HomeMy WebLinkAboutResource Allocation Plan 20034a
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The City of Newport Beach was incorporated September 1, 1906
The present City Seal was adopted June 22, 1957
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ORGANIZATIONAL VALUES
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As Employees of the City of Newport Beach, we choose to embrace and.practiee the
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following values:
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In practicing.integrity, we strive to be honest, reliable, respectful, ethical, fair, and
authentic. We will serve in a manner consistent with community values and follow
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through on our commitments.
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In practicing empathy, we will be sensitive to the needs of others by being compassionate,
thoughtful, open- minded, willing to understand, and by being good listeners.
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In practicing service, we understand our roles as representatives of the City. We will
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endeavor to practice humility; to make things better for others, and to treat others, as
we want to be treated.
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In practicing excellence, we will strive to do our best by demonstrating competence
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and a.commitment to quality. We wilt be innovative, thorough, efficient, and effective
in our work.
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In creating a positive work environment, we will express our appreciation for, and
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recognize, others. We will follow a work ethic, take pride of ownership in our work, be
courteous, encourage creative thinking, seek and be open to challenges, create esprit
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de corps, maintain a safe work environment, and act with enthusiasm.
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In creating unity of purpose, we will practice cooperation and teamwork. We will practice
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open communication by keeping others informed, considering the needs of others; and
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at times deferring to the needs of others.
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In practicing responsibility, we will be accountable in our work, take initiative, make
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appropriate decisions, and act decisively. We will acknowledge our errors and correct
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them.
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In practicing loyalty, we wilt respect the individual and the position. We will support each
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other, abide by decisions, and strive to always present a positive image of the City.
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CITY OF NEWPORT BEACH
Resource Allocation Plan
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2002 -2003
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TABLE OF CONTENTS
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RESOURCE ALLOCATION PLAN
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. Table of Contents ......................................................................
............................... i
List of City Officials ..................................................................
............................... ii
City Manager's Transmittal Letter .................................................
............................... iii
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INTRODUCTION
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User's Guide ...........................................................................
............................... 1
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Organization Chart 2002 -2003 ......................................................
............................... 6
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SUMMARIES
Miscellaneous Statistical Information ..............................................
............................... 9
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Historical It Projected Revenues by Category .....................................
.............................10
Historical a Proposed Operating Expenditures by Function ..................
............................... 13
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Operating Expenditures by Department a Type ..................................
.............................14
Historical a Proposed Capital Improvement Expenditures ....................
............................... 15
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Operating Expenditures - All Funds .................................................
.............................16
Summary of Estimated 2001 -2002 Year End Fund Balances .....................
.............................20
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Summary of Estimated 2002 -2003 Year End Fund Balances .....................
.............................22
Projected Fund Transfers, All Funds ..............................................
............................... 24
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DEPARTMENT OPERATIONS
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City Council .............................................................................
.............................30
CityClerk .............................................................................
............................... 32
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City Manager .........................................................................
............................... 34
HumanResources ......................................................................
.............................36
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City Attorney .........................................................................
............................... 38
Administrative Services ...............................................................
.............................40
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Police ....................................................................................
.............................46
Fire.....................................................................................
............................... 50
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Planning ............................................................ :.................................................
56
BuR ding ................................................................................
............................... 58
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General Services .....................................................................
............................... 62
Community Services ...................................................................
.............................68
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Public Works ............................................................................
.............................72
Utilities................................................................................
............................... 76
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CAPITAL IMPROVEMENTS
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Capital Improvements ...............................................................
............................... 82
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APPENDICES
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Tide a Submerged Land Fund .......................................................
.............................88
Internal Service Funds Program .....................................................
.............................89
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Fixed Asset Schedule - General Municipal Property ..............................
.............................91
Fixed Asset Schedule - Proprietary Fund Type ....................................
.............................94
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Major Equipment Schedule ...........................................................
.............................95
Rolling Stock in Service ...............................................................
.............................96
Seven -Year Comparison of Full -time Positions .....................................
.............................97
DebtService ............................................................................
.............................98
Glossary ...............................................................................
............................... 99
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NEWPORT BEACH CITY
OFFICIALS
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-'^-� Council
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Tod WLRidgeway
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Mayor
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Gary Proctor
Steve Bromberg
Norma Glover
Council Member
Mayor Pro Tern
Council Member
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Garold B.Adams
Dennis D.O'Neil
John Heffernan
Council Member
Council Member
Council Member
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Homer L. D[udau
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City Manager
LaYnnne/*.Hark\ess
Robert H.Burnham
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City Attorney
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Sharon Wood .................................
Assistant City Manager/ Director uf Community 6 Economic Development
DaveKiff ...................................................................................................
Assistant City Manager
Dennis [. Danner ...........................................
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Administrative ServioesDhnector/Thsxmuner
Bob NcDnne\i ................................................................
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Chief ufPolice
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TimRiley .................................................................................................................
Fire Chief
David E.Niederhaus ...................................
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...................... General Services Director
vacant ...........................................................................
Community Services Director/City Librarian
Patricia L. Temple .......................
............................. .......................................
Planning Director
Jay Ekaettar ..............................
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. ........... ........ Building Director
SteveBadun) ......................
................................... ....................................
Public Works Director
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Linn Livingston .......................
.................................. ..................
...... Human Resources Director
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CITY OF NEWPORT BEACH
P.O. BOX 1768, NEWPORT BEACH, CA 9265&8915
Honorable Mayor and Members of the City Council
■ City of Newport Beach
3300 Newport Boulevard
■ Newport Beach, California 92663
Dear Mayor and Council Members:
■ As directed by the Newport Beach City Charter, it is my pleasure to submit the 2002 -2003 City Budget to
■ you. As you know, the Budget is a plan of financial activity for the new fiscal year beginning on July 1, 2002.
As has been past practice, the Budget is contained in three major volumes:
• Resource Allocation Plan (a reader - friendly version of the Budget and CIP)
■ • Budget Detail (revenue estimates and line by line proposed expenditures for operations and
maintenance of City services)
■ • Capital Improvement Plan or °CIP° (a description of the significant capital projects and
infrastructure improvements planned for Fiscal Year 2002 -03).
■ 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. This Glossary 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. This Overview is intended
to provide essential background and supporting information for review of the budget itself.
■ In dosing, 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 produce
■ the completed budget document
■ Sincerely,
■ Homer L. Bludau
■ City Manager
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■ 3300 Newport Boulevard, Newport Beach
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A Budget Overview
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CautiousFmnornic The US economy today continues its struggle to recover from significant
Tunes declines in stock prices, particularly in the technology sector, while
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addressing increased scrutiny on corporate accounting and recovery from the
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tragic events of September 11, 2001. With interest rates at historic lows, the
demand for real estate in the City and across Orange County remains high.
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Median home prices have increased 15% across the County over last year,
even though inflation indexes have been reasonably low. Some speculate
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that investors have fled equities markets for perceived stability in real estate.
However, the real estate market is also cyclical and difficult to predict,
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especially in the mid -term. All this volatility and uncertainty portends a
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difficult environment in which to project revenues, and the resulting
expenditure budget is necessarily cautious.
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The City's 2002 -03 budget is reflective of the nations general sentiment ■
towards today's economic condition. Simply stated, we are hopeful, but we
are also professionally skeptical of what this next year will bring to our State ■
and local economy. One of the few certainties is that the State is facing very ■
tough fiscal times due to the utility crisis, as well as a large swing in personal
income tax and sales tax revenues brought on by the receding economy. We ■
are also reasonably confident that in attempting to close its own budgetary
gap, the State will "share' its shortfall with cities, one way or another. ■
Depending on the manner and the magnitude of the State's legislative action
in this regard, the City will either absorb the reduction within the current ■
operating plan, elect to utilize reserves, or propose budgetary cuts for 2003-
04. In any case, it is not anticipated that a reduction of service level in 2002- ■
03 will be required at this point in time. '
Rarrtueoutlaa<c As a whole, revenues remained flat between fiscal years 2000 -01 and 2001 -02. ■
Further, we project total revenues will decrease only slightly (1 %) in fiscal
year 2002 -03. It is not that the City is impervious to the current economic ■
conditions and anticipated State funding cuts in 2002 -03; property tax
revenue increases have greatly bolstered the City's revenue base. The ■
property tax increases are due in part to the newly annexed areas of Newport
Beach, the generally favorable real estate conditions, and continued property ■
turnover. Most of the City's other top ten revenue sources have declined ■
since 2000 -01. Had property taxes remained flat since 2000 -01, the City's total
revenue base would have decreased 2.7% in 2001 -02 and 3.2% in 2002 -03. ■
Total projected City revenues for 2002 -03 are estimated to be approximately ■
$154.8 million. Excluding internal service premiums collected to fund
insurance reserves, equipment maintenance and replacement, and post ■
employment medical benefits, total revenues from outside sources are
estimated to be approximately $142.5. This is 1.09% lower than the fiscal year ■
2001 -02 projected revenue. ■
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A Budget Overview
FY 2002 -03
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■ TOWEVMfiturts
Total proposed City expenditures in 2002 -03, including capital projects, is
$158.9 million. Excluding internal service premiums charged to fund
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insurance reserves, equipment maintenance and replacement, and post
employment medical benefits, total expenditures to outside sources are
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proposed to be approximately $146.7 million. The budget gap between total
external revenues and expenditures is due to the timing of Capital
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Improvement Project (CIP) revenues and expenditures. CIP projects can
often span one or more fiscal years. Specific revenues are often reserved for a
CIP at the project's inception, which may be in a year prior to the CIP
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expenditure. Funds are reserved in a Capital Appropriations reserve, but
when the appropriation is carried forward to the following year, this re-
appropriation causes expenditures to exceed current year revenues. In the
General Fund alone, over $3.0 million in fund balance was carried forward to
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fiscal year 2002 -03 specifically for delayed or partially completed capital
improvements.
