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Home My WebLink AboutResource Allocation Plan 2001;� 1. � ��. �� ,�. ,,, ■ ■ ■ ■ ■ �WP() ■ o ■ LjF�R� ■ ■ ■ ■ ■ ■ The City of Newport Beach was incorporated September 1, 1906 The present City Seal was adopted June 22, 1957 ■ ■ ■ ■ ■ ■ ■ ■ CITY OF NEWPORT BEACH Resource Allocation Plan ■ 2000 -2001 ■ TABLE OF CONTENTS ■ ■ RESOURCE ALLOCATION PLAN ■ Tableof Contents ................................................................... ............................... i List of City Officials ............................................................... ............................... ii City Manager's Transmittal Letter ............................................ ............................... iii ■ INTRODUCTION ■ User's Guide ......................................................................... ............................... 1 ■ Organization Chart 2000 -2001 ................................................ ............................... 6 ■ SUMMARIES Miscellaneous Statistical Information ....................................... ............................... 9 ■ Historical & Projected Revenues by Category .......................... ............................... 10 Historical & Proposed Operating Expenditures by Function ........ ............................... 13 ■ Operating Expenditures by Department & Type ....................... ............................... 14 Historical & Proposed Capital Improvement Expenditures ......... ............................... 15 ■ Operating Expenditures - All Funds ........................................ ............................... 16 Summary of Estimated 1999 -2000 Year End Fund Balances ...... ............................... 20 ■ Summary of Estimated 2000 -2001 Year End Fund Balances ...... ............................... 22 Projected Fund Transfers, All Funds ....................................... ............................... 24 ■ DEPARTMENT OPERATIONS ■ City Council ........................................................................ ............................... 30 CityManager ...................................................................... ............................... 32 ■ City Clerk .......................................................................... ............................... 34 CityAttorney ...................................................................... ............................... 36 ■ Administrative Services ....................................................... ............................... 38 Police................................................................................ ............................... 44 MFire & Marine ...................................................................... ............................... 48 Planning............................................................................ ............................... 54 ■ Building ............................................................................. ............................... 56 General Services ...... :......................................................................................... 60 ■ Community Services ........................................................... ............................... 66 PublicWorks ...................................................................... ............................... 70 ■ CAPITAL IMPROVEMENTS ■ Capital Improvements ......................................................... ............................... 76 ■ APPENDICES ■ Tide & Submerged Land Fund ............................................... ............................... 82 Internal Service Fund Program ............................................. ............................... 83 ■ Fixed Asset Schedule - General Municipal Property .................. ............................... 85 Fixed Asset Schedule - Proprietary Fund Type ......................... ............................... 88 ■ Major Equipment Schedule ................................................... ............................... 89 Rolling Stock and Aircraft in Service ...................................... ............................... 90 ■ Seven -Year Comparison of Regular Permanent Employees ........ ............................... 91 DebtService ...................................................................... ............................... 92 ■ Glossary ............................................................................ ............................... 93 ■ ii Homer L. Bludau City Manager ■ ■ ■ ■ Robert H. Burnham ■ City Attorney I Sharon Wood ...........Assistant City Manager /Director. of Community & Economic Development ■ DaveKiff .......................................................... ............................... Deputy 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 Jay Elbettar ............................................................ ............................... Building Director ■ Don Webb .................................... ............................... Public Works Director /City Engineer ■ ■ ■ NEWPORT BEACH CITY OFFICIALS City Council ■ ■ ■ ■ John Noyes Mayor ■ ■ Jan Debay" Gary Adams Norma Glover ■ Council Member Mayor Pro Tern Council Member ■ ■ Dennis D. O'Neil Tom W. Thomson Tod W. Ridgeway ■ Council Member Council Member Council Member ■ Principal Administrative Officers ■ Homer L. Bludau City Manager ■ ■ ■ ■ Robert H. Burnham ■ City Attorney I Sharon Wood ...........Assistant City Manager /Director. of Community & Economic Development ■ DaveKiff .......................................................... ............................... Deputy 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 Jay Elbettar ............................................................ ............................... Building Director ■ Don Webb .................................... ............................... Public Works Director /City Engineer ■ ■ ■ ■ ■ ■ ■ CITY OF NEWPORT BEACH P.O. BOX 1768, NEWPORT BEACH, CA 92658 -8915 ■ Honorable Mayor and Members of the Newport Beach City Council City of Newport Beach ■ 3300 Newport Boulevard Newport Beach, CA 92660 ■ Dear Mayor Noyes and Council Members: ■ As directed by the Newport Beach City Charter, it is my pleasure to submit the FY 2000 -01 City ■ Budget to you. As this is the first budget I will present as your City Manager, I take great pride in the many hours that numerous people within the organization spent in its preparation and development. ■ The result is a plan of financial activity for the new fiscal year that begins on July 1, 2000. ■ As has been past practice, the Budget is contained in three major volumes: ■ • the Resource Allocation Plan (a reader - friendly version of the Budget Detail and Capital "CIP"), Improvement Plan or ■ • the Budget Detail (revenue estimates and line -by -line proposed expenditures for operations and maintenance of City services). ■ • the Capital Improvement Plan or "CIP" (a description of the significant capital projects and infrastructure improvements planned for Fiscal Year 2000 -01). ■ To assist readers in the review of the documents, we have included a Users Guide and a Glossary of Terms within 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. Readers will find the Glossary of Terms at ■ the end of the Resource Allocation Plan which defines many of the terms used in governmental accounting in conjunction with a budget, including a definition of each fund used by the City. ■ I have summarized the information within the Budget - as well as how the Budget meets the goals ■ and priorities of the City Council - in a Budget Overview which follows this letter. ■ In closing, let me express my appreciation to the very talented and dedicated members of all 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 - the Public Works Department has worked extensively on our outstanding Capital ■ Improvement Program and the Administrative Services Department has pulled together all the details and summaries to make the Budget accurate as well as easy to read and to understand. ■ I look forward to reviewing the FY 2000 -01 Budget with you and the Newport Beach community at ■ public meetings in May and June. ■ Sincerely, ■ Homer L. Bludau ■ City Manager ■ ■ 3300 Newport Boulevard, Newport Beach ■ iv Total Revenues Total projected City revenues for FY 2000 -01 (excluding internal ■ This revenue base allows the City to replenish General Fund ■ A Budget Overview ■ funding for program areas that were hard hit by prior reductions. ■ Strong Economic Times The Fiscal Year 2000 -01 Budget reflects Newport Beach's strong ■ fiscal position - both across the community and within City ■ government. This is in sharp contrast to just a few years ago - for ■ while the early- and mid -1990s saw reductions, curtailments, and a ■ period where the City drew down its reserves, both the 1999 -00 Budget (Actual) and the 2000 -01 Budget (Proposed) project a ■ substantially improved revenue base. ■ Total Revenues Total projected City revenues for FY 2000 -01 (excluding internal ■ This revenue base allows the City to replenish General Fund reserves, make progress in restoring Insurance Reserves, and add ■ funding for program areas that were hard hit by prior reductions. By no stretch of the imagination is the City "flush" with revenue - ■ but we are fortunate enough to take advantage of these good ■ economic times to better prepare for an inevitable downturn. ■ Total Revenues Total projected City revenues for FY 2000 -01 (excluding internal ■ transfers for insurance reserves and equipment purchases and maintenance) are approximately $115.0 million. This is roughly ■ $1.0 million less than the amount estimated for FY 1999 -00 (due to some one -time grant revenues realized in FY 1999 -00). Total General ■ Fund revenues for FY 2000 -01 are up nearly $2.7 million (3.28%) ■ over revised estimates for FY 1999 -00, due primarily to the results of a decade -long settlement associated with 1990's American Trader ■ oil spill off of Huntington Beach and Newport Beach. Total Expenditures Total proposed City expenditures in FY 2000 -01, including capital ■ projects but excluding internal transfers for insurance reserves and ■ equipment purchases and maintenance, are approximately $125.9 million, an increase of $7.3 million, or 6.1% from 1999 -00 levels. ■ This increase is attributable to projects we will complete with the American Trader revenues as well as the budgeting for the ■ completion of Bonita Canyon Sports Park. Total City Operating expenditures for all funds have actually declined approximately ■ $300,000. ■ ■ The General Fund The General Fund is the key operating fund within the City's budget. This fund contains expenditures for all operating City ■ departments except the Water and Wastewater Divisions within ■ Public Works. In 2000 -01 the proposed General Fund expenditures, including General Fund capital improvements, total $88.6 million, ■ an increase of $3.8 million (4.6 %) from 1999 -00. All of this increase is in Capital Projects, and can be attributed to the budgeting of the ■ American Trader revenue. General Fund Operating Expenditures are virtually the same for both fiscal years. ■ 10 1 ■ ■ ■ After many years of increases, we will not change the internal ■ charges for workers' compensation, general liability and other ■ insurance charges. We will see minor increases in equipment maintenance and replacement charges. ■ Personnel As a part of my budget submittal to the City Council, I recommend ■ that the Council authorize the hiring and filling of six new positions for the FY 2000 -01 budget - these consist of: ■ • Marine Safety Supervisor (Fire and Rescue Department) • Fire Inspector (Fire and Rescue Department) ■ • Refuse Inspector (General Services Department) • Electrician I (Public Works Department) ■ • Traffic Engineering Technician (Public Works Department) • Librarian I (Community Services Department) ■ These actions will restore positions previously reduced because of fiscal restraints. In addition to these full-time positions, I have also ■ increased a number of part -time hours in various departments' ■ budgets. General Fund Revenues The continued robust economy has allowed revenues to grow ■ considerably beyond what was originally budgeted for FY 1999 -00. ■ Our revised General Fund revenue estimate for FY 1999 -00 is $82.3 million as compared to the original budget estimate of $78.0 million, ■ an increase of over 5.5 %. An additional increase of $2.7 million (3.28 %) is estimated for FY 2000 -01. Table 1 highlights some of the ■ areas of revenue improvement: Table 1 ■ 1999 -00 1999 -00 2000 -01 ■ Revenue Adopted Budget Estimated Estimated Total Property Taxes $24,355,000 $24,900,000 $25,810,000 ■ Other Taxes $28,730,500 $29,979,500 $30,747,250 Licenses and Permits $ 1,937,394 $ 2,272,150 $ 1,772,470 Intergovernmental $ 6,169,600 $ 6,635,607 $ 4,864,924 Charges for Services $ 8,321,575 $ 8,726,925 $ 8,433,711 Fines & Forfeitures $ 2,463,800 $ 2,978,000 $ 2,987,000 ■ Use of Money & Property $ 5,670,999 $ 5,427,472 $ 5,485,217 Other Revenue $ 278,800 $ 1.414,075 $ 4,931,006 ■ Total Revenue $77,927,668 $82,333,729 $85,031,578 ■ Because FY 1999 -00 revenues were higher than anticipated, we were able to fully fund the General Fund Contingency and Stabilization ■ Reserves (per the City Council's Policy F -3) in FY 1999 -00. We propose continuing to fully fund these reserves in the FY 2000-01 ■ Budget. In addition, due to the sale of certain City property and the transfer of excess reserves, we were able to begin funding the Reserve ■ for Capital Improvement. ■ The FY 2000 -01 revenue picture is premised on several key factors. a First, property tax revenue, which accounts for 30% of General Fund ■ ■ ■ VA Council Priorities A ■ ■ The City's "Other' General Fund Revenue account shows an ■ revenue, is projected to grow by 3.65 %. in addition to the lagging effects of the booming resale market, it is anticipated that new ■ revenues will be derived as new homes in Bonita Canyon, One Ford Road, and other areas reach the tax rolls. ■ Second, sales tax revenues, which have increased over 60% since the 1994 -95 fiscal year, are anticipated to grow by just over 3.0 %. ■ We will continue our aggressive effort to capture all new vehicle lease sales tax. ■ Most other revenue accounts are anticipated to remain flat, or ■ actually decrease. As building activity lessens, our charges for ■ these services will drop off as well. We plan to update our Charges ■ for Services per the Master Fee Resolution once the Council adopts ■ the Budget. ■ The City's "Other' General Fund Revenue account shows an ■ increase of $3.5 million (248.71 %) due to the budgeting of the American Trader oil spill monies. These funds are unique in their use - they must be spent on projects that replace the recreational value lost when beaches and ocean resources were impaired by ■ the spill (1990). The City has agreed to spend these revenues on specific projects, including repairs to the Balboa and Newport ■ Piers, bay projects, beach restrooms, and similar projects. ■ Each year's City Budget reflects the City Council's commitment ■ to the high level of public service to which Newport Beach's residents and visitors have become accustomed. Readers of the ■ Budget can also gain insight into programs and projects, which the Council deems particularly important in the coming budget ■ year. For FY 2000 -01, these programs and projects include: ■ Aviation The City Council's efforts here center around two actions: ■ • Retaining and renewing the Settlement Agreement that limits ■ passenger and cargo operations at John Wayne Airport (JWA). • Identifying nearby sites - like MCAS El Toro - that will help ■ address Orange County's demand for air travel well into the ■ 2V Century. This City Council is committed to ensuring that Newport Beach's ■ quality of life is never compromised by an expansion at John ■ Wayne Airport - JWA cannot and should not serve as Orange County's lone air transportation location. ■ ■ ■ ■ ■ ■ ■ ■ Annexation ■ In late 1999, the City Council started the formal process to include three areas within the city limits of Newport Beach. These include the ■ Newport Coast and Newport Ridge areas at the City's eastern ■ boundary, the Santa Ana Heights area to the north of the City, and the Bay Knolls neighborhood to the northwest. If these areas are ■ successfully annexed, they will increase the City's geographic size by about 40% and our population by about 10 %. The FY 2000 -01 Budget ■ as presented does NOT include the proposed annexations at this time. The City Council should expect to see mid -year adjustments to the ■ Budget once an annexation date becomes clearer. ■ As we noted last year in a similar Budget Overview, the discussions involving this, the City's largest annexation to date (and one of our ■ last), have been extremely complex and time- consuming. We remain optimistic that they will come to fruition in FY 2000 -01. ■ Restoration and Preservation of Newport Bay ■ Newport Bay is a "jewel" within Newport Beach. The quality of its habitat, its recreational value, and the commercial value of the Harbor ■ are difficult to overstate. 1999 saw the completion of a $7 million dredging project that removed a decades worth of sediment from the ■ Upper Bay. The next project - in the range of $28 million and involving four times as much sediment- is on track for 2001. As we move forward ■ in its planning, we are grateful to have the financial and political support of the County of Orange, the State of California, the federal ■ government (via the US Army Corps of Engineers), and other Bay "players" like the Upper Newport Bay Naturalists and Friends. ■ Bay water quality is also a focus of the City's efforts - we're participating in the implementation of a comprehensive set of limits ■ (called Total Maximum Daily Loads or TMDLs) that should provide dramatic improvement to Bay water quality over time. These TMDLs ■ come with significant cost (included in the Capital Improvement Plan), so the City has and will continue to actively participate in the TMDI s ■ development. ■ Harbor Resources Management Not far from the Bay restoration issue is the manner in which the City ■ administers state "tidelands" entrusted to the City on behalf of all California residents. Tidelands include the waters of the Lower Bay, ■ the oceanfront beaches, the Balboa Bay Club, the Beacon Bay residences, and more. Thanks in part to a City Council review of these actions in ■ FY 1999 -00, the proposed Budget envisions the transfer of certain functions within the Fire and Marine Department to a new Division of ■ Harbor Resources within the City Manager's Office. This change should allow existing staff to put more effort and focus on protecting the ■ Harbor and encouraging its shared use by all Harbor "stakeholders" ■ - the visitors, commercial operators, residents, and "critters' that rely on the well -being of the Harbor for their life and livelihood. ■ ■ ■ Vii viii ■ ■ • Rehabilitation of the City's two piers - Newport and Balboa ($2.1 million). ■ Infrastructure Improvements Part of Newport Beach's charm is its distinct set of "villages" - areas ■ of town that joined the City (through annexation) at different times. Any City as old as Newport Beach (first incorporated in 1906) with ■ as many consecutive annexations (upwards of 95 separate actions ■ now) has varying infrastructure needs. Newly developed areas ■ require minor maintenance solutions, but older areas often require ■ complete rehabilitation or replacement of streets, streetlights, and ■ utility lines. Fortunately, the City's CIP addresses these needs in a ■ comprehensive, long -term manner. This year, the City will spend ■ $24.7 million on its CIP, including high profile projects like: ■ • Rehabilitation of the City's two piers - Newport and Balboa ($2.1 million). ■ • Improvements to the beach concession at Corona del Mar State Beach and beach restrooms ($1 million). ■ • Walkway and lighting improvements along Oceanfront Walk on the Peninsula ($450,000). ■ • Major street improvements (via the Pavement Management Plan) on San Miguel Drive, Via Lido Nord and Soud, Ford Road, Dover Drive, ■ Marguerite Avenue, and more ($2.7 million). ■ • Construction of a new water main serving Corona del Mar ($11 million) ■ • Implementation of the Balboa Village Plan, a $2 million project over the next three years that will improve the aesthetics, access, and parking in ■ Balboa Village. • Soundwall glass replacement along West Coast Highway in West Newport ■ ($100,000). and City staff realize both the opportunities and the challenges ■ Over the next few years, City residents will see one of the City's largest park projects come to fruition as the Bonita Canyon Sports ■ Park takes shape near MacArthur Boulevard and Bonita Canyon Drive. ' The "Vision' for the Future ■ The City's General Plan is our blueprint and policies for future development. The General Plan describes the locations and ■ development intensity for commercial, industrial, residential, and recreational and other uses and the policies that both protect ■ residents' quality of life and allow for well - planned business growth. Portions of the Plan (called "elements ") have not been changed since ■ 1974. ■ The City Council has expressed its intent to do a review of the General "vision" ■ Plan to ensure that the Plan reflects the current of the community and that it conforms with existing State Law. Any ■ General Plan review will require the active participation of all aspects of the Newport Beach communitS,, including residents, visitor- ■ serving needs, business owners, and more. I know that the Council and City staff realize both the opportunities and the challenges ■ connected with this endeavor. ■ ■ ■ ■ ■ We cannot assume, however, that the prosperity of the late 1990s ■ and of 2000 will continue indefinitely. That's why this budget ■ remains conservative in its allocations for day - to-day operations ■ Communication ■ Finally, the City organization — from the City Council to the ■ management team to personnel on the "front lines" of service — is ■ in full concurrence that the City can and should better communicate ■ with our customers and between ourselves. Pledging to listen ■ more, tell more, understand more, and to encourage a more open ■ dialogue in all of our actions is easy to write but challenging to do. ■ During FY 2000 -01, the City organization will be especially aware ■ of opportunities to improve the information exchange at all levels. ■ Doing so makes us both a better organization and a better ■ community. ■ City Manager ■ Conclusion As noted in this Overview, FY 2000 -01 looks to be a good year for ■ the City and the Newport Beach community. We are fortunate to ■ be able to continue to provide top quality municipal services and ■ to embark upon significant capital projects while still being able ■ to set aside funds to address long -term reserve needs. If the good ■ times continue in the years to come, we will be able to "catch up" ■ on our long list of capital improvements that our residents and ■ neighborhoods deserve. ■ We cannot assume, however, that the prosperity of the late 1990s and of 2000 will continue indefinitely. That's why this budget ■ remains conservative in its allocations for day - to-day operations and in its continued emphasis on restoring reserves that will cover ■ us during an inevitable economic downturn. ■ The people of Newport Beach are understandably proud of the ■ city in which they live. The employees of City government are equally proud of the efficient and effective services we deliver. ■ This financial plan for FY 2000 -01 reflects our best effort to match community pride with City pride to continue the tradition of ■ quality, spirit, and excellence for which Newport Beach is so appropriately known. ■ ■ Homer Bludau City Manager ■ ■ ■ ■ ■ ■ ■ ■ 71 z 0 NL r U D 0 z N CITY OF NEWPORT BEACH BUDGET FOR FISCAL YEAR 2000 -2001 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. 