 943
$5,736,392
$5,867,565
$6,919,571
7.85%
$19,578,481 $20,645,163 $20,952,793 $23,241,051 $24,405,911 27.67%
$14,179,607 $14,291,800 $15,322,699 $15,861,674 $16,428,397 18.63%
$33, 768,088 $34, 936, 963 $36, 275, 492 $39,102,726 $40,834,308 46.30%
$1,255,465 $1,174,471 $1,065,841 $1,246,627 $1,263,119 1.430/.
$1,418,090 $1,542,241 $1,670,157 $1,769,422 $2,198,883 2.49%,
S2, 673, 555 $2, 716, 712 $2,735,997 $3,016,049 $3,462,002 3.93%
$3,832,344 $3,731,835 $3,979,557 $4,158,641 $4,209,164 4.77%
$10,494,935 $11,027,328 $11,336,090 $11,584,760 $12,355,237 14.01%
$14,327,279 $14,759,163 $15,315,647 $15,743,401 $16,564,401 18.786/.
$5,848,091 $5,725,671 $5,773,000 $6,337,130 $6,623,240 7.51%
$5,848,091 $5,725, 671 $5,773,000 $6,337,130 $6,623,240 7.61%
$62,325,329 $63,778,452 $6$,836,629 $70,066,870 $74,403,522 84.37%
.
ENTERPRISE OPERATIONS
5500 Water Enterprise Fund
$11,295,274
$12,278,316
$13,222,291
$11,815,751
$12,337,221
13.99%
5600 Wastewater Enterprise Fund
$1,175,493
$1,188,535
$1,343,569
$1,359,363
$1,447,145
1.64%
.
TOTAL ENTERPRISE OPERATIONS
$12,470,767
$13,466,852
$14,565,860
$13,175,114
$13,784,366
15.63%
INTERNAL SERVICE FUNDS
Workers Compensation
$1,846,934
$2,472,986
$2,051,744
$1,796,751
$2,143,208
2.43%
.
General Liability
$3,098,429
$2,431,599
$1,371,413
$1,109,148
$1,344,846
1.52%
Compensated Absence
$1,640,960
$1,337,344
$1,793,630
$1,087,815
$1,090,000
1.241/6
Disability Coverage
$0
$0
$154,132
$180,000
$312,809
0.359/6
Equipment Maintenance
$1,967,295
$1,561,464
$1,550,295
$1,467,836
$1,523,054
1.739/6
Equipment Replacement
$1,247,640
$1,788,968
$914,466
$2,030,800
$1,995,455
2265/.
Adjust for Transfers
($9,801,258)
($9,592,361)
($7,835,681)
($7,672,350)
($8,409,372)
- 9.54 %>
.
TOTAL INTERNAL SERVICE FUNDS
$0
$0
$0
$0
$0
0.00%
. TOTAL ALL CITY OPERATIONS $74,796,096 $77, 245, 303 $80A02,389 $83,241,984 $88,187,888 100.00%
■
M 15
1998 -99 OPERATING EXPENDITURES BY DEPARTMENT
Maintenance
Salaries & %of and %of Other %of Capital %of %of
Department Benefits Total Operation Total Charges Total Outlay Total Total Total
City Council
City Clerk
City Manager
City Attomey
Administrative Services
Police
Fire and Marine
Building
Planning
General Services
Public Works
Community Services
Insurance Reserve
Equipment Maim & Replacement
Adjust for Transfers
Total Operating Budget
$106,609
0.19%
$111,406
0.40%
$0
0.00%
$0
0.000/6
$218,095
025%
$185,856
0.32°/6
$69,410
0.250%
$0
0.00%
$3,000
D.M
$258,266
029%
$401,698
0.70%
$96,201
0.35%
$0
0.006/6
$5,500
0.91%
$503,399
0.57%
$612,391
1.07%
$799,426
2.90%
$0
0.00%
$7,000
1.16%
$1,418,817
1.61%
$3,583,698
623%
$888,096
3.22%
$0
0.000%
$49,200
8.15%
$4,520,994
5.13%
$20,141,619
35.03%
$3,966,164
14.38%
$0
0.000%
$298,128
49.38%
$24,405,911
27.67%
$13,755,275
23.92%
$2,377,050
8.62%
$236,372
9.41%
$59,700
9.89%
$16,428,397
18.63%
$1,747,047
3.04%
$451,836
1.640/6
$0
0.00%
$0
0.00%
$2,198,883
2.49%
$1,112,999
1.94%
$130,020
0.470/6
$0
0.00%
$20,100
3.33%
$1,263,119
1.430/.
$6,325,611
11.00%
$6,005,548
21.78%
$0
0.00%
$24,078
3.99%
$12,355,237
14.01%
$5,652,942
9.83%
$10,586,589
38.39%
$1,690,209
67.32%
$63,790
10.57%
$17,993,530
20.40%
$3,870,065
6.73%
$2,095,890
7.60%
$584,085
23.26%
$73,200
12.13%
$6,623,240
7.51%
$0
0.00%
$4,890,863
17.73%
$0
0.00%
$0
0.00%
$4,890,863
5.556/6
$910,459
1.58%
$619,595
2.25%
$0
0.00%
$1,988,455
329.38%
$3,518,509
3.99%
($910,459)
- 1.58%
($5,510,458)
- 19.98%
$0
0.00%
($1,988,455)
- 329.386/6
($8,409,372)
-9.54%
$57,495,81
1 AO%
$27,577,716
100.00%
$2,510,666
100%
$603,696
100.00%
$88,187AN
100.00%
TOTAL ALL FUNDS - INCLUDING CAPITAL IMPROVEMENTS:
Salaries and Benefits
$57,495,810
Maintenance and Operation
$27,577,716
Other Charges
$2,510,666
Capital Outlay
$603,696
Capital Improvements
$23,409,800
Total $111,597,688
16
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
r
■
■
Historical Capital Projects Spending
(dollars in thousands)
17
1992 -93
1993 -94
1994 -95
1995 -96
1996 -97
1997 -98
1998 -99
Actual
Actual
Actual
Actual
Actual
Projected
Requested
General Fund Projects
General Fund /ISF
3,596
5,977
5,515
4,608
7,330
4,884
4,995
Special Revenue & Cooperative
Projects
CDBG
640
451
462
210
569
669
492
Gas Tax
699
692
194
1,332
1,789
964
4,019
Tidelands
216
346
167
419
144
867
833
Contributions
447
222
1,953
1,078
463
1,010
2,245
Circulation & Transportation
13
135
438
388
1,248
1,588
1,150
Building Excise Tax
185
50
23
110
92
150
485
Measure M
940
1,337
1,488
1,078
4,173
5,258
1,466
1STEA
-
-
-
-
-
4,278
-
Bike & Trailways
-
248
48
34
Special Assessment Projects
Assessment Districts
691
100
45
490
1,086
46
Library Construction
3,803
4,629
8
-
-
-
CIOSA Development
-
-
1,587
4,563
2,211
240
Bonita Canyon Development
-
-
-
11,000
3,650
Enterprise Fund Projects
Cannery Village
4
-
-
-
-
-
-
Water
1,628
2,527
3,965
13,000
9,289
6,528
2,065
Sewer
262
202
626
543
747
785
1,770
Annual Totals
13,124
16,669
14,884
25,091
31,542
40,273
23,410
17
In
■
■
■
■
OPERATING EXPENDITURES - ALL FUNDS
Acct
Code
Activity Function
Council
0100
Clerk
0200
I City Mgr.
0300
City Atrny.
0500
Admin Svc.
0600
Police
1800
Fite /Marine
2300
Planing
2700
7000
SALARIES -MISC
143,304
319,546
495,837
2,599,636
3,527,507
564,674
825,141
7010
SALARIES - SAFETY
8,425,809
6,907,453
7020
SALARIES - PERM PART TIME
1,502
205,861
514,138
299,397
48.601
7030
SALARIES - TEMPORARY
816,337
704D
OVERTIME, MISC
1,000
5.350
130.255
2$00
7041
OVERTIME, SAFETY
630,108
7042
OVERTIME, PLANNED
128,119
7043
OVERTIME, VACATION RELIEF
811,890
7044
OVERTIME, UNCONTROLLED
325,138
7059
ONE MAN PACKER PAY
7061
TILLER PAY
15,320
7062
NIGHT DIFF, MISC
47,008
2,500
12
7064
HAZ MAT PAY
-
-
-
28,800
_
7065
EMTPAY
7067
LONGEVITY PAY
49,468
7070
SCHOLASTIC ACHIEVEMENT
218,304
183,180
7072
HOLIDAYPAY,MISC
108,103
7074
HOLIDAY PAY, SAFETY
367,278
175,046
7075
SEASONAL INSTRUCTOR INCH
2,534
7080
CALL BACK PAY
500
7082
MARINE STAND -BY PAY
51,759
7084
MASTER OFFICER
621,760
7095
SALARY REIMBURSEMENT
.150,721
7100
COUNCIL ALLOWANCES
76,484
7210
HEALTHIDENTALNISION
13,500
18,000
27,000
225,000
972,000
562,500
67,050
7220
HEALTH INSURANCE, MISC
27,000
-
-
-
-
_
_
_
7225
RETIREE INSURANCE, MISC
1,089
1,633
2,359
17,963
78564
46,086
5,407
7230
DENTAL INSURANCE, MISC
3,000
7290
LIFEINSURANCE
125
432
675
981
7,740
36,162
21,708
2,304
7320
DISABLICY INSURANCE
1,290
2,876
4,463
23,397
109,545
69,157
7,426
7370
WORKERS' COMP, MISC
2,693
6,079
7,298
72,581
63,344
104,341
18,886
7371
WORKERS'COMP, SAFETY
819,486
428,975
7373
COMPENSATED ABSENCES
3,609
9,075
10,895
72.787
353,056
222,452
24,021
7425
MEDICARE FRINGES
2,078
4,655
5,214
31,348
99,278
36,055
9,526
7439
PERS EMPLOYEE CNTRBN
10,786
24,052
37,322
204,135
265,914
42,510
65,014
7440
PERS EMPLOYER CNIRBN
6,076
13,549
21,023
114,994
149,932
23,948
36,623
7441
PERS EMPLOYER CNTRBNSAFE
1,304,597
1,081,443
7442
PERS EMPLOYEE CNTRBN -SAFE
864,694
717,001
7443
PERS-SPEC PAY
264,777
7460
RETIREMENT PART TIME/IEMP
56
2,406
19,280
37,483
375
SUBTOTAL SALARY & BENEFITS
106,609
185,856
401,698
612,391
3,583,697
20,141,619
13.755,274
1.112,998
8010
ADVERT& PUB RELATIONS
27,200
4,500
15,000
19,410
5,000
2,750
8020
AUTOMOTIVE SERVICE
3.000
2,900
143,400
66,749
1,000
8022
E E__MAINIENANCE
2524
16,155
317,023
273,779
5,04
8024
E IF=REPLACEMENT
3,571
16,763
405,424
547,434
4,404
8030
MALN I &REPAIR- EQUIP
150
1,700
250
2,400
138,250
161,000
67,465
81000
8050
MIU4FREIGHT,EXPRESS NOC
4,800
1,800
800
12,500
42,500
42,000
13,500
7,000
8060
PUBLICATIONS & DUES NOC
23,622
350
3,000
3,600
6,595
18,792
19,192
2500
8070
RENrALTRIP & UIP NOC
26,850
135,650
20,200
7,250
8076
SERVICES - ACCOUNTING
10,000
8077
SERVICES - AUDIT
42,000
8080
SERVICES- PROF &TECH NOC
7,500
50,000
65,000
542,000
181,450
268,413
620,534
30,500
80801
SERVICES- PROF &TECH- BONITA
8091
SERVICES - COMPUTER CONSULT
27,238
8100
TRAVEL & MEEITNGS NOC
7,500
2,500
7,000
18,000
11,650
5,500
47,530
8,000
8105
TRAINING
12,000
3,000
3,250
27,500
92,150
27,950
4,000
8106
TRAINING,POST
81,724
8107
TRAINING, CITY WIDE
13,000
8110
UTB.im NOC
160,000
144,408
9,000
8112
UTILITIES - TELEPHONE
_
-
-
104,472
8114
UTILITIES - NATURAL GAS
_
_
_
_
2,000
8116
UIT LTTES - ELECTRICITY
91,500
8118
U1RI11ES -WATER
4,000
4,000
16,800
8140
SUPPLIES - OFFICE NOC
1,000
8,000
3,700
4,500
61,400
42,000
19,850
10,000
8141
SUPPLIES -COMP SOFTWARE
-
-
_
5,000
8142
SUPPLIES- COMPUTER
_
_
_
27,660
8144
SUPPLIES -COPY MACHINE
16,200
8145
SUPPLIES -AUTO PARTS EXPNS
8148
SUPPLS- CHKS/1NVOICES/FRMS
6,000
8150
SUPPLIES - JANITORIAL NOC
100
8,000
9,000
816D
MAINT& REPAIR MATRLS NOC
200
3,250
10,000
27,784
1,000
8164
MAIM' - LAND IMPROVMENTS
8165
MAW - IRRIGATION REPAIR
8166
MAINE -STORM DRAINS
8167
MAWl'- DRNBNO FOU REPAIR
_
_
_
_
_
8168
MAINT - PIERS &FLOATS
-
8170
MAINT- BEACH CLEANING
8172
MAIN[ - BRIDGES &VL4DUC1'S 1
In
■
■
■
■
■
■
■
■
■
■
■
19
Building
2900
I Gen Svc.
3100
Conan'
4000
F A;. Worls
5000
Ins. Rsv.
6000
Equipment
6100
Total Activit Function
1,209,455
4, 76, 8
2,112,29
3, 9,8 1
655,790
20,689,314 SALARIES -MIS
15,333,262 SALARIES - SAFETY
154,366
58,342
756,951
254,945
2,294,102 SALARIES -PERM PARTTIME
273,239
1,089,576 SALARIES- TEMPORARY
24,000
2 4,900
2.600
67,000
9,000
496,605 OVERTIME,MISC
630,108 OVERTIME,
SAFETY
128,119 OVERTIME,
PLANNED
811,890 OVERTIME,
VACATTON RELIEF
325,138 OVERTIME,
UNCONTROLLED
51,000
51,000 ONE MAN PACKER PAY
15,320 TILLER PAY
200
1,600
7433 NIGHT DIFF, MISC
28,800 H MAT PAY
EM PPAY
49,468 LONGEVITY PAY
401,484 SCHOLASTIC ACHEVEMENT
108,103 HOLIDAY PA ,MSC
-
-
- -
542,324
HOLIDAYPA ,SAFETY
2,534
SEASONAL INSTRUCTOR INCIN
6,000
55,000
300
61,800 CALL BACK PAY
51,759 MARINESTAND -BYPAY
-
621,760 MASTER OFFICER
150,721 SALARY REIMBURSEMENT
76,484 COUNCII_ ALLOWANCES
94,950
472,500
211,500
337,500
67,500
3,069,000 IHEALTIVDENTALMSION
27,000 HEALTH
INSURANCE, MISC
8,201
38,284
17,237
26,672
5,080
248,573 RErWX INSURANCE, MISC
3,000 DENTAL INSURANCE, MISC
3,618
14,346
7,020
12,114
2,196
109,421 LIFEINSURANCE
10.885
37,712
19,011
35,639
5,902
327,301 DISABILITY INSURANCE
37.552
447,538
85,657
271,723
64,478
1,182,170 WORKERS' COMP, RISC
1,248,461 WORKERS' COMP, SAFETY
31,703
127,392
36,732
116,257
19,109
7027,088 COMPENSATED ABSENCES
12,659
32,678
36,928
30,659
3,1 0
304,848 MEDICARE FRINGES
101,882
324,508
181,050
306,351
49,4 4
1,612,979 PERS EMPLOYEE CNTRBN
57,391
182,944
101,991
172,637
27,8 9
908,986 PERS EMPLOYER CNTRBN
2,386,041 FERN EMPLOYER CNTRBNSAFE
1, 81,695 PERS EMPLOYEE CNTRBNSAPE'
-
2 93,
PRETIREMENT
385
1,20D
27,654
4,984
24
PART TWEnEMP
1, 4 ,
6,32 ,fill
3,870.065
5,6 2,943
910,4
58,406,267
SUBTOTAL SALAR & S
1,000
43,500
3,000
-
121,360 ADVERT& PUB RELATIONS
7,992
156,150
9,000
8,950
7,000
456,141 AUTOMOTIVE SERVICE
32,873
569,027
25,633
235,083
22,754
1,499,898 EMENT AINTENANCE
28,141
717,556
35,011
304,873
12,265
2,076,042 UE LACEMENT
16,000
13,308
82,267
183,200
6,500
680,490 RAiNT& EQUIP
2,250
600
53,750
9,000
240,500 PSTG GHT,EXPR &SS NOC
1,800
1,115
6,150
11,750
2,500
100,966 PUBLICATIO &DUES NOC
500
26,768
23,051
21,200
261,469 RENTALIPROP &EQUIP NOC
10,000 SERVICES- ACCOUNTING
42,000 SERVICES -AUDIT
112,000
1,215,625
753,000
277,000
40,194
4,163,216 SERVICES- PROF &TECH NOC
75,000
75,000 SERVICES- PROF &TECH - BONITA
27,238 SERVICES - COMPUTER CONSULT
3,450
3,050
6,825
10,750
3,200
134,955 TRAVEL & MEETINGS NOC
9,200
3,150
14,100
19,600
5,000
220,900 TRAINING
81,724 TRAINING, POST
13,000 TRAINING, CITY WIDE
9,500
110,750
220,328
1,583,200
16,001
2,253,186 UTMITES NOC
-
-
- -
104,472 UTILITIES - TELEPHONE
2,000 UTILITIES - NATURAL GAS
91,500 uifmE.S- PLELRRICr1Y
455,000
36,169
3,794
-
519,763 UT1LI17ES -WATER
6,900
4,650
44,700
19,900
250
226,850 SUPPLIES - OFFICE NOC
5,000 SUPPLIES- COMPSOFIWARE
27,660 SUPPLIES- COMPUTER
-
-
-
16,200 SUPPLIES -COPY MACHINE
310,000
310,000 SUPPLIES -AUTO PARTS E,YPNS
6.000 SUPPLS- CHKSlINVOICESIFRMS
50,000
10,925
1,000
79,025 SUPPLIES- 7ANl'PORIAi_NOC
26,200
11,050
255,129
334,613 MAINT& REPAIR MAIRLS NM
200
200 MAINT -I-AND 114PROVMEN'IS
15,000
15,000 MAINT- IRRIGATION REPAIR
-
28.000
28,000 MAINT - STORM DRAINS
500
500 MAINT- DRNKNG FOU REPAIR
1.000
1,000 MAINT -PIERS &FLOATS
10,000
10,000 M=- BEACH CLEANING
zoo
200 MAINT- BRIDGES &VIADUCIS
19
�•�+.. tl a,vYJ e�o,aoo aw,Oyr 1,415,al' 4,3V4,4Y4 L4,4W,YIl tn,%Z ,3YO l:LoS,IIY
20
OPERATING EXPENDITURES - ALL FUNDS
Acct
Code
Activity Function
Council
0100
Clerk
0200
City Mgr.