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Total 2002 -03 operating expenditures excluding CIPs and internal charges
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amount to $112.2 million, an increase of 1.94% over the 2001 -02 amended
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budget. This increase is primarily due to new additional costs associated with
the annexation that did not fully impact the previous years budget, as well
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as contracted increases.
■ CuyiW kTM uneW The City of Newport Beach Capital Improvement Plan (CIP) serves as a
Pmjads funding plan for 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 2002 -03 CIP totals $34.5 million and consists of
more than 150 projects. Specific project plans for this budget year are
= discussed in more detail in the CIP section of this document.
■ Qr�FundRaeuics The General Fund is the key operating fund within the City's budget. It
contains all revenue sources that do not have legal or other special
■ restrictions to be accounted for in a separate fund. This fund also contains
expenditures for all operating City departments except for the Harbor
Resources Divisions and Water and Wastewater Utilities Divisions. In 2002-
■ 03 the proposed General Fund operating expenditures (excluding capital
improvements), total $94.5 million, an increase of 2.3% from the 2001 -02
■ amended budget.
t Our General Fund revenue estimate for fiscal year 2002 -03 is $95.4 million, an
. increase of 2.1% over 2001 -02 estimated revenues. Table 1 highlights some of
the areas of change and projected change in revenue:
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ABudget Overview
FY 2002 -03
Table 1
Revenue 2000 -01 2001 -02 2002 -03
Actual Estimated Proiected
Total Property Taxes $28,858,182 $33,078,030 $36,880,101
Other Taxes $34,050,123 $31,992,842 $33,069,351
Licenses and Permits $ 2,243,306 $ 1,980,700 $ 1,819,860
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Intergovernmental $ 7,006,393 $ 7,055,022 $ 3,690,127
Charges for Services $ 9,803,379 $ 9,365,362 $ 9,515,855
Fines & Forfeitures $ 3,427,891 $ 3,102,056 $ 3,125,250
Use of Money & Property $ 7,389,450 $ 6,430,997 $ 6,784,288
Other Revenue $ 507.501 $ 515.631 $ 555.435
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Total Revenue $93,286,225 $93,520,640 $95,440,267
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As one might expect in light of the recent economic recession, Sales Taxes,
Transient Occupancy Taxes, and Business Licenses are all on track to post
lack- luster results in 2001 -02. Conversely, Property Taxes still continue to
climb due in part to the Newport Coast annexation but also due to steadily
increasing property values and continued property turnover. All other
revenues in general held true to the sagging economy and remained flat or
modestly declined. The overall picture of revenue totals for 2001 -02 inclusive
of the Newport Annexation is expected to finish flat when compared to 2000-
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For 2002 -03, we are expecting an 11.5% increase in property tax revenues,
primarily due to the impact of the Newport Coast annexation being included
in our revenue base for an entire fiscal year. As compared to the slumping
2001 -02 results, we are anticipating modest improvements in Sales Taxes,
Transient Occupancy Taxes, Business License Taxes, and Franchise Taxes.
However, due to the States budget crisis, we are expecting a dramatic
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decrease of nearly 48% or $3.4 million in intergovernmental revenues. For
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now, we have pointed to the State's Motor Vehicle License Fee backfill as the
likely target but realize the State legislature may divert alternate revenue
streams away from the City.
Each years City Budget reflects the commitment of the City Council and City
Staff to the high level of public service to which Newport Beach's residents
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and visitors have become accustomed. Readers of the Budget can also gain
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insight into programs and projects, which the City Staff and Council deem
particularly important in the coming budget year. For fiscal year 2002 -03,
staff priorities include:
Staff Priorities Tohn Wayne Airport Settlement Agreement
This City Council is committed to ensuring that Newport Beach's quality of
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life is not compromised by an expansion at John Wayne Airport. Therefore, it
is our number one priority to obtain all necessary approvals to extend the
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John Wayne Airport settlement agreement consistent with Scenario 1 as
described in EIR 582 and maintain the integrity of the settlement agreement
once approved.
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■ A Budget Overview
FY 2002 -03
General Plan Public Outreach & General Plan Update
A General Plan is a long -range plan that includes goals, policies, and
■ programs to guide the future growth of the community. The City is soliciting
public input to update this plan through a variety of different public
outreach tools including: community newsletters, a vision festival,
neighborhood workshops, surveys, and a community based advisory
committee. City officials will use this plan to link community values, visions,
and priorities with decisions about physical development including topics
such as zoning, street projects and housing. The current General Plan was
■ adopted in 1970.
Local Coastal Plan Certification
A new law signed by Governor Davis in October 2001 requires the City to
submit a Local Coastal Plan (LCP) to the California Coastal Commission
(CCC) for approval and certification by June 30, 2003. An LCP includes a
land use plan, zoning ordinances, zoning district maps and other legal
■ instruments necessary to implement a land use plan. Once the CCC certifies
the LCP, the Coastal Development Permit authority is delegated to the City.
■ Currently the City does not have a certified LCP
Traffic Signalization Management System
Safe, smooth traffic flow throughout the City is a goal most every citizen can
appreciate. Through a series of surveys and studies of traffic signals and
traffic flow patterns including public input and education, a Traffic
Signalization Management System will be placed in service to maximize
. smooth and safe traffic flow throughout the City
■ Water Oualfty
Newport Bay is Newport Beach's most treasured environmental asset. From
the ecological reserve and parkland in the Upper Bay to the boating,
residential, and visitor - serving uses in the Lower Bay, Newport Bay is home
to six endangered species, the nation's largest small craft harbor, tour and
charter boat operations, more than sixty different commercial ventures,
rowing clubs, yacht races, millions of visitors annually, and more.
The National Pollutant Discharge Elimination System ( NPDES) requires the
State Water Resources Control Board and its nine Regional Boards to direct
local agencies' compliance with the federal Clean Water Act. Compliance is
achieved via a 5 -year permit ( NPDES Permit) that directs the County of
Orange and all 34 cities (as co-permittees) to adopt a uniform water quality
t ordinance, to enforce the ordinance itself, to adopt and use best management
■ practices that reduce urban runoff (street sweeping with citations, for
instance), to educate the population as to water quality, and to further
■ minimize any water quality impacts. The last 5 -year permit expired in March
2001. The new 5 -year permit is much more detailed than the previous permit.
Over this next year the City will be developing an organization response to
the NPDES and Upper Newport Bay water quality requirements.
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A Budget Overview '
FY 2002 -03
Mariners Library Joint Use Plan '
The City and the Newport Mesa Unified School District have a unique
opportunity to receive State construction funding to replace the Mariners .
Library. This funding is available for "Joint Use" library projects that
combine a public library and a school library in one service unit. Sixty-five
percent of the funding would come from Proposition 14 bonds while the
remaining thirty -five percent would come from local contributions. This is a
unique opportunity to enhance the library services for the school and the
community. The project provides the opportunity to maximize the use of
State funding and donor contributions to replace the Mariners library and ■
develop a joint use synergy.
Conclusion Despite the volatility of the financial markets, the recent economic recession
and uncertainties the City is facing due to the States budget crisis, we feel
very fortunate to present the following budget. We have a wonderful
community and have the financial resources to carry out our normal
operating plan without a reduction of service and still take on a number of
projects that we are excited about, which will bring value to and improve our
community. With any luck, we will be as fortunate next year too.
Homer Bludau
City Manager
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Santa Ana HeightsMay Knolls Annexation Process
On September 26, 2000, the City Council adopted Resolution 2000 -81
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directing City staff to process an annexation application for the Newport
Coast, Santa Ana Heights, and the Bay Knolls community. The City filed its
application to annex these territories on March 19, 2001. The Newport Coast
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portion of the City's annexation effort became effective January 1, 2002. The
City Council added another neighborhood (about nine homes in the
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Emerson /Churchill tract) to its pending application on May 28, 2002, when it
adopted Resolution 2002 -36.
The east Santa Ana Heights and Bay Knolls /Emerson annexations are
anticipated to become effective July 1, 2003, following a LAFCO hearing in
September 2002.
Santa Ana Heights Fire Station
In March 2001, the City established a temporary fire station on Zenith Street
serving Santa Ana Heights and the airport area when a nearby Orange
County Fire Authority (OCFA) station closed in December 2000. Since that
time, staff has worked to find a site for a permanent station should the City
be successful in annexing eastern Santa Ana Heights. One such location is on
Birch Street in a commercially -zoned area.
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Conclusion Despite the volatility of the financial markets, the recent economic recession
and uncertainties the City is facing due to the States budget crisis, we feel
very fortunate to present the following budget. We have a wonderful
community and have the financial resources to carry out our normal
operating plan without a reduction of service and still take on a number of
projects that we are excited about, which will bring value to and improve our
community. With any luck, we will be as fortunate next year too.
Homer Bludau
City Manager
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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 2002 -03, the appropriations limit adopted by the City Council, in accordance ■
with Revenue and Taxation Code Section 7910, was $94,769,006. 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. ■
In addition to the Annual Budget, the City's audited financial statements for the prior fiscal ■
years are available in the Administrative Services Department, City Clerk Department, and
each of the City's library branches. ■
Fund Balance Policy — The City Council has recently adopted a revised official policy (Policy
F -2 in the City of Newport Beach Council Policy Manual) regarding reserve levels among its
various funds. This policy, in part, states that 'The City Council has determined that a General
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Fund Contingency Reserve and Stabilization Reserve be created and that the balances in these
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reserves shall be maintained with not less than 10.0 percent and 2.0 percent respectively of
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the appropriation budget total within the General Fund of the City's annual approved budget."