0 0 N 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 Manager's proposed budget are added to a budget checklist. 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 Appropriations. During the Budget Year, the City Council may appropriate additional funds for special purposes by a City Council Budget Amendment. The City Manager has authority to approve requests for budget increases not to exceed $1,000 in any Budget Activity or Capital Project 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. 0 0 N Transfers. During the fiscal year, actual expenditures may exceed budget appropriations for specific expenditure line items within departmental budgets. If a total departmental budget, within a specific Classification, is not exceeded, the Administrative Services Director has the authority to transfer funds within that Classification and department, to make the most efficient use of funds appropriated by the City Council. (Salaries and Benefits, Maintenance and Operation, and Capital Outlay are the City's three Classifications.) 0 0 N ■ ■ 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 Manager may authorize the ■ transfer of appropriate salary and benefit funds to support this function. ■ Reprogramming. Any reprogramming of funds among the three Classifications (Salaries and Benefits; Maintenance and Operation, and Capital Outlay) requires the City Manager's approval ■ by Budget Amendment. The City Manager may authorize up to $30,000 into or out of any Classification within any department budget activity during the budget year. Any reprogramming ■ of funds in excess of $30,000 requires City Council approval. ■ Capital 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 Capital Improvement Program volume also serves as a Five Year Proposed ■ Capital Improvement Plan. ■ For the most part, the General Fund is the portion of the City's operating budget that funds the majority of City services. This fund is used to account for fiscal resources which are dedicated ■ to the general government operations of the City, and which are not required to be accounted for in another fund. Examples of the services funded by the General Fund include Police, Fire ■ and Marine Safety; Rubbish Collection; Community Services such as the public library and ■ ■ ■ ■ recreation programs; much of the City's expenditures on street maintenance; Planning and ■ Building, and Engineering services; as well as the general administration of the City. In addition, many Capital Improvements are funded by the General Fund. This year, we are proposing $9.9 ■ million in General Fund capital improvements, for such projects as street maintenance and repair, Harbor and Tidelands projects, drainage projects, police mobile data communications ■ equipment, 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, which are proposed to generate over $25.8 million this year. However, in the past five 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 $18.7 million in 2000 -2001, followed by Transient Occupancy Tax, estimated ■ to generate $7.7 million in 2000 -2001. Together, these three revenue sources provide nearly 61 percent of total General Fund revenues. ■ In addition to the City's General Fund, there are numerous other funds that help finance City ■ expenditures, particularly capital improvements. The City's Special Revenue Funds are used to account for the proceeds of special revenue sources, which are legally restricted to expenditures ■ for specific purposes. The best example of a special revenue fund is the City's Gas Tax Fund, which is funded by the State Gasoline Tax, and which can only be expended for street repair, ■ construction, and maintenance. The City has many other special revenue funds that are all included in the Budget. The City employs Internal Service Funds to account for vehicle maintenance and replacement, ■ as well as all compensated absences, general liability, workers' compensation, 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 XIIIB of the California Constitution (Proposition 4) specifies ■ that tax based appropriations of government entities (with certain exclusions) may increase annually only by a limited amount (primarily to allow for population increases and inflation). ■ Newport Beach has been under its Gann Limit by a comfortable and increasing margin each year. For 1999 -2000, the appropriations limit adopted by the City Council, in accordance with Revenue ■ and Taxation Code Section 7910, was $78,445,375. 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 for 2000 -2001 will be calculated in late May, 2000, and presented to the City Council for adoption, as required. ■ However the Gann Limit is 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 �J Ell ■ ■ 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 created a Reserve for Capital Improvement to fund replacement of City owned buildings. A 1999 -2000 contribution ■ of $800,000 to the Capital Improvement fund can be attributed excess General Fund, fund balance over reserve requirements. ■ 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 $260,000 to $330,000 from June 1, 1999 through June 1, 2019, at an interest rate from 3.6% to 5.15%. At June 30, 1999, the City had a required cash reserve ■ balance for debt service of $594,186, which was recorded as a restricted asset and reservation of fund balance in the Debt Service Fund. This debt was refinanced July 15, 1998. The certificates outstanding at June 30, 2000, amounts to $6,845,000. ■ 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, 2000, amounts to $2,469,398. ■ In the current and prior fiscal years, the City entered into several lease- purchase agreements as ■ lessee for financing the acquisition of rolling stock, and various computer and telecommunications ■ equipment and upgrades. 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 transfers at the end of the lease ■ term or the lease contains a bargain purchase option. Capital lease obligations at June 30, 2000, amounts to $2,615,014. ■ In 1995, the City issued $17,100,000 of water revenue bonds to finance the construction and ■ acquisition of water storage and transmission facilities. This debt was refinanced July 1, 1998. The bonds are secured by a pledge of net revenues of the water fund. The bonds bear interest ■ ranging from 3.6 percent to 4.5 percent. At June 30, 1999, the City had a required cash reserve balance of $1,707,354 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, 2000, the outstanding principal balance amounts to $13,200,000. ■ 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: ■ Lam' • 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 • Asset /Investment 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. 5 _ ! BUILDING CODE 1 L BOARD OFAPPEALS J r - - - - -- PLANNING COMMISSION L - - - - -J I r - - - - -- L CIVIL SERVICE BOARD f— J -III I I I ASSISTP III III I I HUMAN RESOURCES LPersonnel Administration Benefit Management Risk Management Labor Relations III ELECTORATE III CITY CLERK ' — PLANNING L- Current Plans & Projects Advance Planning Code Enforcement BUILDING L— — — Plan Checking Impactions Permits s CITY ATTORNEY CITY MANAGER ADMINISTRATIVE SERVICES FIRE r - - - - -- P.B. &R. COMMISSION —1 ARTS COMMISSION Lr LIBRARY BOARD L— — — — —J :PUN CITY MANAGER Wale Qualdy Ttl0lartle Admrl,ape4on POLICE Patrol fic Support Services etecti Animalking Detective Parking I . 1117111 117. IV 1111,71 .1 11,:: COMMUNITY SERVICES n J I I I GENERAL SERVICES Parks and Trees Operations Support I Field Maintenance Traffic Signs &Markhgs i — BuildingMainlenence Refuse Collection M Equipment Maintenance Recycling PUBLIC WORKS leemia Water _1111 L— — — J _ . ................._,.......,.� D ELECTED OFFFICIALS COUNCIL APPOINTED BOARDS & COMMISSIONS COUNCIL APPOINTED POSITIONS CITY DEPARTMENTS NEWNjRT Fiscal Year2000 -2001 _ = August 2g, 20%, ua.pp rl Iola rm , . •. e5lud Systems 6 hi ui 1= C E 7 9 (n ■ ■ • • TABLE OF MISCELLANEOUS STATISTICAL INFORMATION FISCAL YEAR 2000 -2001 • • Newport Beach is one of Southern California's most scenic and dynamic communities. It surrounds • • in the world, accommodating over 9,000 boats of all types docked within its 25 square mile harbor area. This bay area and the 6 miles of ocean beach offer outstanding fishing, swimming, surfing • COUNCIL- MANAGER FORM OF GOVERNMENT CITY WATER SERVICE CONNECTIONS 25,741 • residential areas, modern shopping facilities and a quality school system. A major campus of the NUMBER OF FIRE STATIONS 6 • RESIDENTIAL POPULATION (January 1, 1999) NUMBER OF CITY LIBRARIES 4 Permanent 74,000 NUMBER OF PARKWAY TREES 29,000 • Summer 100,000 ■ TOURIST POPULATION 20,000 to 100,000 per day RECREATIONAL ACREAGE Acres • AREA (January 1, 1999) Square Miles Ocean Water 11,165 Harbor Waters 1,218 ■ Land 15 Parks 452 Bay 2 Beaches 248 • Ocean 17 TOTAL 13,083 TOTAL SQUARE MILES 34 ■ Acres STREETS AND ALLEYS Miles ■ Land 9,526 Improved 313 Bay 1,218 Unimproved 2 ■ Ocean 11,166 State Highway 10 TOTAL ACRES 21,909 325 • WATER FRONTAGE Miles DWELLING UNITS Upper Bay Frontage 11 January 1, 1998 36,807 • Ocean 7 Occupancy factor per dwelling unit 2.20 Harbor 20 • TOTAL WATER FRONTAGE 39 POPULATION DENSITY Per Square Mile 4,933.33 • ASSESSED VALUATION Per Acre 7.77 TOTAL $12,726,574,030 • EMPLOYEES NEWPORT HARBOR Regular Full Time 710 • Boats 9,000 Total (Including Part Time) 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 area. 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 74,000. During the summer months, the population grows to over 100,000 with 20,000 to 100,000 tourists daily. There are fine • residential areas, modern 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. ■ ■ ■ • 9 REVENUE SUMMARY 2000 -01 20,382,781 22,233,568 23,939,777 25,450,000 26,212,560 3.00% 22,219,941 2009 -01 27,151,812 1996.96 1996.97 1997 -98 1998-89 1999 -00 Revenue Percent Actual Actual Actual Actual Estimated Budget Increase FundfRevenuo Category Revenue Revenue Revenue Revenue Revenue Estimate (Decrease) GENERALFUND PROPERTYTAXES TAXES OTHER THAN PROPERTY LICENSES AND PERMITS INTERGOVERNMENTAL CHARGES FOR CURRENT SERVICES FINES, FORFEITURES & PENALTIES USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL GENERAL FUND ASSET FORFEITURE FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY TOTAL FORFEITURE FUND SLESF - COPS FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY TOTAL SLESF- COPS FUND MISCELLANEOUS GRANT FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY TOTAL SCHOLARSHIP FUND CDBG FUND INTERGOVERNMENTAL TOTAL CDBG FUND STATE GAS TAX FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY TOTAL GAS TAX FUND AHFP FUND INTERGOVERNMENTAL TOTAL AHFP FUND TIDELANDS FUND LICENSES, PERMITS AND FEES INTERGOVERNMENTAL CHARGES FOR SERVICES USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL TIDELANDS FUND CONTRIBUTIONS FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL CONTRIBUTIONS FUND 10 20,633,538 20,382,781 22,233,568 23,939,777 25,450,000 26,212,560 3.00% 22,219,941 24,141,154 27,151,812 28,778,283 29,979,500 30,697,250 2.39% 1,781,570 1,841,739 5,012,942 2,853,462 2,272,150 1,772,470 - 21.99% 4,728,972 4,800,347 4,842,580 5,603,852 5,745,809 6,114,570 6.42% 6,230,168 7,180,468 8,275,153 8,964,993 8,726,925 8,433,711 -3.36% 2,795,045 2,364,662 2,181,621 2,821,271 2,978,000 2,987,000 0.30% 5,792,454 5,187,413 5,573,243 5,274,996 5,427,472 5,485,217 1.06% 331,013 840,116 471,053 2,595,631 1,414,075 661,006 - 53.26% 64,512,702 66,738,680 75,741,972 80,832,266 81,993,930 82,363,724 0.45% 60,018 103,232 391,954 377,669 40,000 0 - 100.00% 16,637 2,586 2,092 3,036 2,400 0 - 100.00% 76,655 105,819 394,046 380,705 42,400 0 - 100.00% 0 160,888 161,592 164,084 164,324 165,000 0.41% 10,000 5,142 15,072 5,098 5,000 5,000 0.00% 10,000 166,030 176,664 169,182 169,324 170,000 0.40% 0 61,121 D 57,901 61,102 61,102 O.DD% 0 522 1,895 0 210 0 - 100.00%. 0 61,643 1,895 57,901 61,312 61,102 -0.34% 209,797 569,482 444,175 607,961 715,000 495,000 - 30.77% 209,797 569,482 444,175 807,961 715,000 495,000 - 30.77% 1,252,643 1,272,415 1,492,748 1,458,336 1,312,500 1,312,500 0.0D% 266,041 226,850 406,536 249,637 120,000 120,000 0.00% 1,518,684 1,499,265 1,899,284 1,707,973 1,432,500 1,432,50D 0.00% 0 0 0 0 0 0 0.00% 0 0 0 0 a 0 0.00% 1,073,715 1,166,672 1,095,554 1,104,762 1,159,865 1,181,498 1.87% 72,371 46,586 0 22,638 0 0 0.00% 26,447 4,742 38,370 20,789 18,000 26,000 44.44% 4,193,233 4,453,084 4,328,470 4,258,614 4,615,434 4,792,934 3.85% 2,219 1,076 3,159 -653 100 100 0.00% 5,367,966 5,672,160 5,465,553 5,406,151 5,793,399 6,000,532 734,147 271,321 2,026,459 6,368,406 1,200,000 0 - 100.00% 3,103 0 0 0 55,000 0 - 100.00% 758,821 218,300 64,217 100,580 0 181,301 0.001/6 1,496,071 489,621 2,090,676 6,468,986 1,255,000 181,301 - 85.55% ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ REVENUE SUMMARY 2000 -01 421,025 1,267,854 CIRCULATION AND TRANS FUND 300,000 LICENSE, PERMITS AND FEES ■ USE OF MONEY AND PROPERTY 2000-01 OTHER REVENUE 199596 199697 1997 -98 1998.99 1999-00 Revenue Percent Actual Actual Actual Actual Estimated Budget Increase FundfRevenue Category Revenue Revenue Revenue Revenue Revenue Estimate (Decrease) ■ 421,025 1,267,854 CIRCULATION AND TRANS FUND 300,000 LICENSE, PERMITS AND FEES ■ USE OF MONEY AND PROPERTY 46t,848 OTHER REVENUE ■ TOTAL CIRCULATION FUND 0 BUILDING EXCISE TAX FUND ■ LICENSES, PERMITS AND FEES 0 USE OF MONEY AND PROPERTY 0 TOTAL BET FUND ■ 2299,458 882,673 MEASURE'M'FUND ■ INTERGOVERNMENTAL 0 USE OF MONEY AND PROPERTY 23963 OTHER REVENUE ■ TOTAL MEASURE "M' FUND 404,841 ISTEA FUND ■ REFUNDS AND REBATES 250,000 ISTEA FUND ■ 9,153 28,312 AIR QUALITY MGMT FUND ■ INTERGOVERNMENTAL - 66.67% USE OF MONEY AND PROPERTY 413,994 TOTAL AOMD FUND ■ 335,000 255,000 ENVIRONMENTAL LIABILITY FUND 91,663 OTHER REVENUE ■ USE OF MONEY AND PROPERTY 6,497,625 TOTAL ENVIRONMENTAL LIAB FD ■ 1,184,000 - 21.07% MISC RESTRICTED REVENUE FUND 732 TOTAL OTHER REVENUE ■ USE OF MONEY AND PROPERTY 0 TOTAL MISC RES REVENUE FUND ■ CIOSA FUND 5,457,872 OTHER REVENUE 0 USE OF MONEY AND PROPERTY ■ TOTAL CIOSA FUND ■ BONITA CANYON BEV. FUND 706559 OTHER REVENUE 1,184,000 USE OF MONEY AND PROPERTY ■ TOTAL BONITA CANYON DEV. FD. WATER ENTERPRISE FUND ■ LICENSE PERMITS AND FEES 738 INTERGOVERNMENTAL ■ CHARGES FOR SERVICES 0 USE OF MONEY AND PROPERTY 0 OTHER REVENUE ■ TOTAL WATER FUND ■ PARKING FACILITY FUND 0 USE OF MONEY AND PROPERTY 738 TOTAL PARKING FUND ■ - 100.00% ■ ■ 401,030 421,025 1,267,854 630,484 300,000 0 - 100.00% 500,000 46t,848 592,368 364,149 350.000 0 - 100.00% 1,398,428 0 0 62,788 0 0 0.00% 2299,458 882,673 1,860,222 1,057,421 650,000 0 - 100.00% 23963 0 0 226.989 404,841 385,551 498,522 320,000 250,000 - 21.88% 2,459 9,153 28,312 24,198 15,000 51000 - 66.67% 229,448 413,994 411,863 572,720 335,000 255,000 - 23.88% 91,663 1,691,774 1,220,025 117,799 6,497,625 699,326 1,500,000 1,184,000 - 21.07% 46,275 732 98,489 7,233 30,000 0 -100. 0 0 5,457,872 0 0 0 0.00% 1,266,301 118,531 12,053,986 706559 1,530,000 1,184,000 - 22.61% 0 0 0 738 0 0 0.00% 0 0 0 0 548,281 0 - 100.00% 0 0 0 738 548,281 0 - 100.00% 96,790 72,669 75,512 57,067 75,000 75,000 0.00% 15,975 16,291 23,640 7,281 5,000 51000 0.00% 112.765 88,960 99,152 65,248 80,000 80,000 0.00% 88.219 248.946 241,402 476,421 160,000 160,000 0.00% 0 0 29,899 0 30,000 30,000 0.00% 88,219 248,946 271,301 476,421 180,000 160,000 0.00% 0 0 0 0 0 4,770,000 100.00% 0 0 0 0 0 5,000 100.00% 0 0 0 0 0 4,775,000 100.00% 5,351,572 8,000,000 916,260 315.242 0 0 0.00% 162,309 164,751 329,951 132,172 0 0 0 .00% 51513,961 8,164,751 1,246,211 447,414 0 0 0.00% 0 0 0 30,577,712 - 0 0 0100% 0 0 0 263,268 0 0 0100% 0 0 0 30,840,980 0 0 0.00% 22,720 61,685 19,116 14,928 0 0 0.00% 23963 0 0 0 0 0 0.00% 14,719,601 15,972,378 15,823,062 17168,347 16,171,000 16,607,000 2.08% 1,332,157 610,010 438,800 384,475 105,000 230,000 119.05% 46,965 577 .095 210,988 91,663 1,691,774 41,000 - 97,58% 16,145,306 18,221,967 16,491,966 17,659,413 17,967,774 16,778,000 -6.62% 75,860 75,209 85,859 90,015 80,000 80,000 0.00% 75,860 75,269 85,659 90,015 80,000 80,000 0.00% REVENUE SUMMARY 2000 -01 0 0 0 0 0 0.00% 2,180,818 2000.01 2,770,107 1995 -96 19SS -97 1997 -98 1998 -99 1999.00 Revenue Percent Actual Actual Actual Actual Estimated Budget Increase FundlRevorl Category Revenue Revenue Revenue. Revenue Revenue Estimate (Decrease) WASTEWATER ENTERPRISE FUND INTERGOVERNMENTAL CHARGES FOR SERVICES USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL WASTEWATER FUND INSURANCE RESERVE FUND WORKERS' COMP PREMIUM GENERAL LIABILITY PREMIUM COMPENSATED ABSENSE PREMIUM DISABILITY INSURANCE PREMIUM OTHER REVENUE TOTAL INSURANCE FUND EQUIPMENT MAINTENANCE FUND INTERGOVERNMENTAL EQUIPMENT MAINTENANCE EQUIPMENT REPLACEMENT OTHER REVENUE TOTAL EQUIPMENT FUND ACKERMAN FUND USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL ACKERMAN TRUST FUND TOTAL ALL FUNDS Enterprise Fund R 16% Licenses, Fees, 8 Permits 3% Irner9wemmentel Revenue 14% 7,247 0 0 0 0 0 0.00% 2,180,818 2,547,314 2,770,107 2,891,443 2,527,500 2,793,200 10.51% 108,255 120,979 162,394 79,479 150,000 100,000 - 33.33% 12,235 27,814 10,330 444,242 10,000 10,000 0.00% 2,308,556 2,696,106 2,942,831 3,415,164 2,687,500 2,903,200 8.03% 1,200,821 1,481,261 1,929,071 2,430,631 3,180,631 3,180,000 -0.02% 1,529,675 1,779,780 1,779,780 1,779,783 1,779,783 1,780,000 0.01% 928,350 - 1,044624 513,543 1,027,088 1,139.565 1,140,000 0.04% 0 286,236 94,469 200,005 375,278 375,000 -0.07% 6,093 181,600 2,477 37,060 0 0 0.00% 3,864,939 4,769,500 '4,319.340 5,474,567 6,475,257 6,475,000 0.00% 12,953 0 0 160 0 0 0.00% 1,647,275 1,552,461 1,485,843 1,468,079 1,730,329 1,764,498 1.97% 1,914,593 .. 