0300
City Atmy.
0500
Admin Svc.
0600
Police
1800
Fire /Marine
2300
Plamting
2700
8173
MAINT- BLDG/PLYGRND EQ RPR
8176
MAINT- TRAFFIC CONTROL
8178
MAINT- HELICOPTER
341,000
8179
REPLACE - HELICOPTER
250,000
8180
MAW!
- OUTSIDE LABOR
8181
MAWT-
COMIPSOFTWARE
98,124
8182
MAINT-
COMPHARDWARE
26,290
8200
SPECIAL DEPT- SUPPLIES NOC
2,539 12,500
43,000
86,469
295,134 7,500
8202
COMPUTER SUPPLIES
17,000
8204
UNIFORMEXPENSE
107,500
8206
PRISIONER CUSTODY EXPENSE
60,650
8208
PHOTO EXPENSE
20,000
8209
SHOOTING RANGE SUPPLIES
28,600
8210
SWAT. SUPPLIES
7,550
8211
CANINESUPPLIES
11,190
8212
STREET CLEANING EXPENSE
8214
CARPENTER SHOP SUPPLIES
8216
SAFETY UIPMENT
350
8220
SIGN SHOP SUP IES
8222
TRAFFIC SUPPLIES
8224
ROADWAY PAINTS& BARS
8226
DEVICEPAINTS
8228
SIGNS
8230
SIGN
MATERIALS
8232
SIGN
INSTALLATION MATRLS
8234
INSCTCDES/MBCDES/FNGCDES
8240
TOOLS, INSTRUMENTS, ETC
2,850
4,000
1,600 150
8250
SPECIAL DEPT EXPENSE NOC
200,000
100
32,900
45,030 10,080
8254
HUMANSERVICES
25,000
8255
TUITION REIMBURSEMENT
18,000
8256
EMPLOYEE ASSISTANCE
16,000
8257
SISTER CITIES
8258
IDEA PROGRAM
500
8289
EMPLOYEE RIDESHARE PROM
8260
LIBRARY MATERIALS
8265
FIREWORKS
8295
IMPORTED WATER EXP - MWD
8296
IMPORTED WATER EXP -OCWD
_ _
-
8297
RECLAIMED WATER EXP -OCWD
8296
OTHER AGENCY FEES
8305
TMA DUES
8330
SVC CHARG&ADIAROSTRATTVE
8340
GENERALINSURANCE
175 360 356 676
7,434
805,434
90,036 11,839
8360
PROPERTYT
1,075
8511
CH-Y SCHOLARSHIP TRUST
8512
HIGH TECH LIBRARY TRUST
8701
LLEBGEXPEND
57,901
N/A
WORKERS COMPENSATION
- -
-
-
N/A
GENERAL LIABILITY
N/A
COMPENSATED ABSENCES
N/A
DISABTLTTYINS CE
N/A
ENVIRONMENTAL LIABILITY
SUBTOTAL M-AMTK OPERATION
111,486 69,410 96,201 799,426
869,597
3,966,164
2,377,050 130,021
9000
OFFICE E I MENT
3,000 5,500 7,000
32,500
800 18,600
9010
COMPUTER UIPMENT
88,839
15,000
9100
ROLLING EQUHXMENT
-
-
-
-
-
9IO2
CONTRACTED SET UP
- -
-
-
-
9104
SETUPSUPPLIES
9106
EQUIPMENT RENOVATION
9200
SHOP EQUIPMENT'
3,000
400
9300
EQUIPMENT, N.O.C.
196,239
43,000
9400
011FTCEFURNHURP/F5TURES
700
13,050
500 1,500
SUBTOTAL cAPTIAL OUTLAY
3,000 5,500 7,000
36,200
298,128
59,700 20,100
TOTAL BEFORE DEBT SERVICE 1
218,095 258,266 503,399 1,418,817
4,489,494
24,405,911
16,192,024 1,263,119
9904
DEBT SERVICE EXPENDITURE
13,000
236,372
ADJIISTMENTFO TRANSFERS
�•�+.. tl a,vYJ e�o,aoo aw,Oyr 1,415,al' 4,3V4,4Y4 L4,4W,YIl tn,%Z ,3YO l:LoS,IIY
20
■
■
■
r
■
■
■
■
r
r
■
■
■
■
■
■
■
r
■
r
■
. ic,o...... v,w4'1.v w,r n,us� - �131513M 55,15 r,aaa
21
Building
2900
Gen Svc.
3100
Comm. Svc
4000
Pub. Works
5000
Ns. Rsv,
6000
Equipment
6100
Total Activity Function
7,000
7,000 MAINT- BLDG/PLYGRND EQ RPR
5,600
5,600 MAINT- TRAFFIC CONTROL
341,000 MAINT- HELLICOPIER
250,000 REPLAC&HELICOFTFR
110,000
110,000 MAINT- OUTSIDE LABOR
98,124 MAINT- COMPSOFIWARE
26.290 MAINZ' -COMP HARDWARE
8,500
39,932
113,922
245,121
31,000
885.617 SPECIAL DEPT SUPPLIES NOC
17.000 COMPUTER SUPPLIES
9,000
116,500 UNIFORM EXPENSE
60,6 0 PRISIONER CUSTODY EXPENSE
20,000 PHOTOEXPENS
28,600 SHOOTING RANGESUPPLIES
7,550 S.W.A.T. SUPPL
11,190 CANINE SUPPLIES
18,000
18,000 STREET CLEANING EXPENSE
-
1,900
1,900 CARPENTER SHOP SUPPLIES
-
10,636
-
-
-
10,986 SAFETY U
7,300
7,300 SIGN SHOP SUPPLIES
10,000
10,000 TRAFFIC SUPPLIES
29,902
29,902 ROADWAY PAINTS & BARS
550
550 DEVICEPAINTS
7,500
7,500 SIGNS
8,000
8,000 SIGN MATERIALS
7,600
7,600 SIGN INSTALLATION MATRLS
12,000
12,000 INSCTCDFS/HIRBCDES/FNGCDES
50
10,450
8,400
3,600
31,100 TOOLS, INSTRUMENTS, ETC
133,000
1,713,500
46,000
144,947
7,000
2,332,557 SPECIAL DEPT EXPENSE NOC
25,000 HUMAN
SERVICES
18,000 TUITION
REIMBURSEMENT
16,000 EMPLOYEE ASSISTANCE
3,000
3,000 SISTER CITIES
500 IDEA PROGRAM
1o7o00
10,000 EMPLOYEERIDESHAREPRGM
SI ,770
LIBRARY MATERIALS
7,500
FIREWORKS
3,100,000
IMPORTED WATER EXP -MWD
1,610,000
IMPORTED WATER EXP -OCWD
W1,610,000
200,000
RECLAIvIED WATER EXP -OCWD
200,000
OTHER AGENCY FEES
15,000
TMA DUES
),611,410
,, SVC CHARGE-ADMBJISTRATIVE
4,080
391,539
36,239
389,284
42,332
1,779,784 GENERALINSURANCE
1,075 PROPERTYTAXF.S
18,500
18,500 CITY SCHOLARSHIP TRUST
55,500
w
55,500 HIGH
TECH LIBRARYTRUST
57,901 LLEBG
EXPENDITURES
2,143,208
2,143,208 WORKERS COMPENSATION
5,000
1,344,846
1,349,846 GENERAL LIABILITY
-
1,090,000
1,090,000 COMPENSATED ABSENCES
312,809
312,809 DISABILITY
INSURANCE
306,290
306,290 ENVIRONMENTAL
LIABILITY
451,836
6,005,548
2,169,890
10,586,590
4,890,863
619,595
33,143,677 SUBTOTAL & TTON
-
7,000
11,000
20,900
-
-
106,300 OFFICEEQUTMENT
-
14,588
4,700
123,127 COMPUTER EQUIPMENT
-
1,271,750
1,271,750 ROLLING UIPMENT
-
27,900
27,900 CONTRA= SET UP
-
11000
1,000 SET UP SUPPLIES
63,205
63,205 UIPMENTRENOVATION
-
1,000
88,000
92,400 SHOP EQUIPMENT
-
2,190
2,000
33,890
6,600
283,919 EQUIPMENT, N.O.C.
300
81000
24,050 OFFICEFURNPTURH/FIXTURES
24,078
17,700
63,790
1,458,455
1,993,651 SUBTOTAL CAPITAL OUTLAY
2,198,883
12,355,237
6,057,655
16,303,323
4,890,863
2,988,508
93,543,594 TOTAL BEFORE DEBTSERVICE
584,085
1,690,209
-
530,000
3,053,666 DEBT SERVICE EXPENDITURE
-
(3,518,509)
(4,890,863)
(8,409,372) ADJUSTMENT FOR TRANSFERS
. ic,o...... v,w4'1.v w,r n,us� - �131513M 55,15 r,aaa
21
SUMMARY OF ESTIMATED 1997 -98 YEAR END FUND BALANCES
Estimated Estimated Estimated
Actual Estimated Budget Capital Year End
Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance
Fund /Aocount 7/1/97 1997.98 In Out 1997.98 1997 -98 1997.98
General Fund
0
73,050,177
4,503,313
4,717,660
69,079,989
3,755,841
0
Contingency Reservre
5,927,740
167,660
6,095,400
Stabilization Reserve
0
1,450,000
1,450,000
Appropriation Reserve
0
0
Reserve for Inventories
192,642
192,642
Reserve for Encumbrances
2,167,523
2,167,523
Paramedic Program (Hoag)
286,156
108,000
178,156
Recreation Instruction Reserve
121,767
121,767
Senior Citizen Site
6,366
6,366
Park Fees
556,802
2,200,000
1,065,157
1,691,645
Off Street Parking
1,352,170
75,000
363,673
913,497
Neighborhood Enhancement Res.
0
0
Long Term Receivable
200,000
200,000
Reserve for Helicopter Replace,
100,000
100,000
0
Reserve for Capital Improvement
0
0
Ackerman Donation Fund
0
185,000
74,000
0
111,000
Appropriations Reserve
94,127
94,127
Reserve for Encumbrance
27,750
27,750
CDBG Fund
0
582,900
48,900
0
528,000
6,000
Appropriations Reserve
_ 0
0
AQMD Fund
352,489
80,000
30,000
34,000
331,470
37,019
NAF Fund
32,724
0
32,724
0
0
SLESF - COPS Fund
129,913
161,592
160,721
0
130,764
Misc Grants Fund
49,917
0
0
49,917
State Gas Tax Fund
0
1,465,600
842,600
0
623,000
0
Appropriations Reserve
3,389,493
746,600
4,136,093
Resemefor Encumbrances
597,074
697,074
OC Combined Trans Funding Prog
0
12,741,544
533,981
0
12,207,563
0
Appropriation Reserve
0
447,981
447,981
Reserve for Encumbrances
1,322,708
1,322,708
Tide and Submerged Land Fund
0
5,991,619
0
3,917,413
1,107,248
966,958
0
Appropriation Reserve
0
0
Reserve for Encumbrances
0
0
Contributions Fund
0
5,144,306
55,521
0
5,088,785
0
Appropriations Reserve
- 55,521
55,521
0
Reserve for Encumbrances
0
0
Circulation and Transportation Fund
0
1,300,000
1,000,000
950,000
0
1,350,000
0
Appropriations Reserve
6,579,127
950,000
7,529,127
Reserve for Encumbrances
2,017,760
1,000,000
1,017,760
22
SUMMARY OF ESTIMATED 1997 -98 YEAR END FUND BALANCES
Building Excise Tax Fund
209,679
Estimated
Estimated
Estimated
Actual Estimated
Budget
Capital
Year End
Fund Balance Revenue Transfers
Transfers Expenditures
Improvements
Fund Balance
Fund /Account 7/1/97 1997 -98 In
ut 1987.98
1997 -98
1997.98
.
Building Excise Tax Fund
209,679
Appropriations Reserve
15,926
Reservefor Encumbrances
.
Environmental Liability Fund
142,264
Appropriation Reserve
0
CIOSA Fund
.
Appropriation Reserve
7,006,043
Reserve for Encumbrances
.
Bonita Canyon Development Fund
0
Appropriation Reserve
0
Reserve for Encumbrances
■
Insurance Reserve Fund
- 510,751
Workers' Compensation Reserve
0
Liability Reserve
0
Compensated Absences Reserve
0
Disability Reserve
2,590,777
Equipment Fund
.
Equipment Maintenance
Equipment Replacement
Water Enterprise Fund
Water System Reserve
.
Water Infrastructure Reserve
Water Walls & Transmission
Reserve for Encumbrances
■
Cannery Village Enterprise Fund
Wastewater Enterprise Fund
Wastewater System Reserve
■
Wastewater Infrastructure Res.
Reserve for Sewers
Reserve for Encumbrances
TOTAL
■
■
■
0
355,000
209,679
1,921,041
15,926
530,783
0
275,000
142,264
465,664
0
1,721,820
168,440
2,171,636
7,006,043
16.449,000
0
3,650,000
0
0
128,000
128,000
275,000
275,000
0 2,860,000
- 2,640,843
2,034,029
- 788,274
1,921,041
- 1,467,717
530,783
0
312,809
0
465,664
0
1,721,820
439,628
2,171,636
0
16.449,000
0
0
1,610,253
5,795,635
- 510,751
75,000
0
2,805,200
0
0
2,590,777
399,576
100,000
2,760,000
3,650,000
3,650,000
900,000
5,795,136
925,502
0
1,824,163
1,309,705
0
266,636
0 227,000
0 0
0 2,860,000
1,796,751
1,109,148
1,087,815
180,000
125,000 1,467,836
125,000 2,030,800
925,502 11,815,751
1,610,253
4,184,883
0
809,727 1,359,363
2,590,777
0
337,679
15,926
0
417,264
0
68,440
4,246,043
0
3,650,000
0
0 - 1,503,665
0
23,619
0
- 2,024,749
0
132,809
65,000
63,984
0
465,664
9,502,883 0
925,502
0
0
1,610,752
0 - 435,751
2,460,273 0
1,309,705
0
0
666,212
23
SUMMARY OF ESTIMATED 1998 -99 YEAR END FUND BALANCES
Estimated Estimated Estimated
Estimated Estimated Budget Capital Year End
Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance
and /Account 7/1/99 1998.99 In utl t 1999-99 1998 -99 1999.99
General Fund
0
73,275,277
4,337,015 1,693,986
72,125,306
3,793,000
0
Contingency Reserve
6,095,400
230,000
6,325,400
Stabilization Reserve
1,450,000
70,000
1,520,000
Appropriation Reserve
0
1,293,986
1,293,986
Reserve for Inventories
192,642
-
192,642
Reserve for Encumbrances
2,167,523
2,167,523
Paramedic Program (Hoag)
178,156
178,156
Recreation Instruction Reserve
121,767
121,767
Senior Citizen Site
6,366
6,366
Park Fees
1,691,645
100,000
685,000
1,106,645
09 Street Parking
913,497
75,000
517,000
321,497
Neighborhood Enhancement Res.
0
0
Long Term Receivable
200,000
200,000
Reserve for Helicopter Replace.