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The balances in these reserves are currently at their targeted amounts. In addition, Polity F -2
created a Reserve for Capital Improvement to fund replacement of City owned buildings.
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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, retiree insurance, and ■
disability.
Debt Administration — The City currently has no outstanding General Obligation Bonds, and ■
has no plans to issue any in the foreseeable future. In Fiscal Year 1998 -99, the Newport Beach
Public Facilities Corporation issued $7,330,000 of Refunding Certificates of Participation to
finance the construction of the new Central Library. The refunding was undertaken to reduce ■
total debt service payments over the next twenty years by $690,228 and resulted in an economic
gain of $495,745. The Refunded Certificates were executed and delivered pursuant to the ■
Prior Trust Agreement. The City has previously 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 wilt 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.
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Principal payments range from $245,000 to $535,000 from June 1, 2000 through June 1, 2019,
at an interest rate from 3.6 percent to 5.15 percent. At June 30, 2001, the City had a required
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cash reserve balance for debt service of $569,533, which was recorded as a restricted asset and
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reservation of fund balance in the Debt Service Fund. The certificates outstanding at June 30,
2001, amounted to $6,610,000.
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The City also has a note payable consisting of a note to the California Department of Boating
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and Waterways for a 1987 loan in the original amount of $3,300,000. This note was issued for
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i the purchase and rehabilitation of the Balboa Yacht Basin. The note is payable in thirty annual
i principal and interest installments of $237,062 at a 4.5 percent rate of interest, which began
on August 1, 1987. The outstanding balance at June 30, 2001, amounts to $1;909,758.
■ 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
i years and are payable monthly. The interest rates on these obligations range from 3.0 percent
to 9.0 percent. 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.
i Capital lease obligations at June 30, 2001, amounts to $1;819,174.
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.
i 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, 2001, the City had a required cash reserve
■ balance of $1,451,535, which is recorded as a restricted asset. Ten annual principal payments
are payable on August 1, and semiannual interest payments are payable on February 1 and
August 1. At June 30, 2001, the outstanding principal balance was $12,095,000 and interest
■ payable was $255,114.
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:
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Certificates of Deposit (or Time Deposits)
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Negotiable Certificates of Deposit
Bankers Acceptances
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U.S. Treasury Issues
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Federal Agencies Securities
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Commercial paper
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Repurchase Agreements and Reverse Repurchase Agreements
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Passbook Savings Accounts
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Local Agency Investment Fund (State of California Investment Pool)
County Investment Pool (Los Angeles)
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Medium Term Notes
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Asset - backed securities
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Municipal Bonds
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Money Market Funds
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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.
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ELECTED OFFICIALS COUNCILAPPOINTED BOARDS B COMMISSIONS
Fiscal Year 2002 -2003
March 15, 2002
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TABLE OF MISCELLANEOUS STATISTICAL INFORMATION
FISCAL YEAR 2002 -2003
COUNCIL - MANAGER FORM OF GOVERNMENT
RESIDENTIAL POPULATION (January 1 -, 2002)
Permanent 75,662
Summer - 100,000
TOURIST POPULATION - 20,000 to 100,000 per day
AREA (March, 2002)
Land
Bay
Ocean
TOTAL SQUARE MILES
Land
Bay
Ocean
TOTAL ACRES
WATER FRONTAGE
Upper Bay Frontage
Ocean
Harbor
TOTAL WATER FRONTAGE
ASSESSED VALUATION
TOTAL
NEWPORT HARBOR
Boats
Residential
Commercial Slips and Side Ties
Bay Moorings
Square Miles
25.0
2.5
23.0
50.5
Acres
16,245
1,600
14,894
32,739
Miles
13
10
21
$16,321,473,269
9,000
1,230
2,119
1,221
CITY WATER SERVICE CONNECTIONS
NUMBER OF FIRE STATIONS
NUMBER OF CITY LIBRARIES
NUMBER OF PARKWAY TREES
RECREATIONAL ACREAGE
Ocean Water
Harbor Waters
Parks
Beaches
TOTAL
STREETS AND ALLEYS
Improved
Unimproved
State Highway
DWELLING UNITS
January 1, 1998 ..
Occupancy factor per dwelling unit
POPULATION DENSITY
Per Square Mile
Per Acre
EMPLOYEES
Regular Full Time
Total (Including Part Time)
25,862
8
4
29,000
Acres
14,894
1,598
258
237
16,987
Miles
321
2
10
333
38,394
1.97
3,026.48
4.66
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 21 square mile harbor area. This bay area and the 23 miles of
ocean beach offer outstanding fishing, swimming, surfing and aquatic sports activities. The City has a:permanent
population of 70,000. 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.
772
900
7
REVENUE SUMMARY 2002 -03
.
_
LICENSES, PERMITS AND FEES
2002-03
22,233,568
1997 -98 1998-99 1999-00
2000 -01
2001.02
Revenue
Percent
Actual Actual Actual
Actual
Projected
Budget
Increase
Fund/Revenue Category . Revenue Revenue Revenue
Revenue
Revenue
Estimate
(Decrease)
GENERAL FUND
_
LICENSES, PERMITS AND FEES
PROPERTY TAXES
22,233,568
23,939,777
26,425,662
28,858,182
33,078,030
36,880,101
11.49%
TAXES OTHER THAN PROPERTY
27,151,812
28,778,283
32,218,356
34,050.123
31,992,842
33,069,351
3.36%
LICENSES AND PERMITS
5,012,942
2,853,462.
2,224,373
2,243,306
1,980,700
1,819,660
-8.12%
INTERGOVERNMENTAL
4,842,580
5,603,852
6,622,084
7,006,393
7,055,022
3,690,127 .
-47.70%
CHARGES FOR CURRENT SERVICES
8,275,153
8,964,993
9,052,994.
- 9,803,379
- 9,365,362
9,515,865
1.61%
FINES, FORFEITURES 8 PENALTIES
2,181,621
2,821,271
3,231,348 -
3,427,891
3,102,056
3,125,250
0J5%
USE OF MONEY AND PROPERTY
5,573,243
5,274,996
6,069,011-
7,389,450
6,430,997
6,784,288
5.49%
OTHER REVENUE
471,053
2,595,631
1,453,319
507,500
515,630
555,435
7.72%
TOTAL GENERAL FUND
75,741,972
80,832266
87,297,149
93,286,224
93,520,639
.95,440,267 --
2.05%
ASSET FORFEITURE FUND
1,015,454 4:886,319
381.20%
-
INTERGOVERNMENTAL
391,954
377,669
153,623.
72,536
35,000.
35,000
0.00%
USE OF MONEY AND PROPERTY
2,092
3,036
7,507
39,265
2,000
- 2,000
0.00%
OTHER REVENUE -
0
0
5,652
0
- 0
-- 0
0.00%
TOTAL FORFEITURE FUND
394,046
380,705
181,130
111.801
37.000
37,000
0.00%
-SLESF -COPS FUND
-
INTERGOVERNMENTAL
161,592
164,084
164,608
164,028
145,000
164,000
13.10%
USE OF MONEY AND PROPERTY
15,072
5,098
4,262
1,019
1,000
1,000
0.00%
TOTAL SLESF -COPS FUND
176,664
169.182
168,870
165,047
146,000
165900
13.01%
.LLEBG FUND
INTERGOVERNMENTAL
0
57,901
61,102
59,465
61,102
55,495
- 9.18%
USE OF MONEY AND PROPERTY
1,895
0
0
3,772
0
' 0
0.00%
TOTAL LLEBG FUND
1,895
57.901
61.102
63,237
61,102
55,495
-9.18%
CDBG FUND
INTERGOVERNMENTAL
444,175
807,961
543.577
498.000
914.038
2,590,000
183.36%
. TOTAL CDBG FUND
444,175
807,961
543,577
498.000
914.038
2,590,000
183.36%
STATE GAS TAX FUND
INTERGOVERNMENTAL
1,492,748
1,458,336
1,357,266
1,365,907
1,479,166
1,357,500
-8.23%
USE OF MONEY AND PROPERTY
406,536
249,637
206,802
385,336
200,000
100,000
-50.00%
OTHER REVENUE
TOTAL GAS TAX FUND
1,699284
1,707,973
1.564 ,068
1,751,243
1,679,168
L457.501)
- 13.20%
TRAFFIC CONGESTION FUND
INTERGOVERNMENTAL
0
0
0
572,150
180,000
150,000
- 16.67%
1 TOTAL TRAFFIC CONGESTN FUND
0
0
D
572,150
180,000
150,000
- 16.67%
TIDELANDS FUND
_
LICENSES, PERMITS AND FEES
1,095,554
1,104,762
1,113,175
1,124,359
861,178 1,153,000
33.89%
INTERGOVERNMENTAL
0
22,638
0
0
18,333 18,333
0.00%
CHARGES FOR SERVICES
38,370
20,769
18,683
31,920
33,500 33,500
0.00%
USE OF MONEY AND PROPERTY
4,328,470
4,258,614
5,106,213
6,641,384
4,847,774 5,359,492
10.66%
OTHER REVENUE
3,159
-653
0
-2,999
0 0
0.00%
TOTALTIDELANDS FUND -
5,465,553
5,406,151
6,238,071 7,794,844
5,760,785 6,564,325
13.95%
- CONTRIBUTIONS FUND --
385,551
498,522
322,859
-
200,000
175,000
INTERGOVERNMENTAL
2,026,459
6,368,406
550,152
197,265
1,010,454 4,886,319
0.00%
- USE OF MONEY AND PROPERTY
0
0
0
0
0 - 0
0.00%
- OTHER REVENUE
64,217
100,580
124,467
25,000
51000 0
0.00%
- TOTAL CONTRIBUTIONS FUND
2,090,676
6,468,986
674,619
222,265
1,015,454 4:886,319
381.20%
CIRCULATION AND TRANS FUND
_
LICENSE, PERMITS AND FEES
1,267,854
630,484
170,967
483,398
0
0
0.00%
USE OF MONEY AND PROPERTY
.. 592,368
364,149
220,037.