1,889,273 2,008,840 2,043,579 1,938,478 1,934000 -0.02% 250,975 220,308 228,968 248,883 262,000 172,000 - 34.355/6 3,825,796 3,662,042 3,724,651 3,760,701 3,930,807 3,874,498 -1.43% 7,728 5,198 14,666 9,084 15,000 15,000 0.00% 185,000 185,000 185,000 185,000 185,000 185,000 0.00% 192,728 190,198 199,666 194,064 200,000 200,000 0.00% 108,915.233 114,835,578 129,921,313 160,542,570 126,127,484 127,486,857 1.08% 2000 -2001 Revenues By Source Internal Service Fund Revenue Property Taxes 8% 21% Charges for Services 7% Other Revenue use of Money 8 Property 1 % Fines, Forfeitures, 8 Penalties 9% !r Taxes 25% ■ ■ ■ ■ ■ OPERATING EXPENDITURES - ALL FUNDS 1996-97 1997 -98 1998 -99 1999-60 2000.01 Account Actual Actual Actual Estimated Proposed %of Code Function and Activities Expenditures Expenditures Expenditures Expenditures Expenditures Total ■ GENERAL CITY OPERATIONS ■ ■ ■ ■ General Government ■ 0100 City Council $175,046 $176,660 $205,824 $234,560 $740,265 0.77% 0200 City Clerk $238,187 $175,324 $268,008 $231,197 $299,357 0.31% ■ 0300 City Manager $501,126 $576,857 $517,451 $561,274 $2,041,225 2.96% 0500 City Attorney $505,703 $1,567,031 $1,746,052 $721,728 $750,144 0.78% 0600 Administrative Services $4, 316, 330 $4, 493, 228 $4,964,862 $5,235,618 $4,597,319 4.79% ■ Total General Government $5,736,392 $6,989,100 $7,7012,197 $6,984,378 $9,220,310 9.61% ■ PUBLIC SAFETY 1800 Police Department $21,274,928 $23,732,242 $24,252,390 $25,337,901 $26,207,885 27.30°/. ■ 2300 Fire and Marine $15,322,699 $16,378,847 $17,110,700 $17,482,013 $17,251,496 17.97% Total Public Safety $36,597,627 $40,111,089 $41,353,097 $42,819,914 $43,459,381 45.28% ■ COMMUNITY DEVELOPMENT 2700 Planning - $1,065,941 $1,206,650 $1,275,728 $1,583,099 $1,550,542 1.62% ■ 2900 Building $1,670,157 $1,814,473 $2,230,548 $2,274,909 $2,370,814 2.47% Total Community Development $2,735,997 $3,021,123 $3,506,276 $3,856,008 $3,921,356 4.09% ■ PUBLIC WORKS 3000 Public Works $3, 979, 557 $4,108, 925 $4,550,957 $4,456,477 $4,628,328 4.82% ■ 3100 General Services $11,336,090 $11,846,692 $12,354,326 $12,790,034 $13,222,364 13.78% Total Public Works $15,315,647 $15,955,617 $16,905,283 $17,246,511 $17,850,692 16.60% ■ COMMUNITY SERVICES ■ 4000 Community Services $5,773,000 $5,954,652 $6,699,042 $7,317,059 $7,341,702 7.65% Total Community Services $5,773,600 $5,954,652 $6,699,042 $7,317,059 $7,341,702 7.65% ■ TOTAL CITY OPERATIONS $66,150,664 $72,031,581 $76,175,895 $78,225,870 $81,801,441 85.23% ■ ■ ENTERPRISE OPERATIONS 5500 Water Enterprise Fund $13,222,291 $10,201,836 $10,492,213 $12,652,386 $12,625,491 13.15% ■ 5600 Wastewater Enterprise Fund $1,343,569 $1,423,823 $1,490,706 $1,574,145 $1,555,841 1.62% TOTAL ENTERPRISE OPERATIONS $14,565,860 $11,625,659 $11,982,919 $14,226,531 $14,181,332 14.77% ■ INTERNAL SERVICE FUNDS ■ Workers Compensation _ $2,051,744 $1,994,743 $929,621 $2,102,635 $2,069,450 2.16% General Liability $1,371,413 $1,313,940 $2,898,530 $1,597,171 $1,627,186 1.70% ■ Compensated Absence $1,793,630 $886,672 $1,129,406 $1,000,000 $1,000,000 1.04% Disability Coverage $154,132 $79,807 $82,262 $312,809 $312,809 0.33% Equipment Maintenance $1,550,295 $1,614,348 $1,449,240 $1,580,303 $1,348,759 1.41% ■ Equipment Replacement $914,466 $1,707,103 $1,617,778 $2,333,364 $1,942,100 2.02% Adjust for Transfers ($7,835,681) ($7,596,613) ($0,106,845) ($8,926,283) ($8,300,304) -8.65% ■ TOTAL INTERNAL SERVICE FUNDS $D $o $0 $0 $0 0.00% ■ TOTAL ALL CITY OPERATIONS $80,724,524 $83,657,240 $86 ,158,814 $92,452,400 $95,982,773 100.00% ■ ■ ■ ■ 2000 -01 OPERATING EXPENDITURES BY DEPARTMENT Maintenance Salaries& %of and %o1 Other %0f Capital %of %of Iepertment Benefits Total operation Total Charges . Total Outlay Total Total Total City Council $150,319 0.249/. $579,446 1.96% $0 0.00% $10,500 1.72% $740:265 0.77% City Clerk $211,297 0.33% $88,060 0.30% $0 0.00% $0 0.00% $299.357 0.31% City Manager $1,866,837 2.84% $737,056 2.49% $236,372 9.63% $66,960 10.96% $2,841,225 2.96% City Attorney $538,530 0.85% $210,614 0.71% $0 0.00% $1,000 0.16% $750,144 0.789/. Administrative Services $3,566,447 5.63% $962,172 3251/. $0 0.00% $68,700 11.24% $4,597,319 4.79% Police $21,417,107 33.83% $4,557,562 15.40% $0 0.00% $233,276 38.17% $26,207,885 27.30% Fire and Marine $14,769,875 23.33% $2,421,931 8.18% $0 0.00% $59,690 9.77% $17,251,496 17.97% Building $1,911,201 3.02% $436,898 1.48% $0 0.00% $22,725 3.72% $2,370,814 2.47% Planning $1,248.113 1.97% $290,929 0.98% $0 0.00% $11,500 1.88% $1,550,542 1.62% General Services $6,852,228 10.82% $6,324,436 21.37% $0 0.00% $45,700 7.48% $13,222,364 13.78% Public Works $6,411,269 10.13% $10,680,563 36.08% $1,655,228 67.46% $62,600 1024% $18,809,660 19.60% Community Services $4,440,014 7.01% $2,310,965 7.81% $562,223 22.91% $28,500 4.66% $7,341,702 7.05% Insurance Resew $1,000,000 1.58% $4009,445 13.55% $0 0.00% $0 0.00% $5,009,445 5.22% Equipment Maint & Replacement $663,352 1.36% $475,407 1.61% $0 0.000% $1,952,100 319.41% $3,290,859 3.43% Adjust far Transfers ($1,863,352) -2.94% ($4,484,852) - 15.15% $0 0.00% ($1,952,100) - 319.41% ($8,300,304) -8.65% Total Operating Budget $63,317,237 100.00% $29,600,562 100.00% $2,453,823 10VA $1111,151 100.00% $95,982,773 100.00% TOTAL ALL FUNDS - INCLUDING CAPITAL IMPROVEMENTS Salaries and Benefits $63,317,237 Maintenance and Operation $29,600,562 Other Charges $2,453,823 Capital Outlay $611,151 Capital Improvements $34,594267 Total $130,575,040 2000 -2001 Expenditure Distribution Capital Improvements 26% Salaries and Benefits 49% I` Capital Outlay ' `' li 0% Other Changes 2% Mafntenan and Operation 23% Historical Capital Projects Spending (dollars in thousands) 1994 -95 1995 -96 1996 -97 1997 -98 1998 -99 1999 -00 2000 -01 Actual Actual Actual Actual Actual Projected Approved General Fund Projects General Fund /ISF 5,515 American Trader - Special Revenue & Cooperative Projects CDBG 462 Gas Tax 194 Tidelands 167 Contributions 1,953 Circulation &Transportation 438 Building Excise Tax 23 Measure M 1,488 ISTEA - Bike &Trailways 1,045 AHRP Fund 388 Special Assessment Projects 1,577 Assessment Districts 45 Library Construction 8 CIOSA Development 97 Bonita Canyon Development 593 Enterprise Fund Projects 1,078 4,173 5,911 4,608 7,330 4,551 6,259 8,473 6,993 - - - - - 4,770 210 569 444 808 709 280 1,332 1,789 500 1,123 4,978 4,263 419 144 634 1,127 1,422 1,146 1,078 463 553 6,609 1,045 356 388 1,248 1,577 2,762 2,168 870 110 92 97 436 593 575 1,078 4,173 5,911 1,038 1,830 927 - - 5,458 - - 248 48 34 - - - - - - 257 490 1,086 137 161 435 50 1,587 4,563 1,415 6,541 424 305 - - - 4 6,244 - Cannery Village - - - - - - Water 3,965 13,000 9,289 6,360 2,102 3,527 5,744 Sewer 626 543 747 2,649 1,515 1,817 1,172 Annual Totals 14,884 25,091 31,542 30,320 30,485 33,664 27,708 20,000 18,000 16,000 19,000 12,000 10,000 8,000 6,000 9,000 2,00D 15 17 ui ding 2900 Gen. Svcs. 3100 om m.Svc. 4000 Pub. Wor s 5000 Ins Rs, 6000 Equipment 6100 Total Activity - Function 1,420,360 4,643,580 2,587,300 4,574,754 - 613,676 23,662,746 SALARIES - MISC - - - - 17,618,767 SALARIES - SAFETY 30,000 10,000 677,393 269,391 1,781,760 SALARIES -PERM PART TIME 54,576 21,000 334,133 - - - 1,471,096 SALARIES - TEMPORARY 46,000 310,725 1,000 97,272 7,880 648,932 OVERTIME, MISC 670,308 OVERTIME, SAFETY 296,970 OVERTIME, PLANNED - 997,253 OVERTIME, VACATION RELIEF 577,818 OVE RTI ME, UNCONTROLLED - 62,210 - - - - 62,210 ONE MAN PACKER PAY - - - - - 33,153 TILLER PAY & HAZ MAT PAY - - 100 2,125 - - 51,858 NIGHT DIFF, MISC - - - - - - 101,560 LONGEVITY PAY - - - - - - 682,828 SCHOLASTIC ACHIEVEMENT - - - - - 716,126 HOLIDAY PAY, MISC & SAFETY - - - - - 2,352 SEASONAL INSTRUCTOR INCTV - 9,254 - 60,697 - 527 71,005 CALL BACK PAY - - - - 61,207 MARINE STAND -BY PAY - - - 400,000 - 400,000 TERMINATION PAY, MISC - - 200,000 - 200,000 TERMINATION PAY, SAFETY - - 400,000 - 400,000 PAID FLEX /SPILLOVER PAY - - - - - 150,721 SALARY REIMBURSEMENT - - - - 80,119 COUNCIL ALLOWANCES - - - - - 7,309 CAR ALLOWANCE 118,800 567,000 286,200 426,600 - 70,200 3,780,000 HEALTH /DENTAL/VISION 5,400 24,840 12,840 19,080 - 3,120 173,280 RETIREE INS RESERVE 14,834 69,554 35,271 52,413 - 8,571 RETIREE INSURANCE, MISC 3,561 14,991 7,815 12,624 - 1,962 LIFE INSURANCE 49,139 585,631 112,087 355,468 - 84,373 WORKERS' COMP, MISC - - - - WORKERS' COMP, SAFETY 41,861 139,307 77,619 136,013 18,410 0367,341MEDICARE COMPENSATED ABSENCES 14,680 37,653 43,861 36,147 - 4,774 MEDICARE FRINGES 3,790 5,971 23,896 14,201 - 1,007 LIUNA CONTRIBUTION 105,029 350,137 210,310 341,359 46,263 PERS EMPLOYEE CNTRBN - - 1,158,442 PERS EMPLOYER CNTRBN -SAFE - 4,733 2,588 1,848,355 PERS EMPLOYEE CNTRBN -SAFE - PERS.SPECIAL PAY 3,172 375 30,189 8,393 10104,663 7,635 RETIREMENT PART TIME/TEMP 1,91 ,201 6,852,228 4,4 ,2 9 1,000,00 3,352 65,180,S89 SUBTOTAL SALARY & BE TS - 1,000 54,500 2,000 - - 170,520 ADVERT & PUB RELATIONS 7,992 164,700 9,500 69,450 - 4,100 473,241 AUTOMOTIVE SERVICE 28,091 695,414 31,887 258,938 - 25,150 1,825,455 EQUIPMENT MAINTENANCE 29,879 809,079 37,345 331,063 13,250 2,228,578 EQUIPMENT REPLACEMENT 24,000 10,768 91,213 176,200 - 5,500 878,713 MAINT & REPAIR - EQUIP 2,300 600 45,253 59,100 - 240,119 PSTGE,F REIGHT,EX PRESS NOC 2,300 1,240 6,809 16,100 - 1,750 125,610 PUBLICATIONS & DUES NOC 35,000 PUBLIC INFORMATION 500 5,800 23,356 30,200 - 373,760 RENTAL /PROP & EQUIP NOC - - - - - - 47,000 SERVICES - AUDIT 155,000 1,521 260 849,148 277,635 - 82,500 4,942,666 SERVICES- PROF & TECH NOC - 50,000 - - - - 50,000 SERVICES- MAINTENANCE /CIOSA - - - - - 35,403 SERVICES - COMPUTER CONSULT 4,000 3,781 7,875 12,750 - 3,500 165,159 TRAVEL & MEETINGS NOC 9,700 4,700 10,600 18,950 - 4,250 243,044 TRAINING - - - - - 91,724 TRAINING, POST - - - - - 45,000 TRAINING, CITY WIDE 16,000 107,300 226,900 1,664,200 - 20,000 2,352,408 UTILITIES NOC - - - - - - 122,972 UTILITIES - TELEPHONE - - - - - - 3,800 UTILITIES - NATURAL GAS - - - - - - 91,500 UTILITIES - ELECTRICITY - - - 6,000 6,000 UTILITIES - ELCTRIC VEH PGM 480,000 36,169 3,794 544,763 UTILITIES - WATER 9,300 6,250 39,248 20,000 238,074 SUPPLIES- OFFICE NOC - - - - - 5,000 SUPPLIES. COMP SOFTWARE - - - - 33,898 SUPPLIES- COMPUTER - - - 16,200 SUPPLIES- COPY MACHINE 209,075 329,075 SUPPLIES -AUTO PARTS EXPNS 6,000 SUPPLS- CHKS/INVOICES /FRMS 32,870 30,055 1,000 80,725 SUPPLIES - JANITORIAL NOC 26,350 17,250 243,000 333,400 MAINT & REPAIR MATRLS NOC 24,000 - - 24,000 MAINT - IRRIGATION REPAIR - 25,000 - - - - 25,000 MAINT - STORM DRAINS 17 1V1AL 14V,d0� LY9,S�l 1,055, /U/ 13u, 144 4,Sy 1,31Y 26,2ul,66� IS,45N'934 I,JSU,542 Ili OPERA ING EXPENDITURES -ALL FUNDS Acct Code Activity - Function Council 0100 Ity Clerk 0200 City Mgr. 0300 City AU}'. 0500 A min Svc. 0600 Police 1800 Fire 2300 Plann mg 2700 8167 MAINT - DRNKNG FOUNT REPAIR - - - - 8170 MAINT - BEACH CLEANING - - - - 8173 MAINT- BLDG/PLYGRND EQ RPR - 8176 MAINT - TRAFFIC CONTROL - 8178 MAINT- HELICOPTER - 348,000 8179 REPLACE - HELICOPTER - 207,500 8180 MAINT- OUTSIDE LABOR - - - - 8181 MAINT -COMP SOFTWARE 123,269 8182 MAINT -COMP HARDWARE - 74,373 - 8200 SPECIAL DEPT SUPPLIES NOC 54,500 - 14,500 53,500 106,609 325,181 8,000 8202 COMPUTER SUPPLIES - - - - - 21,000 - 8204 UNIFORM EXPENSE - - - - - 107,500 - 8206 PRISONER CUSTODY EXPENSE - - - - - - 60,650 - 8208 PHOTO EXPENSE - - - - 20,000 - - 8209 SHOOTING RANGE SUPPLIES - - - - 36,725 - 8210 S W,A.T. SUPPLIES - - - - 12,443 8211 CANINE SUPPLIES - - - - 12,590 - 8212 STREET CLEANING EXPENSE - - - - - - - 8214 CARPENTER SHOP SUPPLIES - - - - - 8216 SAFETY EQUIPMENT - - - 825 - - 8220 SIGN SHOP SUPPLIES - - - - - 8222 TRAFFIC SUPPLIES - - - - - - 8224 ROADWAY PAINTS & BARS - - - - - 8226 DEVICE PAINTS - - - - - 8230 SIGN MATERIALS - - - - - - - 8232 SIGN INSTALLATION MATRLS - - - - - - 82341NSCTCDES /HRBCDES /FNGCDES - - - - - - - 8235 PLANT MATERIALS - - - - - - - 8236 FERTILIZER - - - - - - 8237 TOP SOIL /AMENDMENTS - - - - - - - 8240 TOOLS, INSTRUMENTS, ETC - - 2,850 4,500 1,600 300 8250 SPECIAL DEPT EXPENSE NOC - - 1,750 40,000 46,850 150,080 8254 HUMAN SERVICES 25,000 - - - 8255 TUITION REIMBURSEMENT 30,000 8256 EMPLOYEE ASSISTANCE - 20,000 8257 SISTER CITIES 8259 EMPLOYEE RIDESHARE PRGM 8260 LIBRARY MATERIALS - 9265 FIREWORKS - 8270 ELECTRIC VEHICLES PGM 8295 IMPORTED WATER EXP - M W D - 8296 IMPORTED WATER EXP -OCWD - - - - - - 8297 RECLAIMED WATER EXP -OCWD - - - - - 8298 OTHER AGENCY FEES - - - - - 8303 WATER CNSERV EDU & PUB REL - - - - - 8305 TMA DUES - - - - - 8330 SVC CHARGE - ADMINISTRATIVE - - - - - - 8340 GENERAL INSURANCE 175 360 356 676 7,434 805,434 90,036 11,838 8360 PROPERTY TAXES - - - - - 1,075 - 8510 UCI SCHOLARSHIP TRUST - - 111,000 - - 8511 CITY SCHOLARSHIP TRUST - - - - - - - 8512 HIGH TECH LIBRARY TRUST - - - - - 8602 ACCRUED GENERAL LIABEXP - - - - - - - 8701 LLEBG EXPENDITURES - - - - 61,102 - N/A WORKERS' COMPENSATION - - - - N/A GENERAL LIABILITY - - - - - - N/A DISABILITY INSURANCE - - - - - SUBTOTAL MAINT. & OPERATION 579,446 88,060 1 494,606 210,614 962,172 4,557,502 1 2,664,381 2R,929 9000 OFFICE EQUIPMENT - 8,500 1,000 43,500 250 5,500 9010 COMPUTER EQUIPMENT - - - - 59,376 35,000 - 9100 ROLLING EQUIPMENT - - - - - - 9102 CONTRACTED SET UP - - 9104 SET SUPPLIES - - - - - 9106 EQUIPMENT RENOVATION - - 9200SHOPEQUIPMENT - - - 7,500 - 1,500 - 9300 EQUIPMENT, N.O.C. - - - 167,600 53,550 9400 OFFICE FURNITURE /FIXTURES 10,500 1,700 6,050 28,100 6,000 SUBTOrAE CAPITAL O 10,500 ,500 1,000 52,700 233,276 .150 1I7 ,o 81,319 26JOI,88� is'222'�62 1,3S O,542 16,000 236,372 A 1V1AL 14V,d0� LY9,S�l 1,055, /U/ 13u, 144 4,Sy 1,31Y 26,2ul,66� IS,45N'934 I,JSU,542 Ili 2,3 /V,S 14 13,LL1,364 /,341, /UY IS,SV9,bbu - - 9 ,981,//3 19 Building 2900 Gen. Svcs. 3100 Com m. Svc. 4000 Pub. Works 5000 Ins Rsv 6000 Equipment 6100 Total Activity - Function - 493 - - 493 MAINT - DRNKNG FOUNT REPAIR 12,000.00 12,000 MAINT - BEACH CLEANING - 12,000 - - 12,000 MAINT- BLDG /PLYGRND EQ RPR 5,600 - - 5,600 MAINT - TRAFFIC CONTROL 348,000 MAINT - HELICOPTER - - 207,500 REPLACE - HELICOPTER - - - 25,000 25,000 MAINT - OUTSIDE LABOR 123,269 MAINT -COMP SOFTWARE 74,373 MAINT -COMP HARDWARE 10,700 18,200 108,750 249,500 - 21,000 970,440 SPECIAL DEPT SUPPLIES NOC - - - - - 21,000 COMPUTER SUPPLIES - 10,500 - - - 118,000 UNIFORM EXPENSE - - - - - 60,650 PRISONER CUSTODY EXPENSE - - - - - 20,000 PHOTO EXPENSE - - - - - 36,725 SHOOTING RANGE SUPPLIES - - - - - 12,443 S.W.A.T. SUPPLIES - - - - - 12,590 CANINE SUPPLIES - 24,000 - - - 24,000 STREET CLEANING EXPENSE 3,000 - - - 3,000 CARPENTER SHOP SUPPLIES 5,000 - - - 5,825 SAFETY EQUIPMENT - 8,000 - 8,000 SIGN SHOP SUPPLIES - 6,500 - - - 6,500 TRAFFIC SUPPLIES - 27,002 - - - 27,002 ROADWAY PAINTS & BARS 200 - - 200 DEVICE PAINTS - 15,500 - - - 15,500 SIGN MATERIALS - 7,600 - - - 7,600 SIGN INSTALLATION MATRLS 8,000 - - - 8,000 INSCTCDES /HRBCDES /FNGCDES - 10,000 - - - 10,000 PLANT MATERIALS 9,000 - - - 9,000 FERTILIZER 8,000 - - 8,000 TOP SOIL /AMENDMENTS 50 9,250 - 9,600 - 6,000 34,150 TOOLS, INSTRUMENTS, ETC 133,000 1,763,000 50.600 130,000 6,000 2,321,280 SPECIAL DEPT EXPENSE NOC - - 25,000 HUMAN SERVICES - - - - 30,000 TUITION REIMBURSEMENT - - 20,000 EMPLOYEE ASSISTANCE 3,000 3,000 SISTER CITIES - - 10,000 10,000 EMPLOYEE RIDESHARE PROM - 513,770 513,770 LIBRARY MATERIALS 7,500 7,500 FIREWORKS 20,000 20,000 ELECTRIC VEHICLES PGM - - - 2,900,000 - 2,900,000 IMPORTED WATER EXP - MWD - - 1,700,000 - 1,700,000 IMPORTED WATER EXP - OCWD - - 200,000 200,000 RECLAIMED WATER EXP -OCWD - 220,000 - 220,000 OTHER AGENCY FEES - - 5,000 - 5,000 WATER CNSERV EDU & PUB REL - - 15,000 - 15,000 TMA DUES - - 1,640,300 - 1,640,300 SVC CHARGE - ADMINISTRATIVE 4,076 391,539 36,239 389,284 - 42,332 1,779,779 GENERAL INSURANCE - - - - 1,075 PROPERTY TAXES - - - - 111,000 UCI SCHOLARSHIP TRUST - 18,500 - - 18,500 CITY SCHOLARSHIP TRUST - 55,500 - - 55,500 HIGH TECH LIBRARY TRUST - - - 85,000 - 85,000 ACCRUED GENERAL LIAB EXP - - - - - 61,102 LLEBG EXPENDITURES - - 2,069,450 2,069,450 WORK ERS'COM PEN SA TION - - 7,500 1,542,186 1,549,686 GENERAL LIABILITY - - 312,809 312,809 DISABILITY INSURANCE 436,888 6,324,436 2,310,965 1 10,680,563 1 4,009,445 475,407 34,085,414 SUBTOTAL MA . & PERA TION 8,700 18,000 14,600 - 100,050 OFFICEEQUIPMENT 20,000 14,300 7,500 11,500 - 1,500 149,176 COMPUTER EQUIPMENT - - 1,231,400 1,231,400 ROLLING EQUIPMENT - - - 20,700 20,700 CONTRACTED SET UP - - - - 2,000 2,000 SET UP SUPPLIES - - - 50,000 50,000 EQUIPMENT RENOVA TION 1,800 - 3,000 - 10,000 23,800 SHOP EQUIPMENT 19,900 3,000 20,000 1,500 265,550 EQUIPMENT, N.O.C. 2,725 1,000 13,500 69,575 OFFICE FURNITURE /FIXTURES 2 ,7 5 45,700 28,500 T2-, 0 - 1,317,100 1,912,251 SUBTOTAL CAPITAL OUTLAY 2,3 A),814 13,222,304 0,77�,419 17,154,432 5777=== 101,178,254 IOIAL BEFORE DEBI !SbRVTr_ 562,223 l,(05,228 :, (5,009,44>) ( A KANSFERS 2,3 /V,S 14 13,LL1,364 /,341, /UY IS,SV9,bbu - - 9 ,981,//3 19 SUMMARY OF ESTIMATED 1999 -00 YEAR END FUND BALANCES 3,899,311 Estimated Estimated Estimated Actual Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance Fond I Account 7/1/1999 1999 -00 In Out 1999 -0D 1999 -00 6130120DO General Fund Contingency Reserve Stabilization Reserve Appropriations Reserve (operating) Appropriations Reserve (capital) Reserve for Inventories Reserve for Encumbrances Paramedic Program (Hoag) Recreation Instruction Reserve Senior Citizen Site Park Fees Off Street Parking In Lieu Parking Fees Neighborhood Enhancement Res. B Public Library Fund Oil Spill Recovery Reserve for Helicopter Replace . Reserve for Capital Improvement Ackerman Donation Furl Appropriations Reserve Reserve for Encumbrance CDBG Fund Approved Grant Remaining AQMD Fund NAF Fund SLESF - COPS Fund Mae Grants Fund State Gas Tax Fund Appropriations Reserve Reserve for Encumbrances OC Combined Trans Funding Prog Appropriation Reserve Reserve for Encumbrances Tide and Submerged Land Fund Appropriation Reserve Reserve for Encumbrances Upper Bay Reserve Contributions Fund Appropriations Reserve Reserve for Encumbrances Circulation and Transportation Fund Appropriations Reserve Reserve for Encumbrances Building Excise Tax Fund Appropriations Reserve Reserve for Encumbrances Environmental Liability Fund Appropriation Reserve Misc Restricted Revenue Fund Appropriation Reserve Reserve for Encumbrances 20 81,993,930 3,899,311 8,282,648 2,589,081 1,637,225 35 ODO 108,574 80,000 1,513,535 652,161 29,680 160,279 99,256 22,142 3,745 2,880 1,527,989 90,803 638,781 43,261 712,832 5,000 469,345 236,000 12,500 200,000 800,000 20Q000 54,000 172,243 34,000 3,043,167 78,480,406 3,100,000 75,000 4,369,668 770,328 345,925 250,000 34,000 715,000 54,000 90,900 6,393 6,393 144,583 80,000 652,161 42,400 160,279 18,599 169,324 100,000 25,982 61,312 1,432,500 2,665,610 3,693,302 2,240,027 1,530,000 982,531 922,035 694,428 5,793,399 142,424 26,250 1,255,000 235,332 650,000 1,619,295 4,331,852 1,895,082 335,000 72,829 515,677 31,614 180,000 615,361 180,000 3,043,167 78,480,406 3,100,000 75,000 4,369,668 770,328 345,925 250,000 34,000 220,000 54,000 6,393 708.607 45.000 73,320 297,597 160,279 61,102 100,000 3,998,110 2,665,610 2,512,531 922,035 60,496 3,455,561 235,332 1,619,295 72,829 180,000 1,433,166 904,671 1,019,668 2,269,295 407.829 0 7,771,729 1,672,225 108,574 1,613,535 29,680 121,398 6,625 648,464 336,117 717,832 380,345 12,500 1,000,000 152,243 (0) 97,293 106,563 396,965 27,644 26,192 1,027,692 2.240,027 0 633,932 0 142,424 26,250 235,332 2,712,557 1.895.082 442,848 31,614 795,381 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ SUMMARY OF ESTIMATED 1999 -00 YEAR END FUND BALANCES Estimated Estimated Estimated Actual Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance Fund7Account 7/1/1999 199940 In Out 1999 -00 1999 -00 613972000 CIOSA Fund 183,504 183,504 Appropriation Reserve 683,282 183,504 499,778 Reserve for Encumbrances 228,935 228,935 Bonita Canyon Development Fund Appropriation Reserve 5,768,391 5,768,391 Reserve for Encumbrances 332,267 332,267 Insurance Reserve Fund Workers' Compensation Reserve (1,517,474) 3,180,631 2,102,635 (439,478) Liability Reserve (1,197,118) 1,779,783 1,000,000 1,597,171 (14,506) Compensated Absences Reserve (843,041) 1,139,565 500,000 1,000,000 (203,476) Disability Reserve 375,278 312,809 62,469 Equipment Fund Equipment Maintenance 1,730,329 150,026 1,580,303 (0) Equipment Replacement 424.011 2,200,476 825,026 125,000 2,333,364 991,151 Water Enterprise Fund 17967,774 2,178,835 12,652,386 3,136,553 0 Water System Reserve 3.520,232 525,000 4,045,232 Future Infrastructure Reserve 4,704,046 1,663,835 6,357,881 Reserve for Encumbrances 795,581 795,581 Cannery Village Enterprise Fund (334,677) 60,000 5,000 (259,877) Wastewaler Enterprise Fund 2,667,500 638.636 1,575,145 1,750.991 0 Wastewater System Reserve 1,254,123 638,636 615,487 Future Infrastructure Reserve 350,990 350,990 Reserve for Encumbrances 669,464 689,464 TOTAL 46,441,418 125,579,203 18,944,719 18,944,719 103,884,683 22,627,680 45,508,258 21 SUMMARY OF ESTIMATED 2000 -01 YEAR END FUND BALANCES 0 82,363,724 Estimated Estimated Estimated Estimated Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance Fund l Account 7/112000 2000 -01 In Out 2000 -01 2000 -01 6/3012001 General Fund 0 82,363,724 5,020,791 996,672 79,609,593 6,778,250 0 Contingency Reserve 7,771,729 1,150,000 6,621,729 Stabilization Reserve 1,672,225 50,000 1,722,225 Appropriation Reserve (operating) 586,650 586,650 Appropriation Reserve (capital) Reserve for Inventories 108,574 108,574 Reserve for Encumbrances 1,613,535 1,613,535 Paramedic Program (Hoag) 29,880 30,000 59,680 Recreation Instruction Reserve 121,398 22,142 143,540 Senior Citizen Site 6,625 2,860 9,505 Pads Fees 848,464 25,000 786,715 86,749 Off Street Parking 336,117 10,000 360,000 (13,883) In Lieu Parking Fees 717,832 30,000 747,832 Neighborhood Enhancement Res. B 380,345 220,000 75,000 90,000 435,345 Public Library Fund 12,500 12,500 Oil Spill Recovery Reserve for Helicopter Replace. Reserve for Capital Improvement 1,000,000 1,000,000 Ackerman Donation Fund 200,000 15,000 185,000 Appropriation Reserve 152,243 15,000 167,243 Reserve for Encumbrance CDBG Fund (0) 495,000 215,000 280,000 D Appropriation Reserve 97,293 115,000 212,293 AOMD Fund 106,563 80,000 45,0DO 49,000 92,563 NAF Fund 396,965 208,022 188,943 SLESF - COPS Fund 27,644 170,000 161,000 36,644 Misc Grants Fund 26.192 61,102 61,102 26,192 State Gas Tax Fund 1432,5DO 2,930,500 100,000 4,263,000 Appropriation Reserve 1,027,692 1,027,692 Reserve for Encumbrances 2,240,027 1,902,808 337,219 OC Combined Trans Funding Frog 0 1,184,000 1,184,000 0 Appropriation Reserve Reserve for Encumbrances 633,932 633,932 Tide and Submerged Land Fund 0 6,000,532 3,327,041 1,527,724 1,145,767 0 Appropriation Reserve Reserve for Encumbrances 142.424 142,424 Upper Bay Reserve 26,250 26,250 52,500 Contributions Fund 181,301 174,799 356,100 Appropriation Reserve 235,332 174,799 60,533 Reserve for Encumbrances Circulation and Transportation Fund 870,000 870,000 Appropriation Reserve 2,712,557 510,000 2,202,557 Reserve for Encumbrances 1,895,082 360,000 1,535,082 Building Excise Tax Fund 255,000 319,742 574,742 Appropriation Reserve 442,848 319,742 123,106 Reserve for Encumbrances 31.614 31,614 Environmental Liability Fund 180,000 160,000 Appropriation Reserve 795.381 180,D00 975.381 Misc Resldcted Revenue Fund 4,775,000 4,770,000 5,000 Appropriation Reserve Reserve for Encumbrances 22 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ SUMMARY OF ESTIMATED 2000 -01 YEAR END FUND BALANCES Estimated Estimated Estimated Estimated Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance Fund f Account 7!112000 2000 -01 In Out 2000 -01 2000 -01 6!3012001 CIOSA Fund 305,000 305,000 Appropriation Reserve 499,778 305,000 194,778 Reserve for Encumbrances 228,935 228,935 Bonita Canyon Development Fund 5,912,000 5,912,000 Appropriation Reserve 5,768,391 5,579,733 188,658 Reserve for Encumbrance 332,267 332,267 Insurance Reserve Fund Workem'Compensation Reserve (439,478) 3,180,000 2,069,450 671,072 Liability Reserve (14,506) 1,780,000 1,627,186 138,308 Compensated Absences Reserve (203,476) 1,140,000 1,000,000 (63,476) Disability Reserve 62,469 375,000 312,809 124,660 Equipment Fund Equipment Maintenance (0) 1,764,498 125,000 1,348,759 290,739 Equipment Replacement 991,151 2,110,000 125,000 1,942,100 1,034,051 Water Enterprise Fund 0 18,778,000 1,591,984 12,625,491 5,744,493 0 Water System Reserve 4,045,232 4,045,232 Water Infrastructure Reserve 6,357,881 15911,984 4,765,897 Reserve for Encumbrances 795,581 795,581 Cannery Village Enterprise Fund (259,877) 80,000 (179,877) Wastewater Enterprise Fund 0 2,903,200 175,159 1,555,841 1,172,200 D Wastewater System Reserve 615,487 175,159 790,646 Wastewater Infrastructure Res. 350,990 350,990 Reserve for Encumbrances 869,464 689,464 TOTAL 45,508,258 127,488,857 18,632,897 18,632,897 104,283,077 34,592,267 34,121,771 23 2000 -01 FUND TRANSFERS - ALL FUNDS Transfer In (From): Gas Tax Fund Contingency Reserve Tidelands Fund CDBG Fund AQMD Fund Equipment Maintenance Fund Equipment Replacement Fund Stabalization Reserve Appropriation Reserve Park Fees Off Street Parking Public Library Fund General Fund Total Transfers In Fund Transfer In (From): Appropriation Reserve Total Transfers In 3BG Fund Transfer In (From): Appropriation Reserve CDBG Fund Total Transfers In Transfer In (From): Total Transfers In 24 100,000 1,150, 000 3,300,791 100,000 45,000 