0
0
Reserve for Capital Improvement
0
0
Ackerman Donation Fund
111,000
186,000
185,000
0
111,000
Appropriations Reserve
94,127
94,127
Reserve for Encumbrance
27,750
27,750
CDBG Fund
6,000
582,900
96,900
0
492,000
0
Appropriations Reserve
0
0
AOMD Fund
37,019
80,000
35,000
29,000
0
53,019
NAP Fund
0
229,144
229,144
0
0
SLESF - COPS Fund
130,784
161,592
161,127
0
131,249
Misc Grants Fund
49,917
57,901
57,901
0
49,917
State Gas Tax Fund
0
1,465,600
2,653,400 100,000
0
4,019,000
0
Appropriations Reserve
4,136,093
2,653,400
1,482,693
Reserve for Encumbrances
597,874
597,074
OC Combined Trans Funding Prog
0
1,556,000
90,000
0
1,466,000
0
Appropriation Reserve
447,981
447,981
Reserve for Encumbrances
1,322,708
1,322,708
Tide and Submerged Land Fund
0
5,996,369
3,742,615
1,420,754
833,000
0
Appropriation Reserve
0
52,500
52,500
Reserve for Encumbrances
0
0
Contributions Fund
0
2,245,000
0
2,245,000
0
Appropriations Reserve
0
0
Reserve for Encumbrances
0
0
Circulation and Transportation Fund
0
700,000
450,000
0
1,150,000
0
Appropriations Reserve
7,529,127
450,000
7,079,127
Reserve for Encumbrances
1,017,760
1,017,760
24
■
■
■
■
■
■
■
SUMMARY OF ESTIMATED 1998 -99 YEAR END FUND BALANCES
205,000
" Estimated
Estimated
Estimated
Estimated Estimated Budget
Capital
Year End
Fund Balance Revenue Transfers Transfers Expenditures
Improvements
Fund Balance
Fund /Account 711198 1998-99 In Out 1988.99
1998.99
199859
. Building Excise Tax Fund
■
Appropriations Resery e
Reserve for Fscumbrances
. Environmental Liability Fund
Appropriation Reserve
. CIOSA Fund
Appropriation Reserve
Reserve for Encumbrances
■ Bonita Canyon Oevebpment Fund
Appropriation Reserve
Reserve for Encumbrance
. Insurance Reserve Fund
Workers' Compensation Reserve
Liability Reserve
Compensated Absences Reserve
.Disability Reserve
Equipment Fund
Equipmem Maintenance
.Equipment Replacement
Water Enterprise Fund
Water System Reserve
Water Infrastructure Reserve
Reserve for Encumbrances
Cannery Village Enterprise Fund
■ Wastewater Enterprise Fund
Wastewater System Reserve
■ Wastewater Inimsimmure Res.
Reserv
0
205,000
280,000
337,679
280,000
15,926
0
275,000
31,290
417,254
31,290
0
0
240,000
68,440
4,246,043
240,000
0
0
3,650,000
3,650,000
3,650,000
0
e for Encumbrances
TOTAL
0
205,000
280,000
337,679
280,000
15,926
0
275,000
31,290
417,254
31,290
0
0
240,000
68,440
4,246,043
240,000
0
0
3,650,000
3,650,000
3,650,000
0
0 485,000
306,290 0
0 240,000
- 1,503,565 2,500,000 2,143,208
23,619 2,000,000 1,344,846
- 2,024,749 1,090,000 1,090,000
132,809 312,809 312,809
0
63,984 1,721,820 186,600 1,523,054
455,664 2,171,636 61,600 125,000 1,995,455
0 16,349,000 1,946,779 12,337,221
925,502 1,946,779
0
1,610,752
- 435,751 75,000 0
0 2,805,200 411,745 1,447,145
1,309,705 411,745
0
666,212
3,650,000
0
0
0
0
0
0
2,065,000
0
1,769,800
0
57,679
15,926
0
385,964
0
68,440
4,006,043
0
0
0
- 1,146,773
678,773
- 2,024,749
132,809
0
76,150
668,445
0
2,872,281
0
1,610,752
- 360,751
0
897,960
0
666,212
PQ
1998 -99 FUND TRANSFERS - ALL FUNDS
Transfer In (From):
$ 230,000
General Fund $
75,000
Gas Tax Fund
100,000
Measure M Fund
90,000
Tidelands Fund
3,690,115
CDBG Fund
96,900
AQMD Fund
35,000
Equipment Maintenance Fund
250,000
Contingency Reserve
230,000
Stabilization Reserve
70,000
Appropriation Reserve
1,293,986
Park Fees
100,000
Total Transfers In $
6,031,001
Transfer In (From):
Total Transfers In
Transfer In (From):
Total Transfers In
State Gas Tax Fun
Transfer In (From):
Gas Tax Fund
Total Transfers In
26
Transfer Out (To):
Contingency Reserve
$ 230,000
Stabilization Reserve
70,000
Appropriation Reserve
1,293,986
Park Fees
100,000
General Fund
75,000
Total Transfers Out $ 1,768,986
Transfer Out (To):
General Fund
$ Total Transfers Out
$ 2,653,400
$ 2,653,400
Transfer Out (To):
General Fund
Total Transfers Out
Transfer Out (To):
General Fund
Appropriation Reserve
Total Transfers Out
$ 96,900
$ 96,900
$ 35,000
$ 35,000
$ 100,000
2,653,400
$ 2,753,400
r
1998 -99 FUND TRANSFERS. ALL FUNDS �]
Transfer In (From): Transfer Out (To):
Reserve for Encumbrances $ General Fund
Total Transfers In $ Total Transfers Out
Transfer In (From): Transfer Out (To):
Appropriation Reserve $ 52,500 General Fund
Appropriation Reserve
Total Transfers In $ 52,500 Total Transfers Out
Transfer In (From): Transfer Out (To):
Fund Balance $ Appropriation Reserve
Total Transfers In $ - Total Transfers Out
$ 90,000
$ 90,000
$ 3,690,115
52,500
$ 3,742,615
$
Circulation Fund Circulation Fund
Transfer In (From): Transfer Out (To):
Appropriation Reserve $ 450,000 Fund Balance $ 450,000
Total Transfers In $ 450,000 Total Transfers Out $ 450,000
Transfer In (From): Transfer Out (To):
Fund Balance $ 280,000 Appropriation Reserve
Total Transfers In $ 280,000 Total Transfers Out
Transfer In (From): Transfer Out (To):
Appropriation Reserve $ 31,290 Fund Balance
Total Transfers In $ 31,290 Total Transfers Out
$ 280,000
$ 280,000
$ 31,290
$ 31,290
27
1998 -99 FUND TRANSFERS - ALL FUNDS
Transfer In (From):
Reserve For Encumbrance $ 240,000
Total Transfers In $ 240,000
Transfer In (From):
Reserve For Encumbrance $ 3,650,000
Total Transfers In $ 3,650,000
Transfer Out (To):
Fund Balance
Total Transfers Out
Transfer Out (To):
Fund Balance
Total Transfers Out
$ 240,000
$ 240,000
$ 3,650,000
$ 3,650,000
Transfer In (From): Transfer Out (To):
Appropriation Reserve $ 61,600 General Fund Overhead $ 125,000
General Fund Overhead 125,000
Equipment Replacement 61,600
Total Transfers In $ 61,600 Total Transfers Out $ 311,600
Transfer In (From):
Water Fund Balance
Total Transfers In
Transfer Out (To):
$ 1,946,779 Water System Reserve $ 1,946,779
$ 1,946,779 Total Transfers Out $ 1,946,779
Wastewater Enterprise Fund Wastewater Enterprise Fund
Transfer In (From): Transfer Out (To):
Wastewater System Reserve $ 411,745 Wastewater Fund Balance $ 411,745
Wastewater Infrastructure Res.
Total Transfers In $ 411,745 Total Transfers Out $ 411,745
TOTAL TRANSFERS $ 15,806,315
0
$ 15,808,315
0
■ o
a
o
W
h
a
w
q
Mission
Statement
Maintain the
delivery of
high quality
municipal
services and
legislate and
manage the
affairs of
the City
according to
law and for
the benefit of
residents
and
property
owners.
City Council /City Mana
Organization and Functions
City Council
The Newport Beach City Council gives policy direction over all City activities. The seven members of
the Council, each elected by the community at large but residing in and representing each of seven
council districts, take an active role in relaying community concerns to city government. The Council's
annual review and approval of the City Budget is the principal tool for transforming resident needs into
City action.
The Council sets its collective goals for each year in January. 1998's goals are to:
• Protect and extend the settlement agreement that limits activity at John Wayne Airport and encourage
an aviation re -use of the soon- to -be- closed Marine Corps Air Station at El Toro.
• Examine the fiscal and municipal service effects of annexing the Newport Coast community.
• Establish a long -term funding source dedicated to the restoration and protection of Upper Newport
Bay.
• Expand the City's interaction with the Newport Beach community through community-wide
newsletters, greater citizen participation in Citizens Committees, and other means.
• Complete comprehensive infrastructure improvement plans for key systems, including streets,
water, sewer, and stone drains.
• Continue to examine the efficiency of City operations to make the best use of taxpayer resources.
City Manager
Appointed by the City Council, the City Manager is responsible for implementing the Council's policy
direction. The City Manager appoints department directors, striving to create a management "team"
that works together to achieve the goals of the City. The City Manager participates in a wide variety of
decisions each day, coordinating the operations of the departments with the direction of the City
Council.
0
Reflecting Newport Beach's high profile in a
. number of critical issues that cross city
boundaries, the City Manager also works with
other city, county, and state officials on common
goals and strategies. During 1998 and 1999,
these issues are expected to include:
.
• The challenges that come with a diversified
economy, including demands on air and road
. transportation facilities and preserving the
community's "quality of life."
• Electricity deregulation and the role of
municipalities as "aggregators" for the city's
electricity users.
• The increasing complexity of the fiscal
. relationship between the State of California
and its local governments.
■ Preserving and enhancing the ability of cities
. statewide to determine and address local
needs, funding, and land uses.
. ■ The Newport Beach City Charter gives the
City Manager very specific directions relating
to the Budget. The Charter instructs the City
■ Manager to "prepare the Budget annually,
submit such Budget to the City Council, and
be responsible for its administration after its
. adoption."
• The City Manager's Office consists of the City
. Manager, an Assistant to the City Manager,
an Executive Assistant to the City Manager,
and an Executive Secretary. Volunteers
frequently assist the Office with various
secretarial duties.
1995 -96 1996 -97 1997 -98 1998 -99
Actual Actual Estimated Proposed
CITY COUNCIL
.
Salaries and Benefits
$
100,752
$
100,280
$
99,005
$
106,609
Maintenance and Operations
Maintenance and Operations
$
56,575
$
32,898
$
68,327
$
86,486
$
Human Services
1
$
25,000
$
25,000
$
25,000
$
25,000
.
Total
$
182,327
$
158,178
$
192,332
$
218,095
■ I CITY MANAGER
.
Salaries and Benefits
$
335,590 $
371,591
$
428,569
$
401,698
Maintenance and Operations
$
90,922 $
93,649
$
95,201
$
96,201
Capital Outlay
$
- $
4,621
$
2,000
$
5,500
.
Total
$
426,512 $
469,861
$
525,770
$
503,399
Allocation
Plan
31
Mission
Statement
Department
Functions
32
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
f t ylll 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
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
N
• Implement a document imaging system to reduce staff time in searching,
retrieving and copying records, as well as provide storage for permanent
records.
.
1995 -96
1996 -97
1995 -96
1997 -98
1997 -98
1998 -99
■
Actual
Actual
Actual
Estimated
Estimated
Proposed
Salaries and Benefits $
186,250
$
162,182
$
162,054
$
185,856
Maintenance and Operations $
42,748
$
37,415
$
37,210
$
29,410
Capital Outlay $
-
$
12,134
$
2,000
$
3,000
Total $
228,998
$
211,731
$
201,264
$
218,266
Elections
$
20,275
$
-
$
40,000
Grand Total
177,042*
$
232,006
$
201,264
$
258,266
• Implement a document imaging system to reduce staff time in searching,
retrieving and copying records, as well as provide storage for permanent
records.
.
• Continue to provide staff and the residents with on -line access to the
Municipal Code; Council Policy Manual; Board, Commission and
Committee Manual; application blanks and vacancy notices for Boards
and Commissions; City Council agendas, minutes and staff reports.
Service Indicators
1995 -96
1996 -97
1997 -98
1998 -99
■
Actual
Actual
Estimated
Proposed
Council Meetings, Regular
23
23
22
23
Council Meetings, Special or Adjourned 5
8
4
4
Resolutions adopted
103
115
80
100
Ordinances adopted
51
44
26
50
■
Municipal elections
0
1
0
1
Registered voters
49,989
46,312
46,464
47,000
Municipal Code Supplement
pages distributed
177,042*
98,712 **
72,000
70,000
Claims /Summons and
.
Complaints processed
94
184
210
190
Contracts /Agreements processed
146
101
100
100
Notices of Completion/Release Bonds
25
16
20
25
Documents processed to
Orange County Recorder
71
38
25
25
• * NBMC reformatted and distributed in its entirety.
. ** Based on reprinting of entire Title 20 and 4 supplements.
Allocation
WPM,
Primary
Goals
33
Mission
Statement
To represent
and/or
advise the
City Council,
Boards and
Commissions,
and City Staff
with respect
City Attorne
Primary Goals
• To continue efforts to reduce City's cost of defending tort liability claims by
handling claims in -house with a full-time litigation Deputy City Attorney.
• To improve the timely responses to formal and informal requests for legal
assistance and legal advice.
• Work with staff to develop strategies for achieving City Council goals such
as funding for Upper Newport Bay dredging.
• 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.
to all legal
Budget Highlights
matters
pertaining to — The Deputy City Attorney (Litigation), continues to reduce the costs
the City incurred by the City in retaining private counsel to defend the City and
staff in liability cases.
— The City Attorney's Office has added additional staffing in resources to
continue involvement with other City staff in developing legislation and
legal strategies for implementing council goals such as funding for the
Unit III Project to dredge Upper Newport Bay and to promote the City
Aviation policies.
Service Indicators 1996 -967 1997 -98 1998 -99
Performance Actual Estimated Prod ce ted
Requests for Opinions /Advice (in- house) 2,250 2,300 2,340
Review Council, Board, & Commission Meetings 80 70 65
Preparation of Contracts, MOUs, Agreements 200 250 250
Litigation Caseload 60 45 45
Code Enforcement Caseload 120 115 90
Development of Resolutions /Ordinances 80 100 60
Court and Hearing Appearances 130 125 125
Public Assistance (phone and in- person,
by attorney and secretarial staff) 1,250 5,000 5,500
34 Legislative Activists 50 100 100
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
0
0510 Division
One City Attorney
One Assistant City Attorney
One Deputy City Attorney
Two Legal Secretary I
0520 Division
One Deputy City Manager
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 are to:
... Render legal opinions and advise City Council and City staff.
... Review proposed contracts, bond financing papers, and insurance policies.
... Monitor, control, and defend against liability claims and lawsuits.
... Attend meetings of the City Council and Planning Commission, as well as
other boards, committees, and commissions as required, and render legal
advice on agenda items.
... Prepare, review drafts, and assist in the negotiation of agreements to which
the City is a party.
... Draft, analyze, and lobby for legislation necessary to achieve City Council
goals.
... Prepare or review ordinances, resolutions, deeds, pleadings, and other legal
documents.
... Appear before courts and administrative tribunals to represent the City's in-
terests in regulatory and personnel hearings and appeals.
... Promote the City Council's Aviation policies
35
1995 -96
1996 -97
1997 -98
1998 -99
Actual
Actual
Estimated
Proposed
Salaries and Benefits
$
440,583
$
448,160
$
592,275
$
612,391
Maintenance and Operations
$
53,776
$
54,276
$
58,126
$
799,426
Capital Outlay
$
-
$
3,704
$
1,600
$
7,000
Total
$
494,359
$
506,140
$
652,001
$
1,418,817
35
Mission
Statement
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.
36
Administrative Services
General Accounting
Payroll
Property Control &
Fixed Asset Tracking
Audit Coordination
Accounts Payable
Debt Administration
Financial Reporting
Terminations
Employee Awards & Discipline
Budget Management
Risk Management
Investment Management
Employee Training &
Development
Benefits Administration
Internal Control
Computer Applications
Support
Telecommunications
Geographic Information System
PC Technical Support
Network Management
Database Management
The Organization
The Administrative Services
Department is a composite
organization which performs a
very diverse collection of
functions. In some of these it
serves the public directly, and in
others it provides support to other
City departments. Cashiering,
Accounts Payable, Maintenance
of the City's Web Site, and
Licensing are examples of
services provided for the public
directly. Human Resources, Risk
Management, and Management
Information Services are
examples of Department
functions which are provided
internally.
Cash Management
Purchasing
Warehousing &
Inventory Control
Printing & Reproduction
Postal Services
Remittance Processing
Municipal Billing
Intergovernmental Transfers
Licenses
Regulatory Permits
Revenue Development
Receivables & Collections
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
0
Mission and Goals
The 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, ,c�„ .,_, •. r—_ 11 } _„ Z, 1-
. and efficient.
• To provide appropriate
. systems.
This map is a network model
depicting travel times from Fire
■
Station One A network model
can be viewed as a path of least
resistance along a network from
an origin point to a destination
. point(s). In this case, the model
extends along all paths from the
origin point (Station One) to the
specified timed travel distances.
The grids represent the Newport
Beach Fire Department response
. quadrants. The green shaded
grids are those quadrants
selected by the model which are
. reached within four minutes from
Station One. The blue shaded
grids are those quadrants
selected which are reached
. between four and seven minutes.
Finally, the red shaded grids are
those quadrants selected which
. are reached between seven and
nine minutes.
Primary
Goals
37
municipal licensing and
regulatory service as
directed.
.
• To develop, operate, and
maintain reliable and
responsive accounts
.
payable and municipal
billing /receivables
. systems.
This map is a network model
depicting travel times from Fire
■
Station One A network model
can be viewed as a path of least
resistance along a network from
an origin point to a destination
. point(s). In this case, the model
extends along all paths from the
origin point (Station One) to the
specified timed travel distances.
The grids represent the Newport
Beach Fire Department response
. quadrants. The green shaded
grids are those quadrants
selected by the model which are
. reached within four minutes from
Station One. The blue shaded
grids are those quadrants
selected which are reached
. between four and seven minutes.
Finally, the red shaded grids are
those quadrants selected which
. are reached between seven and
nine minutes.
Primary
Goals
37
Allocation
Plan
RE
■
Administrative Services (continued)
• 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.
• 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 ensure coverage of all functions by a diminished work force through increased cross -
training and other appropriate measures.