418,864
250,000
0
- 10090 %.
OTHER REVENUE
0
62,788
165.662
0
'0
'0
0.00%
TOTAL CIRCULATION FUND
1,860,222
1,057,421
556,666
902,262
250,000
0
- 100.00%
BUILDING EXCISE TAX FUND
LICENSES, PERMITS AND FEES
385,551
498,522
322,859
329,206
200,000
175,000
- 12.60%
USE OF MONEY AND PROPERTY
26,312
24,198
24,280
54,448
15,000
7,500
- 50.00%
OTHER REVENUE
0
0
644
.0
0
0
0.00%
TOTAL BET FUND
411,Sfi3
622,720
347,139
383.654
215,000
182,500
- 15.12%
MEASURE"M"FUND
INTERGOVERNMENTAL
6,424,151
922,789
977,680
969.115
1,175.000
2,205,580
87.71%
.USE OF MONEY AND PROPERTY
98,489
7,233
39,D54
143,525
105,000
105,000
0.00%
OTHER REVENUE
0
0
9,515
0
0
D
0.00%
TOTAL MEASURE 'M "FUND
_ 6,522,640
930.022
1926.249
1,112,640
1,280,000
2,310,580
80.51%
10
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REVENUE SUMMARY 2002 -03
NEWPORT ANNEXATION FUND
■
INTERGOVERNMENTAL
718,941
USE OF MONEY AND PROPERTY
0.00%
TOTAL ANNEXATION FUND
2092 -03
570,726
1997 -98 1998.99 1999-00
2DOD-01
2001-02
Revenue
Percent
Actual Actual Actual
Actual
Proud
Budget
.Increase
FundtRevenue Category Revenue Revenue Revenue
Revenue
Revenue
Estimate
(Decrease)
oLnw N 1 nA1LTTATS rUNU
'INTERGOVERNMENTAL
USE OF MONEY AND PROPERTY
TOTAL BIKES 8 TRAILWAYS FUND
AHRPFUND
INTERGOVERNMENTAL
TOTALAHRPFUND
AIR QUALITY MGMT FUND
INTERGOVERNMENTAL
USE OF MONEY AND PROPERTY
OTHER REVENUE - -
TOTAL AOMD FUND
ENVIRONMENTAL LIABILITY FUND
OTHER REVENUE
USE OF MONEY AND PROPERTY
TOTAL ENVIRONMENTAL LIAB FD
OIL SPILL REMEDIATION FUND
TOTAL OTHER REVENUE
USE OF MONEY AND PROPERTY
TOTAL OIL SPILL FUND
0 0 0 0 0 0 0.00%
3,357 2,074 1,937 4,089 2,000 1,500 0.00%
3,357 2,074 1,937 4,069 2.000 11500 - 25.00%
0
NEWPORT ANNEXATION FUND
■
INTERGOVERNMENTAL
718,941
USE OF MONEY AND PROPERTY
0.00%
TOTAL ANNEXATION FUND
■
570,726
6273
ASSESSMENT DISTRICT PROJECTS
980.613
OTHER REVENUE
■
TOTAL ASSESSMENT DISTRICT FUND
81,636
4,544
2,862
CIOSA FUND
■
OTHER REVENUE
26.04%
- 70.00%
0.00%
USE OF MONEY AND PROPERTY
65.248
TOTAL CIOSA FUND
■
101,000
122,500
BONITA CANYON DEV. FUND
241,402
29,899
OTHER REVENUE
■
USE OF MONEY AND PROPERTY
440,000
0
TOTAL BONITA CANYON DEV. FD.
■
WATER ENTERPRISE FUND
476,421
LICENSES, PERMITS AND FEES
472,719
INTERGOVERNMENTAL
■
CHARGES FOR SERVICES
0
0
USE OF MONEY AND PROPERTY
0
0
OTHER REVENUE
■
TOTAL WATER FUND
0.000%
- 25.000/.
PARKING FACILITY FUND
■
USE OF MONEY AND PROPERTY
5,464,906
TOTAL PARKING FUND
■
WASTEWATER ENTERPRISE FUND
0
0
INTERGOVERNMENTAL
0
0
CHARGES FOR SERVICES
■
USE OF MONEY AND PROPERTY
- 100.00%
56.13%
OTHER REVENUE
0
TOTAL WASTEWATER FUND
■
15,300,000
468,390
INSURANCE RESERVE FUND
6,825
WORKERS' COMP PREMIUM
■
GENERAL LIABILITY PREMIUM
761,196
DISABILITY INSURANCE PREMIUM
■
OTHER REVENUE
TOTAL INSURANCE FUND
0
625
■
761,196
■
20.50%
■
315,242
132,172
0 0 0 0 0 0 0.00%
3,357 2,074 1,937 4,089 2,000 1,500 0.00%
3,357 2,074 1,937 4,069 2.000 11500 - 25.00%
0
0
570,726
6,273
718,941
980,613
0.00%
0
0
570,726
6273
718,941
980.613
0.00%
75,512
23,640
0
57,967
7,281
0
81,636
4,544
2,862
84,119
9,857
0
96,000
5,000
0
121,000
1,500
0
26.04%
- 70.00%
0.00%
99,152
65.248
86,180-
93,976
101,000
122,500
21.29%
241,402
29,899
476,421
0
424,966
0
373,655
99,064
440,000
0
462,000
0
5.00%
0.00%
271,301
476,421
424,966
472,719
440,000
462,000
5.00%
0
0
0
0
0
0
5,188,774
276,132
0
200,000
0
150,000
0.000%
- 25.000/.
0
0
0
5,464,906
200.000
150,000
- 25.00%
0
0
0
0
0
0
0
0
15,000,000
. 300,000
0
468.390
- 100.00%
56.13%
0
0
0
0
15,300,000
468,390
- 96.94%
6,825
'0
525
3,428,762
761,196
917,214
20.50%
61825
0
625
3,428,762
761,196
917.214
20.50%
916,260
329,951
315,242
132,172
85,483
19
4,841,699
64,693
0
200,000
0
160,000
0.00%
- 20.00%
1,246,211
447,414
855503
4,905,392
200,000
160,000
- 20.00%
0
0
30,577,712
263,268
0
594,609
0
460,519
0
150,000
0
35,000
0.00%
- 76.67%
0
30,840,960
594,609
460,519
150,000
35.000
.- 76.67%
19,116
14,928
40
0
0
_0
0.00%
0
0
0
10,953
- 0
0
0.00%
15,823,062
17,168,347
17,355,539
16,727,539
17,085,919
17,210,919
0.73%
438,800
384,475
509,273
1,416,678
430,000
630,000
46,51%
210,988
91,663
1,959,548
84,510
36,000
36,000
0.0D%
16,491,966
17,659,413
19,824,400
18,239,660
17,551,919
17,876,919
1.85%
85,859 90,015 91,382 119,157 0 0 0.00%
65,859 90,015 91,382 119,157 0 0 0.00%
0
0
0
179
0
0
0.00%
2,770,107
2,891,443
2,705,798
2,917,734
2,801,200
2,856,200
1.96%
162,394
79,479
8305
214,287
75,000
75,000
0.00%
10,330
444,242
76,183
6,627
16,000
11,000
- 31.25%
2.942.831
3.415,164
2.865 ,676
3,138,827
2,892,200
2,942,200
1.73%
1,929,071
2,430,631
3,180,536
3,179,926
3,233,279
3,185,462
-1.48%
1,779,780
1,779,783
1,779,783
1,779,779
1,862,778
1,827,779
-1.88%
94,469
200,005
96,509
225,2D7
412,866
450,000
8.99%
2,477
$7,578
80,147
403,485
205,000
205,000
0.00%
3,805.797
4,467,997
5,136,975
5,588,397
5,713,923
5.668.241
-0.80%
11
REVENUE SUMMARY 2002 -03
1,027,088
1,136,842
1,228,997
1,371,320
1,426,851
4.05%
0
2902-03
0
199798 1998 -99 1999-00
2900 -01
2001-02
Revenue
Percent
Actual Actual Actual
Actual.