125,000 125,000 50,000 586,650 75,000 360,022 $ 6,017,463 $ 15,000 $ 15,000 115,000 $ 115,000 eneral Fund Transfer Out (To): Appropriation Reserve Park Fees Off Street Parking Stabalization Reserve Recreation Reserve Neighborhood Enhancement A Neighborhood Enhancement B Paramedic Reserve Senior Citizen Site In -Lieu Parking Neighborhood Enhancement Total Transfers Out :kerman Donation Transfer Out (To): Fund Balance Total Transfers Out CDBG Fund Transfer Out (To): General Fund Appropriation Reserve CDBG Fund Total Transfers Out WD Fund Transfer Out (To): General Fund Total Transfers Out 1,736,650 25,000 10,000 50,000 22,142 20,000 220,000 30,000 2,880 30,000 7G nnn $ 2,221,672 $ 15,000 $ 15,000 $ 100,000 115,000 $ 215,000 $ 45,000 $ 45,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ State Gas Tax Fur Transfer In (From): Fund Balance Total Transfers In 2000 -01 FUND TRANSFERS - ALL FUNDS $ 2,930,500 $ 2,930,500 OC Combined Trans. Fund Transfer In (From): Fund Balance $ Total Transfers In $ Tidelands Fund Transfer In (From): Reserve for Encumbrances $ - Tidelands Fund 26,250 Total Transfers In $ 26,250 State Gas Tax Fund Transfer Out (To): General Fund Appropriation Reserve Reserve for Encumbrance Total Transfers Out Transfer Out (To): Appropriations Reserve Reserve for Encumbrance Total Transfers Out $ 100,000 1,027,692 1,902,808 $ 3,030,500 Transfer Out (To): General Fund $ 3,300,791 Reserve for Encumbrances - Upper Bay Reserve 26,250 Tidelands Fund - Total Transfers Out $ 3,327,041 Contribution Fund Contributions Fund Transfer In (From): Transfer Out (To): Fund Balance $ 174,799 Appropriation Reserve $ 174,799 Total Transfers In $ 174,799 Total Transfers Out $ 174,799 Circulation Fund Transfer In (From): Fund Balance Total Transfers In $ 870,000 $ 870,000 ,irculation Fund Transfer Out (To): Appropriation Reserve Reserve for Encumbrance Total Transfers Out $ 510,000 $ 870,000 25 2000 -01 FUND TRANSFERS - ALL FUNDS Building Excise Tax Fund Transfer In (From): Appropriations Reerve Reserve for Encumbrances Fund Balance Total Transfers In 319,742 $ 319,742 Building Excise Tax Fund Transfer Out (To): Reserve for Encumbrances $ Appropriation Reserve 319,742 Total Transfers Out $ 319,742 Environmental Liability Fund Environmental Liability Fund Transfer In (From): Transfer Out (To): Appropriation Reserve $ 180,000 Fund Balance $ 180,000 Total Transfers In $ 180,000 Total Transfers Out $ 180,000 Transfer In (From): Fund Balance Total Transfers In Bonita Canyon Fund Transfer In (From): Fund Balance Total Transfers In Equipment Fund Transfer In (From): Equipment Maintenance Total Transfers In 26 $ 305,000 $ 305,000 $ 5,912,000 $ 5,912,000 CIOSA Fund Transfer Out (To): Appropriation Reserve $ 305,000 Total Transfers Out $ 305,000 Bonita Canyon Fund Transfer Out (To): Appropriation Reserve $ 5,579,733 Reserve for Encumbrance 332,267 Total Transfers Out $ 5,912,000 Equipment Fund Transfer Out (To): General Fund Overhead $ 125,000 General Fund Overhead 125,000 Equipment Replacement - Total Transfers Out $ 250,000 2000 -01 FUND TRANSFERS - ALL FUNDS r Enterprise Fund Transfer In (From): Water Fund Balance Reserve for Encumbrances Total Transfers In 3water Enterprise Fund Transfer In (From): Wastewater Fund Balance Reserve for Encumbrance Wastewater Irdraslruc. Res. Total Transfers In $ 1,591,984 $ --j.51MIM 0 175.159 $ 175.159 r Enterprise Fund Transfer Out (To): Water Infrastructure Reserve $ 1,591,984 Reserve for Encumbrances - Water Enterprise Fund - Total Transfers Out $ 1.591.984 Wastewater Enterprise Fund Transfer Out (To): Wastewater Fund Balance $ 175,159 Wastewater Infrastmc. Res. - Reserve for Encumbrance Total Transfers Out $ 175.159 TOTAL TRANSFERS $ _ 18.s32.ss7 TOTALTRANSFERS $ 1e.ssz.s97 27 ■ ■ ■ ■ ■ ■ ■ ■ t ■ ■ ■ ■ ■ ■ ■ ■ ■ Z 0 W a 0 Z W Q a w 0 C 0 y 30 e m H City Council To protect Newport Beach's unique quality of life for the.full enjoyment of its residents, . visitors, . and business owners and to direct the efficient and effective delivery of municipal services. THE NEWPORT BEACH CITY COUNCIL Running a city is a bit like running a corporation. The seven members of the Newport Beach City Council - each of whom represent one of seven districts but are elected to their positions by the voters of the entire city - serve as the City's "board of directors:'. Being a council member is considered a part-time job, although the time commitment - from early morning meetings with residents to Council meetings that can run late into the evening — often requires 40+ hours per week. The City Council hires a "chief executive officer" - called the City Manager - to run the day to day operations of the City "corporation" The City Manager, the City Clerk, and the City Attorney are the only city employees directly hired by the City Council. The City Council has two primary tools to implement policy - the City's yearly budget (summarized as this Resource Allocation Plan) and the various priorities that the Council sets at its twice -a -month public meetings. For the year 2000, the Council has followed these efforts closely: — 2000 Council Projects — • Preservation of the settlement agreement that limits passenger and cargo activity at John Wayne Airport. • Advocacy of a commercial aviation use of Marine Corps Air Station (MCAS) El Toro. • The restoration and preservation of water quality, visitor - serving uses, and habitat in Newport Bay, including the reauthorization of a critical permit that allows the City and commercial and residential harbor users to fully provide for access to and enjoyment of the Lower Bay. • Citywide infrastructure improvements, including the City's streets and roads, water and wastewater systems, parks and medians, utility undergrounding, and city facilities. A review and possible update of the City's.General Plan (the document that guides Newport Beach's residential, commercial, open space, industrial, and other land uses) to reflect the "vision" of the community. • Improved communication with residents and business owners. • The annexation of areas adjacent to city limits, including the Newport Coast community, Santa Ana Heights, and the Bay Knolls area near Costa Mesa. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ r ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ The City Council's budget includes the costs of the City's membership in key associations that work towards common municipal purposes, like the League of California Cities and the Southern California Association of Governments (SCAG). 1997 -98 1998 -99 1999 -2000 2000 -2001 Actual Actual Estimated Proposed CITY COUNCIL Salaries and Benefits $ 103,209 $ Maintenance and Operations $ 48,318 $ Capital Outlay $ - .. $ Human Services $ 25,133 $ Total $ 176,660 $ * also includes Airport Growth Control expenditures 110,497 $ 113,653. $ 70,727 $ 2,434,828 $ 150,319 554,446 10,500 25.000 �t q i Q 31 c y o � 32 City Mana ■ er To 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. The City Council appoints the City Manager to make sure the City's operations run smoothly and effectively. The City's Charter prescribes specific duties to the City Manager, including the power to appoint department directors and to prepare and present the annual budget. The Charter also directs the City Manager to report back to the Council each year on the fiscal operations of the City, to see that the City follows the laws of the Charter and the State of California, and more. The City Manager implements the direction of the City Council to ensure that the priorities and interests of the Council are achieved. 2000 saw the City Manager embark with the department directors and the entire City workforce on a "values" process to discuss, establish, and implement the organizational values that enable us to best serve the Newport Beach public. In addition to attending Council meetings, the City Manager convenes meetings of the City department directors and of individuals and groups throughout the City. Other topics more regional in nature are also on the City Manager's plate - for the City Manager must monitor the political and economic environment outside the city to ensure that outside forces do not compromise Newport Beach's quality of life, public safety system, or its finances. In 2000, these external issues may include: • The manner in which the State of California funds local governments across the state • Unfunded mandates from the State that may limit the City's discretion over municipal actions - like collective bargaining. • Special budget appropriations for Newport Beach projects in both the State and the Federal budget for Fiscal Year 2000 -01 (State) and Fiscal Year 2001 (Federal). Ensuring that new water quality regulations imposed by the State or the federal government be adequately funded by the regulating agency. • Ensurinc territorl revenue ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ The City Manager's budget includes two key functions - the Human Resources Department and the Harbor and Marine Environmental Division. Because the strategic issues supervised by the City can require the use of specialized expertise, this budget also includes funds for limited -term contracts with private sector providers. Human Resources This budget shows the conversion of the City's Human Resources function from a division of the Administrative Services Department to a separate department under the direction of the Assistant City Manager. With over 50% of the City's resources devoted to employee salaries and benefits, the City Manager wanted to enhance the importance of this function by placing it in the purview of the City Manager's office. The new Human Resources Department includes both Human Resources activities (recruitment, training, discipline, labor relations and Civil Service Board support) and Risk Management activities (employee benefits, workers compensation and general liability). In keeping with the recognition of this department's importance to the organization, staffing was adjusted so that both Human Resources and Risk Management have manager, management analyst and management assistant positions, and there is a full -time department assistant. The goals and workload of the department will be analyzed further in FY 2000 -01, and additional staffing adjustments may be considered. Goals for the department in this fiscal year include implementing a cafeteria benefit plan, developing Citywide training programs, negotiating with two new employee associations for part-time and seasonal workers, and concluding negotiations on enhanced retirement benefits with public safety associations. Harbor and Marine Environmental FY 2000 -01 will show the Marine Environmental Division of the Fire and Marine Department under the administration of the Deputy City Manager. Since more than 1,200 individuals and businesses operate either a pier, dock, marina, mooring, or otherwise require a formal permit to access and use Newport Harbor, the City Manager believes that the coordination of these functions Is Important enough to be brought within the City Manager's office. Habitat protection, water quality improvement, and the myriad regulations that direct the City to comply with the federal Clean Water Act demand specific attention by the Harbor and Marine Environmental staff. The Harbor and Marine Environmental Division personnel oversee many harbor activities and are housed at the Balboa Yacht Basin on Harbor Island. C C 4 U Q 33 1997 -98 1998 -99 1999 -2000 2000 -2001* Actual Actual Estimated Proposed CITY MANAGER Salaries and Benefits $ 415,861 $ 425,336 $ 449,501 $ 1,800,837 Maintenance and Operations $ 160,996 $ 88,222 $ 102,646 $ 737,056 Capital Outlay $ 3,893 $ 7,500 $ 66,960 Debt Service $ 236,372 Total $ 576,857 $ 517,451 $ 559,647 $ 2,841,225 * includes Human Resources /Risk Management & Harbor and Marine Environmental C C 4 U Q 33 L_ City Clerk e .. To provide service to the Mayor and City Council, City Manager, administrative ■ �i departments and the public in a courteous, timely, and efficient manner while remaining neutral and impartial. To improve the administration of the affairs of the City Clerk's office consistent with applicable laws and through sound management practices to ■ provide easier access to local government and fulfill our responsibility to the ■ residents of Newport Beach. ■ The City Clerk attends all meetings of the City Council and serves as Clerk of the Council. ■ 4) F, Some of the primary responsibilities performed by the City Clerk are: Prepares and publishes agendas for City Council meetings in accordance with the legal C q requirements for public meetings. ■ m c D 4 Records and maintains the proceedings of the City Council meetings, including an index of d the City Council actions. ■ C Maintains official records associated with formal actions of the City Council, assists the ■ public with research and retrieval of information and retrieves and certifies public documents. ■ • Maintains the document imaging system in order to reduce staff time in searching, . ■ retrieving and copying records, as well as providing storage for permanent records. • Provides staff and the residents with online access to the Newport Beach Municipal Code; ■ Council Policy Manual; Boards, Commissions and Committees Manual; application blanks and vacancy notices for Boards and Commissions; City Council agendas, minutes and staff ■ reports. • Assists the public in understanding and participating in the decision and policy making ■ process. ■ • Maintains Appointive List as required under Maddy Appointive List Act (for Boards and ■ Commissions). • Processes legal publications, postings and notices. ■ • Ensures accurate codification of City- adopted ordinances. ■ • Acts as Filing Officer for the Political Reform Act of 1974 regulations (campaign disclosure ■ forms and statements of economic interest). • Receives and opens bids for City projects. ■ • Receives and processes claims for damages and, summons and complaints against the ■ City. • Serves as the City's Election Official and receives petitions relating to initiatives, ■ referendums or recalls. ■ Serves as custodian of the official records of the City and maintains custody of the City Seal. ■ • Executes all ordinances, resolutions and contracts. • Administers oaths, affirmations and acknowledgements. ■ 34 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ The City Clerk's office has kept the official records of the City Council since 1906. The days of putting pen to paper are long gone and have been replaced by the click of a mouse and the spin of a CD! Also gone are the days of thumbing through old volumes of papers to find particular actions taken by Council. With the advent of new technology thousands of pages of minutes, ordinances, resolutions, agendas and staff reports can be burned onto a CD and accessed as easy as 1 -2 -3! Salaries and Benefits Maintenance and Operations Capital Outlay Total Elections Grand Total Service Indicators 1997 -98 1998 -99 1999 -2000 2000 -2001 Actual Actual Estimated Proposed $ 139,271 $ 197,610 $ 196,744 $ 211,297 $ 29,007 $ 31,987 $ 30,122 $ 33,060 Council Meetings, Regular Council Meetings, Special or Adjourned Resolutions adopted Ordinances adopted Municipal elections Registered voters Municipal Code Supplement pages distributed Claims /Summons and Complaints processed Contracts /Agreements processed Notices of Completion /Release Bonds Documents processed to Orange County Recorder Pages scanned into Document Imaging System Study Sessions reintroduced .. .. " Process began .. 1997 -98 1998 -99 1999 -2000 2000 -2001 Actual Actual Estimated Estimated 22 23 23 ,' 23 6 24 * 25 25 78 83 .90 100 30 29 30 40 0 1 0 1 46,464 45,530 46,582 47,000 39,050 24,990 60,000 50,000 225 183 140 1601. 122 113 100 I20 20 29 35 45 25 61 60 75 1,000 ** 19,000 63,000 60,000 C O iy. O Q;4.. 35 �L o � 4 ro o a 36 City Attorney To represent and /or advise the City Council, Boards and Commissions, and City Staff with respect to all legal matters pertaining to the City. Budget Highlights The addition of a permanent litigation Attorney has reduced the costs incurred by the City in retaining private counsel to defend the City and staff in liability cases. The additional cost of converting the part-time contract attorney to a permanent position has been more than offset by these savings. The City Attorney's Office has become actively involved 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. • To work with Risk Management to provide effective in -house defense of tort liability claims by full -time Deputy City Attorney, and improve code enforcement when litigation becomes necessary. • To maintain an accessible attorney staff and provide quality and timely responses to formal and informal requests for legal advice. • To work with other City staff in developing legal strategies for implementing Council goals, identifying legal issues to surrounding community development proposals and responding to community concerns about traffic and quality of life. • To present reasonable and cost - effective solutions to legal problems without compro- mising the interests of the City, its officers, or employees. 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 advice to 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 interests in regulatory and personnel hearings and appeals. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Service Indicators Requests for Opinions /Advice (In- house) Council, Board & Commission Meetings Preparations of Contracts, MOUs, Agreements Litigation Caseload Code Enforcement Caseload Development of Resolutions /Ordinances Court and Hearing Appearances Public Assistance (phone or in person, by attorney and secretarial staff) Legislative Advocacies One City Attorney One Assistant City Attorney One Deputy City Attorney One Administrative Assistant One Legal Secretary 1998 -99 1999 -2000 2000 -2001 Actual Estimated Estimated 2,340 2,000 2,500 65 80 95 250 225 250 45 100 90 90 100 80 60 105 100 125 150 150 5,500 5,500 5,750 100 150 100 c � y o Q O a3 �a 4 R 37 1997 -98 1998 -99 1999 -2000 2000 -2001 Actual Actual Estimated Proposed Salaries and Benefits $ 503,947 $ 622,472 $ 517,633 $ 538,530 Maintenance and Operation $ 1,049,070 $ 1,120,289 $ 199,059 $ 210,614 Capital Outlay $ 14,017 $ 3,291 $ 3,000 $ 1,000 Total $ 1,567,034 $ 1,746,052 $ 719,693 $ 750,144 c � y o Q O a3 �a 4 R 37 C 0 y L Administrative Services To provide highest quality Management Information Services, Financial Management, and a variety of support services for City Officials, the public, and other departments. The Organization The Administrative Services Department is a composite organization that performs a very diverse collection of services. The Resource Management Division is the executive division of the Department that oversees four functional divisions: Fiscal Services, Management Information Services, Revenue and Accounting. On the surface, our primary purpose is to provide financial and information technology services to the frontline public serving departments. However, we are also charged with the most paramount objective of a public agency; that is to provide prudent custodial services of publicly entrusted resources. Treasury, Debt Management, Budgeting, Internal Control, Property Control, Purchasing and Annual Financial Reporting are all examples of Administrative Services' responsibility to be the financial steward for the entire organization. Although many of services provided by the Department, including Payroll, Accounts Payable, Print Shop and Management Information Services, are provided in support of other City Departments, in some cases the Department serves the public directly. Examples of services provided directly to the public by the Department include: Licensing, Cashiering, Water Billing and maintenance of the City's Web Site. Accouh -ing Sta iing:.8;plus 3 FTE, "$669,360 General Accounting Payroll Property Control & Fixed Asset Tracking Audit Coordination Accounts Payable Debt Administration Financial Reporting Mgt. Information Services Staffing: 17 plus .5 FiE $1,885, 503 Computer Applications Support Telecommunications Geographic Information System PC Technical Support Network Management Database Management Cash Management Purchasing Warehousing & Inventory Control Printing & Reproduction Postal Services Remittance Processing Resource' Management Staffing:i3 $389,690 *, Budget Management Investment Management Internal Control *does not include Ackerman Scholarship fund 38 1 Revenue StafFng: 10 Plus 3 FTE.'