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
0
0 Revenues
kM
1995 -96
1996 -97
1997 -98
1998 -99
Actual
Actual
Estimated
Projected
Salaries & Benefits
$2,964,150
$3,165,642
$3,299,048
$3,583,698
Maintenance and Operations
$1,025,531
$1,046,116
$919,713
$869,596
Capital Equipment & Debt Service
$122,842
$86,072
$58,937
$49,200
Capital Projects
$0
$0
$160.000
$125.000
Total
$4,112,523
$4,297,830
$4,437,698
$4,627,494
kM
Administrative Services (continued)
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 provid-
ing some selected new automation
and electronic information/com -
munications services to the pub-
lic, the City Council, and other
Departments. The Management
Information Systems (M.LS.) Division, which is the largest Division in the Department,
has the challenge of taking the lead not only for Administrative Services, but for the entire
City in this critical area. The specific functions at issue involve every division at the most
fundamental level. The consolidation of the City's billing activities is already well under-
way, as is the automation of purchasing procedures. Payments processing in general, and
especially improving the mechanisms in place which afford our residents the opportunity
to make electronic payments are high -priority service improvement items.
The other area of highest priority to the Department is Human Resources and Risk Man-
agement. Reducing the City's vulnerability and improving the quality and management
of our work force will also receive special focus in the coming months.
0
Service Indicators
1995 -96 1996 -97 1997 -98 1998 -99
Actual Estimated Estimated Projected
.
Budget Administered
$122,094,947*
$129,615,706
$102,662,057
$111,597,688
Warrants Issued
19,151
20,500
19,500
20,500
Value of Payments Processed
$78,851,565
$71,143,624
$72,000,000
$72,000,000
.
Checks Deposited
241,512
250,000
250,000
250,000
Value of Currency Deposited
$2,460,902
$2,500,000
$2,500,000
$2,500,000
Annual Payroll & Benefits
$51,193,712
$53,557,193
$55,850,000
$57,496,000
.
Paychecks Processed
24,056
24,553
25,000
25,000
.
Purchase Orders
2,200
2,500
1,550
1,550
Multilith Impressions
4,386,369
4,500,000
4,845,000
4,900,000
Printing & Binding Jobs
6,200
6,500
5,200
5,200
■
Mail Room Volume
603,269
615,335
619,000
620,000
Municipal Statements
170,000
200,000
200,000
205,000
■
New Business Licenses
3,500
4,000
3,000
3,000
Business License Renewals
9,500
9,500
10,500
10,500
■
Dog Licenses Issued
2,500
3,000
4,000
3,000
Marine Charter Permits
1,800
2,000
1,500
1,500
Parking Citations Processed
87,224
88,500
72,000
70,000
City Owned Telephone Units
650
675
700
700
Service & Repair Calls
1,575
1,575
1,675
1,675
■
Average Monthly Calls
44,000
45,000
47,500
50,000
■
i
*1995 -96 and subsequent estimates include re- budgeted capital projects.
Staffing and Expenditures
$5,000 40
t
�1t6nit� cytn njt�t)�� R
! 58
$4,500 '�t
N y� $4.000 i{fi t jIll`q'i I� i�` 56
7d s N
t
i;� 54
Mlli
i
�I u
t
$3,000 I��t �i ltt (�S �� r
Nhff tl n 50
$2300 48
P
v ,ii ylil i. G�.,ry, nLt
$2,000 a'i ii. Ott it - 45
Budgeted Expenditures 44
$1,500 t j�l� pp ) Full Tlme Employees 'may 42
W, = 41111
a a a a a
OQ. M q Q ti OQi OQi D
('constructed from other departments in prior years)
41
Mission
Statement
Primary
Goals
42
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.
• Prepare for the annexation of Newport Coast.
• Implement a more formal and expanded volunteer program and Citizen's Academy.
• Continue to stress Problem Oriented Policing as a Departmental philosophy.
• Implement the new Computer Aided Dispatch system.
• Explore creative funding sources for technological advances and annexation related services.
• Continue to provide an enhanced level of Crime Prevention effort.
• Implement the new Records Management System.
• Continue our involvement in the review of City-wide projects which may impact the level of
service provided by the Police Department.
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
0
■ Strategic Information Technology Plan
The second phase of the Strategic Information Plan will be accomplished in May with the installation
. of the new Computer Aided Dispatch System (CAD). This new system will enable the transmission
of timely and accurate information from the CAD to the Mobile Data Computer (MDC) interface.
. Therefore, the new system will cause an increase in the speed with which officers receive and
respond to calls.
ABLE
. Since the merger of the ABLE helicopter program over a year ago, Newport Beach and Costa
Mesa have successfully worked together providing excellent service to the officers and citizens of
■ both cities. ABLE also provides assistance to other cities on a contract basis. As a result of this
service, ABLE purchased a helicopter which has new safety and noise level features. Additionally,
ABLE looks forward to hiring its first employees under the auspices of the Joint Powers Agreement
■ (JPA), the three mechanics who will service the aircraft.
800 MHz Radio System
Last year the infrastructure for the 800MHz radio system was installed in the Emergency
■ Communications Center. During this next year, we anticipate initial installation of the actual
digital 800 MHz equipment. The need for the new radios is urgent; the existing system, installed
■ over 25 years ago, has deteriorated significantly.
Annexation of Newport Coast
The anticipated annexation of Newport Coast has caused the Department to begin work on several
. projects. The first project involves hiring new police officers for the anticipated annexation. The
second involves preliminary work and testing of our radio coverage in the Newport Coast area.
Finally, we are exploring new grant funding sources in an effort to offset some of the Newport
. Coast related costs for police service.
■
■
Department
Highlights
Allocation
Plan
43
1995 -96
1996 -97
1997 -98
1998 -99
Actual
Actual
Estimated
Proposed
Salaries and Benefits
$
16,953,365
$ 17,362,759
$
19,547,905
$
19,990,898
Maintenance and Operations
$
3,141,353
$ 3,362,336
$
3,850,805
$
3,863,351
Capital Outlay
$
157,568
$ 111,620
$
122,104
$
103,490
Narcotics Assets Forfeitures
$
397,650
$ 68,696
$
35,667
$
229,144
Total
$
20,649,936
$ 20,905,411
$
23,556,481
$
24,186,883
Sworn Personnel
134
132
134
135
Non -Sworn Personnel
72
77
78
81
Total Personnel
206
209
212
216
Department
Highlights
Allocation
Plan
43
Department
Organization
m
Police (continued
Chief of Police
Staffing: 10
$1,131,897
Professional Standards
D.A.R.E.
Media Relations
Environmental Services
Community Relations
Legal Affairs
Crime Prevention
Resource Distribution
The Police Department is
currentl com rised of the
y P
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
Staffing: 39, p 'us .6 FTE
$4,160,877
Detective Services
Crimes Persons
Property Crimes
Juvenile /Sex Crimes
Narcotics Section
Economic Crimes
Crime Scene Investigations
Photo Unit
Vice/Intelligence
Crime Suppression Unit
Crime Analysis
Support Services
Staffing: 49, plus 6.6 FTE
$5,677,403 .
Communications
Training Section
Fiscal Services
Personnel Unit
Range/Armory
Property Unit
Electrical Equipment Repair
Facility Maintenance
Planning/Research
Computer Systems
Polygraph Unit
Video Unit
Records Section
Alarms Officer
Traffic
Staffing 30, plus 3
.8 FI E
mn t ��
equipment, uniforms, training,
(Figures do not include Asset Seizure Funds)
dispatch, records, etc. Of the
Police Department's total budget, 83% is comprised of personnel related costs. Of that
figure, approximately 81% 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.
Budget by Division
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
Sworn Officers by Division ■
■
■
■
a
■
e
. *Homicide, Robbery, Forcible Rape, Aggravated Assault, Burglary, Grand Theft, Grand Theft Auto
0
■
Performance
Review
E51
Service Indicators
1995/96
1996/97
1997/98
1998/99
Actual
Actual
Estimate
Pro ected
■
Major Seven Offenses*
2,431
1,552
1,859
1,950
Adult Arrests
3,582
2,930
3,227
3,250
■
Juvenile Detentions
596
539
515
550
Crime and Miscellaneous Reports
10,109
8,946
9,528
9,800
Calls for Service
67,665
55,936
60,071
61,230
■
Domestic Violence Cases Investigated
179
198
203
195
Number of Cases Assigned for Investigation
5,696
4,834
4,787
5,110
Number of Cases Assigned Per Detective
459
412
440
440
■
Value of Property Recovered
$3,042,462
$3,277,052
$2,953,900
$3,100,01
Field Interviews Conducted
9,050
9,985
9,518
9,400
False Alarms Handled
4,858
4,920
5,470
5,090
.
Animals Impounded
593
852
666
710
Animal Control Citations Issued
1,436
1,409
1,114
1,320
Fatal Traffic Collisions
5
3
6
5
.
Injury Traffic Collisions
497
555
543
540
Property Damage Collisions
1,138
1,108
1,142
1,130
Moving Citations Issued
7,707
7,408
7,757
7,630
.
Non - Moving Citations Issued
3,542
6,990
6,459
5,670
Parking Citations Issued
75,810
72,464
71,678
73,320
. *Homicide, Robbery, Forcible Rape, Aggravated Assault, Burglary, Grand Theft, Grand Theft Auto
0
■
Performance
Review
E51
Fire & Marine
Mission
Statement
To reduce the
The Newport Beach Fire and Marine Department is responsible for reducing the loss of life and
property from fire, marine, medical and environmental emergencies. The Department's 125 full
time employees and over 200 seasonal employees provide 24 -hour protection and response to
the City's residents and visitors.
PRIMARY GOALS
.
loss of life
• Identify and reduce fire, marine and environmental hazards that may threaten
.
and property
life, property and the environment.
from fire
• Provide a safe, effective and expeditious response to requests for assistance.
• Develop an adequately trained work force to effectively perform their duties.
marine,
Participate in the community development planning process to improve fire, marine
medical and
and life safety.
,
environmental
Encourage department personnel to assume leadership roles in the organization.
• Plan for response to natural and man -made disasters that affect the community.
■
emergencies
Educate and train City Employees and the community to assist them in maintaining
through
a safe environment.
•
education,
hazard
reduction and
response.
To manage
the extensive
beach,
harbor and
water
resources
within the
City of
Newport
Beach.
46
■
■
Education
Department members provide safety instruction and training to school children every year through
. the Junior Firefighter and Junior Lifeguard programs. This year the Department initiated a joint
education program with the Costa Mesa Fire Department called "CPR in the Schools." Department
■ personnel provided CPR instruction to 700 Newport Beach high school sophomores. Educational
efforts are also focused on continual training of Department personnel using a combination of
classroom instruction and field drills.
Prevention
The Department's fire and harbor inspectors work in conjunction with the City's Planning and
Building Department to ensure that all new construction and remodels are built in compliance
with the local and State building and fire codes. This includes adequate exiting and built -in fire
protection.
Hazard Reduction
Hazards can be as simple as overloaded electrical outlets or potentially severe such as improper
storage of hazardous materials. The City requires that all businesses be inspected annually for
adherence to the fire and life safety codes. Over 6,000 business inspections are conducted each
year to ensure the public's safety. The Department has several annual programs aimed at reducing
hazards such as our Weed Abatement and Hazardous Materials Disclosure programs.
Response
Annually, Newport Beach firefighters respond to 5,000 requests for emergency assistance and
Newport Beach lifeguards make approximately 7,000 rescues, 5,000 medical aids and 160,000
preventative actions per year. The firefighters and paramedics respond from six stations throughout
the City and the lifeguards respond from towers, jeeps, and boats. Seventy percent of the requests
received are for emergency medical services. The paramedics are trained to provide advanced life
support measures including cardiac monitoring and administering life - sustaining medications.
Highlights
47
Resource
Distribution
Organization
M
Fire & Marine (continued)
Under the direction of Fire and Marine Chief Timothy Riley, the Fire and Marine Department is
divided into four divisions: Administration, Safety Operations, Fire Prevention, and Marine
Environmental. Each division is managed by a deputy chief. Of the Department's full -time
personnel, 88% are assigned directly to the delivery of emergency services and management and
administration of our emergency services.
Fire &Marine '_
Chief.
Safety Operations
Staffing: 103
$13,179;643
Ocean & Beach Safety
Fire Suppression
Emergency Medical Service
Hazardous Materials Response
Hazardous Situation Mitigation
Emergency Planning
Disaster Preparedness
Fire Prevention Inspections
Fire Prevention
Staffing; 4
$463,8.07
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
Marine Environrrient
Staffing: 4
$1,090,534,;
Beach Parking
Marine Use Regulation
Harbor Permits
Tidelands Administration
Balboa Yacht Basin
Training & Education
Apparatus & Equipment
Communications
Facility Maintenance
Budgeting
Purchasing and Procurement
Information Management
Mapping
Public Information
Community Relations
The majority of the Fire and Marine Department's budget is funded through General Tax Revenue
and Tideland's Revenues. In 1993, the Department initiated a paramedic service fee program that
recovers expenses for emergency medical services from the patients who receive care. In 1996,
emergency ambulance transportation was added to the medical services provided; this, too, is a
service fee program paid for by users. Other services fee systems in place include: Fire Permit
Fees, Harbor Facilities Permit Fees, the Fire Medics program, the Junior Lifeguard program, and
operation of the Corona del Mar Main Beach and Balboa Pier municipal parking lots.
0
■
■
0
The Fire and Marine Department budget is divided into seven specific budget programs:
Administration, Emergency Medical Services, Fire Operations, Fire Prevention, Marine
■ Environment, Marine Safety Services, and Training and Education. A total of 82% of expenses
incurred are direct cost for providing emergency services.
0 Expenditures by Budget Program:
■
■
■
■
Administration
Marine Environment 5% Marine Safety 12% 4%
Fire Prevention 3% _ Education & Training 6%
i EMS 6%
Fire Operations 64%
Allocation Plan
Salaries and Benefits
Maintenance and Operations
Capital Outlay
Total
General Tax Revenue
Other Revenue
Total Revenue
Personnel, Regular - Fire /Marine
Seasonal - Marine (FTE)
1995 -96 1996 -97 1997 -98 1998 -99
Actual Actual Estimated* Projected
$ 11,389,46 $ 12,305,86 $ 13,165,49 $ 13,755,27
$ 2,478,837 $ 2,267,778 $ 2,363,916 $ 2,613,422
$ 183,238 $ 117,598 $ 78,667 $ 59,700
$
14,287,91
$
14,691,23
$
15,608,07
$ 16,428,39
$
9,570,787
$
6,850,847
$
6,419,891
$ 10,400,05
$
4,717,130
$
7,840,392
$
9,188,185
$ 6,028,338
$
14,287,91
$
14,691,23
$
15,608,07
$ 16,428,39
121.00
123.00
125.00
125.00
30.19
30.19
34.19
34.19
* added Disaster Services Coordinator, Facility Supervisor, Receptionist, and four Lifeguard IVs
Allocation
Plan
M
Performance
Review
50
■
Fire & Marine (continued)
E1 Nino storms generated tons of debris buildup in our harbor this winter. The Marine
Environment Division helped to coordinate the efforts of City crews, business owners, and
volunteer groups. Two Hamilton Water Rakes, the Clean Sweep and a crane are pictured
here at the initial onset of cleanup efforts at the Cannery Restaurant.
Service Indicators
Fire Responses
Medical Responses
Water Rescues
Lifeguard Medical Aids
Boats in Distress
Preventative Actions
False Alarm Responses
Other Public Assists
Public Education Hours
Fire Inspections
Harbor Permits Issued
Tidelands Annual Permits
Parking Lot Attendance
Beach Attendance
1995 -96 1996 -97 1997 -98 1998 -99
Actual Actual Estimated Projected
240
3,494
4,099
3,415
115
105,425
555
457
405
4,100
169
2,369
413,918
10,098,650
* Disaster Services Coordinator added.
** New fire inspection implemented.
216
3,532
5,819
4,746
35
155,411
355
428
386
7,878
200
2,400
397,000
8,820,600
260
3,828
7,014
4,941
40
156,019
276
615
350
7,878
210
2,400
400,000
11,614,000
260
3,900
7,000
5,000
50
160,000
380
620
450*
6,000 **
220
2,400
410,000
11,000,000
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
. Disaster Preparedness
With the El Nino weather patterns of 1997 -98, the City reaffirmed its commitment to disaster
. preparedness. Not only is training for City employees a priority, but also the training and delivery
of services to the community.
In 1998, the City Council authorized the Fire and Marine Department to add a Disaster Preparedness
Coordinator position. The Coordinator is responsible for maintaining the City's disaster plan,
developing and implementing disaster training for City department directors and staff, managing
the City's Emergency Operations Center, assisting all City departments with the development of
disaster operations procedures, and continuing the community's disaster preparedness efforts.
. During the past few years there have been numerous changes to the operations and reporting
requirements cities must use to comply with State mandates. The Standardized Emergency
. Management System, or SEMS for short, was developed as a statewide management model for
cities to use in their Emergency Operations Centers (EOCs) to effectively cope with disasters. The
City's disaster plan has been updated and the SEMS requirements have been incorporated. The
■ City's key management staff has met the new training requirements and is actively organizing each
department to better operate during future disasters.
In May of 1998, the Department reorganized the City's EOC and tested its operation with a drill
proctored by instructors from the California Office of Emergency Services. The drill, while
successful, emphasized the need for continual training.
The Fire and Marine Department is committed to ensuring that even during disasters the City will
operate efficiently and provide the best possible level of service to the community.
The Sea Scout Base provided invaluable help with their crane, volunteers, and refuse bin
holding area. Clearing the harbor of debris prior to the Annual Christmas Boat Parade was
made possible by their unselfish assistance.
1998 -99
Area of
Emphasis
51
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.
Planning & Buildin
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 reflects an increase
in staffing and contract services to handle the increased construction activity and the annexation of
Bonita Canyon to the City of Newport Beach. The budget of the Planning Department reflects
revised staffing levels in order to provide increased resources for Municipal Code enforcement
through the addition of a second full -time position.