Projected
Budget
Increase
Fund/Revenue Category Revenue Revenue Revenue
Revenue
Revenue
Eadmate
(Decrease)
I VMYCN,7AMUA tNGt FUND
CHARGES FOR SERVICES
USE OF MONEY AND PROPERTY
TOTAL COMP. ABSENCE 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
BACK BAY DREDGING FUND
USE OF MONEY AND PROPERTY
OTHER REVENUES
TOTAL BACK BAY DREDGING
TOTAL ALL FUNDS
12
513,543
1,027,088
1,136,842
1,228,997
1,371,320
1,426,851
4.05%
0
0
0
81.862
80,006
85,000
0.00%
513,543
1,027,088
1,136.842
1,310,859
1,451,320
1,511,851
4.17%
124,400,149
160,787,887
133,580,772
155,873,321
155,878.071
154,787,949
-0.70%
0
160
0
- - 0
0
0
0.00%
1,486,943
1,468,079
1,735,086-
1,784,022
1,457,322
1,523,808
4.56%
2,008,940
2,043,579
1,991,905
2,219,600
2,302,066
2,498,501
8.53%
228,968
248,883
197,341
448,693
262,000
122,000
- 53.44%
3,724,651
31760,701
3,924,332
4,452,315
4,021,388
4,144.309
3.06%
14,666 9,084 8,500 17,721 9,000 4,000 0.00%
185,000 185,000 185,000 185,000 185,000 185,000 0.00%
199,666 194,084 193,500 202,721 194,000 189,000 -2.58%
0
0
0
0
0
190,650
N/A
0
0,
0
0
0
3,800,000
N/A
0
0
0
0
0
3,990,650
N/A
124,400,149
160,787,887
133,580,772
155,873,321
155,878.071
154,787,949
-0.70%
2002 -03 Revenues by Source
Enterprise Fund Revenue
13%
Licenses, Fees, & Permits
2%
Intergovernmental Revenue
11%
Internal Service Fund
Revenue
8%
Property Taxes
24%
Charges for Services]
6%
Fines, Forfeitures, &
Penalties
2%
Other Revenue
4%
Use of Money 3 Property
9%
Sales It Other Taxes
21%
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OPERATING EXPENDITURES - ALL FUNDS
1997 -M 1996.99 1999 -M 2000.01 2001.02 2002 -03
tccount Actual Actual Actual Actual Estimated Estimated %ol
Code Function and Activities Expenditures Expenditures Expenditures Expenditures Expenditures Expenditures Total
GENERAL CITY OPERATIONS
5500 Water Enterprise Fund
General Govemment
$10,492,213
$10,793,143
$10,887,196
$13 ,027,300
$13,416,239
10.78%
5600 Wastewater Enterprise Fund
0100
City Council
$176,660
$205,824
.$2,658,742
$2,96Q014
.. $4,610,000
$1,055,030
0.85%
0200
City Clerk
$175,324
$268,008
$ 251,399
$291,046
$263,000
$370,833
0.30%
0300
City Manager
$576,857
$517,451
$1,410,699
$1,705,729
$2,026,000
$2,137,771.
1.72%
0400
Human Resources
$0
$0
$0
$958,994
- $1,170,000
$1,289,202
1.04%
0500
City Attorney
$1,567,031
$1,746,052
$886,127
$676,286
- $660,000
$804,613
0.65%
0600
Administrative Services -
$4,493,228
$4,964862
$4391119
$4,750,984
$4,822,000
$5,104,676
4.10%
0.14%
Total General Gonerrimetn
$6,989,100
$7,702,197
$9598,085
$11,343,053
$13,551,000
$10,762,124
8.65%
Compensated Absence
$0
$0
$0
$1,547,506
- $1,300,000
$1,200,000
0.96%
PUBLIC SAFETY
$1,614,348
$1,449,248
$1,483,557
$1,409,898
$1,699,645
$1,507,629
1.21%
1800
Police Department
$23,732,242
$24,252,390
$25, 460, 049
$27 ,672,124
$28,595,102
$30,612,245
24.60%
2300
Fire Department
$16378,847
$17,110708
$17419582
$17,514,345
$19,667,000
$21,525,002
17.30%
$8,106845
Total Public Safety
$40, 111, 089
$41,363097
$42879,631
$45,106,469
- $48262,102
$52,137,247
41.89%
COMMUNITY DEVELOPMENT
2700
Planning
$1,206,650
$1,275,728
$1,467,235
$1,444,496
$1,855,000
$2,291,378
1.84%
2900
Buildrng
$1814473
$2230548
$2260388
$2366074
$2510,000
$2,652,360
2.13%
Total Community Development
$3, 021, 123
$3,506276
$3727,623
$3,812,570
- $4,385,000
$1,943,738
3.97%
PUBLIC WORKS
3000
Public Works
$2,907,269
$3,379,113
$3,228,029
$3,260,023
$3,899,399
$3,893,893
3.131y.
5900
Utilities
$1,201,656
$1,171,844
$1,239,208
$1,417,917
$1,409,297
$1,420,383
1.14%
3100
General Services
$11846692
$12354326
$12431393
$12949693
$14,435,971
$15,656,097
12.58%
Total Public Works
$15,955617
$16,906283
$16898629
$17,627,633
$19,744,667
$20,970,373
16.85%
COMMUNITY SERVICES
4000
Community Services
$5,954,652
$6,699,042
$6,916,733
$7,386,355
$7:785.000
$8,387,665
6.72%
Total Community Services,
$5,95402
$6,699,042
S6,916,733
$7,386,355
$7,785,000
$8,387,605
6.72%
OTHER FINANCING ACTIVITIES
9296
Newport Annexation Fund Debt Service
$1,243,890
1,00%
TOTAL CITY OPERATIONS $72, 031, 681 $76, 175895 $80020,701 $85,358 ,080 $93 ,707,769 $98,425,037 79.09%
ENTERPRISE OPERATIONS
5500 Water Enterprise Fund
$10,201,836
$10,492,213
$10,793,143
$10,887,196
$13 ,027,300
$13,416,239
10.78%
5600 Wastewater Enterprise Fund
$1,423,823
$1,490,706
$1,454,570
$107,381
$1,669,348
$1,853,435
1.49%
TOTAL ENTERPRISE OPERATIONS
$11,625,659
$11,982919
$12,247,713
$12,094571
$14,896,648
$15,268,674
12.27%
INTERNAL SERVICE FUNDS
Workers Compensation
$1,994,743
$929,621
$1,728,292
$2,103236
$1,700,000
$1,806,800
1.45%
General Liability
$1,313,940
$2,898,530
$1,388,666
$1,352,759
$1,650,000
$2,529,824
2.03%
Compensated Absence
$886,672
$1,129,406
$1,292,220
$0
$0
$0
0.00%
Disability Coverage
$79,807
$82,262
$104,165
$339,487
$327,000
$175,000
0.14%
Retiree Medical
$0
$0
$0
$979,768
$867,000
$1,039,500
0.84%
Compensated Absence
$0
$0
$0
$1,547,506
- $1,300,000
$1,200,000
0.96%
Equipment Maintenance
$1,614,348
$1,449,248
$1,483,557
$1,409,898
$1,699,645
$1,507,629
1.21%
Equipment Replacement
$1,707,103
$1,617,778
$1,446,278
$1,065,916
$2,155,000
$2,498,480
2.01%
Elimination of Internal Transfers
TOTAL INTERNAL SERVICE FUNDS
$7596613
$8,106845
$7443178
$8,798570
$9,698,645
$10757,233
8.64%
TOTAL ALL CITY OPERATIONS $91,253553 $96,265,659 $99,711582 $106,849,227 $118,103,062 $124.461.944 100.00%
LESS: INTERNAL CHARGES ($7512,546) ($8,949,165) ($9,920,661) (811,536,537) ($11,758,631) ($12,238,477)
13
2002 -03 OPERATING EXPENDITURES BY DEPARTMENT
Maintenance
Salaries a %of and %of Other %of Capital %of %of
epartment Benefits Total Opermton Total Chem" Total Outlay Total Total Total
City Council .
Cny Clerk
City Manager
Human Recurces ..
City AnDmey
Administrative Services
Police
Fire
..
Building -
Planning
General Samoan
Public Works
Utlltae ,
Communly Services
Newport Annemolon Funds
Insurance Reserve
Room Medical
Compensated Absence
Equipment Ma1nt a Replacement
Total Operating Budget
Lags: Internal Charges
Total Operating Budget Nm of
$144,105
0.18%
$904,925
2.31%
$0
0.00%
$6,000
0.18%
$1,055,030
0.65%
$248,123
0.32%
$121,110
0.31%
$0
0.00%
$1,800
0.05%
45370,833
0.30%
$1,502,719
1.92%
$379,142
0.97%
$237,062
6.42%
$16,648
0.55%
$2,137,771
1.72%
$777.702
0.99%
$478,500
1.22%
$0
0.00%
$33.000
.0.96%
$1289202
1.04%
$587571
0.75%
$218,042
0.55%
$0
0.0096
$1,000
0.03%
$804,613
0.65%
$4,007,429
5.12%
$1,028,246
2.62%
$0
0.00%
$71,000
2.07%
$5104,675
4.10%
$25,910,230
33.12%
$4,469,341
11.43%
$0
0.00%
$232,674
6.80%
$30,612245
24.60%
$18.144,997
23.19%
$3,160,621
8.08%
$0
0.00%
$219,384 -
6.41%
$21,525,002
17.30%
$2,243,111
2.s
$376,249
0.96%
$0
0.00%
- $33,000
0.96%
$2,652.360
2.13%
$1,423,934
1.82%
$622379
2.10%
$0
0.00%
$75,065
"1.32%
$2,291,376
1.84%
$7,610,186
9.73%
$6,017,311
20.50%
$0
0.00 %.
$28,600
0.84%
$15,656,097
12.68%
$3,068,494
3.92%
$799,299
2.04%
$0
0.00%
$26.100 -
0.76%
$3,893,3
3.13%
$4,239,717
5.42%
'$10,609,267
27.13%
$1,650,573
44.67%
- $190500
- 5.56 %
$16,690,057
13.41%
$5,054,980
6.46%
$2,711,045
6.93%
- $563,140
15.24%
$38,500
1.12 % -
$8,367,685
6.72%
$0
0.00%
$0
0.00%
$1,243,890
33.67%
$o
0.00%
$1,243,890
1.00%
50
0.00%
$4,511,624
11.54%
$0
0.00%
$0
0.00%
$4,511,624
3.63%
- $1,039,500
1.33%
$0
0.00%
$0
0100%
$0
- 0.00%
$1,039,500
0.64%
$1,200,000
.1.53%
$0
0.00%
- $0
0.00%
$0
0.00 % -.