- $745,922, Municipal Billing Intergovernmental Transfers Licenses Regulatory Permits Revenue Development Receivables & Collections ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Mission and Goals ■ The Department's Mission and day -to -day activities cover a wide range of functions for the ■ City. The Department's 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 budgeting, purchasing, vendor payables, property control, travel claims and employee reimbursements. However, it is ■ important for the Department's energy to focus 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 `0 0 E � 4 safety, liquidity, and yield, in that order. ■ ■ ■ To consolidate, develop, and maintain a dynamic, progressive, service oriented Management Information System for the City. This includes hardware, software, and ■ networking. It encompasses PC operations, Citywide "mainframe" applications, the Geographic Information System, and Telecommunications support. ■ ■ To maintain functional and cost effective payroll and benefit services. ■ ■ ■ To develop and maintain a revenue structure, including tax based revenue, fees, and charges, which is fair, equitable, and efficient. ■ ■ To provide appropriate municipal licensing and regulatory service as directed. ■ ■ To develop, operate, and maintain reliable and responsive accounts payable and municipal ■ billing /receivables systems. ■ ■ To provide thorough, accurate, timely, and award - worthy accounting and financial ■ reporting. ■ To provide responsive and cost effective centralized purchasing, contract administration, and fixed asset tracking services. ■ ■ ■ To ensure 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 dedicated work force through increased cross - training and other appropriate measures. ■ ■ `0 0 E � 4 40 Administrative Services (continued) Financial Services Every budgetary Division of the Department provides financial services in one capacity or another. Three Divisions composed of Fiscal Services, Revenue, and Accounting are the primary points of contact for our customers, while the Resource Management Division provides the executive, administrative and overall coordination of the Department as a whole. The core financial services include licensing, revenue development, tax administration, cashiering, treasury, billing, purchasing, accounts payable, payroll; inventory, fixed assets, budgeting, accounting, internal control, financial reporting and audit coordination. These vital services support the operations of all frontline Departments providing this City's broad scope of Municipal Services. Beyond the basic financial services, the Department also provides financial planning services that are critical to the City's financial stability and ultimately the City's ability to provide and maintain the high quality of municipal services our residents have grown to expect. Departmental personnel assist other Departments in budgeting, analyzing, and financing major equipment acquisitions and /or infrastructure improvements. Departmental personnel also manage the debt financing levels appropriately, balancing the financial burden across the service life of the improvements. The Fiscal Services Division is composed of four primary work groups: 1) Central Cashiering and Parking Citations Processing; 2) Print Shop Multigraphics; 3), Mail Room and Remittance Processing and, 4) Purchasing and Central Warehouse. Fiscal Services is a diverse Division of thirteen full and part -time . employees with primary support functions for the Administrative Services Department and the entire organization. The Division's activities include the purchase of materials, equipment and services for all City Departments. The Central Warehouse, located at the Corporation Yard is responsible for materials control management of inventory supplies used by numerous field crews of multiple departments. The Warehouse also assists in property control management and the disposal of surplus equipment. Central Cashiering processes all of the payments made to the City for a multitude of billing systems. In addition, Central Cashiering handles incoming telephone calls and difficult customer service situations regarding parking citations management. The Print Shop produces numerous duplicating and multigraphics jobs for an extensive number of customers and works diligently to produce the City's Comprehensive Annual Financial Report (CAFR) and both the Preliminary and Final Budget book sets. Mail Room functions include in- coming and outgoing US Postal mail, the insertion of all City billings and: remittance . processing of all City billings. The Revenue Division is responsible for overall revenue administration, including development, recovery, and analysis. This plays a key role in the City's ability to maintain consistent service levels. Staff members monitor proposed legislative changes that effect the City's revenue streams. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ They often take a lead role in mounting opposition against bills that have a detrimental impact on municipal services. Staff reviews existing State laws mandating a higher level of service on the City, and pursues reimbursement of the additional costs imposed by the State. As.local control over revenue streams has shifted to State and County agencies, Revenue staff's review of the accuracy of subventions from those agencies has increased. The recent Citywide consolidation of receivables management has increased efficiencies and expanded the Department's customer service responsibilities to its external customers - residents and visi- tors. Included in these customer services is the adjudication of all non - criminal actions taken by City Departments (e.g. parking and administrative citations). Revenue specific compliance. and allocation audits, license inspectors and other revenue enhancement measures ensure a level playing field for all taxpayers within each tax base. The Accounting Division acts as the financial historian for the City, accounting for and reporting the results of operation for a given period, and documenting the City's Financial" Position at each fiscal year end. Consequently, Accounting staff members are often utilized to satisfy information requests, analyze past operation results, as well as estimate the cost of future ventures. Budgeting is also a natural fit for this Division and is the home of most budget preparation. Although cities are not required to file an income tax return, cities are not exempt from many federal and state imposed excise tax filings and annual reports. In charge of City payroll and vendor payables, this Division also coordinates the tax reporting of compensation and benefits on behalf of vendors, employees and employee benefit plans. After the coordination of the budgeting, accounting and financial reporting processes, this Division then assumes the role as the audit liaison for all financial,. compliance and.grant related audits. Information Technology The Management Information Systems (MIS) Division, which is the largest Division in the Department, has the challenge of taking the lead not only for the Administrative Services Department, but also for the entire City in this critical area. The specific functions at issue involve every Division at the most fundamental level. ■ Information and communication technology is a fast moving, ever changing industry that the City must embrace and grow with in order to keep up with the demands of our Community and using Departments. This area of service includes administration of shared computer systems, Internet /Intranet access and firewalls; development and administration of the City's web ■ site; centralized database applications development and support, software training, and ■ personal computer purchasing, support and network administration. Network administration and support includes telecommunications and Wide Area Networking (WAN). The ■ Telecommunications section operates and maintains the City telephone systems, including City owned and operated pay telephones, and provides LAN and WAN support of hardware ■ and software components required to provide connectivity to all City remote sites. The MIS Division also supports a complex Geographic Information System designed to provide analysis ■ and mapping capabilities. 41 ■ ■ Administrative Services (continued) ■ The Future The Administrative Services Department continues to take the lead in providing »...• ._• Ope.stWi automation solutions and communications " services to all City Departments, the City Council, and members of the public. The City's core software product that pro - apa,p..i. vides budget, financial reporting, billing and „1 human resources data and information is Expenditures by Type scheduled for a significant upgrade. This upgrade will include replacing main hardware components as well. Older computers will be replaced with faster processing systems ca- pable of providing greater expandability. Upgrades to the MIS LAN /WAN infrastructure will continue and Document Imaging will be expanded further to include additional Departments. The Permits system will also be ex- panded to include City -wide citizen service request tracking capabilities. An interface with an Interactive Voice Response system will be developed and implemented. The City Geographic Information System is also under going some significant changes. Migration to ESRI's GIS software products is well underway. However, the effort to convert existing data to a compatible format is going to take some time. The MIS division is committed to providing enterprise solutions to all City Departments. Careful consideration is given toward developing open systems that are able to readily communicate and share information. The move is toward developing and implementing systems that are "user friendly ". This Division also maintains a strong commitment towards providing training and guidance to all City Departments in related information systems areas. fls.t Servk 18% tlanagem I rmation 5 63% 42 Expenditures by Division Resource wanagement Ac<ounttng 9% 5% n L)% 17% ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Service Indicators Budget Administered Warrants Issued Value of Payments Processed Checks Deposited Value of Currency Deposited Annual Payroll & Benefits Paychecks Processed Purchase Orders Multilith Impressions Printing & Binding lobs Mail Room Volume Municipal Statements Accounts Receivable Billings New Business Licenses Business License Renewals Dog Licenses Issued Marine Charter Perrnits Parking Citations Processed Administrative Citations Processed Ajudications City Owned Telephone Units Service & Repair Calls Average Monthly Calls 1997 -98 1998 -99 1999 -2000 2000 -2001 Estimated Estimated Estimated Projected $104,869,677 $111,597,688 $111,780,758 $130,575,040 20,750 19,130 19,500 19,500 $83,866,423 $75,584,018 $77,186,497 $77,200,000 198,680 231,537 229,400 230,000 $2,086,666 $1,729,353 $2,469,790 $2,480,000 $57,697,679 $59,773,219 $60,192,020 $62,855,368 24,407 25,000 25,000 24,000 831 840 875 825 4,718,513 4,484,541 4,750,000 4,507,333 4,903 4,862 4,950 4,471 615,394 622,000 625,000 454,107 200,000 205,000 207,000 200,000 - -- 37,400 38,000 38,000 2,650 4,100 4,500 4,750 10,500 10,500 11,000 11,500 4,000 3,000 3,000 3,500 1,500 1,500 1,500 1,400 72,000 75,000 75,000 75,000 0 280 400 450 - -- 2,050 2,100 2,000 675 700 700 735 1,575 1,675 1,675 1,840 45,000 47,500 50,000 53,500 1997 -98 1998 -99 1999 -2000 2000 -2001 Actual Actual Estimated Proposed* Salaries and Benefits $3,272,614 $3,494,837 $3,776,790 $3,566,447 Maintenance and Operations $ 995,477 $ 1,193,774 $ 1,192,278 $ 962,172 Capital Equipment & Debt Service $ 84,387 $ 73,865 $ 106,557 $ 68,700 Total $4,352,478 $4,762,476 15,075,625 $4,597,319 includes Ackerman Scholarship 3 4 Z C 4 Q 43 O � y y O O .� C7 4 M, 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. Technology at Work • Establish the School Resource Officer Program as an integral part of the intermediate and high school curriculum. • Promote attendance at our Citizen's Police Academy in furtherance of our overall Mission. • Increase the number of volunteers in the Volunteer's in Policing Program. • Continue to expand our efforts in the area of Crime Prevention. • Continue preparing for the annexation of Newport Coast, Bay Knolls and Santa Ana Heights. • Re- emphasize our commitment to Problem Oriented Policing as a departmental philosophy. • Continue implementation of the Countywide Fingerprint Identification System. • Continue the implementation of the Police Technology Grant as part of a multi -city consortium, including a substantial upgrade of our Mobile Data Computers. Continue our involvement in the review of City -wide projects, which may impact the level of service provided by the Police Department. • Assume responsibility and supervision of Police Vehicle Maintenance from the General Services Division. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ School Resource Officer Program The Police Department, in conjunction with the Newport-Mesa Unified School District has implemented the School Resource Officer Program on the campuses of three schools. Two full -time sworn officers have been assigned to provide a positive police presence on the campuses of Newport Harbor High School, Corona del Mar High School, and Ensign Intermediate School. This program will be a resource for the students and faculty in the area of criminal justice education, crime & violence prevention, and counseling. Volunteers In Policing Program The Department has successfully established a uniformed Volunteer in Policing Program. All of our V.I.P.'s have successfully graduated from our Citizen's Police Academy and are now contributing to our. community through this program. Volunteers are regularly seen in the City and at the Police Facility performing a variety of assignments that include: distributing crime prevention information, foot patrols, vehicle supply maintenance, data entry, records and front desk support, Economic Crime Detective assistance, and aiding with our Citizen's Police Academy. Strategic Information Technology Plan The new Records Management System (RMS) has been implemented and integrated with our existing Computer Aided Dispatch System. The new RMS provides greater and more efficient access to data from a variety of internal sources for all of our personnel. The Department is now utilizing our new Document Imaging System as one more component of our Strategic Technology Plan. We have now set our sights on implementing technology that will allow us to transmit documents between the Police Facility and our Patrol Units. This will allow us to increase the amount of time our officers are in the field and available to handle calls for service. 800 MHz Radio System The long anticipated conversion to the countywide 800 MHz Law Enforcement Radio, System has begun. The Irvine Police Department became the first city to convert to the new radio system in April of 2000. The target date for full implementation in Newport Beach is January 2001. The need for this new radio system continues to be urgent as the existing system, installed over 25 years ago, has deteriorated significantly. Annexation of Newport Coast and Santa Ana Heights The anticipated annexation of Newport Coast and Santa Ana Heights has resulted in an ongoing evaluation of law enforcement needs for those areas. We have increased our recruiting efforts in order to ensure we are in a position to begin hiring sufficient personnel to provide services to these areas without impacting service to the current city. 01 t x t t C ti Q 45 1997 -98 1998 -99 1999 -2000 2000 -2001 Actual Actual Estimated Proposed Salaries and Benefits $ 19,511,890 $ 20;020,339 $ 20,620,625 $ 21,266,386 Maintenance and Operations $ 3,764,793 $ 3,775,611 $ 3,984,942 $ 4,447,444 Capital Outlay $ 78,572 $ 132,363 $ 142,997 $ 63,931 Other Funds $ 33,335 $ 124,845 $ 297,597 $ 430,124 Total $ 23,388,590 $ 24,053,158 $ 25,046,160 $ 26,207,885 Sworn Personnel 134 135 138 138 Non -Sworn Personnel 78 81 81 83 Total Personnel 212 216 219 221 01 t x t t C ti Q 45 y o m C O M Police (continued `Chief of Police Staffing: 10, plus .4 FTE $1,217,145 Professional Standards D.A.R.E. Media Relations Environmental Services Community Relations Legal Affairs Crime Prevention Citizen's Academy Patrol. -,_ $10,186,397 Watch One Watch Two Watch Three Jail Unit S.W.A.T. Bicycle Unit Canine Unit Disaster Planning Helicopter Section Volunteer Program Reserve Officer Unit Hostage Negotiation Unit Resource Distribution Traffic Staffing 30, plus 4.9 FTE $3,226,169 Traffic Services Accident Investigations Motors Parking Control Crossing Guard Traffic Education Animal Control Special Events Planning Staffing: 51 plus' 6.7 1, s $61415,796' Alarms Officer Communications Video Unit Property Unit Personnel Unit Polygraph Unit Fiscal Services Records Section Training Section Range /Armory Computer Systems Planning /Research Facility Maintenance Electrical Equipment Repair Fleet Maintenance Detectives Staffing:, 43 .plus 'j FTE ' $4,732;254 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 Auto Theft Task Force (OCATT) School Resource (Figures do not include Asset Seizure or other grant funds) The Police Department Is currently comprised of the Office of the Chief of Police and three Divisions: Support Services, Patrol/Traffic, and Detective. Under the direction of the Chief of Police, Bob McDonell, each division is headed by a Captain. Included in the Support Services Division are many items that pertain to the entire Department, such as building maintenance, utilities, office equipment, uniforms, training, dispatch, records, etc. Of the Police Department's total budget, 83% is devoted to personnel related costs. Of those personnel costs, approximately 81% are 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. vas 35 Oet¢aire RAW 2e% wwd 5 M.S 24% T.Mc 12% pport S Wn 4% ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Recruiting for our Community's Future Service Indicators 1997/98 1998/99 1999/2000 2000/01 Actual Actual Estimated Projected ** Part One Crimes* 2,972 2,876 2,603 2,356 Adult Arrests 2,954 3,029 3,132 3,238 Juvenile Detentions 443 452 462 470 Crime and Miscellaneous Reports 8,794 8,810 8,826 8,835 Calls for Service 64,680 55,693 55,470 .55,248 Domestic Violence Cases Investigated 224 181 165 151 Number of Cases Assigned for Investigation 4,902 4,730 4,628 4,526 Number of Cases Assigned Per Detective 327 338 349 361 Value of Property Recovered 2,683,376 2,423,185 2,188,223 1,975,165 Field Interviews Conducted 91792 9,435 9,091 8,763 False Alarms Handled 51928 6,234 6,555 6,897 Animals Impounded 607 584 562 540 Animal Control Citations Issued 1,130 686 906 727 Fatal Traffic Collisions 8 1 4 4 Injury Traffic Collisions 514 467 476 441 Property Damage Collisions 1,136 1,201 1,270 1,342 Moving Citations Issued 7,840 10,340 8,297 8,778 Non-hloving Citations Issued 2,669 3,713 2,614 2,559 Parking Citations Issued 68,133 72,711 77,597 82,796 . *Due to re- evaluation we now include all Part One crimes not just the seven major crimes. Part One are the eight most . serious crimes (homicide, forcible rape, robbery, aggravated assault, burglary, larceny -theft, auto theft and arson) as defined by the FBI in the Uniform Crimes Reports.. . ** Straight Line Projection .. .. . C � r0 47 tL of �a y t C 4 M Fire To reduce the loss of life and property from fire, medical and environmental emergencies through education, hazard reduction and response. The Newport Beach Fire Department is responsible for reducing the loss of life and property from fire, medical and environmental emergencies. The Department's 123 full -time employees and over 170 seasonal employees provide 24 -hour protection and response to the City's residents and visitors. PRIMARY GOALS • Identify and reduce fire and environmental hazards that may threaten life and property. • Provide a safe, effective and expeditious response to requests for assistance. • Develop an adequately trained work force to effectively perform their duties. • Participate in the community development planning process to improve fire and life safety. • Encourage department personnel to assume leadership roles in the organization. • Plan for response to natural and man -made disasters that affect the community. Educate and.train City employees and the community to assist them in maintaining a safe environment. Educational demonstration during Public Safety Day ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Training and Education ■ Department members provide safety instruction and training to school age children every year ■ through the Junior Firefighter, the Junior Lifeguard, and Lifeguard Cadet programs. The Department has continued a joint education program with the Costa Mesa Fire Department ■ called 'CPR in the Schools, Working Together to Save Lives." Department personnel provide CPR and other safety instruction to over 700 Newport -Mesa high school Safety Education ■ students in the local high schools. ■ Educational efforts are also focused on continual training of Department personnel using a combination of classroom instruction and field drills. Through a new partnership with Santa ■ Ana College, the Fire Department has become one of the few agencies in Orange County to ■ recover some of the costs of continued, on- the -job training. As a member of the Central Net Joint Powers Agreement, Newport Beach Fire personnel consistently receive the highest scores ■ in the training classes held there. ■ The very popular Public Safety Day Open House held during Fire Prevention Week each fall gives Department Personnel the opportunity to closely interact with the public and demonstrate ■ many skills that have been developed through extensive training. ■ Disaster Preparedness ■ El Nino /La Nina and the Y2K problem have passed with the move into the new millennium. Violent Solar Storms are predicted to strike sometime between now and January 2001. These ■ storms may cause problems worse than the 1989 storm that knocked out electricity to 6 ■ million people in Quebec or the smaller storm that brought down the Galaxy 4 satellite, halting news transmissions and pagers across North America. Concerns about weapons of mass ■ destruction have begun to grow. These could include nuclear, chemical, or biological weapons aimed at causing harm to the general population. The Fire Department is closely following ■ trends in this field, as well as Federal efforts to educate local, state and federal emergency responders. ■ As such, Disaster Preparedness has moved to the forefront in the minds of the community, ■ safety officials, and City staff. Within the Fire Department, the Disaster Preparedness Coordinator has been busy updating the City's Emergency Management plan, developing and implementing ■ disaster training for City employees, which includes SEMS Training (Standardized Emergency Management System), and assisting City departments with the development of their disaster ■ operation procedures. The City's Emergency Operations Center (EOC) has undergone a ■ considerable upgrade. Department Operation Centers have been upgraded and improved where appropriate. Training for our residents is off and running with the completion of our first ■ Community Emergency Response Team (CERT) Academy. This continued development of the community's disaster preparedness efforts would aid the residents of Newport Beach should an ■ area -wide disaster strike. ■ To bring all of the components of emergency preparedness together, staff is preparing an emergency exercise that will take place in the fall of 2000. ■ Events like the World Trade Center Bombing, the Tokyo Subway incident, the Oklahoma City ■ bombing, and the attack at Columbine School, send chills through the population. The Fire Department is committed to ensuring that even during disasters, the City will operate efficiently ■ and provide the highest level of service to the community. ■ ERI S O O i7 t N LX O LX O 50 Fire (continued Under the direction of Fire Chief Timothy Riley, the Fire Department is divided into four divisions: Safety Operations, Training, Fire Prevention, and Administration. Of the Department's full -time personnel, 89% are assigned directly to the management and delivery of emergency services. Fire Chief Safe,y.Qperations (<; Staffing.'