Although separate Departments, Planning and Building coordinate closely on many property
development issues, and also plan additional cross training in some public service areas to improve
service delivery.
Primary Goats
• 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 element of the City's General Plan.
• Support EQAC's effort to enhance communication with Community Associations.
• Maintain and implement the City's economic development policies and programs.
This Year's Objectives
• Improve the function of both Departments through participation in the upgrade of the permit
tracking system and the expansion of its use, participation in the pilot program on document
imaging, and an enhanced employee training program.
• Adopt the 1997 Edition of the Uniform Building Codes and provide the necessary staff training.
• Make the necessary operational adjustments to plan check and inspect construction within the
newly annexed Bonita Canyon area.
• Continue permit streamlining program through the certification of the City's Local Coastal
Program.
• Continue implementation of the Peninsula Revitalization Program:
• Completion and implementation of the Parking Management Plan
• Completion of the feasibility study for Balboa Boulevard beautification
• Completion of the "mix- master" feasibility study
• Improve Code Enforcement utilizing enhanced personnel resources for:
Sign Code violations
Use Permit conditions of approval
• Complete or achieve measurable progress in the priorities of the Economic Development
Committee:
• Encourage hotel development
• Enhance the image of Newport Beach, including Peninsula revitalization, public
transportation, signage, and Mariner's Mile improvements
• Complete Traffic Phasing Ordinance
• Plan for Airport Area revitalization and re -use
• Continue work on long -range strategic planning, and including EQAC in the
process to ensure quality of life issues are addressed
52 1 1 I
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
0
■
■
Provide resources to achieve the priorities of the Environmental Quality Affairs Committee:
Enhance communication with the Community
Coordinate with the EDC
Adopt new Sign Code regulations
Process entitlements for major development proposals, including:
• Rockwell
• Four Seasons Hotel
• Newport Dunes Hotel
• Holtze Executive Hotel/Office (former Fletcher Jones Motorcars site)
• Newport Village/Newport Center Economic Opportunities
• Newport Coast General Plan/LCP/Pre- annexation Zoning
• Newport Banning Ranch
• Koll Center Office
• Block 800, Newport Center
Planning /Administration Economic Development
Staffing: 13, plus. Temp. Staffing: 2, plus .6 FTE
$984,067 11 $279,052
Planning Commission
Environmental Quality Affairs
Committee
Advance Planning
Current Plans & Projects
Plan Check
Environmental Review
GIS/Data & Demographics
Regional Planning Activities
Code Enforcement
Economic Development Committee
Peninsula Revitalization/PROP Committee
Business Improvement Districts
Business Retention/Recruitment
CDBG
Building Department
Staffing: 21, plus 3
Building Code Board of
Appeals
Plan Review
Inspections
Report of Residential
Building Records
• PLANNING DEPARTMENT
The function of the Planning Department is to promote and enhance the physical environment and
. quality of life experienced by residents, visitors, property owners, and businesses of the City of
Newport Beach. The Department accomplishes its mission through programs which promote high
. quality community and economic development. An important new activity in support of the
Department's mission is the new role and functions of the Environmental Quality Affairs Commit-
tee, whose primary goal is an enhanced quality of life for all community members.
• The Planning Department includes two divisions, Planning and Economic Development, which
provide resources for the Department's seven primary activity areas: Current Planning, Advance
. Planning, Economic Development, Data/Demographics/GIS, Code Enforcement, regional plan-
ning activities and Community Development Block Grants (CDBG).
. The Planning Department's budget reflects refinements to the allocation of resources for planning
and economic development, recognizing that the Data/Demographics/GIS function is primarily a
■ planning function. Therefore, staff fulfilling this area of activity are now shown in planning, which
results in a reduction of the percentage of Planning Department resources shown for economic
development. As previously noted, the Department has also increased expenditures for Code En-
. forcement. The following chart illustrates department expenditures by function.
53
Planning & Building (continued
Planning Department Expenditures by Function:
Economic Development
Advance Planning
17%
Administration Clerical
2% nni
rim i-=X
12% 25%
BUILDING DEPARTMENT
7bde Enforcement
12%
The Building Department ensures the health and welfare of the residents ofNewport Beach by
regulating the construction, use, and occupancy of buildings and other alterations through the
application of standardized model building codes. It continues a tradition that can be traced
through recorded history for over 4,000 years in which people have become increasingly aware
of their ability to avoid the catastrophic consequences of building construction failures. Today's
codes are possible because of their efforts and the collaboration of building code officials and
key segments of the construction industry. The Newport Beach Building Department ensures
that the standards set by these codes for construction are met through plan review, permit
issuance and on -site inspections.
Public Counter
PLAN CHECK makes sure a project meets code requirements and is safe before construction
starts. It does so by reviewing construction documents for code compliance for structural,
architectural, grading, and fire safety as shown on submitted plans. This service saves the builder
from costly changes that could be made during construction and lends the additional expertise of
a construction professional to the project. The Plan Check division is proud of its quality and
timely processing of all construction documents and permits.
54
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
0
■ INSPECTION ensures that the work conforms to the permit, local codes, and the approved plans.
This is an additional protection for the consumer since it provides a check that the contractor is
following the project guidelines. This division is also responsible for conducting inspections of
■ residential buildings at the time of sale or title transfer, which ensures minimum compliance with
the requirements listed on the Report of Residential Building Records. Inspectors input and
. maintain all records electronically using hand held computers, which enables them to have all
the information readily available at the building site. The Inspection division is proud both of its
technical proficiency and high productivity.
Building Department Expenditures by Function:
0
a
c
. o
a
a
S
e
F
. * sit lee
Administ
8%
Plat
Permit Counter Residential Building Records
Clerical 9% 7%
Revenue History
Inspections
43%
■
91 -92 92 -93 93 -94 94-95 95 -96 96 -97 97 -98 98 -99'
BUILDING
Salaries and Benefits
Maintenance and Operations
Capital Outlay
Total
PLANNING
Salaries and Benefits
Maintenance and Operations
Capital Outlay
Total
1995 -96 1996 -97 1997 -98 1998 -99
Actual Actual Estimated Proposed
$
1,329,038 $
1,394,394 $
1,486,888 $ 1,747,047
$
196,310 $
199,733 $
282,534 $ 451,836
$
121,616
$
152,189
$
1,525,348 $
1,594,127 $
1,769,422 $ 2,198,883
$
1,060,463
$
949,775
$
1,123,353
$
1,112,999
$
121,616
$
152,189
$
121,774
$
130,020
$
2,100
$
6,700
$
1,500
$
20,100
$
1,184,179
$
1,108,664
$
1,246,627
$
1,263,119
55
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.
56
General Services
Annual Department Goals
• Maintain high levels of Citywide cleanliness
• Expand management, technical, and safety training
• Maintain expedient graffiti eradication
• Continue reforestation program
• Develop an electric vehicle program funded by grants and subvention funding
• Improve disaster preparation and coordination
• Research means of reducing energy consumption Citywide
• Continue to assess the privatization of services
Budget Highlights
N
The staff of the General Services Department is anticipating another challenging
year as service requirements continue to rise dramatically with new parklands and
residences. .
The overall Department budget will decrease slightly primarily due to a smaller amount
of capital outlay spending.
However, an increase in the maintenance portion of the Department budget will be
allocated for three primary items: one, an additional maintenance worker to handle a
portion of the increased field maintenance requirements; two, additional landfill
disposal fees for a growing solid waste stream; and three, a substantial increase in
the level of tree trimming.
Of particular note is the continued decrease in the cost of vehicles and equipment
maintenance. While acquisition costs continue to rise significantly, the overall cost
of the maintenance of the fleet of 426 units is expected to be reduced by 2% from the
previous fiscal year expense. This is the third consecutive year that maintenance
costs have been reduced.
The staffing level of the General Services Department continues to decline by six
positions as additional maintenance functions are privatized.
Finally, Department staff has successfully laid the groundwork for an alternative fuel
program by obtaining outside funding of $414,337 to purchase 17 electric vehicles
and charging units. Fuel savings of $10,000 to $15,000 per year are expected. More
importantly, the City is avoiding a capital outlay of $295,000 for 17 like sized gasoline
powered vehicles.
■
General Services (continued)
Costs Distribution by Division:
EQUIPMENT
REPLACEMENT
EQUIPMENT
MAINTENANCE
10%
STREET TREES
4%
PARK,
15%
13%
ADMIN. BUILDING
3% MAINTENANCE
4% FIELD
REFUSE
26%
AINTENANCE
21%
OPERATIONS
SUPPORT
4%
All of the General Services Department Divisions are funded from General
Fund Revenues, with the exception of the Equipment Maintenance and
Replacement Divisions. Those two divisions are funded from revenues paid
into the 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 $3.51 million ISF has been managed by the General Services
Department since July 1993. Of the $1,801,750 allocated for new vehicles and
equipment, $530,000 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 $600,000 annually. The surcharge revenue is
used only to pay for expenses directly related to the recycling of residential
solid waste collected by City crews.
W
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
Total pgpartrnent Expenditures
■ 1994 -95 1995 -96 1996 -967 1997 -98 1998 -99
Actual Actual Actual Estimated Proposed
Salaries and Benefits $7,242,662 $6,865,076 $6,983,393 $6,975,160 $7,236,070
. Maintenance and Operations $4,857,194 $5,557,915 $5,908,696 $6,111,107 $6,318,853
Capital Outlay $1,916,224 $2,198,152 $1,646,503 $2,186,412 $1,482,533
Debt Service (1) $236,987 $303,194 $581,069 $529,073 $530,000
Total (2) $14,253,067 $14,924,337 $15,119,661 $15,801,752 $15,567,456
Personnel 141 123 125 126 120
(1) Payments on lease /purchase of vehicles
(2) Includes Equipment Maintenance and Replacement Fund Expenditures (Internal Service Fund)
■
Allocation
Plan
59
.l
0
General Services (continued
Meeting the Challenge 0
Achievement of several goals in FY 97 -98 will result in savings for the
Department, which in turn will be used to fund the cost of additional service
requirements, such as maintaining new parklands and servicing new residences.
The addition in FY 97 -98 of eight new refuse collection trucks with right hand
drive and low entry cabs will speed residential refuse collection. A rerouting
proposal has been activated and together with the more efficient refuse trucks ■
negates the need for additional refuse collection trucks and personnel for the
estimated 600 new residences expected in FY 98 -99. .
By obtaining grant and subvention funding for 17 electric vehicles, the ■
Department staff was able to divert $295,000 that was to be spent on gasoline
equivalent vehicles to upgrade the fleet and address vehicles and equipment .
deferred due to budget cutbacks over the past two years.
Supervisory staff continues to document and compare City costs versus contract
personnel costs to ensure competitiveness with the private sector. Parks
maintenance will continue to be privatized in FY 98 -99 as per Council direction.
As noted by the attached service level indicators, productivity in certain service
areas may decline in certain areas following four years of personnel reductions.
There is no question that FY 98 -99 will be among the most challenging of all •
years for the employees of the General Services Department. Staff is confident .
that we will continue to provide a high level of service to residents, the business
community, and other City departments. .
0
.
Service Level Indicators
1994 -95
1995 -96
1996 -97
1997 -98
1998 -99
Actual
Actual
Actual
Estimate d
Projected
■
Public Restrooms Serviced
42
44
51
52
53
City Restrooms Serviced
82
82
92
92
92
.
City Buildings Serviced
65
65
66
67
67
Street Patching (tons of mix)
2,688
3,200
3,200
3,500
3,500
■
Sidewalk Repair (square feet)
58,560
52,000
55,000
50,000
35,000
Curb & Gutter Replacement
2,930
5,500
6,000
2,500
2,000
.
Street Sweeping (miles)
42,127
44,500
45,000
45,000
46,000
Beach Cleaning (tons of refuse)
13,097
5,000
6,000
12,000
6,000
.
Regulatory Signs Posted
5,287
6,000
5,250
5,400
5,500
Street & Pavement Marking
382,262
325,000
365,000
350,000
350,000
Graffiti Incidents
1,962
2,400
1,600
2,800
3,500
Refuse (number of homes)
26,320
26,320
26,320
26,700
27,300
.
Refuse Collected (tons)
37,638
38,000
38,616
40,000
42,000
Number of Parks Maintained
39
40
43
44
47
.
Number of Trees Trimmed
5,200
7,911
8,000
8,000
10,400
Equipment Maintenance Facility
Performance
Review
61
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
62
Community Services �
Budget Highlights
In the 1998 -99 budget year, Community Services staff will continue to maximize resources
through an interdepartmental approach to service and through coordinating and utilizing the
talents of individuals and groups in the community. To maintain quality services without in-
creasing costs, the Department utilizes a large number of part-time employees as well as the
dedicated services of a corps of volunteers.
Funds raised by the Friends of the Library, the Newport Beach Public Library Foundation and
the Literacy Advisory Council augment the Library Division budget. Volunteer service and funds
from the Friends of OASIS support the Senior Services Division. Gifts from local service clubs
and homeowners associations enhance Recreation Division resources.
Opening Day ceremonies at
Bob Henry Park.
1998 -99 Budget Goals
• Utilize the synergy of the Arts, Library, Recre-
ation and Senior Services functions to enhance
community programs and services.
• Meet the informational, recreational and
cultural needs of diverse audiences in the
community through the Central Library and ■
branch libraries.
• Utilize information sharing and electronic tech-
■
nology for maximum responsiveness and cost
efficiency.
•
• Provide a broad range of recreation and
leisure opportunities for residents of all ages.
•
• Participate in the planning of new park facili-
ties.
• Provide a focal point for older adults at
OASIS, where seniors can participate in ac-
tivities and partake of services that enhance
.
dignity, support independence and encourage
social involvement.
■
• Implement a new City Cultural Arts Plan with
increased opportunities for City-wide pro-
grams for public art, community arts education
and cultural events.
• Support the work of the City Arts Commission,
the Board of Library Trustees, and the Parks,
Beaches and Recreation Commission.
■
F
COMMUNITY SERVICES DIRECTOR/CITY LIBRARIAN
STAFFING: 2 FT; 1.7 FTE
$349,264
Arts & Cultural Services
Staffing:1 FTE
$101,980
Tri- Annual Juried Art Shows
City Hall & Library Galleries
Arts & Cultural Grants
Public Art Projects
Support for City Arts Commission,
Sister City Association and
Newport Theatre Arts Center
Recreational Services
Staffing: 8 FT; 10.87 FTE
$1,525,256
Youth Programs /Sports
Aquatic Programs
Adult Sports
Fee -Based Classes/Programs
Youth Camps
Special Events
City Youth Council
Special Event Permits
Support for Parks, Beaches &
Recreation Commission
Youth Sports Commission
Newport Harbor Lawn
Bowling Association
Park Development
Library Services
Staffing: 32 FT; 31.85 FTE
$4,194,253
Information & Reference Services
Youth Services
Central Library & Branches
Literacy Services
Support for Board of Library Trustees
Friends of the Library
Newport Beach Public Library
Foundation
Senior Services
Staffing: 4 FT; .65 FTE
$396,987
Recreational Programs &
Educational Classes
Noon -Time Meals
Transportation Program
Human Services
Special Events
Friends of OASIS
OASIS Garden Club
Organization
G1N
Department
Organization
ZI
Communi
Services (continued)
0
Department Organization
array of activities for the community. The Arts & Cultural Services Division supports the
■
The Community Services Department offers a diverse
range of public services that form the spine of the
■
City's social infrastructure. The four service divisions
operate through inter - department cooperative activi-
ties, under the direction of the Community Services
Director /City Librarian. Three City Council -ap-
pointed boards and commissions play critical roles
.
in service provision —the City Arts Commission, Board
of Library Trustees and Parks, Beaches and Recre-
.
ation Commission.
.
The Administrative Services Division consists ■
of the Department Director, Executive Secretary,
part -time Account Clerk, and part-time Media and
Graphic Specialists who provide support for the New- .
port Navigator and other promotional activities.
The Recreation Division provides a broad
array of activities for the community. The Arts & Cultural Services Division supports the
.
City Arts Commission, Newport Beach Arts Foun-
dation, Sister City Association and Friends of the Newport Theatre Arts Center. Projects and
.
programs include art exhibitions; display and inventory of the City's art collection; marketing
efforts supporting City arts and cultural activities; partnerships between arts groups, businesses,
and the City; planning and managing city -wide programs for public art, community arts educa-
tion, and local arts and cultural events. The division budget also provides for Cultural Arts
Grants that are awarded annually by the Arts Commission.
.
The Library Division responds positively to user demands for print, audiovisual and electroni-
cally published information. The use of current technology helps provide service in the most
.
cost - effective manner. In addition to responding to the information needs of the community, the
library provides a variety of materials to meet the recreation needs of customers of all ages.
Circulating collections include current and classic fiction and nonfiction books, compact discs,
videos and books -on- cassette. Adult programs, preschool story times and reading programs for
school -age children are offered. Through Literacy Services, trained volunteers provide one -on-
.
one tutoring for adults teaming basic reading and writing skills.
The Recreation Division provides a broad array of activities and programs for community 0
youth and adults, including hundreds of leisure, activity and fitness classes, year -round adult
sports leagues, and seasonal swim lessons and youth camps. Contract instructors provide class .
instruction, and part-time instructors, lifeguards and recreation leaders support leisure and sports
activities.
The Senior Services Division provides a variety of services related to education, creative arts,
recreation, advocacy, leadership development, employment, health, nutrition, counseling and .
other support functions for seniors. This division focuses on enriching the lives of older adults
and their family members through appropriate activities and programs. Seniors can obtain ser-
vices both at OASIS Senior Center and in a community -based atmosphere, depending on indi-
vidual needs.
N
Utilization of Resources
The Community Services Department utilizes a
. dedicated corps of volunteers equivalent to
27.35 full -time employees (4 in Recreation
Services, 8.6 in Library Services and 14.75 in
Senior Services). These volunteers assist in
providing an array of community services.