$1,200000
0.96%
$1,027,777
1.31%
$499,532
1.28%
- $0
0.69%-
$2,478.800
72419%
$4,000109
322%
$78,230,575 100.00% 539,102,633 100.00% 413,694,865 1W% $3,624,071 100.M $124,451,944 100.00%
(6,3884550) (51150,088) - (1zMAT7)
Internal Charges $71,842,186 $33,252,545 $3,694,885 $3,424,071 $112,213,467
TOTAL ALL FUNDS - INCLUDING CAPITAL IMPROVEMENTS:
Salaries and Benefits
$78,230,575
Maintenance and Operation
$39,102,633
Other Charges
$3,694,665
Capital Outlay
$3,424,071
Capital Improvements
$34,478,486
Total -- $159,930,430
Fiscal Year 2002 -03 Expenditures by Type
Capital Improvements Salaries and Benefits
22% 49%
Capital Outlay
2%
Other Charges
2%
Maintenance and Operation
25%
14
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Historical Capital Projects Spending
(dollars in thousands)
20,000
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
rn m rn o0 0 o O
rn m rn m o 0 0
15
1996 -97
1997 -98
1998 -99
1999 -00
2000 -01
2001 -02
2002 -03
Actual
Actual
Actual
Actual
Actual
Projected
Approved
General Fund Projects
General Fund
7,330
4,551
6,259
5,068
5,433
7,166
7,132
Special Revenue ft Cooperative Projects
CDBG
569
444
808
544
288
814
2,034
Gas Tax
1,789
500
1,123
2,593
1,785
3,620
2,275
Tidelands
144
634
1,127
758
561
1,294
1,466
Contributions
463
553
6,609
655
174
1,038
5,240
Circulation 8 Transportation
1,248
1,577
2,762
1,724
569
1,392
2,223
Building Excise Tax
92
97
436
314
271
806
321
Measure M
4,173
5,911
1,038
922
1,123
1,714
2,061
ISTEA
-
5,458
-
-
Bike & Trailways
48
34
-
-
-
-
AHRP Fund
-
567
-
723
981
Traffic Congestion Relief
-
539
363
American Trader Oil Spill Remediation
-
-
-
345
3,491
1,343
Special Assessment Projects
Assessment Districts
1,086
137
161
151
2,183
2,843
1,558
CIOSA Development
4,563
1,415
6,541
111
765
434
1,150
Bonita Canyon Development
-
-
4
1,139
4,085
1,493
-
Enterprise Fund Projects
Water
9,289
6,360
2,102
1,235
1,502
6,433
5,370
Sewer
747
2,649
1,515
1,083
516
1,765
851
Internal Service Fund
Equipment Maintenance
30
17
112
18
12
41
110
Annual Totals
31,572
30,337
30,597
16,882
19,612
35,606
34,478
20,000
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
rn m rn o0 0 o O
rn m rn m o 0 0
15
npV V ATINC FY➢BNnrTIIIIFC _ MI, FIINIIS
Acct
Code Activity - Function
Council Cnv Clerk
0100 6200
Qty Mgr.
0300
HR
0400
City Aug
0500
Admin Svc.
0600
Police
1800
7000
SALARIES - MISC
195,926
629'btus
613,829
481,370
3,016,490
4,772,94(1
7010
SALARIES - SAFETY
123,947
11,661,334
7020
SALARIES - PERM PART TIME
123,951
9,945
149,678
613,327
7030
SALARIES- TEMPORARY
114,223
7040
OVERTIME, MISC
1,061
18,800
2,000
14,500
216,110
7041
OVERTIME, SAFETY
842,798
7042
OVERTIME, PLANNED
7043
OVERTIME, VACATION RELIEF
7044
OVERTIME, UNCONTROLLED
7059
ONE MAN PACKER PAY
7060
COPTER,TILLE & HAZ MAT PAY
8,400
7062
NIGHT DIFF, MISC
4,500
49,947
7063
CERTIFICATION PAY
400
7067
LONGEVITY PAY
3 099
46,587
7070
SCHOLASTIC ACHIEVEMENT
4,187
400,035
7072
HOLIDAY PAY, MISC & SAFETY
5,636
643,383
7080
CALL BACK PAY /STAND -BY PAY
7085
TERMINATION PAY, MISC
7086
TERMINATION
PAY SAFETY
7088
PAID FLEX/SPILLOVER
PAY
7095
SALARY REIMBURSEMENT
154,721
7100
COUNCIL ALLOWANCES
85,911
7210
HEALTH/DENTALNISION
41,790 17,910
68,985
53,730
29,850
286,560
1,498,740
7224
RETIREE INS RESERVE
2,521 840
3,060
2,280
1,320
11,879
57,235
7225
RETIREE INSURANCE
9,298 3,099
11,291
8,413
4,871
43,835
208,492
7270
OTHER MISC BENEFITS
7290
LIFE INSURANCE
Il8 336
1,288
963
536
5,148
26,062
7370
WORKERS' COMP, MISC
3,524
37,957
6,368
9,550
881609
82,890
7371
WORKERS' COMP SAFETY
1 072,348
7373
COMPENSATED ABSENCES
5,878
28,614
18,415
14,441
90,667
491049
7425
MEDICARE FRINGES
1,246 2,841
13,570
9,045
4,587
37,057
162,528
7438
LIUNA CONTRIBUTION
1,959
7,164
6,138
4,814
30,022
2,103
7439
PERS EMPLOYEE CNTRBN
14,747
70,734
46,203
36,233
232,370
402,747
7441
PERS EMPLOYER CNTRBN
-SAFE
12,312
1,164,086
7442
PERS EMPLOYEE CNTRBNSAFE
12,747
1,205 569
7443
PERS - SPECIAL PAY
1,386
117,916
7460RETIREMENT
PART TIME/f -EMP
3,222
5,400
373
1,214
8,477
UB ALARY BENEFITS
,1
1,50 ,71
777,702
587,571
4,007,429
25, 1 ,
8010
ADVERT & PUB RELATIONS
4,000 10,000
50,000
30,945
8020
AUTOMOTIVE SERVICE
4,050
2,350
163,768
8022
EQUIPMENT MAINTENANCE
5,665
12,727
28,500
8024
E UIPMENT REPLACEMENT
6,038
16,752
547,083
8030
MAINT &REPAIR - EQUIP
150 2,500
9,041
10,000
7,000
321,250
148,768
8050
PSTGE,FREIGHT EXPRESS NOC
2,000 3,500
22,200
11,500
3,000
45,500
49,251
8060
PUBLICATIONS & DUES NOC
33,000 650
7,950
3,000
1,750
7,775
22,232
8070
RENTAUPROP &EQUIP NOC
16,100
7,500
44,372
274,604
8076
SERVICES - ACCOUNTING &AUDIT
65,809
8080
SERVICES -PROF & TECH NOC
640,000 94,000
216,10
235,000
181,916
43,225
418,159
80802
SERVICES- MAINTENANCE/CIOSA
8091
SERVICES - COMPUTER CONSULT
35,403
8100
TRAVEL &MEETINGS NOC
9,000 2,500
11550
6,500
2,700
19,375
9,770
8105
TRAINING
8,000
3,500
10,000
3,000
28,600
153,033
8106
TRAINING, POST
105,276
8107
TRAINING, CITY WIDE
75,000
8110
UTILITIES NOC
33,908
160,000
8112
UTILITIES - TELEPHONE
142,659
8114
UTILITIES - NATURAL GAS
3,800
8116
UTILITIES - ELECTRICITY
111,500
8117
UTILITIES- ELCTRIC VEH PGM
8118
UTILITIES - WATER
12,500
4,000
8140
SUPPLIES - OFFICE NOC
4,000 7,000
8,700
15,000
4,000
654,117
42,000
8141
SUPPLIES -COMP SOFTWARE
5,000
8142
SUPPLIES- COMPUTER
28,500
8144
SUPPLIES- COPY MACHINE
8,000
8145
SUPPLIES -AUTO PARTS EXPNS
107,000
8148
SUPPLS- CHKS/INVOICES/FRMS
6,435
8150SUPPLIES-
JANITORIALNOC
1,500
100
8,000
8160
MAINT & REPAIR MATRLS NOC
600
6,466
6,000
10,000
8165
MAINT- IRRIGATION REPAIR
8166
MAINT - STORM DRAINS
8170
MAINT - BEACH CLEANING
16
Fire
2300
Planning
2700
Bui ing
2900
Geo. Svcs.
3100
Comm.Svc.