. 105 5 557 682. Ocean Safety Beach Rescue Dive Team Rescue Boat Fire Suppression EMS Response Hazardous Materials Response Hazardous Situation Mitigation Fire Prevention Inspections Training Staffing 4 $1,183; 783..' Fire Training Lifeguard Training Junior Lifeguard Program Lifeguard Cadet Program Community Education Public Information Disaster Preparedness Emergency Management C.E.R.T. Program Ad'mnistratitin Staffmg , 8:5' $862,452 Apparatus & Equipment Communications Budgeting Mapping Facility Management EMS Management Purchasing and Procurement Fire Preventi on Staffing ,5 $647,579. S 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 The majority of the Fire Department's budget is funded through General Tax 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, the Fire Medics program, and the Junior Lifeguard program. CERT volunteers develop rescue skills under the supervision of Newport Beach firefighters ■ ■ ■ The Fire Department budget is divided into six specific budget programs: Administration, ■ Emergency Medical Services, Fire Operations, Fire Prevention, Lifeguard Services, and Training and Education. A total of 79 % of expenses incurred are direct cost for providing emergency ■ services. ■ Expenditures by Budget Program: ■ ■ Lifeguard Services Administration 14% 5% ■ Training and Education 7% Brergency Medical Services ■ 6% ■ Fire Reverroon ■ 4% Flre Operations ■ 64% ... ■ ■ ■ ■ ■ ■ ■ 52 Fire ■ ■ continued) ■ Service Indicators 1997 -98 2000 -2001 Actual Fire Responses 238 Medical Responses 3,740 Fire Medics Membership 5,300 Water Rescues 7,014 Lifeguard Medical Aids 4,941 Boats in Distress 42 Preventative Actions 156,019 False Alarm Responses 489 Other Public Assists 727 Public Education Hours 375 Fire Inspections 7,500 Beach Attendance 11,614,000 * New disaster services coordinator added ** New fire inspection implemented 1998 -99 1999 -2000 2000 -2001 Actual Estimated Projected 260 353 370 3,828 4,165 4,200 5,415 5,478 5,500 4,547 3,833 5,000 4,805 4,713 5,000 45 55 60 127,339 84,738 100,000 475 180 170 700 696 750 450 * 550 550 6,216 ** 6,173 6,000 8,923,429 8,838,850 9,000,000 Prevention, Hazard Reduction, and Response: The Department's fire inspectors work in conjunction with the City's Planning and Building Departments to ensure that all new construction and remodels are built in compliance with the local and State building fire codes. This includes adequate exiting and built -in fire protection. 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. Recently, the Fire Prevention Division began an extremely labor intensive project — the design of a new fire inspection program. This program tracks approximately 6,200 businesses where inspections are conducted annually. The Annual Weed Abatement and other Nuisances Abatement program along with the Urban Wildland Interface properties are also included in the inspection database. The database maintains a history of inspection dates, violation notices, permits, fire protection system Information, and other various data. The ability to maintain history on a property is invaluable as problem areas are then easily identified. The inspection program also has the ability to generate a permit form, which is issued to the business for posting. The permit tracking will create consistency among businesses in the City when issuing permits and invoicing permit fees. This system will ensure the fair and consistent application and enforcement of those laws and municipal codes that have been deemed necessary for the protection of life and property In the City of Newport Beach. The Fire Prevention Division is currently in the process of converting the entire paper filing system through a document imaging process. Fire Prevention's current paper files contain inspection records, violation notices, hazardous materials disclosure information, permits, and various other correspondences. All of this data will be available by electronic retrieval to all City personnel and to the general public for review. The document imaging process will virtually eliminate paper filing. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Annually, Newport Beach firefighters respond to over 5,000 requests for emergency assistance ■ and Newport Beach lifeguards make approximately 5,000 rescues along with over 100,000 beach related preventive actions. Firefighters and paramedics respond from six stations ■ throughout the City and the lifeguards respond from towers, trucks and boats. ■ 2000 -2002 Emphasis ■ The past saw fire suppression as the primary focus of fire agencies throughout the county. Rapid growth during the sixties and seventies led to an equally rapid growth in the number of ■ fire stations and firefighters. ■ Today, the Newport Beach Fire Department places an added emphasis on emergency medical services, fire prevention, lifeguards, and the training and education of those who serve as ■ well as those to be served. This is the expanded level of service Newport Beach citizens have grown to expect. ■ The Newport Beach Fire Department of today and tomorrow is leading the charge to shed the ■ stereotypes of the past and embrace the changes that will enhance the delivery of public safety services. ■ The merger of the three disciplines, fire, EMS, and lifeguards, under one operational division ■ is paying off in improved field services on all types of emergencies. Joint training activities on air /sea rescue and medical emergencies are delivered in a new and efficient atmosphere of cross - discipline, cooperation and coordination. The Fire Department is well positioned to build on past successes and to meet the future demands of a unique community. ■ A successful paramedic program has been enhanced with the addition of a third full paramedic ■ unit. Improved response times, an increased depth of Paramedic /Ambulance flexibility, and a decreased reliance on outside ambulances is providing great returns for the citizens and ■ visitors in Newport Beach. ■ A successful fire prevention program will be expanded into other injury and damage prevention programs. We will find ourselves delivering educational programs on such topics as injury ■ prevention, healthy cardiac living, and environmental protection starting in the home or business. ■ Population, both age and location shifts, as well as the commercial /industrial shifts that will ■ continue within the service area of the Newport Beach Fire Department, will test our ability to adapt to changing needs. It is important for us to continue to reevaluate the needs of the ■ community as it changes, and reevaluate the services we provide. This will help us optimize the manner in which we deliver the emergency services we have available. ■ ■ ■ ■ ■ ■ ■ ■ Newport Beach Fire Department "We Take Care of People." 53 Plannin ■ ■ ■ c0 Plan and manage the development or use of land, and provide the highest level of customer service consistent with law, policy and community goals. ■ ■ ■ ■ Budget Highlights ■ The Planning Department operates under the supervision of the Assistant City Manager ■ and the Planning Director. This year's budget of the Planning Department does, however, reflect the fact that funding for the Assistant City Manager is now within ■ the City Manager's budget. Other modest increases are in parts of the operations ■ budget, due to higher publishing costs and the continued higher caseload the Department is experiencing. Other than these differences, the Planning Department ■ budget represents no significant changes from last year. ■ 4 • Process all plans and permits in a friendly, efficient, accurate and timely manner. ■ � m E • Enforce standards specified in all applicable planning, zoning and development ■ 4` laws. ■ • Maintain and implement the various elements of the City's General Plan. . • Support EQAC's efforts in the EIR review process. ■ • Maintain and implement the City's economic development policies and programs. ■ This Year's Objectives ■ • Continue implementation of the Peninsula Revitalization Program: • Implementation of the Parking Management Plan ■ • Coordinate with the Public Works Department on design, financing and ■ construction of the Balboa Village Streetscape Improvement Plan. • Improve Code Enforcement in the following areas: ■ • Sign Code violations • Use Permit conditions of approval • Complete or achieve measurable progress in the priorities of the Economic ■ Development Committee: ■ • Encourage hotel development • Adopt new Sign Code regulations. ■ • Plan for Airport Area revitalization and re -use ■ • Continue work on long -range strategic planning, and include EQAC in the process to ensure quality of life issues are addressed ■ • Process entitlements for major development proposals, including: ■ • Newport Banning Ranch • Koll Center Office ■ 54 1 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Planning /Atlmmietratlon Staffing -s13, "lus`i5 Tem P 184; 318" , Planning Commission Environmental Quality Affairs Committee Advance Planning Current Plans & Projects Plan Check Environmental Review GIS /Data & Demographics Regional Planning Activities Code Enforcement 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: ■ 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 planning activities and Community Development Block Grants (CDBG). ■ The following chart illustrates department expenditures by function. ■ Planning D*arhneM FVenditums by Function: ■ ■ Admi0adon &Wrric Dwebpnent 2% dedoll ■ ■ ■ ■ ■ Adv MR" 16°h ■ ■ ■ ■ ■ ■ ■ •p137�%� 23% ada blb xerret 14% � o L N 'LZ O tw t v Q 55 1997 -98 1998 -99 1999 -2000 2000 -2001 Actual Actual Estimated Proposed Salaries and Benefits $ 1,084,814 $ 1,146,064 $ 1,253,067 $ 1,248,113 Maintenance and Operations $ 107,487 $ 112,466 $ 319,029 $ 290,929 Capital Outlay $ 14,759 $ 17,197 $ 11,500 $ 11,500 Total $ 1,207,060 $ 1,275,728 $ 1,583,596 $ 1,550,542 � o L N 'LZ O tw t v Q 55 ■ Building Ensure the health and welfare of the residents and visitors of Newport Beach by • $ regulating the construction, use, and occupancy of buildings. y Budget Highlights The Building Department is responsible for reviewing construction drawings and inspecting building construction to verify compliance with minimum building safety standards required by local and State construction codes. The Building Department budget is divided into three sections: Administration, Plan Check/Permits Services, and Inspections. An adjustment to this ■ budget will be made to provide additional funds for additional staff to service a fifteen percent increase in City building inventory after the annexation of Newport Coast, Bay Knolls and Santa Ana Heights. ■ Maintain a management system that effectively and efficiently utilizes resources to achieve the mission of the organization. . 0. Implement enhancements to the "Permit Plus" permit tracking and processing system. • Continue the development of interpretation and policy manual. Continue to look for ways to improve service delivery to our customers. • Encourage and facilitate staff continued training and education to effectively and efficiently perform their duties. • Incorporate a quality assurance component into each department activity. t • Process all plans, permits and inspections in a friendly, efficient, accurate and timely manner. • Enforce Building and State mandated standards, including related provisions of the Newport Beach Municipal Code. ■ • Achieve consistency in plan review and interpretations by plan check staff and outside ■ consultants through a quality control program. Utilize technological advances to make customer dealings with the Building Department • more efficient and convenient. i • Automate scheduling of building inspections by implementing an Interactive Voice Response system (IVR). ■ • Provide access to Building Department records through the Internet. ■ • Achieve consistency in inspections and interpretations by inspectors through staff training . and interaction. 56 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Customers can check the project status at the self -help computer. The Building Department ensures the health and welfare of the residents of Newport 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 the efforts and the collaboration of building code officials and key segments of the construction industry. The Building Department ensures that the standards set by these codes for construction are met through plan review, permit issuance and on- .site inspections. The Newport Beach Building Department was a key member of the uniformity effort to develop a uniform set of codes throughout Orange County. m ° t a N % �f � 0 d � t � x 57 Building (continued) Plan Check /Permits Services process applications for construction -f i permits and associated drawings and perform plan review to make sure a s:k project meets code requirements and is safe before construction starts. i This is accomplished by reviewing construction documents for code compliance for structural, architec- tural, grading, and fire safety as shown on submitted plans. This ser- vice saves the builder from costly changes that could be made during wan Check engineer reviewing Plans 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. Inspection ensures that *a construction projects conform to the approved plans as well as the various - building codes and local ordinances and that the site conditions are as represented on the plans submitted to the City. Consumers benefit from this diligent work by being provided with a well- trained third party to oversee the work being provided by their contractor and ensure that the code prescribed minimum level of safety and workmanship is Building Inspector at work maintained. This division is also responsible for conducting Residential Building Record (RBR) inspections at the time of sale for all residential buildings. In an effort to be as efficient and productive as possible, the inspectors utilize a handheld computer system that they take with them in the field. The inspectors input and maintain all records electronically, which keeps our records accurate up to the current day and gives the inspector access to current information while in the field. This technology has helped to maintain a high level of proficiency in the face of record levels of construction activity within the City. ■ ■ ■ ■ ■ ■ ■ s ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 1997 -98 1998 -99 1999 -2000 2000 -2001 Actual Actual Estimated Proposed Salaries and Benefits $ 1,436,985 $ 1,736,227 $ 1,800,879 $ 1,911,201 Maintenance and Operations $ 377,488 $ 494,322 $ 455,482 $ 436,888 Capital Outlay $ - $ - $ 12,678 $ 22,725 Total $ 1,814,473 $ 2,230,549 $ 2,269,039 $ 2,370,814 .rrr rrr ,r rrr rrr 111 m � 2,500,000 d :4 I fllI" 10 1,500,000 0 t•- r rTi r ll rr rrr Building Department Expenditures by Function Plan Check / Penrvl Processing 38% Administration 13% Building Department Revenue Inspection 49% 9394 94-95 95-96 96 -97 97 -98 98-99 99 -20W 2000 -2001' 'Estimated Revenue Fiscal Year z z L 4 Q m 's m E � 59 ffel General Services ■ p C � v Al 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. • Maintain high levels of Citywide cleanliness . • Expand management, technical, and safety training rp CN Investigate methods of increasing employee productivity ■ 4 0 Empower employees with greater responsibility • Continue reforestation program . • Maintain an electric vehicle program funded by grants and subvention funding • Improve disaster preparation and coordination • Continue to assess the privatization of services • Seek options to achieve 50% recycling of the solid waste stream . • Implement pilot team building program • Maintain expedient graffiti eradication Budget Highlights ■ Given the opportunity to moderately improve staffing levels during the previous two years, the General Services Department is prepared to meet the challenges of growing service requirements in Fiscal Year 2000 -01. r The proposed budget addresses urgent staffing needs such as a Recycling Coordinator /Refuse Inspector and an additional Equipment Operator I in the Beach and Storm Drain Maintenance Division. These additions to current staffing levels are made in conjunction with other Depart- ment reorganization efforts to increase efficiency and streamline areas of responsibility. The Department will focus on facility maintenance using a reorganized Facility Maintenance Division wherein the maintenance and repair personnel are co- located to ensure coordination and accountability. In addition, responsibility for the maintenance of nine Community Services facilities will be transferred to the Community Services Department in FY 2000 -01. As a result, the Building Maintenance Division will lose one Building Maintenance Worker II, one truck, and ' associated M &O funding to the Community Services Department. ■ The new Equipment Operator I position will be dedicated to the Beach Maintenance /Storm Drain Division. Although the Equipment Operator I is a new position, it will be funded by salaries and benefits transferred from a portion of three vacant positions in the Parks and Trees Division. The remaining salary savings from the vacant positions (approximately 1.5 positions) will fund additional contract services for parks maintenance. This is consistent with Council direction to privatize parks maintenance through personnel attrition. A significant Department accomplishment in Fiscal Year 1999 -2000 was the continued suc- cess of an alternative fuels program. Three electric vehicles were added to the existing fleet of 17 and the proposed budget includes a request to lease an electric truck for use by the Recreational Services Division. All vehicles in the program have been and will continue to be funded with AQMD Subvention funds. The City is entering its third and final lease year on 17 of ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ the 20 vehicles which includes 12 Honda EV Plus' and 5 Toyota RAV- 4's. It is likely that staff will pursue extending the leases foran additional one -year term before the leases ex- pire in July 2001 in order to maximize capital outlay costs from the pur- chase and construction of charging stations for each electric vehicle. As a result of significant vehicle replacements and purchases that have been made in recent years, staff anticipates a reduction of equipment maintenance expen- ditures. During the past three years, the majority of the City fleet has been replaced, or in some cases leased with maintenance included, thereby reducing maintenance costs. Beach Maintenance Crew In summary, while the Department is faced with growing maintenance responsibilities as large open space areas and annexed sections are acquired, we intend to continue the current high maintenance standards. Resource Distribution The General Services Department is comprised of the following nine divisions: • Administration • Facility Maintenance • Field Maintenance • Operations Support • Refuse • Parks Maintenance • Street Trees • Equipment Maintenance • Equipment Replacement Administration Number of Personnel: 5 Proposed Budget: $483,906 Facility Maintenance Field *k Number of- Personnel:' 7 Number of Proposed BudI get: '$780,801 Proposed ".BU( Operations Support Number. of Personnel: 6 Proposed Budget: $581,002 rar�cs r�a�ncenance Number of Personnel: 15 proposed Budget: $2,496,4 Refuse Number of Personnel: 32 Proposed Budget: $4,419,544 Street Trees Number of Personnel: 2 Proposed Budget: $653,25t, Equipment Maintenance Equipment Replacement Number of Personnel: .13 Number of Personnel: 0 Proposed Budget: $1,348,759 Proposed Budget: $1,942,100 TOTAL $16,513,223 119 Positions � C N O 61 General Services (continued) Costs Distribution by Division: Equipment Maintenance 10% Street Trees 4% Pa 1! Admin. 3% Equipment Replacement Facility Maintenance Refuse 25% eld Maintenance 23% peiations Support 3% All the General Services Department Divisions are funded from General Fund revenue, with the exception of the Equipment Maintenance and Equipment Replacement Divisions, which are funded by an Internal Service Fund (ISF). Each City department, including General Services, which uses vehicles and equipment pays maintenance and replacement costs to the ISE Departments are assessed a monthly rate for each piece of equipment they utilize. The proposed budget of $3.58 million includes $1,942,100 for new vehicle purchases of which nearly 33% ($635,000) will pay for outstanding loans on new or previously purchased items. The only revenue source for the Department is a monthly recycling surcharge, which produces approximately $700,000 annually. The surcharge revenue pays for expenses directly related to the recycling of residential solid waste collected by City crews and other recycling programs. 