• Since many of the services provided are fee -
based, the Department recovers 33% of the
Department operational budget.
F
Administration
Arts & Cultural Services
Library Services
Recreational Services
Senior Services
Department Total
Trained Volunteers provide one- on-one tutoring through Library Litenrcy Services.
ANTICIPATED PERCENT RECOVERY
BUDGET REVENUE OF DIRECT COSTS
$349,264
101,980
4,194,253
1,525,256
396,987
$6,567,740
0
4,000
646,875
1,270,308
95,500
$2,016,683
0
4%
15%
83%
24%
31%
Service Indicators
1995 -96
1996 -97
1997 -98
1998 -99
ACTUAL
ACTUAL
ESTIMATED
PROPOSED
Art exhibits & juried shows
18
18
20
20
Cultural grants awarded
$40,000
$40,000
$40,000
$40,000
Library circulation of materials
1,400,883
1,415,000
1,430,000
1,350,000
Customers served
922,204
905,000
915,000
900,000
Reference questions asked
175,139
179,100
181,000
182,000
Programs
16,896
16,900
16,900
18,000
Recreation
Special events
40,050
40,050
42,000
45,000
Fee -based programs
270,000
270,000
271,000
272,000
Co-sponsored youth organizations
124,300
126,000
128,900
132,500
Senior programstclasses
67,883
66,000
66,000
67,000
Client services
11,292
11,000
11,000
11,000
Transportation services
9,117
12,000
13,500
14,000
Referral services
15,100
14,688
15,000
15,000
Utilization
of Resources
65
Department
Highlights
•-
Community Services (continued)
Department Highlights
0
Although Community Services programs provide direct, one -on -one services, technology and
automation enhance the work of department staff and volunteers. The quarterly Newport Navigator .
provides information about the services of each division and lists available fee -based activities.
Arts & Cultural Services Division worked with the City Arts Commission to establish the
Newport Beach Arts Foundation, which will seek funds for future projects. The Arts Commission
implemented their cultural arts plan, which included expanded projects, programs and outreach
efforts. Among them was a web page for Newport Beach cultural arts, designed to increase
awareness of arts and cultural activities. The focus for 1998 -99 is cultural programming and arts
education, with grants awarded primarily within these priority areas.
Library Division increasingly relies on electronic resources to enhance the cost effectiveness
and timeliness of service. Terminals at the Central Library and the branches will shift to a
graphic interface in FY1998 -99, facilitating easy access to an increasing volume of electronic
resources and public access to the Intemet/World Wide Web. Through the City homepage, customer
use of the automated telephone renewal and self check -out capabilities free staff for other service
functions.
Recreation Division staff, with the Parks, Beaches & Recreation Commission, completed
a revised Recreation and Open Space Element of the City's General Plan. Bob Henry Park and
Castaways Park have been completed. New parks are being planned in the Bonita Canyon area.
Adult and youth sports programming continues to grow. Adult basketball, softball and volleyball
attracted a combined total of 765 registered teams; youth sports programs attracted over 800
elementary school children. Over 350,000 participants enrolled in recreational activities. Ongoing
refurbishment of City park tot lots is producing updated, high quality playgrounds for Newport
Beach children.
Senior Services Division now boasts a 15- passenger bus that shuttles seniors from their home to the
center, thanks to a Hoag Health Partnership Grant. This vehicle augments the services of two Care-a-
Vans that provide transportation to residents who need help in getting to medical appointments, grocery
stores and other essential Newport Beach destinations.
The City Arts Commission sponsored the Back Bay Plein Air Exhibition.
S
i
Budget Considerations
The Senior Services Division focuses
on enriching the lives of older adults
through activities and programs.
The Library Division, Board of Library Trustees and staff are engaged in an 18 -month planning
process focused on advocacy and marketing, collection development, electronic resources, and
young adult services. The overall goal of this long-term planning process, Excellence on Purpose,
is to maximize the effectiveness, the use and the quality of the library. The library has also just
completed a year -long reclassification study. The resulting modifications to the salary schedule
are reflected in the new budget.
The Recreation Division continues the difficult search for available athletic playing fields and
gymnasium sites to meet demands. With the expansion of year -round play in youth soccer, baseball,
softball and basketball and the consistent growth of adult sport leagues, innovative scheduling is
critical. Staff has initiated public /private partnerships in an effort to subsidize ongoing and newly
developed youth programming.
The Senior Services Division faces the constant challenge of serving ever - increasing numbers
of new retirees, as well as more seniors growing older and living longer. The division's goal is
to identify the needs of these increasing populations and to develop innovative services and
■ activities that meet them.
Each division continues to be aggressive and successful in developing grant proposals and securing
sources of outside funding.
Budget
Consider-
ations
Allocation
Plan
67
1995 -96
1996 -97
1997 -98
1998 -99
Actual
Actual
Estimated
Proposed
Salaries and Benefits
$
3,464,335
$
3,572,485
$
3,636,049
$
3,870,065
i
Maintenance and Operations
$
2,640,104
$
2,329,110
$
2,570,412
$
2,679,975
Capital Outlay
$
8,866
$
15,805
$
75,169
$
17,700
Total Expenditures
$
6,113,305
$
5,917,400
$
6,281,630
$
6,567,740
General Tax Revenue
$
4,049,569
$
4,435,374
$
4,201,860
$
4,496,103
Fees for Services
Other Miscellaneous Revenue
$
$
1,465,670
589,700
$
$
1,526,870
580,000
$
$
1,559,770
520,000
$
$
1,551,637
520,000
Total Revenue
$
6,104,939
$
6,542,244
$
6,281,630
$
6,567,740
.
Personnel
89.28 FTE
90.55 FTE
90.55 FTE
90.55 FTE
Budget
Consider-
ations
Allocation
Plan
67
Mission
Statement
To provide
quality, cost
effective
public
works and
services to
the
community
of Newport
Beach.
M
ri
Primary Goals
• To assess and meet current and future needs for infrastructure, services and resources for the citizens of
and visitors to Newport Beach.
• To continue to improve the quality and delivery of the Capital Improvement Program through increased
coordination of projects.
• To provide the City's water customers with a reliable water supply.
• To operate and maintain the City's water, wastewater and street lighting systems in an efficient and progres-
sive manner.
• To enhance the delivery of service to internal and external customers by implementing cross - training and
skills development programs.
• To increase communication and information flow throughout the Department through regularly convened
inter- and intra - departmental meetings.
To establish an on -going employee assessment/development program by continuing the performance evalu-
ation process.
• To improve overall operations and increase efficiency by establishing Departmental policies and proce-
dures.
• To facilitate the storage and retrieval of information by developing and implementing a Departmental records
management system.
Department Organization
The Public Works Department is comprised of four divisions: Administration, Engineering Services,
Transportation and Development Services, and Utilities.
Administration is responsible for providing overall administrative support services for the
department. The Division's areas of responsibility include: Operating Budget preparation and
administration; Capital Improvement Program Budget; general clerical support; customer service;
personnel administration; and payroll.
1995 -96 1996 -97 1997 -98 1998 -99
Actual Actual Estimated Proposed
PUBLIC WORKS - ADMINISTRATION
Salaries and Benefits
$
- $
340,106
$
359,617
$
349,715
Maintenance and Operations
$
- $
79,953
$
68,143
$
61,069
Capital Outlay
$
- $
26,197
$
2,500
$
9,000
Total
$
- $
446,256
$
430,260
$
419,784
Engineering Services is primarily responsible for the City's Capital Improvement Program,
including planning, design, construction and inspection of the City's major capital projects. The
design phase of a capital project may include, feasibility and environmental studies, review of
capital project plans, preparation of specifications and cost estimates, right -of -way acquisition,
permit application processing, utility coordination, and public information workshops. Construction
Engineering includes inspection services, topographic surveys and maps, construction staking
boundary maps, encroachment surveys, and preparation of "As Built" construction drawings.
1
s
s
0
i Transportation and Development Services is responsible for traffic engineering, transportation
! planning, subdivision engineering, Geographic Information Systems (GIS), parking meteroperations,
and permit processing. This division provides support services to most other departments and
works closely with the Building/Planning Department to coordinate the processing of all building,
land use and development activities.
$
1995 -96
$
19% -97
$
1997 -98
$
1998 -99
Maintenance and Operations
$
Actual
$
Actual
$
Estimated
$
Proposed
PUBLIC WORKS - ENGINEERING
DEVELOPMENT
SERVICES
$
5,755,337
Salaries and Benefits
$
547,359
Salaries and Benefits
$
1,492,957
$
1,041,231
$
1,078,246
$
1,107,296
Maintenance and Operations
$
212,061
$
177,848
$
140,893
$
155,512
Capital Outlay
$
17,681
$
7,984
$
Total
$
4,000
Total
$
1,722,699
$
1,227,063
$
1,219,139
$
1,266,808
i Transportation and Development Services is responsible for traffic engineering, transportation
! planning, subdivision engineering, Geographic Information Systems (GIS), parking meteroperations,
and permit processing. This division provides support services to most other departments and
works closely with the Building/Planning Department to coordinate the processing of all building,
land use and development activities.
Utilities Services is responsible for the operation of the water, wastewater, electrical, oil
and gas systems. This division's primary function is to provide front line customer service
and field operation throughout the City. The new groundwater supply system, with water
wells in Fountain Valley, will provide 70 to 75% of the City's water. This division is
responsible for operating and managing the system.
1995 -96
Actual
1996 -97
Actual
1997 -98 1998 -99
Estimated Proposed
Salaries
$
1995 -96
$
1996 -97
$
1997 -98
$
1998 -99
Maintenance and Operations
$
Actual
$
Actual
$
Estimated
$
Proposed
PUBLIC WORKS - TRANSPORTATION &
DEVELOPMENT
SERVICES
$
5,755,337
Salaries and Benefits
$
547,359
$
913,806
$
963,413
$
947,877
Maintenance and Operations
$
316,128
$
358,729
$
356,280
$
375,528
Capital Outlay
$
-
$
2,650
$
1,000
$
4,000
Total
$
863,487
$
1,275,185
$
1,320,693
$
1,327,405
Utilities Services is responsible for the operation of the water, wastewater, electrical, oil
and gas systems. This division's primary function is to provide front line customer service
and field operation throughout the City. The new groundwater supply system, with water
wells in Fountain Valley, will provide 70 to 75% of the City's water. This division is
responsible for operating and managing the system.
1995 -96
Actual
1996 -97
Actual
1997 -98 1998 -99
Estimated Proposed
Salaries
$
3,141,128
$
2,969,384
$
3,066,915
$
3,248,054
Maintenance and Operations
$
10,479,436
$
11,607,681
$
9,186,877
$
10,012,270
Capital Projects
$
13,587,057
$
5,755,337
$
5,564,650
$
4,284,800
Debt Service
$
1,721,840
$
1,706,421
$
1,699,390
$
1,690,209
Total Expenditures
$
28,929,461
$
22,038,823
$
19,517,832
$
19,235,333
Charges for Services
$
16,900,419
$
18,477,431
$
18,884,200
$
18,282,000
Use of Money & Property
$
1,440,412
$
305,000
$
305,000
$
315,000
Sales of Oil & Gas
$
714,829
$
745,000
$
760,000
$
770,000
Other Revenue
$
113,031
$
67,800
$
55,000
$
35,000
Transfer (To) From Reserves
$
9,760,770
$
2,443,592
$
(486,368)
$
(166,667)
Bond Proceeds
$
$
-
$
$
Total Revenue
$
28.929,461
$
22.038.823
$
19,517,832
$
19,235,333
i
WA
Department
Organization
70
Utihttes Sernces :s.
S
tAinjf 45 plus 7 27 FTE
$19;235,333
Water
Wastewater
Electrical
Oil & Gas
Department Highlights
The Department reached significant milestones in
its Capital Improvement Program during FY 1997-
98, including:
• MacArthur Boulevard Segment II
(approximately 1,000 feet northerly of San
Joaquin Hills Road to Ford Road): This project
included the widening and reconstructing of
MacArthur Boulevard, and installation of curb
and gutter, a 12 -foot sidewalk, street lighting
and a pavement delineated 8 -foot bike lane
along each side of the new roadway. Segment
II is scheduled for completion in November
1998.
Traffic Engineering
Subdivisions
GIS
Parking Meter Operations
Permit Processing
• Traffic Accident Records System: This project was made possible through a $102,000 grant from
the State Office of Traffic Safety. The project calls for development of a state of the art computerized
Traffic Accident Records System. This system includes extensive reporting and plotting capabilities
and will interface with the Citywide GIS program.
• Upper Castaways Passive Park project included the construction of a public parking lot and paved
walkways along the Bay with scenic views of the ocean. Native grasses, shrubs, and trees were also
planted.
• The Birch Street Bridge Widening over SR73 involved adding additional traffic lanes to relieve
congestion at this busy segment of roadway.
r
s
r
s
■
s
s
r
r
n
■ Pacific Coast Highway/Newport Boulevard Interchange Improvements: The project provides for
widening the westerly half of the bridge overNewport Channel, reconstructing the NewponBoulevard
bridge over Pacific Coast Highway, widening Newport Boulevard between the interchange and
■ Hospital Road, landscaping and architectural treatment, and modifying the ramps. The completion
date is scheduled for spring 1999.
• Groundwater Project Supply: In the fall of 1997, the City began to produce and treat groundwater
utilizing the newly constructed system. The system consists of four water wells located in Fountain
Valley, six miles of transmission mains through several cities and a new 3 million gallon reservoir and
.� 11,500 gallon per minute pump station. During FY 1997 -98 60% of the overall water demand was
delivered during this first year operation. The FY 1998 -99 year will maximize the groundwater
supply to the allowable 75% production rate.
. Little Balboa Island Sewer Pump Station Improvement: The project provides for the replacement
of an existing 75 year -old sewer pump station. Replacement of the pump station is necessary to
increase capacity and is due to the condition of the existing piping, motors and pumps which are
obsolete, worn and unrepairable. Construction is anticipated to be completed in June 1998. .
• Comprehensive Water Master Plan and Water /Sewer Rate Study: This project provides for the
completion of a comprehensive Master Plan and Rate Study. The Plan will provide recommendations
for system improvements which will be incorporated into the City's Capital Improvement Program.
Staff will be reviewing the results of the Rate Study with City Council in summer 1998.
The Department's FY 1998 -99 Capital Improvement Program includes the following major projects:
1
• The City's Pavement Management Program will be fully implemented. Approximately $3.5 million
will be spent on maintaining and rehabilitating the City's street system.
• A Master Plan of the City's Storm Drain system will be conducted to identify any deficiencies and
prioritize future capital projects.
• Buck Gully/Little Corona Beach sustained major damage during the 1997 -98 winter storms. A
project to repair and/or replace the stairway, outlet structure, sewer main and slopes will be
constructed.
• Green Acres Project: OCWD completed the transmission mains into Newport Beach in the spring of
1998. For FY 1998 -99 the City will embark on converting seven major water use sites to reclaimed
use. The Corona del Mar High School fields, Bluffs Community green belt, Eastbluff Park, and
Bonita Creek Park along with the median irrigation along Jamboree Road will be converted to
reclaimed water use. In addition, work will continue at the Big Canyon and Newport Beach Country
Clubs to convert both of the courses to reclaimed use. The City owned and operated reclaimed
pump stations for these two sites should be operational in the fall of 1998.
71
m
f
1 i
�I
f
■ �1
f
■ O
r ti
s
t
s
s �
' U
a
General
Fund
74
Capital Improvement Program's
The City of Newport Beach Capital Improvement Program (CIP) serves as a plan for the provision
of public improvements, special projects, and on -going maintenance programs. Projects in the
CIP include arterial highways; local streets; storm drains, bay and beach improvements; park and
facility improvements; water and wastewater system improvements; and planning programs.
The Fiscal Year 1998 -99 CIP totals $23,409,800 and consists of over 100 projects. The CIP was
developed with input from all City departments, citizens groups and the City Council who identified
needs in their respective areas. 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:
1998 -99 Capital Improvement Projects by Fund
CIOsi
Orange County 1.00A
Combined
Transportation
Funding Program
6.3%
Building Excise Tax
2.1%
Circulation and
Transportation 4.9%
Cor
General Fund
Bonita Canyon Water
Development Enterprise Wastewater
15.60% 8.8% Enterprise
9.6% Tide and
Submerged
Lands 3.6%
General Fund
21.3%
su tily
..,,...Opment
Gas Tax Block Grant
172% 2.)%
The General Fund projects total $4,995,000, (including Park -in -Lieu and Off -Street Parking).
Projects funded by the General Fund include City facilities; storm drains; streets; library and park
projects. Major projects within this fund include:
• Repairs and improvements to various City facilities, including City Hall, Corporation Yard,
Beach Restrooms, Recreation facilities, and the Police facility ($487,500)
• Storm Drain Improvement and Master Plan ($500,000)
• Sidewalk, Curb, and Gutter Replacement Program - Public Works /General Services
($200,000)
• Street, Alley, Bikeway, Parking Lot Improvements - Public Works /General Services
($200,000)
• Economic Development ($40,000)
• Street Light Replacement Program ($250,000)
• Police Strategic Information Systems and 800 MHz System ($825,000)
• Various Park Improvements ($685,000)
• Balboa Pier Parking Lot and Main Street Pedestrian Access ($400,000)
■
Community Development Block Grant Fund
Community Development Block Grant (CDBG) funds are allocated to local governments from
CDBG
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 $492,000 and includes
the Balboa Peninsula Revitalization Project. This project provides preliminary study funds for
various Balboa Peninsula improvements.