4000
Pub. Works
5000
Utilities
5900
]nt ve
6000
Newport
Coast
Total
698491
1,083,288
1,710,034
5,169,825
3,01] 618
2,401,801
2,825,818
736,795
27,548,099
9,268,514
21,053,795
91,994
30,368
32,698
10,000
675,373
53,708
219,485
2,010,527
930,609
390,133
1,434,965
16,000
45.500
358,300
3,400
5,627
98,800
7,500
787,598
842,798
372,235
372,235
1,203,673
-
-
- _
1,203,673
728,875
728,875
67,500
67,500
28,504
36,904
150
2,325
56,922
12,750
20,700
3,500
37,350
76,246
125,932
252,058
656,280
235,048
884 067
62,603
8,333
68,600
1,000
140,536
475,000
475,000
250,000
250,000
-
-
-
-
_
-
475,000 -
475,000
154,721
85,911
919,140
107,460
15540
656,700
340,290
197,010
313,425
89,550
4,776,360
35,397
4,440
6,360
26,518
13,799
8,039
12,540
3,600
189,828
130,620
16,383
23,467
97,854
50,920
29,666
46,270
1,052,783
1,737,262
22,500
22,500
16,149
1,910
2,879
10,343
5,758
3,642
5,37o
1,522
82,024
23,448
24,713
49,139
590,560
112,087
69,074
286,395
84,373
1,468,687
658,386
1,730 734
299,268
32,499
51,301
155,095
90,349
72,054
84,775
22,104
1,455,909
72,762
12,424
19,473
47,622
50,836
22,465
25,178
7,581
459,215
7 789
10 833
17 100
8 76
28 13
22,587
6,336
1 424
155,058
53,733
83,111
128,714
389,833
256,032
180,805
218978
55,544
2169,784
916,668
2,093,066
949,307
2,167 623
51,523
170,825
39,459
356
1,226
375
26174
2014
4,724
93,014
18,144,997
1,423,934
2,243,111
7,610,218
5,054,
, 94
4,2 9,717
3 7,
78.230,575
5,500
8,000
1,000
60,D00
2,000
171,345
88,789
1,500
7,992
179,200
14,000
10,300
59,900
4,000
535,849
218,792
6,755
28,091
769,258
33,373
41,632
254,400
24,615
1,523,808
614,639
6,706
32,090
934,973
69,720
37,643
327,070
13,288
2,606,002
57,741
8,000
28,000
8,800
76,999
205,922
6,700
15,000
935,871
21,336
15,000
3,400
1,000
63,250
4,100
60,000
305,037
24,278
8,500
4,400
1,250
6,110
7,050
8,450
1,500
137,895
146,780
25,000
500
13,000
107,989
17,200
653,045
65,809
945,483
94,000
208,000
2,343,804
929,797
109,622
227,500
23,467
6,710 082
40,000
40,000
35,403
70,820
8,000
5,600
4,050
9,083
8,000
5,200
3,000
-
175 148
46,968
6,500
15,500
6,100
9,920
9,450
15500
5,000
321,071
105,276
75,000
141,860
126,800
247,733
14,200
1,949000
19,000
2,692,501
1,500
9,000
4,200
157,359
_
-
-
-
-
-
3,800
111,500
4,800
4,800
8,300
440,000
36,831
3,794
505,425
27,500
12,000
12,100
6,550
45,300
14,000
5,650
150
268,067
5,000
28,500
8,000
250,000
357,000
6 435
9,500
42,500
33,280
1,500
96,380
25,320
11500
28,250
21,950
2,000
258,000
360,088
24,000
24,000
37,000
37,000
14,000
14,000
17
l�DCDATrTI (_IIVDIINTITIIOPC_.11 vinunc
Acct
Code Activity - Function
Council
0100
Cny Clerk Cny Mgr. uman es
0200 0300 0900
City Atty.
0500
nun vc.
0600
o ice
1800
8173
MAINT- BLDG/PLYGRND EQ RPR
8176
MAINT- TRAFFIC CONTROL
8178
MAMT- HELICOPTER
333,141
8179
REPLACE - HELICOPTER
1681160
8180
MAINT- OUTSIDE LABOR
8181
MAINT -COMP SOFTWARE
156,816
8182
MAINT -COMP HARDWARE
63,449
8183
MAINT- BACKFLOW & SCADA
8200
SPECIAL DEPT SUPPLIES NOC
3,500 9,480 12,000 57,500 101,639
8202
COMPUTER SUPPLIES
1,500
8204
UNIFORM EXPENSE
120,000
8206
PRISONER CUSTODY EXPENSE
61,000
8208
PHOTO EXPENSE
20,000
8209
SHOOTING RANGE SUPPLIES
40,525
8210
S. W.A.T. SUPPLIES
12,443
8211
CANINE SUPPLIES
12,590
8212
STREETCLEANING EXPENSE
8214
CARPENTER SHOP SUPPLIES
8216
SAFETY E UIPMENT
825
8220
SIGN SHOP SUPPLIES
8222
TRAFFIC SUPPLIES
8224
ROADWAY PAINTS & BARS
8226
DEVICE PAINTS
8228
SIGNS AND SIGN MATERIALS
8232
SIGN INSTALLATION MATRLS
8234
INSCTCDESIH RBCDES/FNGCDES
8235
PLANT MATERIALS
8236
FERTILIZOUTOP SOIVAMENDMENTS
8238
ASPHALTICONCRETE MATERIALS
8240
TOOLS, INSTRUMENTS, ETC
800 3,000 4,500
8250
SPECIAL DEPT EXPENSE NOC
176100 2,100 57,000
8254
HUMAN SERVICES
25,000
8255
TUITION REIMBURSEMENT
30,000
8256
EMPLOYEE ASSISTANCE
25,000
8257
SISTER CITIES
8259
EMPLOYEE RIDESHARE PROM
8260
LIBRARY MATERIALS
8265
FIREWORKS
8270
ELECTRIC VEHICLES PGM
8295
IMPORTED WATER EXP - MWD
8296
IMPORTED WATER EXP - OCWD
8297
RECLAIMED WATER EXP -OCWD
8293
GENERAL PLAN UPDATE
8298
OTHER AGENCY FEES
8303
WATER CNSERV EDU & PUB REL
8305
TMA DUES
8330
SVC CHARGE- ADMINISTRATIVE
8340
GENERAL INSURANCE
175 360 1,009 676 7,434 805,434
8360
PROPERTY TAXES
1,075
8510
UCI SCHOLARSHIP TRUST
111,000
8511
CITY SCHOLARSHIP TRUST
8512
HIGH TECH LIBRARY TRUST
8551
ECONOMIC DEVELOPMENT
8638
EXCESS INSURANCE
55,495
N/A
WORKERS'COMPENSATION
N7A
GENERAL LIABILITY
N7A
DISABILITY INSURANCE
S T PERATION
_9I3TM7rUI,II0j 379,1421 478,500 1 ,- 2
9000
OFFICE EQUIPMENT
1,600 7,500 8 000 I'm 55,000
9010
COMPUTER EQUIPMENT
10 000 106,732
9020
FITNESS EQUIPMENT
5,000
9100
ROLLING EQUIPMENT
9102
CONTRACTED SET UP
9104
SET UP SUPPLIES
9200
SHOP EQUIPMENT
2,500
9300
E UIPMENT N.O.C.
11,348 25.000 118,524
94000FFICE
FURNITURB/FIXTURES
6,000 3,500 2418
UBT V I AL CAPI A AY
6,000 ],60 1 33,000 ],000 71,000
5
kNSFERS
TOTAL 1,055,030 370,833 2,13'7;171 1,289,202 804,613 5,104,675 30,612,245
18
Fire
2300
Planning
2700
Building
2900
Gen. Svcs.
3100
Comm.Svc.
4000
Pub. Works
5000
UO Ines
5900
Inlemal Svc
6000
Nevryori
Coast
Total
12,000
12,000
5,600
5,600
333,141
168,160
30,000
30 000
156,816
63,449
65,000
65,000
376,798
10,500
16,500
22,900
135,369
13,000
202,500
35,000
996,686
22,900
24,400
30,300
150,300
61,000
20,000
40,525
12 443
12 590
28,000
28,000
3,000
3,000
3,000
3,825
18,000
18,000.