62 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ i ■ / ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ G G °a Q 63 General Services (continued) Meeting the Challenge In previous years, Department staff has demonstrated the ability to respond to growing service needs with greater efficiency and productivity in light of funding constraints and a shrinking work force. This productivity and degree of efficiency is described in the proceeding Department Service Level Indicators table. After a year of reorganizing and filling much needed staffing positions, the General Services Department confidently looks forward to addressing the challenges of FY 2000 -01. One key challenge is meeting State solid waste diversion mandates for the year 2000. The Department will continue existing recycling efforts and proposes to implement a monitoring program for commercial hauler and demolition contractor activities to ensure that the City recycling goals are met. After years of deferring facility improvements due to budget constraints, the Department will focus on facility repairs that address functional as well as aesthetic needs. A reorganized Facility Maintenance Division will effectively meet this challenge while addressing additional service maintenance needs associated with the proposed construction of new facilities in FY 2000 -01. Park Maintenance responsibilities are expected to increase significantly in FY 2000- 01 with the construction of Arroyo Park and the proposed donation by the Irvine Company of 100 acres of open space. Staff will continue its focus on privatizing these and other new parks maintenance needs. The General Services Department anticipates a year of stability in FY 2000 -01, during which we will .continue to provide cost effective services that are competitive with private enterprise while continuing to provide a high level of service which resi- dents, the business community, and other City departments have grown to expect. CM1 ■ ■ ■ a ■ ■ a ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Service Indicators Public Restrooms Serviced City Restrooms Serviced City Facilities Serviced Street Patching (tons of mix) Sidewalk Repair (square feet) Curb & Gutter Replacement Street Sweeping (miles) Beach Cleaning (tons of refuse) Regulatory Signs Posted Street and pavement marking (feet) Graffiti Incidents Refuse (number of homes) Refuse Collected (tons) Number of Parks Maintained Number of Trees Trimmed ** Number of Vehicles Serviced 1997 -98 Actual 52 92 67 2,403 36,055 3,162 46,797 7,050 5,411 333,686 2,929 26,700 39,967 44 7,793 6,156 1998 -99 Actual* 53 92 67 3,200 59,645 2,108 46,797 2,563 4,303 341,162 3,544 27,000 39,661 45 11,047 6,850 * FY 97 -98 Maintenance activities affected by El Nin "o storm response efforts. ** Tree trimming projections include City staff and contractual efforts. 1999 -2000 Estimated 53 93 67 3,700 65,000 2,500 48,000 3,000 5,000 350,000 3,500 27,000 40,230 46 11,600 6,850 Carpenter Shop 2000 -2001 Projected 54 93 68 3,900 65,000 2,500 53,000 4,000 5,000 350,000 3,500 27,000 40,230 47 11,800 6,900 r, C R 4 C4 65 a ++ o � H .Z t9 a communi Services To meet the essential needs of all individuals of the community by providing a range of quality library, recreational, cultural and senior services. Budget Highlights In the 2000 -2001 budget year, Community Services staff will continue to maximize resources through an interdepartmental approach to service and through the coordination and utilization of the talents of individuals and groups in the community. To maintain quality services, the Department uses a large number of part-time employees and the dedicated services of 'a corps of volunteers. City funds are augmented by the support from the Friends of the Library, the Newport Beach Public Library Foundation, Literacy Advisory Council and the Friends of OASIS; grant funding; donations from local service clubs; in -kind services from businesses; and maintenance services for City playing fields by the youth sports groups. ■ ■ ■ ■ ■ r ■ ■ ■ ■ r ■ ■ ■ ■ ■ Martial arts classes are among myriad of Recreation services r contract courses. ■ • Maximize the synergy of the Arts, Library, Recreation, and Senior Services functions to ■ enhance community services, and the City's cultural and intellectual core. • Meet the informational, recreational, and cultural needs of diverse audiences in the com- munity through the Central Library and branch libraries. • Provide a broad range of recreation and leisure opportunities for all ages and programs of r cultural 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. ■ Recreation 27% Admin Arts & Cultural Seniors 5% 2% ■ ■ ■ ■ ■ ■ ■ ■ 1 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Library Services Senior Services Staffing;'36 FT; 23 13 FTE'. Staffing.;5,FT;;O 10 FTE' . S 4.573:678 * e aaa_ssn Information & Reference Services Youth Services Central Library and Branches Literacy Services Support for Board of Library Trustees Friends of the Library Newport Beach Public Library Foundation Recreational Programs /Educational Classes Noontime meals Transportation Program Human Services Special Events Friends of OASIS OASIS Garden Club • Includes debt service and Ackerman Fund ■ The Community Services Department offers a diverse range of public services that form the spine of the ■ City's social infrastructure. Four service divisions operate through inter - department cooperation, under the direction of the Community Services Director /City Librarian. Three City Council- appointed boards/ ■ commissions play critical roles in service provision. The Administrative Services Division consists of the Department Director, the Administrative Assistant, ■ a part-time Fiscal Clerk, and Media and Graphics Specialists who create the Newport Navigator and other promotional materials. ■ The Arts & Cultural Services Division supports the City Arts Commission, Newport Beach Arts ■ Foundation, Sister Cities Association and the Newport Theatre Arts Center. Activities include art exhibitions and cultural events. The division budget also funds the Cultural Arts Grants, awarded annually by the City . Arts Commission. The Library Division provides library service under the direction of the Board of Library Trustees. The ■ library responds to customer demands for informational and recreational resources in print, electronic and audiovisual formats. In addition, it offers a diverse range of adult programs, children's storytimes, ■ events for school -age children, the annual Distinguished Speakers Lecture Series and other cultural and intellectual activities. ■ The Recreation Division offers a broad array of programs for youth and adults, including year -round ■ sports leagues, seasonal swim lessons, and classes for lifelong learning. Some 150 contractors provide class instruction, while part-time lifeguards and recreation leaders support sports and leisure activities. ■ The Senior Services Division coordinates a variety of services related to education, recreation, advocacy, health, nutrition, counseling and support functions for seniors. A staff of three gerontology professionals ■ coordinates OASIS Senior Center programs to enrich the lives of older adults and their family members. ■ ■ d N 0 67 I ■ ■ Community Services (continued) . The Central Library's Teen Center is dedicated to meeting academic, social and leisure reading needs of 7'^ through 12'" graders. While Community Services programs feature many direct, one -on -one services, technology enhances and expands the services of department staff. The quarterly Newport Navigator informs residents about each division's services and available fee -based activities. Arts & Cultural Services Division provided cultural programs, City Hall and Central Library art exhibits, a Newport Beach International Film Festival seminar series, a juried Photography Exhibition, and two juried art shows. Library Division, underthe direction of the Board of Library Trustees, provides library services to the community with an emphasis on excellence. The library completed a retrospective development of the specially funded literature collection. Purchases included books, books on cassette, books on CD and electronic databases. The Young Adult area in the Central Library was redesigned and a young adult librarian was hired. In FY 1999 -00, the Board of Library Trustees, library staff, and community members participated in service planning entitled Commitment to Excellence: Library Services 2000 -2005. In FY 2000 -01, the library will target goals established by the Task Force. Recreation Division staff worked with the Parks, Beaches & Recreation Commission to complete planning for Arroyo Park and Bonita Canyon Sports Park. Adult and youth sports programming continued to grow. Adult basketball, softball, and volleyball leagues included over 775 registered teams. City youth sports attracted over 800 children. Over 270,000 participants attended recreational activities. City playground refurbishment yielded safe, updated playgrounds for Newport Beach children. Senior Services Division provided for older adults' evolving needs and developed intellectually stimulating activities. The Health Fair incorporated a fitness component to address preventative health issues. Computer courses and a networking group kept seniors up -to -date with new technology. Creative writing, Foreign Policy discussions and Orange County history courses provided options for seniors to execise mental faculties. 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 30% of the Department operational budget, 85% in Recreation Services. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Salaries and Benefits Maintenance and Operations Capital Outlay Debt Service Total Expenditures General.Tax Revenue Fees for Services Intergovernmental Reimbursements Other Miscellaneous Revenue Total Revenue - Personnel _ $ 3,517,180 $ 3,955,962 $ 4,177,048 $ 4,514,014 $ 2,406,437 $ 2,495,837 $ 2,496,875 $ 2,236,965 $ 32,140 $ 247,224 $ 110,373 $ 28,500 $ 588,685 $ 584,085 $ 560,885 $ 562,223 $ 6,544,442 $ 7,283,128 $ 7,339,181 $ - 7,341,702 $ 4,236,651 $ 4,912,077 $ 4,708,316 $ 4,711,102 $ 1,465,594 $ 1,439,365 $ 1,536,577 $ 1,536,600 $ 334,455 $ 423,277 $ 491,887 $ 492,000. $ 507,742 $ 508,409 $ 602,401 $ 602,000 - 91.27 FTE 91.27 FfE ■ 1998 -99 ■ 2000 -2001 ■ Actual ■ Projected ■ Service Dedicators ■ Art exhibits & juried shows $40,000 Cultural grants awarded ■ $40,000 1,430,000 Library circulation of materials ■ Customers served 915,000 Reference questions asked ■ .. Programs ■ Recreation .: ■ Special Events Permits 16,900 Facility Rentals ■ .. Rec Program Attendance 353 Co- sponsored youth org ■ 330 375 Senior prograr s /classes ■ Client services 271,000 Transportation services ■ Referral services Some 70 gardeners coax growth from the earth at OASIS -- one of the many ways seniors enrich their lives at the Corona del Mar center. 1997 -98 1998 -99 1999 -2000 2000 -2001 Actual Actual Estimated Projected 20 20 20 20 $40,000 $40,000 $40,000 $40,000 1,430,000 1,240,000 1,300,000 1,400,000 915,000 775,000 625,000 899,250 181,000 183,000 185,000 201,650 16,900 16,300 17,500 19,075 353 314 322 330 375 395 410. 440 271,000 272,000 279,859. 285,000 128,900 132,500 141,594 143,000 65,400 65,500 66,000 67,000 10,500 .9,400 9,500 10,000 12,800 10,260, 11,000 12,000 14,890 13,269 14,000 14,000 c e �a Q �a C +' o m � O 4 Public Works To provide quality, cost effective public works and services to the community of Newport Beach. • Meet the current and future needs for infrastructure, services and resources for the citizens and visitors. • Coordinate the implementation of Capital Improvement Program projects. • Provide the City a safe and reliable water supply. • Operate and maintain the City's water, wastewater, traffic signals, parking meter, and street lighting systems in an efficient and innovative manner. • Provide outstanding customer service to the public, other departments, and agencies. • Promote team spirit and pride through our actions and activities. • Encourage continuous employee assessment and development programs. • Facilitate the flow of information by maintaining a records management system. Department Organization The Department of Public Works is responsible for the design and construction of the City's roads, intersections, bridges, sidewalks; storm drains, and parks. Water is delivered to the tap, wastewater is transported for treatment, streets and beach parking lots are made safer with lighting, and public property is protected from encroachment. Public Works adds quality and safety to our lives through the use of traffic signals, signage, and pavement maintenance. The Public Works Department has four divisions: Administration, Engineering Services, Transportation and Development Services, and Utilities. Administration provides overall support services for the Public Works Department. Areas of responsibility include: centralized clerical services, records management, purchasing, contract management, customer service via email, phone, or front counter, budget administration, preparation of Capital Improvement Program budget manual, personnel administration, and administration of oceanfront encroachment permits. Engineering Services is primarily responsible for the Capital Improvement Program, including the 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. r ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 70 � ■ ■ ■ ■ ■ ■ ■ ■ ■ Transportation and Development Services is responsible for traffic engineering, transportation planning, subdivision engineering, Geographic Information Systems (GIS), traffic signal system, parking meter operations, Underground Assessment Districts, and permit processing. This division provides support services to most other departments and works closely with the Building and Planning Departments to coordinate the processing of all building, land use, and development activities in the City. ■ Utilities Services is responsible for the operation of the water, wastewater, electrical, oil and gas systems. The ■ water system delivers water from both local and imported sources. The Water Section staff operates the pump and pressure reducing stations, performs water quality testing, provides meter reading services, responds to ■ customer service requests, and performs year -round preventative maintenance on fire hydrants, shut -off ■ valves, and over 300 miles of transmission mains. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ The Wastewater Section staff operates twenty -one pump stations and maintains the wastewater collection system that transports the City's wastewater to the treatment plant in Huntington Beach. The Electrical Section staff is responsible for the maintenance and operation of electrical services at all City facilities. These include park sites, community buildings, water and sewer pump stations, oil wells, emergency generators, and over 6,000 street and parking lot lights. Staff responds to over 2,000 service requests each year. The Oil & Gas Section provides contract administration and oversight of sixteen oil wells and a small oil tank farm in West Newport Beach. Natural gas is a byproduct of the oil production and the gas is sold to Hoag Hospital. Department Highlights The Department has begun or completed the following projects as a function of t, Capital improvement Program during FY 1999 -2000 including: Bonita Canyon Park Improvements: Improvements planned for the park include soccer a baseball fields, restrooms, parking lots, turf area, and a tot lot. The project cost is estimat to be $5.9 million. Storm Drain Master Plan Project: Storm drain improvements have begun on Balboa Bouleva Newport Boulevard, and Bayside Drive for approximately $700,000. Peninsula Gateway Park Improvements: The City landscaped and installed donor wal signage walls, and irrigation at the gateway parks. The contract for this project was $310,0( Street Light Replacement: This year's efforts included replacement in Newport Heights a Newport Terrace for a cost of $530,000. Pavement Maintenance Program: This program continued aggressively again this year. Streets were rehabilitated at a cost of $5 million. Major streets rehabilitated were Irvine Avenue, San Joaquin Hills Road, Jamboree Road, and MacArthur, Newport, and Balboa Boulevards. 71 ■ Public Works (continued) Dahlia Avenue Street End Slope Improvement: The slope was graded, landscaped and a retaining ■ wall was constructed for a cost of $500,000. ■ Alley Replacement Program: $300,000 was spent on upgrading the alleys on the Peninsula. Grant Howald /Lincoln Parks: Contracts for lighting and field improvements were awarded for a ■ cost of over $300,000. . Balboa Pier Repair: This project included pile replacement and structural upgrades at a cost of $270,000. Two of the piles were replaced by going through the roof of Ruby's Restaurant, located at the end of the pier. Jamboree Road and Eastbluff Drive Improvements: A right -turn lane was constructed to accom- modate Corona del Mar High School and Eastbluff area traffic. To accomplish this, an aesthetic . retaining wall system was constructed to support the slope adjacent to the public right -of -way. The project cost was $1 million. . Balboa Peninsula Projects: Extensive community meetings were held and preferred alternatives were identified and approved by the City Council for the redevelopment of the Balboa Pier ■ Parking Lot, Balboa Village, and the confluence of the Balboa and Newport Boulevards (Mixmaster). ■ Light Emitting Diode (LED) Conversion Program: Significant energy savings were realized from the first phase of a multi -year project to convert red incandescent traffic signal lamps to Light Emitting Diodes (LED's). Over 250 LED units were installed, using one -sixth of the energy used by the lamps they replaced. Regulating Station Replacement Program: This year's efforts included the rebuild by City staff of . the pressure regulating station at Bayside Drive, one of five stations which regulate water pressure to the Balboa Peninsula. ■ The Department's FY 2000 -2001 Capital Improvement Program includes the following major projects: ■ Pavement Management Program: Major projects include Dover Drive between Cliff Drive and Coast Highway($470,000), City-wide Slurry Project ($350,000), Corona Highlands Street Rehabilitation ($135,000), and a pavement overlay on 161h Street between Dover Drive and Irvine Avenue ($200,000). ■ Soundwall Glass Replacement: This project will replace 2,200 square feet of 10 year -old lexan ■ glass panels in the soundwall along West Coast Highway at a cost of $100,000. Oil Spill Remediation: In February 1990, a tanker spilled more than 400,000 gallons of oil off the ■ coast of Huntington Beach and the spill impacted Newport's beaches. As a condition of the settlement, the City is required to use the proceeds on projects affecting the areas damaged by the spill. Major projects include: Balboa Pier Rehabilitation ($1,150,000), Newport Pier Rehabilitation ($950,000), Beach Restroom Improvements ($500,000), Corona del Mar Beach Improvements ■ ($500,000), Ocean Front Walkways and Lighting Improvements ($450,000), Marine Education Facility ($500,000). ■ Water Transmission Main to Corona del Mar: $2.1 million will provide anew water main from Big . Canyon Reservoir to Corona del Mar to improve the water pressure and service to the area. Corona Highlands Water Main Replacement: This project will replace deteriorated cast iron ■ water pipelines that were originally constructed in the late 1940's and 1950's. These water mains have a higher frequency of failure than other parts of the City's water system. Total ■ project cost is $1.2 million. Traffic Signal Improvements: Three new traffic signals will be installed and the two existing signals on San Joaquin Hills Road serving Big Canyon and Newport Center will receive major upgrades. Total project cost is $250,000. 72 ■ F1 tngineering 5ervlces Staffing: 13i plus 2 FTE $1,373,250 Special Projects Capital Projects Design Construction Transportation &..D'eveloprrient Staffing: 14,.' 1 t'5 PTE $1,551,880 Traffic Engineering Subdivisions GIS Parking Meter Operations Permit Processing Utilities Services Staffing: 48, plus 10`FTE $15,4261439 Water Wastewater Electrical Oil & Gas PUBLIC WORKS - UTILITIES Salaries Maintenance and Operations Capital Outlay Debt Service Total Expenditures Charges for Services Use of Money & Property Sales of Oil & Gas Other Revenue Transfer (To) From Reserves Bond Proceeds Total Revenue 1997 -98 1998 -99 1999 -2000 2000 -2001 Actual Actual Estimated Proposed $ 3,208,304 $ 3,437,325 $ 3,463,122 $ 3,682,854 $ 9,619,010 $ 9,671,962 $ 10,159,937 $ 10,045,857 $ 66,690 $ 45,477 $ 123,814 $ 42,500 $ 784,390 $ 1,690,209 $ 1,662,612 $ 1,655,228 $ 13,678,394 $ 14,844,973 $ 15,409,486 $ 15,426,439 $ 18,598,408 $ 20,059,789 $ 18,698,500 $ 19,300,200 $ 601,194 $ 463,954 $ 255,000 $ 330,000 $ 560,262 $ 424,610 $ 470,000 $ 665,000 $ 240,408 $ 550,839 $ 66,000 $ 51,000 $ 2,620,309 $ (6,654,219) $ (4,080,014) $ (4,919,761) t - G It - A - N g� .0 Q O G C O a7 q Q 73 1997 -98 1998 -99 1999 -2000 2000 -2001 Actual Actual Estimated Proposed PUBLIC WORKS - ADMINISTRATION, ENGINEERING & TRANSPORTATION Salaries and Benefits $ 2,337,516 $ 2,440,308 $ 2,517,863 $ 2,728,415 Maintenance and Operations $ 538,855 $ 529,393 $ 605,832 $ 634,706 Capital Outlay $ 20,608 $ 35,562 $ 43,968 $ 20,100 Total $ 2,896,979 $ 3,005,263 $ 3,167,663 $ 3,383,221 PUBLIC WORKS - UTILITIES Salaries Maintenance and Operations Capital Outlay Debt Service Total Expenditures Charges for Services Use of Money & Property Sales of Oil & Gas Other Revenue Transfer (To) From Reserves Bond Proceeds Total Revenue 1997 -98 1998 -99 1999 -2000 2000 -2001 Actual Actual Estimated Proposed $ 3,208,304 $ 3,437,325 $ 3,463,122 $ 3,682,854 $ 9,619,010 $ 9,671,962 $ 10,159,937 $ 10,045,857 $ 66,690 $ 45,477 $ 123,814 $ 42,500 $ 784,390 $ 1,690,209 $ 1,662,612 $ 1,655,228 $ 13,678,394 $ 14,844,973 $ 15,409,486 $ 15,426,439 $ 18,598,408 $ 20,059,789 $ 18,698,500 $ 19,300,200 $ 601,194 $ 463,954 $ 255,000 $ 330,000 $ 560,262 $ 424,610 $ 470,000 $ 665,000 $ 240,408 $ 550,839 $ 66,000 $ 51,000 $ 2,620,309 $ (6,654,219) $ (4,080,014) $ (4,919,761) t - G It - A - N g� .0 Q O G C O a7 q Q 73 V) Fm z w F w 0 a F J F H a Q U Capital Improvement Program The City of Newport Beach Capital Improvement Plan (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 2000 -2001 CIP totals ($27,708,207) and consists of over 150 projects The CIP was developed with input from all City departments, citizen groups, and Cit Councilmembers who identified needs in their respective areas. The individual projec requests are compiled by each department and are then submitted to the Public Work department in January. The projects are prioritized and summarized by available fun and then are reviewed by the Public Works Director. The Director of Public Works meet with each Department Director to discuss funding priorities. The projects recommends for approval are presented to the City Manager in March and are again discussed wit each Department Director. The process is finalized in April and packaged for distributio to the City Council. Funding of the capital projects is derived from multiple fundin sources, as follows: Wastew ater Enterp 4.2% Tide & Submerged 4.1% Orange County C Transportation Funding Program 3.3% 2000 -2001 Capital Improvement Projects by Fund Including Rebudgets Conurbutbns General Fund 1.3% 25.4% Water Enterprise 20.7% 01 Spill Remedlation iT.2% AHRP (TEA 21) 0.9% CIOSA 1.1% Building Excise Tax 2.1% elation & Transportation 3.1% ■ ■ ■ ■ ■ ■ ■ ■ ■ fund ■ s d h n g ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Community Development Block Grant • Gas Tax ■ 15.4 %. ■ ■ ■ ■ ■ ■ ■ ■ General Fund The General Fund projects total ($6,952,905), (including Park -in -Lieu and Off - Street Park- ing). 