11de and Submerged Land Fund
The Tide and Submerged Land Fund is used to account for all revenues and expenditures related
Tide &
to the operation of the City's tidelands, including beaches and marinas. Projects in this fund total
Submerged
$833,000. Major projects include:
Land
• Buck Gully/Little Corona Beach Outlet Modification ($50,000)
• Newport/Balboa Piers Repairs ($150,000)
• Upper Newport Bay Sediment Programs ($70,000)
• Beach Replenishment Program ($50,000)
• Oil Field Improvement ($150,000)
s
Building Excise Tax Fund
The Building Excise Tax Fund is used to account for revenues received from builders and
Building
developers on building and remodeling projects within the City. Expenditures from this fund are
Excise Tax
used exclusively for fire safety, libraries, parks, beaches, or recreational facilities. Projects in this
fund total $485,000 and will be used for public facility improvements and include:
• Fire & Marine Department Office Centralization ($236,000)
• Playground Equipment Replacement Program ($60,000)
Water Enterprise Fund
Water
Funds for capital projects in the Water Enterprise Fund are derived from water service charges
and are used for the rehabilitation and expansion of the City's water service. Projects in this fund
Enterprise
total $2,065,000. The projects encompass distribution and piping; water system repairs; and
pumping and operating. Major projects include:
• Water Main Master Plan Replacement Program ($200,000)
• Reclaimed Water Irrigation Program ($400,000)
• Arches Interchange Water Main Replacement ($200,000)
Wastewater Enterprise Fund
Projects in this fund total $1,769,800 and include sewer main and pump station improvements.
Projects include:
Wastewater
Enterprise
• Master Plan Sewer Main Improvements ($300,000)
• Master Plan Sewer Pump Improvements ($675,000)
75
W
Capital Improvement Program (continued)
Cooperative Projects
Cooperative Projects are projects funded with Gas Tax and Measure M revenues and which receive
funding from sources outside the City and/or are part of a joint venture with other agencies. Major
cooperative projects to be undertaken in Fiscal Year 1998 -99 include:
• Pavement Management Program Preventive Maintenance ($1,000,000)
• Pavement Management Program Major Maintenance ($1,440,000)
• Pavement Management Program Reconstruction ($395,000)
• Traffic Signal, Channelization, and Traffic Safety Improvements ($95,000)
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 $4,019,000.
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
construction projects. Projects in this fund total $2,245,000.
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 $1,150,000.
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 ($1,466,000).
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
$240,000.
i
■
Bonita Canyon Development Construction Fund.
A Joint Powers Authority between the Newport-Mesa Unified School District, the Irvine Unified
School District, and the City of Newport Beach was formed to finance school facility improve-
ments and the acquisition and development of certain public improvements located in the Bonita
Canyon area recently annexed by the City of Newport Beach. Financing proceeds will be derived
from Community Facilities District (CFD) bonds which will be sold in the name of the JPA . This
fund has been established to account for the City's portion of construction proceeds and expendi-
tures related to the JPA and CFD 98 -1. Projects in this fund total $ 3,650,000.
■ 1998 -99 Capital Improvement Projects
r
r
r
r
s
r
r
r
Street and Arterial
Maintenance and
Bonita Canyon Construction
Development o
25 /o
15%
Facility and
Infrastructure
Maintenance and
Improvements 4%
Other 9%
Police
Strategic
Information
and 800
MHz
Park, Beach, and
:reation Facility
provements 4%
Systems 4%
Water Facility
Improvements 9%
Economic
Development &
Environmental 3%
Sewer Facility
Improvements 8%
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 1998 -99 are budgeted and appropriated this fiscal year. It is
the City's policy to appropriate sufficient funds for all projects scheduled during the coming
budget year. Ifprojects are not completed nor funds encumbered by fiscal year -end, the projects
are reconsidered as part of the following fiscal year budget process.
Bonita
Canyon
Conclusion
77
Sioewauc,
Storm
Street, Alley,
Pavement
Curb,
Drain
Bikeway, &
Manage-
& Gutter
Improve-
Parking Lot
ment
Replacement
ments
Improve-
12%
Program
2%
ments 4%
1 %
Water Facility
Improvements 9%
Economic
Development &
Environmental 3%
Sewer Facility
Improvements 8%
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 1998 -99 are budgeted and appropriated this fiscal year. It is
the City's policy to appropriate sufficient funds for all projects scheduled during the coming
budget year. Ifprojects are not completed nor funds encumbered by fiscal year -end, the projects
are reconsidered as part of the following fiscal year budget process.
Bonita
Canyon
Conclusion
77
"sons
... . .. .....
0, 11011110 4
. . . ... .......
.... . . ..
.... . . ..
■
■
■
■
s
■
s
■
■
■
■
■
■
■
in
W
U
9
2
S I
2
0
A CITY OF NEWPORT BEACH
1998 -99 RESOURCE ALLOCATION PLAN
DESCRIPTION OF INTERNAL SERVICE FUNDS
The City continues to provide for the financing of certain functions through the use of internal
i service funds (ISF). The purpose of these funds is to facilitate the management of some types of
f expenditures on a centralized, as opposed to decentralized (by department) basis, without losing
the visibility of each Department's share of the overall cost. Each Department has been required
. to budget for the cost of these functions at a pre - determined rate, as opposed to attempting to
project actual costs at the Department level, which would be required if there was no ISF
mechanism. Funds are then collected from each Department at the pre- determined rate by the
Internal Service Fund during the course of the year. All actual expenditures for the function in
question (for the City as a whole) are then made from the Internal Service fund.
The City has established 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 this
year, and to address at least part of any reserve deficiencies. This year's contribution by
departments, which constitutes revenue to the ISF, is projected to be $2,000,000. This should
constitute sufficient resources to fund budgeted expenditures, as well as providing around
$650,000 to offset accumulated deficiencies.
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
$2,150,000). Similar to the situation with Liability, there is an accumulated deficit for Workers'
Compensation. Therefore $2,500,000, or a projected excess of $350,000, is being collected.
Departmental payments into the Insurance Reserve Fund for Compensated Absences are based
on a percentage of salary. That percentage is set at a level which will accumulate a sufficient
monetary base within the fund to accommodate current year expenses, and begin building a
stronger reserve for the future. This year's contribution to the Fund for this purpose is budgeted
at $1,090,000, which is more than double the prior year amount.
U
a 81
■
Departmental Disability premium payments to the Internal Service Fund are likewise a .
percentage of salary.
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.
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, is 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.
For Fiscal Year 1998 -99, City expenditures from Internal Service Funds are projected as follows: ■
Equipment Maintenance: $1,523,054
Equipment Replacement: $1,995,455
Compensated Absences: $1,090,000
Workers' Compensation: $2,143,208* ■
Disability Coverage: $ 312,809* S
General Liability: $1,344,806*
*Includes legal services, insurance premiums, contract administration, claims & settlements, and
payments to providers of medical service. .
I
82 ■
2
w 83
FIXED ASSET SCHEDULE
Schedule of General
Municipal Property
as of June
30, 1997
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
r
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
.
Palm Street Lot
1995
776,934
Ocean Front Parking Lot
-
25,693
2
w 83
a
8
84
•
Year of
Historical
Description
Acquisition
Cost
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)
1919
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
Westeliff 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
.
Balboa Island Park
1973
196,494
Cliff Drive View Park
1973
345,739
Harbor View Nature Park
1974
424,089
8
84
17
rR
Year of
Historical
Description
Acquisition
Cost
•
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
r
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
.
Bal. Pen. Entryway Park - Land
1997
103,970
Bob Henry Park - Land
1997
3,013,953
Bob Henry Park - lmprovemnts
1997
873,240
Total
59,557,125
Other Equipment
11,239,093
General Municipal Property Total
70,796,218_
rR
m
■
■
■
■
r
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
r'
r.
■
■
6
G
,s
�`w rtkllll t a'..
,a
FASMON
ISLAND
E RT
Newport Inror Lion System
Adm nwlwt vs cos Deportment
Sept.-b., 1998
a 87
Income Property
City of Newport Beach
California
Administrative Services Department
1
American Legion
Hall, boat storage, slips
215 15th Street
2
Balboa Angling Club
Clubhouse, dock
200 A Street
3
Balboa Bay Club
Apts., dub, et al
1221 Coast Hwy West
4
Balboa Comm. Center
Balboa Power Squadron
rcnui ('^ra^^)
1714 Balboa Blvd. West
5
Boys & Girls Club
Club & Gymnasium
2555 Visor del Om
6
Balboa Ferry
perry loading & storage
Palm Street
7
Balboa Pier
Ruby's Immutam
End of pier
8
Balboa Yacht Basin
Slips & Mise•_
Harbor Island Drive
9
Balboa Yacht Club
Tidelands
1801 Bayside Drive
10
Beacon Bay
72 Home Sim
Harbor Island Ddve
11
City- County Dock
Newport Ar h r Marina
3333 Coast Hwy We=
12
CDM Beach
Food Concession
State Beach
13
Girl Scout House
Day camp
1700 Balboa Blvd. West
14
Harbor Island Leases
Encroachments
Harbor Island
15
Lido Bay Front
Park, boat storage, slips
lido Isle perimiter
16
Marina Park
58 mobile homes
1770 Balboa Blvd. West
17
Newport Pier
Fisherman's Restaurant
End of pier
18
Oil Operations
Oil & Gas Well.
Newport Shores
19
Radio Tower
Antenna
949 West 16th Street
20
Telescopes
Pay telescopes
Balboa & Newport Piers
21
44th Street House
Duplex
204 & 204 1/2 44th Street
22
38th & Lake Triangle
Parking
E RT
Newport Inror Lion System
Adm nwlwt vs cos Deportment
Sept.-b., 1998
a 87
FIXED ASSET SCHEDULE
Proprietary Fund Type
Schedule of Structures, Improvements and Equipment
as of June 30, 1997
Water Utility
Mains
Meters
Wells
Transmission Pipelines
Pumping Stations
Reservoirs:
Big Canyon
Spyglass Zone 2 & 3
16th Street
San Joaquin
Capitalized Interest
Warehouse
Total Structures and Improvements
Equipment
Total Water Utility
Historical
Accumulated
Net Book
Cost
Depreciation
Value
$ 24,901,661
$ 17,349,301
$ 7,552,360
3,217,989
2,259,324
958,665
3,368,980
375,292
2,993,688
10,599,760
375,990
10,223,770
3,843,030
575,403
3,267,627
2,341,677
1,258,509
1,083,168
639,011
215,496
423,515
9,651,838
595,982
9,055,856
532,565
79,942
452,623
1,034,462
27,586
1,006,876
205,793
55,580
150,213
60,336,766 23,168,405 37,168,361
627,374 507,929 119,445
$ 60,964,140 $ 23,676,334 $ 37,287,806
Wastewater Utility
Mains $ 26,870,950 $ 18,211,888 $ 8,659,062
Pumping Stations 5,724,643 4,626,549 1,098,094
Total Structures and Improvements
Equipment
Total Wastewater Utility
Fleet Management
Total Fleet
It.]
32,595,593 22,838,437 9,757,156
43,797 37,628 6,169
$ 32,639,390 $ 22,876,065 $ 9,763,325
$ 9,482,502 $ 4,195,425 $ 5,287,077
■ EQUIPMENT MAINTENANCE AND REPLACEMENT FUND
■ Schedule of Rolling Equipment Replacement (FY 1998 -99)
Public Safety Departments Other Departments
m
Fire/Marine Department
City Manager's Office
Sedan, Electric (2)
Grant
Minivan
$30,000
Station Wagon, Electric
Grant
Sub Total
$30,000
Sedan, Mid -size (2)
$36,000
Trucks, 1/4 ton 4 x 4 (3)
$78,0 00
Administrative Services Department
Sub Total
$114,000
Sedan, Electric (2)
Grant
■
Station Wagon, Electric
Grant
Police Department
Station Wagon
$24,000
Patrol/Traffic Sedans (9)
$234,000
Van, 3/4 ton
$23,00 0
S
Station Wagons, 4 x 4 (3)
$85,000
Sub Total
$47,000
Detective Sedans (3)
$64,000
■
Motorcycles (5)
$95,000
Building Department
Court Van
$31,000
Sedan, Electric (5)
Grant
Trucks, 1/4 ton 4 x 4
$25,000
Sedan, Mid -size
$18,000
Minivan (2)
$48,000
Sub Total
$18,000
Truck, 1/2 ton
$23,00 0
Sub Total
$605,000
Community Services
.
Truck, 112 ton
$22,000
Trailer
$2,500
Sub Total
$24,500
■
PUBLIC SAFETY TOTALS
$719,000
General Services Department
■
Sedan, Electric (2)
Grant
Station Wagon, Electric (2)
Grant
Pump
$32,000
Van, 1/2 ton
$21,000
Trucks, 3/4 ton Utility Body
$26,000
Truck, 3/4 ton
$22,000
Truck, 1 ton dump body
$31,000
Transfer Trailer
$54,000
Refuse Truck (Lease/Purchase $
$30,500
Trailer
$2,500
Truck, 1 ton stakebed crew cab
$30,000
Sub Total
$249,000
Public Works
.
Sedan, Electric (2)
Grant
Trucks, 1/4 ton (3)
$51,000
Truck, 1/2 ton
$21,000
.
Truck, 3/4 ton extended cab
$23,000
Trucks, 3/4 ton Utility Body
$26,000
Vactor Truck (Lease/Purchase $:
$52,750
Station Wagon, 4 x 4
$27,000
Sedan, Mid -Size
$18,000
Sub Total
$218,750
OTHER DEPARTMENT TOTALS
$587,250
■
GRAND TOTAL ALL DEPARTMENTS $1,306,250
m
N
CITY OF NEWPORT BEACH
1998 -1999 RESOURCE ALLOCATION PLAN
ROLLING STOCK AND AIRCRAFT IN SERVICE
a
90 0
Fiscal Year
Fiscal Year
Fiscal Year
Fiscal Year
Fiscal Year
1998 -99
1998 -99
1996 -97
1997 -98
1997 -98
Projected
Projected
Final
Changes &
Final
Changes &
Final
General City Operations
Inventory
Adjustments
Inventoro
Adjustments
Inventory
Pass Cars
94
-1
93
+3
96
Jeeps
7
-1
6
0
6
Motorcycles
16
0
16
0
16
Trucks
119
-1
118
+1
119
Fire Trucks
11
0
11
0
11
Loadpackers
23
-1
22
0
22
Street Sweepers
6
1
7
0
7
Tractors and Graders
5
-1
4
0
4
Backhoes and Loaders
6
0
6
0
6
Beach Cleaners
2
+1
3
0
3
Trailers
28
-2
26
0
26
Trailer, Office
2
0
2
0
2
.
Special Equipment
27
-11
16
+1
17
Total General City Operations
346
-16
330
+5
335
Utility Enterprise
Passenger Cars
5
0
5
0
5
Trucks
37
0
37
0
37
Tractors and Graders
2
0
2
0
2
S
Backhoes and Loaders
6
0
6
0
6
Trailers
11
0
11
0
11
Special Equipment
15
0
15
0
15
■
Total Utility Enterprise*
76
0
76
0
76
GRAND TOTAL
422
-16
406
5
411
•
* Includes vehicles in both the Water and Wastewater
Sections
a
90 0
s
GENERAL CITY GOVERNMENT
City Council
City Clerk
City Manager
Deputy City Manager
Personnel
City Attorney
Finance
Administrative Services
Telecommunications
Total
PUBLIC SAFETY
Police
Fire
Marine
Fire and Marine
Total
0.00
0.00
0.00
0.00
0.00
0.00
3.00
3.00
3.00
2.00
3.00
3.00
2.00
2.00
4.00
4.00
4.00
4.00
2.00
2.00
0.00
0.00
0.00
0.00
5.00
5.00
0.00
0.00
0.00
0.00
4.00
3.00
5.00
5.00
6.00
6.00
39.00
35.00
0.00
0.00
0.00
0.00
0.00
0.00
46.00
48.00
49.00
50.00
2.00
2.00
0.00
0.00
0.00
0.00
57.00
52.00
58.00
59.00
62.00
63.00
210.00
203.00
206.00
209.00
212.00
216.00
109.00
104.00
0.00
0.00
0.00
0.00
18.00
18.00
0.00
0.00
0.00
0.00
0.00
0.00
120.00
122.00
124.00
124.00
337.00
325.00
326.00
331.00
336.00
340.00
a
0 91
COMMUNITY DEVELOPMENT
Planning
20.00
18.00
17.00
12.00
15.00
15.00
Building
19.00
18.00
17.00
20.00
21.00
21.00
Total
39.00
36.00
34.00
32.00
36.00
36.00
PUBLIC WORKS
Public Works
29.00
29.00
0.00
0.00
0.00
0.00
Utilities - Electrical
5.00
4.00
0.00
0.00
0.00
0.00
Public Works and Utilities
0.00
0.00
32.00
33.00
33.00
33.00
General Services
148.00
141.00
123.00
125.00
123.00
120.00
Total
182.00
174.00
155.00
158.00
156.00
153.00
COMMUNITY SERVICES
■
Library
38.00
35.00
33.00
32.00
32.00
32.00
Administration
2.00
3.00
2.00
2.00
2.00
2.00
Recreation
11.00
10.00
8.00
8.00
8.00
8.00
.
Senior Citizens
4.00
4.00
4.00
4.00
4.00
4.00
Arts & Cultural
0.00
0.00
0.00
0.00
0.00
1.00
Total
55.00
52.00
47.00
46.00
46.00
47.00
BALBOA YACHT BASIN
1.00
1.00
1.00
1.00
1.00
1.00
■
WATER ENTERPRISE FUND
32.00
33.00
30.00
31.00
31.00
31.00
SEWER ENTERPRISE FUND
11.00
11.00
11.00
11.00
11.00
11.00
•
TOTAL PERMANENT EMPLOYEES
714.00
684.00
662.00
669.00
679.00
682.00
a
0 91
N
(1) Financing information was not available at the time of this report.