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, Public Restrooms, Recreation facilities, and the Police Facility. City -wide facility ■ condition inventory and Professional & Technical Building addition study ($815,000) ■ ■ Storm Drain Improvements ($734,300) ■ Sidewalk, Curb, and Gutter Replacement Program - Public Works /General Services ■ ($880,000) ■ ■ Street, Alley, Bikeway, Parking Lot Improvements - Public Works /General Services ($608,500) ■ ■ Economic Development ($130,000) ■ ■ Street Light Replacement Program ($300,000) ■ ■ Police 800 MHz System ($414,000) ■ Various Park Improvements ($405,000) ■ ■ Balboa Island Bridge and Walkway Improvements ($482,000) ■ ■ Oil Spill Remediation ■ Oil Spill Remediation funds (total $4,770,000) are the product of settlement proceeds from the American Transportation Company. In February 1990, a tanker spilled more than ■ 400,000 gallons of oil off the coast of Huntington Beach and the spill impacted Newport's beaches. As a condition of the settlement, Newport Beach is required to spend the funds ■ on projects affecting the areas damaged by the spill. Major projects include: ■ ■ Balboa Pier Rehabilitation ($1,150,000) ■ ■ Newport Pier Rehabilitation ($950,000) ■ Beach Restroom Improvements ($500,000) ■ ■ Corona del Mar Beach Improvements ($500,000) ■ ■ Ocean Front Walkways and Lighting Improvements ($450,000) ■ ■ Marine Education Facility ($500,000) ■ ■ Community Development Block Grant Fund Community Development Block Grant (CDBG) funds are allocated to local governments ■ from the federal government, based upon a formula, and are required to be used within broad functional areas for community rehabilitation and housing. CDBG funding totals ■ ($280,000) and includes the Balboa Peninsula Revitalization Project. ■ ■ ■ 77 ff.] ■ ■ Capital Improvement Program (continued) ■ Tide and Submerged Land Fund The Tide and Submerged Land Fund is used to account for all revenues and expenditures related to the operation of the City's tidelands, including beaches and marinas. Projects in this fund total ($1,145,767). Major projects include: • Lifeguard Tower Replacement Program ($30,000) • Balboa Yacht Basin Facilities Improvements ($75,000) • Newport Bay Programs ($269,300) . • Beach Replenishment Program ($20,000) • Oil Field Improvement ($200,000) • Balboa Island Bayfront Repairs ($160,000) Building Excise Tax Fund The Building Excise Tax Fund is used to account for revenues received from builders and developers on building and remodeling projects within the City. Expenditures from this fund are used exclusively for fire safety, libraries, parks, beaches, or recreational facilities. Projects in the fund total ($574,700) and will be used for public facility improvements that include: • Fire Station Modifications and Upgrades ($295,000) • Playground Equipment Replacement Program ($85,700) • Library Improvements and Enhancements ($150,000) Water Enterprise Fund 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 total ($5,744,400). The projects encompass distribution and piping; water system repairs; and pumping and operating. Major projects include: • Water Main Master Plan Improvement Program ($260,000) • Water Transmission Main to Corona del Mar ($2,100,000) • Corona Highlands Water Main Replacement ($1,290,000) ■ • Zone III Improvements & Backup Generator ($800,000) Wastewater Enterprise Fund Projects in this fund total ($1,172,200) and include sewer main and pump station improvements. Projects include: ■ Master Plan Sewer Main Improvements ($212,000) ■ Master Plan Sewer Pump Improvements ($700,000) ■ Sewer Relocations - Slope Repair ($100,000) ■ ■ ■ Cooperative Projects ■ Cooperative Projects are projects funded with Gas Tax and Measure M revenues and 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 FY 2000 -2001 include: ■ Pavement Management Program Preventive Maintenance ($815,000) ■ ■ Pavement Management Program Major Maintenance ($2,700,000) ■ Pavement Management Program Reconstruction ($1,914,000) ■ Traffic Signal, Channelization, and Traffic Safety Improvements ($910,000) . 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 ($4,263,000). Contributions Fund The Contributions Fund is used to account for revenues received from other governmental agencies or private developers and are expended for specific street or highway construction . projects. Projects in this fund total ($356,100). ■ Circulation and Transportation Fund The Circulation and Transportation Fund is derived from fair share fees collected from developers and are restricted for capital improvement projects that are a part of the circulation element in the City's General Plan. Projects in this fund total ($870,000). 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 ($927,000). Arterial Highway Rehabilitation Program The Arterial Highway Rehabilitation Program (AHRP) is for the rehabilitation of the highway pavements. Projects in this fund total ($257,000). 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 No. 95 -1. Projects in this fund total . ($305,000). Conclusion 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 2000 -2001 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. If projects are not completed, nor funds encumbered by fiscal year -end, the projects are reconsidered as part of the following fiscal year budget process. 79 TI ui U w z A 2 ■ ■ ■ CITY OF NEWPORT BEACH ■ 2000 -2001 RESOURCE ALLOCATION PLAN ■ DESCRIPTION OF INTERNAL SERVICE FUNDS ■ The City continues to provide for the financing of certain functions through the use of Internal ■ Service Funds (ISF). The purpose of these funds is to facilitate the management of some types of expenditures on a centralized, as opposed to decentralized (by department) basis, without ■ losing the visibility of each Department's share of the overall cost. Each Department has been required to budget for the cost of these functions at a pre- determined rate, as opposed to ■ attempting to project actual costs at the Department level, which would be required if there was no ISF mechanism. Funds are then collected from each Department at the pre- determined rate ■ by the Internal Service Fund during the course of the year. All actual expenditures for the function in question (for the City as a whole) are then made from the Internal Service Fund. ■ The City has established two Internal Service Funds, the Insurance Reserve Fund and the Equip- ment Maintenance and Replacement Fund. The Insurance Reserve Fund is used to pay all Work- ers' Compensation, Liability, Compensated Absences, and Disability expenses of the City. This ■ includes insurance premiums, consultant fees, medical expenses, contract attorney costs, pay- ments 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 contribu- tion by departments, which constitutes revenue to the ISF, is projected to be $1,550,000. This should constitute sufficient resources to fund short term expenditures and accumulate resources ■ to pay long -term claims. ■ Each Department's share of the City's anticipated Workers' Compensation expenses was deter- mined 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 ■ $2,070,000). Similar to the situation with Liability, there is an accumulated deficit for Workers' Compensation. Therefore $3,180,000, or a projected excess of $1,110,000 is being collected to ■ cover short term expenditures. ■ 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 $1,000,000. This level of funding exceeds the projected annual expense, thereby reducing the long -term unfunded liability in this account. ■ Disability premium payments to the Internal Service Fund represent one percent of salary. This ■ amount is charged to each individual employee as part of the payroll process. The amount collected covers the City's cost of the insurance coverage, as well as the City's out of pocket ■ expenses for the program. ■ ■ ■ RE ■ ■ The Equipment Maintenance and Replacement Fund is used to provide funding for the mainte- ■ nance of almost all of the City's fleet of Rolling Equipment, and to accumulate 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 Man- ■ ager through the General Services Director. The City Manager then includes his final recommenda- ■ tion for Equipment Replacement action to the City Council as part of the annual budget submis- sion. 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 2000 -2001, City expenditures from Internal Service Funds are projected as follows: ■ Equipment Maintenance: $1,639,498 ■ Equipment Replacement: $1,942,100 ■ Compensated Absences: $1,000,000 Workers' Compensation: $2,070,000* ■ Disability Coverage: $312,809* ■ General Liability: $1,627,000* ■ *Includes legal services, insurance premiums, contract administration, claims & settlements, and ■ payments to providers of medical service. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 84 ■ FIXED ASSET SCHEDULE Schedule of General Municipal Property as of June 30, 1999 Description Civic Center City Hall Police Station Professional Building Fire Stations Balboa Boulevard Headquarters # 2 Jamboree and Santa Barbara # 3 Balboa Island # 4 Corona del Mar # 5 Irvine Avenue # 6 Marine Lifeguard Headquarters Libraries Balboa Corona del Mar Mariners Multipurpose Room at Mariners Central Library Land Structures Warehouse American Legion Property Beacon Bay City Yard 19th China Cove Lots N Street Beach Lots 26th Street Parking Balboa Parking Lot Palm Street Lot Ocean Front Parking Lot Corona del Mar Beach Parking Lot Corona del Mar Beach Concession Year of Historical Acquisition Cost 1948 1,341,003 1973 2,138,517 1983 1,129,351 1962 109,802 1952 479,534 1971 595,597 1993 825,614 1948 57,535 1958 102,866 1965 163,987 1920 144,238 1958 148,295 1963 151,727 1966 42,035 1992 7,400,000 1994 8,000,000 1973 77,028 1929 127,285 1929 3,309,895 1919 4,307,296 1905 24,250 1952 36,522 - 500,000 1965 38,390 1925 319,818 1995 776,934 25,693 1957 159,470 1957 81,183 I& Year of Description Acquisition Corona del Mar Beach Restrooms 15th Street Restrooms 19th Street Restrooms Washington Street Restrooms Balboa Pier Restrooms Newport Pier Restrooms West Newport Restrooms Orange and Seashore Restrooms Voluntary Action Center (VAC) Channel Place Park Newport Island Park 38th Street Park Cliff Drive Park Mariners Mile Park Galaxy Park Westcliff Park Las Arenas Park Lido Park Peninsula Park Eastbluff Park Irvine Terrace Park Community Youth Center Begonia Park Buck Gully Beach Park Buffalo Hills Park Balboa Bay Club Land Site 30th and Newport Parking Lot Boy Scout House Girl Scout House 15th Street Pier Newport Pier Balboa Pier Little Island Bridge Harbor Hills View Park San Joaquin Hills Park Balboa Island Park Cliff Drive View Park Harbor View Nature Park Ensign View Park Balboa Island Park San Miguel Park Oil Well Facilities l- 1957 1962 1935 1935 1957 1958 1955 1976 1919 1958 1938 1925 1960 1957 1962 1962 1919 1929 1965 1960 1962 1926 1926 1969 1928 W. 1968 1922 1925 1972 1972 1972 1973 1973 1974 1975 1974 1983 1982 ■ ■ Historical M Cost ■ 70,996 28,917 2,000 60,441 12,869 36,211 25,263 55,800 ■ 120,976 50,005 ■ 159,653 422,729 699,478 146,995 60,000 210,215 295,480 123,335 81,869 . 438,133 491,842 ■ 855,208 267,049 127,687 839,309 10 105,999 316 24,665 9,710 ■ 186,745 83,877 . 1,870 89,379 388,454 196,494 345,739 424,089 929,726 175,260 488,291 ■ 1,147,988 E7 Year of Historical Description Acquisition Cost 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 - Improvemnts 1997 873,240 Balboa Theater 1998 457,961 Total 60,015,086 Other Equipment 12,220,165 General Municipal Property Total 72,235,251 E7 FIXED ASSET SCHEDULE Proprietary Fund Type Schedule of Structures, Improvements and Equipment as of June 30, 1999 Water Utility Mains Meters Wells Transmission Pipelines Pumping Stations Reservoirs: Big Canyon Spyglass Zone 2 & 3 16th Street San Joaquin Capitalized Interest Warehouse Historical Accumulated Net Book Cost Depreciation Value $ 19,260,575 $ 8,519,492 Pumping Stations $ 26,971,282 $ 17,894,683 $ 9,076,599 3,475,364 2,376,385 1,098,979 3,368,980 599,890 2,769,090 10,599,760 799,980 9,799,780 3,873,030 832,605 3,040,425 2,516,677 1,325,621 1,191,056 639,011 232,536 406,475 12,501,838 929,364 11,572,474 532,565 94,144 438,421 1,034,462 55,172 979,290 205,793 65,870 139,923 Total Structures and Improvements 65,718,762 25,206,250 40,512,512 Equipment Total Water Utility 627,374 627,374 0 $ 66,346,136 $ 25,833,624 $ 40,512,512 Wastewater Utility Mains $ 27,780,067 $ 19,260,575 $ 8,519,492 Pumping Stations 6,759,036 3,754,837 3,004,199 Total Structures and Improvements 34,539,103 23,015,412 11,523,691 Equipment 43,797 43,797 0 Total Wastewater Utility $ 34,582,900 $ 23,059,209 $ 11,523,691 Fleet Management Total Fleet $ 11,416,583 $ 5,590,145 $ 5,826,438 M ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ EQUIPMENT MAINTENANCE AND REPLACEMENT FUND Schedule of Rolling Equipment Replacement (FY 2000 -01) Public Safety Departments Fire /Marine Department Pun-per (Lease $375,000) $84,375 Combo Ught /Air Unit (Lease$350,000) $78,750 Battalion Chief Unit $63,000 Station Wagons, 4 x 4 (2) $60,000 Minivan 2$ 4.000 Sub Total $310,125 Police Department Patrol/Traffic Sedans (3) $84,000 Station Wagons, 4 x 4 (2) $75,600 Trucks, 1/4 ton Ext. Cab 4 x 4 (2) $44,000 Trucks, 1/4 ton Ext. Cab (2) $37,000 Detective Sedan $26,000 Motorcycle $19,000 All Terrain Cycles (3) $12,300 Truck, 3/4 Ton 4 x 4 $39.00 0 Sub Total $336,900 PUBLIC SAFETY TOTALS $647,025 GRAND TOTAL ALL DEPARTMENTS Other Departments Community Services Department Electric Pickup Truck AB 2766 Funds General Services Departure Stump Grinder $11,000 Roller $15,000 Truck, 1 ton Utility Body $31,000 Truck, 1/2 ton Ext. Cab $21,000 Trucks, 3/4 ton 4 x 4 (2) $52,000 Trucks, 3/4 ton (2) $47,000 Truck, 1 ton Stakebed $30,000 Street Sweeper (Lease /Purchase $135,000) $30,375 Refuse Truck (Lease /Purchase $150,000) $33,750 Dung Truck, 10 ton $80.00 0 Sub Total $351,125 Public Works Department Trucks, 3/4 ton 4 x 4 Ext. Cab $31,000 Trucks, 1/4 ton EA. Cab (2) $36,000 Truck, 1 1/4 ton, Dump Body $34,000 Truck, 3/4 ton utility body $27,000 Forldift $19,000 Equipment Trailer $7,000 Bobcat Loader $36,000 Trailer Mounted Punp, 4 inch $16,000 Cement Mixer $4,000 Cargo Van, Extended Length $30,000 C- ifiS= E .r0 1'1T4 OTHER DEPARTMENT TOTALS $591,125 [.7 QTY OF NEWPORT BEACH 2000 -2001 RESOURCE ALLOCATION PLAN ROLLING STOCK AND AIRCRAFT IN SERVICE Utility Enterprise Passenger Cars 5 0 Fiscal Year Fiscal Year Fiscal Year Trucks Fiscal Year Fiscal Year 1999-2000 2000 -01 2000 -01 Tractors and Graders 1998 -99 1999 -2000 Projected Projected Projected Backhoes and Loaders Final Changes & Final Changes & Final General City Operations Inventory Adiustrrents Inventory Adjustments Inventory Pass Cars 96 +6 102 0 102 Jeeps 3 0 3 0 3 Motorcycles 16 0 16 0 16 Trucks 122 +2 124 +2 126 Fire Trucks 11 0 11 0 11 Loadpackers 22 0 22 0 22 Street Sweepers 7 0 7 0 7 Tractors and Gaders 4 0 4 0 4 Backhoes and Loaders 6 0 6 0 6 Beach Cleaners 3 0 3 0 3 Trailers 26 +1 27 0 27 Trailer, Office 2 0 2 0 2 Special Equipment 17 1 18 0 18 Total General City Operations 335 10 345 +2 347 Utility Enterprise Passenger Cars 5 0 5 +1 6 Trucks 37 1 38 0 38 Tractors and Graders 2 0 2 0 2 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 1 77 +1 78 GRAPDTOTAL 411 11 422 +3 425 * Includes vehides in both the Water and Wastewater Sections l ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ SEVEN YEAR COMPARISON OF REGULAR PERMANENT EMPLOYEES 1994 -95 1995 -96 1996 -97 1997 -98 1998 -99 1999 -00 2000-Q1 GENERAL CITY GOVERNMENT City Council 0.00 0.00 0.00 0.00 0.00 0.00 0.00 City Clerk 3.00 3.00 2.00 3.00 3.00 3.00 3,00 City Manager 2.00 4.00 4.00 4.00 4.00 12.00 17.00 Deputy City Manager 2,00 0.00 0.00 0.00 0.00 0.00 0.00 Personnel 5.00 0.00 0.00 0.00 0.00 0.00 0.00 City Attorney 3.00 5.00 5.00 6.00 6.00 5.00 5.00 Finance 35.00 0.00 0.00 0.00 0.00 0.00 0.00 Administrative Services 0.00 46.00 48.00 49.00 50.00 49,.00 49.00 Telecommunications 2.00 0.00 0.00 0.00 0.00 0.00 0.00 Total 52.00 58.00 59.00 62.00 63.00 69.00 74.00 PUBLIC SAFETY Police 203.00 206.00 209.00 212.00 217.00 219.00 221.00 Fire 104.00 0.00 0.00 0.00 0.00 0.00 0.00 Marine 18.00 0.00 0.00 0.00 0.00 0.00 0.00 Fire and Marine 0.00 120.00 122.00 124.00 125.00 125.00 123.00 Total 325.00 326.00 331.00 336.00 342.00 344.00 344.00 COMMUNITY DEVELOPMENT Planning 18.00 17.00 12.00 15.00 16.00 16.00 16.00 Building 18.00 17.00 20.00 21.00 21.00 23.00 23.00 Total 36.00 34.00 32.00 36.00 37.00 39.00 39.00 PUBLIC WORKS Public Works 29.00 0.00 0.00 0.00 0.00 0.00 0.00 Utilities - Electrical 4.00 0.00 0.00 0.00 0.00 0.00 0.00 Public Works and Utilities 0.00 32.00 33.00 33.00 34.00 35.00 37.00 General Services 141.00 123.00 125.00 123.00 120.00 122.00 119.00 Total 174.00 155.00 158.00 156.00 154.00 157.00 156.00 COMMUNITY SERVICES Library 35.00 33.00 32.00 32.00 34.00 35.00 36.00 Administration 3.00 2.00 2.00 2.00 2.00 2.00 2.00 Recreation 10.00 8.00 8.00 8.00 8.00 8.00 9.00 Senior Citizens 4.00 4.00 4.00 4.00 4.00 5.00 5.00 Arts & Cultural 0.00 0.00 0.00 0.00 1.00 1.00 1.00 Total 52.00 47.00 46.00 46.00 49.00 51.00 53.00 BALBOA YACHT BASIN 1.00 1.00 1.00 1.00 1.00 1.00 1.00 WATER ENTERPRISE FUND 33.00 30.00 31.00 31.00 31.00 31.00 32.00 SEWER ENTERPRISE FUND 11.00 11.00 11.00 11.00 11.00 11.00 11.00 TOTAL PERMANENT EMPLOYEES 684.00 662.00 669.00 679.00 688.00 703.00 710.00 91 Debt Service Estimates 2000.2001 92 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2001 Original Balance Balance Total Principal Issuance 71112000 Additions Deletions 613012001 Payments Interest Paid to Data Refunding Library COP 7,330,000 6,845,000 (235,000) 6,610,000 562,223 327,223 720,000 Balboa Marina Loan 3,457,930 2,469,398 (125,249) 2,344,149 236.372 111,123 1.113.781 Water Revenue Refunding Bonds 14,225,000 12,095,000 (1,145,000) 10,950,000 1,655,226 510,228 3.275,000 800 MHz Lease 1,950,944 1,020,615 (498,493) 522,122 546,870 48,377 1,428,822 Computer Leases 1,759,561 759,960 (369,954) 390.006 411,144 41,190 1,369.555 Other Office Equipment Leases 65,615 18,080 (15,378) 2,702 16,396 1,018 62,913 Rolling Stock Leases 2,145.959 816,359 (405.831) 410,528 449,418 43,587 1,735431 CIOSA Series A 7,500,000 5,995,000 (65,000) 5.930,000 457.660 392,660 1 570,000 CIOSA Series B 9,335,000 9,005,000 (80,000) 80925,000 622,488 542,488 410,000 Total Debt Service 47,770,009 39,024,412 (2.939.905) 36.084,507 4.957.799 2,017,894 11 ,655,502 92 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 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 accountfor 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. ■ 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. ■ ■ ■ 93 ■ ■ 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 to ■ rehabilitation of an element of the government's physical plant; sometimes referred 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. ■ 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. ■ ■ ■ 94 ■ ■ ■ ■ 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. ■ 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. ■ ■ ■ ■ 9S ■ ■ 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. ■ Fispal 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. ■ 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 activitiesaimed at accomplishing a majorservice or regulatory program for which a government is responsible (e.g., public safety). ■ ■ ■ 96 ■ ■ ■ ■ ■ 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. ■ 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. ■ ■ ■ 97 ■ ■ ■ Lapsing Appropriation - An appropriation made for a certain period of time, generally ■ for the budget year. At the end of the specified period any unexpected or unencumbered balance lapses or ends, unless otherwise provided by law. ■ Levy - To impose taxes for the support of government activities. ■ Line -item Budget - A budget prepared along departmental lines that focuses on what is ■ to be bought. ■ Long -term Debt - Debt with a maturity of more than one year after the date of issuance. ■ Maintenance and Operations - Expendable materials and operating supplies necessary to conduct departmental operations. ■ Narcotics Asset Forfeiture(NAF) Fund - Established to accountfor all revenues resulting ■ from the 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. ■ 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 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. ■ ■ ■ 98 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 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 - Obligationsfrom previous fiscal years in the form of purchase orders, contracts or salary commitments which are chargeable to an appropriation, and for which a part of the appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise terminated. Program - A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the government is responsible. Program Budget - A budget 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. Reserve - An account used either to set aside budgeted revenues that are not required for expenditure in the current budget year or to earmark revenues for a specific future purpose. Resolution - A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute. Resources - Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances. Revenue - Sources of income financing the operations of government. Revenue Bond -This type of bond is backed only by the revenues from a specific enterprise or project, such as a hospital or toll road. Secured Property Tax — The ad valorem tax on real property (land and improvements). W ■ ■ 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. ■ ■ 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. ■ 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. ■ ■ ■ 100 ■ ■ ■ 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. Water 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 r hand equivalents which may be used to satisfy cash flow needs. i 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. ■ ■ ■ r ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 101 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ i ■ ■ ■ ■ ■ ■ .. ,, ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■