■
■
■
92 N
Debt Service Estimates
.
1998 -99
1999
,
Original
Balance
Balance
Total
Principal
Issuance
9115/19
Additions (I)
Deletions
6/30/98
Payments
Interest
Paid to Date
Library Certificates of
Participation
7,500,000
6,780,000
(165,000)
6,615,000
584,085
419,085
885,000
Balboa Marina Loan
3,457,930
2,703,948
(114,694)
2,589,254
236,372
121,678
868,676
Water Revenue Bonds
17,100,000
13,645,000
(955,000)
12,690,000
1,690,209
735,209
4,410,000
Computer Leases
4,319,776
3,585,683
(666,950)
2,918,733
852,888
185,938
1,401,043
Other Office Equipment
Leases
157,598
44939
(12,819)
32,120
16,396
3,577
125,478
Rolling Stock Leases
3,113,866
1,289,369
385,000
(454,475)
1,219,894
662,196
207,721
1,893,972
■
CIOSA Series A
7,500,000
6,090,000
(40,000)
6,050,000
438,255
398,255
1,450,000
CIOSA Series B
9,335,000
9,120,000
(50,000)
9,070,000
598,578
548,578
265,000
Bonita Canyon Development
14,250,000
14,250,000
-
■
Total Debt Service
52,484,170
43,258,939
14,635,000
(2,458,938)
55,435,001
5,078,979
2,620,041
11,299,169
(1) Financing information was not available at the time of this report.
■
■
■
92 N
N
Glossary
Accrual Basis - A basis of accounting in which transactions are recognized at the time they are
incurred, as opposed to when cash is received or spent.
Activity - Departmental efforts which contribute to the achievement of a specific set of program
objectives; the smallest unit of the program budget.
Ackerman Donation Fund - Used to account for the receipt and disbursement of funds received from
the Ackerman Trust. These funds are split between the City and the University of California, Irvine.
The City's portion must be used for library and scholarship purposes.
Ad Valorem Taxes - Commonly referred to as property taxes, are levied on both real and personal
property according to the property's valuation and the tax rate.
■ Air Quality Management District (AQMD) Fund - Used to account for revenues received from the
South Coast Air Quality Management District restricted for the use of reducing air pollution.
Appropriation - A legal authorization to incur obligations and to make expenditures for specific
purposes.
Assessed Valuation - The valuation set upon real estate and certain personal property by the Assessor
as a basis for levying property taxes.
. Assessment District Fund - Used to account for the receipt and expenditure of funds received from
1911 Act and 1915 Act Assessment Districts for capital improvement projects.
Authorized Positions - Employee positions, which are authorized in the adopted budget, to be filled
during the year.
Available (Undesignated) Fund Balance - This refers to the funds remaining from the prior year
which are available for appropriation and expenditure in the current year.
Bond Refinancing - The payoff and re- issuance of bonds, to obtain better interest rates and/or bond
conditions.
Budget - A plan of financial activity for a specified period of time (fiscal year or biennium) indicating
■ all planned revenues and expenses for the budget period.
. Budgetary Basis - This refers to the basis of accounting used to estimate financing sources and uses in
the budget. This generally takes one of three forms: GAAP, cash, or modified accrual.
■ Budget Calendar - The schedule of key dates which a government follows in the preparation and
adoption of the budget.
0 93
0
Budgetary Control - The control or management of a government in accordance with the approved •
budget for the purpose of keeping expenditures within the limitations of available appropriations and
resources.
Building Excise Tax Fund - Used to account for revenues received from builders or developers on
building or remodeling projects within the City. Expenditures from this fund are used exclusively for
public safety, libraries, parks, beaches, or recreational activities.
CAFR - Comprehensive Annual Financial Report prepared and audited at the end of each fiscal year.
Cannery Village Enterprise Fund - Used to account for the revenues and expenses of operating the
Cannery Village parking facility.
Capital Assets - Assets of significant value and having a useful life of several years. Capital assets are ■
also called fixed assets. ■
Capital Budget - The appropriation of bonds or operating revenue for improvements to facilities, and
other infrastructure.
Capital Improvements - Expenditures related to the acquisition, expansion or rehabilitation of an
element of the government's physical plant; sometimes referred to as infrastructure.
Capital Improvement Fund - Used to account for the receipt and expenditure of City funds specifically ,
identified for capital improvement projects.
Capital Improvements Program (CIP) - A plan for capital outlay to be incurred each year over a fixed
number of years to meet capital needs arising from the government's long -term needs.
Capital Outlay - Fixed assets which have a value of $500 or more and have a useful economic lifetime
of more than one year; or, assets of any value if the nature of the item is such that it must be controlled
for custody purposes as a fixed asset. .
Capital Project - Major construction, acquisition, or renovation activities which add value to a
government's physical assets or significantly increase their useful life. Also called capital
improvements.
Capital Reserve - An account used to segregate a portion of the government's equity to be used for
future capital program expenditures. The amount of capital reserve is roughly equal to the. ■
government's annual equipment depreciation and an amount identified as being needed for future
capital acquisition.
Cash Basis - A basis of accounting in which transactions are recognized only when cash is increased or ■
decreased.
L-I
94 .
0
• Charges for Services - Those charges levied to individuals or organizations for the use or consumption
of services provided by the City.
CIOSA Construction Fund - Used to account for the receipt and expenditure of funds for the
Circulation Improvement and Open Space Agreement ( CIOSA). The improvements include street and
frontage improvements.
. Circulation and Transportation Fund - Used to account for fair share revenues collected from
developers and restricted for capital improvement projects meeting the circulation element of the City's
■ General Plan.
Combined Transportation Fund - Used to account for the revenues and expenditures of funds
■ received from the Orange County Combined Transportation Funding Program. Expenditures from this
fund are used exclusively for transportation related purposes.
Community Development Block Grant (CDBG) Fund - Used to account for revenues and
expenditures relating to the City's Community Development Block Grant program. These funds are
received from the Federal Department of Housing and Urban Development and must be expended
exclusively on programs for low or moderate income individuals /families.
Consumer Price Index (CPI) - A statistical description of price levels provided by the U. S.
Department of Labor. The index is used as a measure of the increase in the cost of living (i.e.,
■ economic inflation).
Contingency - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise
budgeted.
■ Contractual Services - Services rendered to a government by private firms, individuals, or other
governmental agencies. Examples include utilities, rent, maintenance agreements, and professional
consulting services.
Contributions Fund - Used to account for revenues received from other government agencies or
. private developers and expended for specific street or highway construction projects.
Cost -of- living Adjustment (COLA) - An increase in compensation based on the effect of inflation.
Debt Service - The cost of paying principal and interest on borrowed money according to a
predetermined payment schedule.
Deficit - The excess of an entity's liabilities over its assets or the excess of expenditures or expenses
. over revenues during a single accounting period.
■ Department - The basis organizational unit of government which is functionally unique in its delivery
of services.
7-1
U
0 95
0
Depreciation - Expiration in the service life of capital assets attributable to wear and tear, deterioration, ■
action of the physical elements, inadequacy or obsolescence.
Development Fees - Those fees and charges generated by building, development and growth in a
community. Included are building and street permits, development review fees, and zoning, platting
and subdivision fees.
Disbursement - The expenditure of moneys from an account. ■
Distinguished Budget Presentation Awards Program - A voluntary awards program administered by
the Government Finance Officers Association to encourage governments to prepare effective budget
documents.
Employee (or Fringe) Benefits - Contributions made by a government to meet commitments or
obligations for employee fringe benefits. Included are the government's share of costs for Social ■
Security and the various pension, medical, and life insurance plans.
Encumbrance - The commitment of appropriated funds to purchase an item or service. To encumber
funds means to set aside or commit funds for a specified future expenditure.
Enterprise Fund — Used to account for City operations that are financed and operated in a manner
similar to private business enterprises. The objective of segregating activities of this type is to identify
the costs of providing the services, and to finance them through user charges.
Entitlements - Payments to which local governmental units are entitled, pursuant to an allocation
formula determined by the agency providing the moneys, usually the state or the federal government.
Environmental Liability Fund - Used to account for solid waste fees restricted for mitigation of future
environmental liability relating to the handling of solid waste.
Equipment Fund - Used to account for the cost of maintaining and replacing the City's rolling stock
fleet and the rental of the fleet to operating departments.
Expenditure - The payment of cash on the transfer of property or services for the purpose of acquiring
an asset, service or settling a loss.
Expense - Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest
or other charges.
Fiscal Policy - A government's policies with respect to revenues, spending, and debt management as
these relate to government services, programs and capital investment. Fiscal policy provides an agreed ■
upon set of principles for the planning and programming of government budgets and their funding.
Fiscal Year - A twelve -month period designated as the operating year for accounting and budgeting
purposes in an organization.
96 .
■
Fixed Assets - Assets of long -term character that are intended to continue to be held or used, such as
land, buildings, machinery, furniture, and other equipment.
Full -time Equivalent Position (FTE) - A part -time position converted to the decimal equivalent of a
full -time position based on 2,080 hours per year. For example, a part-time typist working for 20 hours
per week would be the equivalent to .5 of a full -time position.
Function - A group of related activities aimed at accomplishing a major service or regulatory program
for which a government is responsible (e.g., public safety).
Fund - A fiscal entity with revenues and expenses which are segregated for the purpose of carrying out
a specific purpose or activity.
. Fund Balance - The excess of the assets of a fund over its liabilities, reserves, and carryover.
GAAP - Generally Accepted Accounting Principles. Uniform minimum standards for financial
accounting and recording, encompassing the conventions, rules, and procedures that define accepted
accounting principles.
General Fund - Used to account for fiscal resources which are: a) dedicated to the general
government operations of the City, and b) not required to be accounted for in another fund.
General Obligation (G.O.) Bond - This type of bond is backed by the full faith, credit and taxing
power of the government.
Goal - A statement of broad direction, purpose or intent based on the needs of the community. A goal
. is general and timeless.
Grants - A contribution by a government or other organization to support a particular function. Grants
■ may be classified as either operational or capital, depending upon the grantee.
■ Hourly - An employee who fills a temporary or short-term position. Such employees provide
contingency staffing for government operations during peak workloads, or to address temporary
staffing needs. Hourly employees are paid on a per -hour basis, and receive limited benefits.
Indirect Cost - A cost necessary for the functioning of the organization as a whole, but which cannot
. be directly assigned to one service.
Infrastructure - The physical assets of a government (e.g., streets, water, sewer, public buildings and
■ parks).
Insurance Reserve Fund - Used to account for the City's self insured general liability and workers'
compensation program as well as the City's accumulated liability for Compensated Absences.
a
2 97
Interfund Transfers - The movement of moneys between funds of the same governmental entity. •
Intergovernmental Revenue - Funds received from federal, state and other local government sources
in the form of grants, shared revenues, and payments in lieu of taxes.
Internal Service Charges - The charges to user departments for internal services provided by another •
government agency, such as equipment maintenance and replacement charges, or insurance funded
from a central pool.
Lapsing Appropriation - An appropriation made for a certain period of time, generally for the budget
year. At the end of the specified period any unexpected or unencumbered balance lapses or ends,
unless otherwise provided by law.
Levy - To impose taxes for the support of government activities.
Line -item Budget - A budget prepared along departmental lines that focuses on what is to be bought. E
Long -term Debt - Debt with a maturity of more than one year after the date of issuance.
Maintenance and Operations - Expendable materials and operating supplies necessary to conduct ■
departmental operations.
Narcotics Asset Forfeiture (NAF) Fund - Established to account for all revenues resulting from the I.
seizure of assets in conjunction with criminal cases (primarily drug trafficking). It is the City's policy
that all such funds shall be used for enhancement of law enforcement programs.
Net Budget - The legally adopted budget less all interfund transfers and interdepartmental charges.
Nominal Dollars - The presentation of dollar amounts not adjusted for inflation. Adjusting for inflation •
would be done to reflect the real purchasing power of money today. .
Object of Expenditure - An expenditure classification, referring to the lowest and most detailed level
of classification, such as electricity, office supplies, asphalt, and furniture. ■
Objective - Something to be accomplished in specific, well defined, and measurable terms and that is
achievable within a specific time frame. .
Obligations - Amounts which a government may be legally required to meet out of its resources. They. .
include not only actual liabilities, but also encumbrances not yet paid.
Operating Revenue - Funds that the government receives as income to pay for ongoing operations. It ■
includes such items as taxes, fees from specific services, interest earnings, and grant revenues.
Operating revenues are used to pay for day -to -day services.
ff
98 ■
0
• Operating Expenses - The cost for personnel, materials and equipment required for a department to
function.
Output Indicator - A unit of work accomplished, without reference to the re sources required to do the
work (e.g., number of permits issued, number of refuse collections made, or number of burglary arrests
i made). Output indicators do not reflect the effectiveness or efficiency of the work performed.
Pay-as-you-go Basis - A term used to describe a financial policy by which capital outlays are financed
from current revenues rather than through borrowing.
Performance Budget - A budget wherein expenditures are based primarily upon measurable
performance of activities and work programs.
Performance Indicators - Specific quantitative and qualitative measures of work performed as an
. objective of specific departments or programs.
Performance Measure - Data collected to determine how effective or efficient a program is in
■ achieving its objectives.
. Personal Services - Expenditures for salaries, wages, and fringe benefits of a government's employees.
Prior -Year Encumbrances - Obligations from previous fiscal years in the form of purchase orders,
;I contracts or salary commitments which are chargeable to an appropriation, and for which a part of the
appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise
terminated.
Program - A group of related activities performed by one or more organizational units for the purpose
■ of accomplishing a function for which the government is responsible.
Program Budget - A budget which allocates money to the functions or activities of a government
. rather than to specific items of cost or to specific departments.
. Program Performance Budget - A method of budgeting whereby the services provided to the residents
are broken down in identifiable service programs or performance units. A unit can be a department, a
division, or a workgroup. Each program has an identifiable service or output and objectives to
effectively provide the service. The effectiveness and efficiency of providing the service by the
program is measured by performance indicators.
Program Revenue (Income) - Revenues earned by a program, including fees for services, incense and
permit fees, and fines.
Purpose - A broad statement of the goals, in terms of meeting public service needs, that a department
is organized to meet.
0 99
M
Reserve - An account used either to set aside budgeted revenues that are not required for expenditure in •
the current budget year or to earmark revenues for a specific future purpose. .
Resolution - A special or temporary order of a legislative body; an order of a legislative body requiring
less legal formality than an ordinance or statute.
Resources - Total amounts available for appropriation including estimated revenues, fund transfers,
and beginning balances. ■
Revenue - Sources of income financing the operations of government. a
Revenue Bond - This type of bond is backed only by the revenues from a specific enterprise or project,
such as a hospital or toll road. a
Secured Property Tax — The ad valorem tax on real property (land and improvements). ■
Service Level - Services or products which comprise actual or expected output of a given program.
Focus is on results, not measures of workload. .
SLESF -COPS Fund — Used to account for the proceeds of the State Grant that provides funds for
additional law enforcement personnel.
Source of Revenue - Revenues are classified according to their source or point of origin. I�
Special Assessment Fund - Used to account for funds received from affected property owners and
payable to holders of 1911 Act, 1915 Act and other special assessment bonds.
State Gas Tax Fund - Accounts for all State Gas Tax related revenues and expenditures, including .
street repair, construction, and maintenance. State law requires that these funds be used exclusively for
maintenance of the street and highway system. .
Supplemental Appropriation - An additional appropriation made by the governing body after the
budget year has started. ■
Supplemental Requests - Programs and services which departments would like to have added (in
priority order) over their target budget, or if revenue received is greater than anticipated.
Target Budget - Desirable expenditure levels provided to departments in developing the coming year's. .
recommended budget. Based on the prior year's adopted budget, excluding one -time expenditures,
projected revenues, and reserve requirements.
Tax Levy - The resultant product when the tax rate per one hundred dollars is multiplied by the tax •
base.
N
100 ■
0
• Taxes - Compulsory charges levied by a government for the purpose of financing services performed
for the common benefit of the people. This term does not include specific charges made against
■ particular persons or property for current or permanent benefit, such as special assessments.
Tide and Submerged Land Fund - Used to account for all revenues and expenditures related to the
operation of the City's tidelands, including beaches and marinas.
. Transfers In /Out - Amounts transferred from one fund to finance the services for the recipient fund.
. Unencumbered Balance - The amount of an appropriation that is neither expended nor encumbered. It
is essentially the amount of money still available for future purposes.
■ Unreserved Fund Balance - The portion of a fund's balance that is not restricted for a specific purpose
and is available for general appropriation.
Unsecured Property Tax — The property tax on unsecured property such as business inventory or
moveable equipment.
• User Charges - The payment of a fee for direct receipt of a public service by the party who benefits
■ from the service.
Variable Cost - A cost that increases /decreases with increases /decreases in the amount of service
provided such as the payment of a salary.
Wastewater Enterprise Fund - Used to account for the activities associated with providing sewer
services by the City to its users.
MWater Enterprise Fund - Used to account for the activities associated with the transmission and
distribution of potable water by the City to its users.
■ Working Cash - Excess of readily available assets over current liabilities. Or cash on hand equivalents
which may be used to satisfy cash flow needs.
■ Workload Indicator - A unit of work to be done (e.g., number of permit applications received, the
number of households receiving refuse collection service, or the number of burglaries to be
investigated).
■ Work Years - The amount of personnel resources required for a program expressed in terms of the
"full -time equivalent" number of employees. One "work year" is equal to one full -time, year -round
employee. For most categories, this equals 2,080 hours year (40 hours per week times 52 weeks). The
. number of hours a part-time employee is budgeted to work during the year is divided by 2,080 to arrive
at the equivalent number of "work years" for the position.
0
0 101