10,000
10,000
31,202
31,202
700
700
35,000
35,000
15,000
15 ,000
6,000
6,000
10,000
10,000
7,000
7,000
411,964
411,964
800
500
1,000
10,600
1,100
7,900
6.000
36,200
57,134
200,080
1 830,000
59.000
128,000
2,000
2,511,414
25,000
30,000
25,000
11,500
11,500
10,000
10,000
622,103
622,103
7,500
7,5W
101,000
20,380
121,380
2,600,000
2,600 000
2,250,000
2 250 000
80,000
80,000
200,000
200,000
227,500
227 500
5,000
5,000
15,000
15 000
1,640,300
1,640,300
119,383
11,838
4,076
406,539
36,239
191,080
201,204
42,332
1,827 779
_
_
-
-
-
1 075
111000
18,500
18,500
55,500
55,500
196,500
196.500
98 971
154,466
-
-
-
-
1,806,600
1 806 800
2,529,924
2 529 824
175,000
175 000
3,160,621
822,379
376,249
8,017,311
2,711,045
799,299
10,
5,011,156
3 , 02,633
15,500
4,000
28,000
15,600
3,000
139200
24,200
25,000
17,100
7,500
12,500
2 DO
205,232
10,500
-
-
_
-
-
15 500
2 404,600
2 404 600
20 0 10
20,000
2,000
2,000
2,500
1,000
6,000
159,684
51000
3,000
173,000
50,000
545,556
25 000
29 565
8 000
10 SDO
1,000
SS 983
1
5, 5
3,0
2 ,600
38,
26,100
] 0,500
2,478,5 0
3,424,071
>
1
,5
ZI,313,WL 2,291,3 /8 2,632136U 131636,W/ 8,307,665 3,993,993 Ib,69V,UY1 (1,41$1,149) 1,243,bW IIL,Ll3,96/
19
SUMMARY OF ESTIMATED 2001 -02 YEAR END FUND BALANCES
Estimated Estimated Estimated
Actual Estimated Budget Capital Year End
Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance
Fund /Account 2000 -01 2001 -02 In Out 2001 -02 2001 -02 2001 -02
General Fund
93,520.640
9.455,448
3,517,825
91,852,091
7,606,172
Contingency Reserve
9,616,557
733,115
10,349,672
Stabilization Reserve
1,923,311
146,623
2,069,934
Change in Fair Value of Investments
222,182
Appropriations Reserve (operating)
6.330,092
1,173,175
4,902,296
2,600,971
Appropriations Reserve (capital)
1,173,175
3,034,378
1,173,175
3,034,378
Reserve for Inventories
148,397
148.397
Reserve for Encumbrances
4,394,595
1.825,261
2,569,334
Reserve for Long tens receivable
50,000
50,000
Paramedic Program (Hoag)
5,793
50,000
55,793
Recreation Instruction Reserve
107,181
22,142
129,323
Senior Citizen Site
7,611
2,880
10,491
Park In Lieu Fees
966,156
81,398
265,186
782,368
Off Street Parking
275,087
113,319
388,406
In Lieu Parking Fees
467,809
125,372
411,936
181,245
Neighborhood Enhancement Res. A
15,711
41,473
32,073
25,111
Neighborhood Enhancement Res. B
676,436
372,124
75,000
296.524
677,036
Reserve for Capital Improvement
2,000,000
2,000,000
Ackerman Donation Fund
194,000
185.000
Appropriations Reserve
190,696
190,696
Reserve for Encumbrance
2,986
2,986
CDBG Fund
914,038
31,500
814,038
68,500
Approved Gram Remaining
AOMD Fund
101.762
101,000
45.000
105.000
52,762
Asset Forfeiture Fund
565,418
37.000
229,000
373,418
SLESF - COPS Fund
146.000
146,000
Loral Law Enforcement Block Grant
61,102
61,102
Stale Gas Tax Fund
1,679.166
480,834
160.000
2.000,000
Appropriations Reserve
4,051,923
1,150,834
2,901,089
Reserve for Encumbrances
862.998
670,000
1,532,998
Traffic Congestion Relief Fund
180,000
359,054
539.054
Appropriations Reserve
572,150
359,054
213,096
Reserve for Encumbrances
Measure M Fund
Turnback
1,504,604
1,225,000
645,000
860,000
1,224,604
Turnback Encumbrances
105,055
645,000
750,055
Competitive
55.000
9,000
35,000
11,000
Competitive Encumbrances
9,000
9,000
Bikes 8 Trailways SB821
2,000
2,000
Appropriation Reserve
54,669
2,000
56,669
Reserve for Encumbrances
AHRP Fund
718,941
3,899
174,505
548,335
Appropriations Reserve
3,899
3,899
Reserve for Encumbrances
174,505
174,505
Tide and Submerged Land Fund
5,760,785
22,761
3,272,546
1,561,000
950,000
Appropriation Reserve
Reserve for Encumbrances
322,761
22.761
300,000
Upper Bay Reserve
72,477
75,000
147,477
Contributions Fund
1,015,454
725,454
290,000
Appropriations Reserve
22,143
380,454
402,597
Reserve for Encumbrances
5,862
345,000
350,862
20
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■
■
■
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■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
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■
SUMMARY OF ESTIMATED 2001 -02 YEAR END FUND BALANCES
Estimated Estimated Estimated
Actual Estimated Budget Capital Year End
Fund Balance Revenue Transfers Transfers Expenditures anprovements Fund Balance
Fund I Atcount 2000 -01 2001 -02 In out 2001 -02 2001.02 2001-02
Circulation and Transportation Fund
250,000
40,000
210,000
Appropriations Reserve
5.165,493
40,000
340,000
4,865,493
Reserve for Encumbrances
87,862
340,000
427,862
Building Excise Tax Fund
215,000
435,000
650,000
Appropriations Reserve
618,395
463,000
155,395
Reserve for Encumbrances
66,978
28.000
114,978
Environmental Liability Fund
440,000
341,029
98,971
Appropriation Reserve
1,478,105
341,029
1,819,134
Oil Spill Remediation Fund
200,000
2,884,401
3,084,401
Appropriation Reserve
3,524,401
1,542,936
Reserve for Encumbrances
52,808
640,000
692,808
Newport Annexation Funds
Receipt Fund
15,136,000
8,336,000
6,800,000
Allocation Fund
24,000
1,200,000
1,224,000
Building Fund
140,000
7,000,000
140,000
7,000.000
Assessment District Projects
761,196
898,276
1,659,472
Appropriation Reserve
1,147,020
1,053.276
93,744
Reserve far Encumbrances
155,000
155,000
CIOSA Fund
200,000
50.000
150,000
Appropriation Reserve
4,989.431
50,000
250,000
4,789,431
Reserve for Encumbrances
33,390
250,000
283,390
Bonita Canyon Development Fund
150,000
1,266.137
16,137
1,400,000
Appropriation Reserve
465,674
16.137
481,811
Reserve for Encumbrances
1,466,137
1,266,137
200,000
Newport Bay Dredging Fund
Permanent Endowment
Appropriation Reserve
Insurance Reserve Fund
Workers'Compensation Reserve
3,339,264
3,335,779
1,700,000
4,975,043
Liaoilily Reserve
3,082,398
1,965,278
1.650,000
3,397,676
Disability Reserve
412,866
327,000
85,866
Retiree Medical Fund
893,271
893,271
Current Contributions
867,000
867,000
Sinking Fund
254,000
893,271
1,147,271
Compensated Absense Fund
Appropriation Reserve
1,209,745
1,451,320
1,300,000
1,361,065
Equipment Fund
Equipment Maintenance
1,457,322
252,177
9,854
1,699,645
Equipment Replacement
5,085,788
2,564,066
9,854
377,177
2,155,000
5,127,531
Water Enterprise Fund
17,551,919
124,619
13,027,300
4,400,000
Water System Reserve
12,058,374
124,619
2,598,661
9,584,332
Fulure Infrastructure Reserve
5,590,881
998,661
6,589,542
Reserve for Encumbrances
1,951,998
1,600,000
3,551,998
Cannery Village Enterprise Fund
(124,338)
124,338
Wastewater Enterprise Fund
2,892,200
122,852
1.669,348
1,100,000
Wastevater System Reserve
2,260,244
122,852
970,000
1,413,096
Future Infrastructure Reserve
829,025
170,000
999,025
Reserve for Encumbrances
471,298
800.000
1,271,298
TOTAL
94,126.074
158.87 072
39.158,706
39.158,706
118,708,457
27,690,597
103,596,092
21
SUMMARY OF ESTIMATED 2002 -03 YEAR END FUND BALANCES
Estimated Estimated Estimated
Estimated Estimated Budget capital Year End
Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance
Fund /Account 2001 -02 2002 -03 In Out 2002 -03 2002 -03 2002-03
General Fund
95,440.267
7,167,986
1,746,862
95,029,626
5,831,765
Contingency Reserve
10,349,672
123,450
10,473,122
Stabilization Reserve
2,069,934
24,690
2,094,624
Change in Fair Value of Investments
Appropriation Reserve (operating)
2600971
1,262,462
148,140
3,715,293
Appropriation Reserve (caplial)
3,034,378
3,034,378
Reserve W Inventories
148,397
148,397
Reserve for Encumbrances
2,569,334
2,569,334
Reserve for Long term receivables
50,000
50,000
Paramedic Program (Hoag)
55,793
50,000
105,793
Recreation Instruction Reserve
129,323
20,000
149,323
Senior Citizen Site
10,491
11,000
21,491
Park In Lieu Fees
782,368
75,000
1,019,000
(161,632)
OR Street Parking
6,500
6,50D
In Lieu Panning Fees
181,245
51,900
233,145
Neighborhood Enhancement Res. A
25,111
20,000
45,111
Neighborhood Enhancement Res. B
677,036
250,000
75,000
281,500
570,536
Reserve for Capital Improvement
2,000,000
21000,000
Ackerman Donation Fund
189,000
4,000
185,000
Appropriation Reserve
190.696
4,000
194,696
Reserve for Encumbrance
2,986
2,986
CDBG Fund
68,500
2,590,000
428.500
196,500
2,033,500
Appropriation Reserve
428,500
428,500
AOMD Fund
52,762
122,500
45.6D0
130,000
262
Asset Forfeiture Fund
373,418
37,000
251,875
158,543
SLESF - COPS Fund
165.000
165,000
Local Law Enforcement Block Grew
55.495
55,495
State Gas Tax Fund
1,457,500
977,221
160,000
2,274,721
Appropriation Reserve
2,901,089
977,221
1,923,868
Reserve for Encumbrances
1,532,998
1,532,998
Traffic Congestion Relief Fund
150,000
213.000
363,000
Appropriations Reserve
213,096
213,000
96
Reserve for Encumbrances
Measure M Fund
Turnback
1,224,604
1,305,000
1,044500
1A85,104
Turnback Encumbrances
750,055
750,055
Competitive
11,000
1,005,580
525
1,017,105
Competitive Encumbrances
9,000
525
8,475
Bikes 8 Tralfways SB821
1,500
1,500
Appropriation Reserve
56,669
1,500
58,169
Reserve for Encumbrances
AHRP Fund
980,613
980,613
# Appropriations Reserve
Reserve for Encumbrances
174,505
174,505
Tide and Submerged Land Fund
6,564,325
3,463,858
1,634.025
1,466,442
Appropriation Reserve
Reserve for Encumbrances
300,000
300,000
Upper Bay Reserve
147,477
70,000
217,477
Contributions Fund
4,886,319
354,000
5240,319
Appropriation Reserve
402,597
354,000
48,597
Reserve for Encumbrances
350,862
350,862
22
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■
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■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
r
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
SUMMARY OF ESTIMATED 2002 -03 YEAR END FUND BALANCES
Estimated Estimated Estimated
Estimated Estimated Budget Capital Year End
Fund Balance Revenue Transfers Translate Expenditures Improvements Fund Balance
Fund f Account 2001 -02 2002 -03 In Out 2002 -03 2002 -03 2002 -03
Circulation and Transportation Fund
2,223,000
2,223,000
Appropriation Reserve
4,865,493
2.223,000
2,642,493
Reserve for Encumbrances
427,862
427,862
Bullding Excise Tax Fund
182,500
138,763
321,263
Appropriation Reserve
155,395
138,763
16,632
Reserve for Encumbrances
114,978
114,978
Environmental Liability Fund
462,000
363,029
98.971
Appropriation Reserve
1,819,134
363,029
2,182,163
Oil Spill Remedialion Fund
1,342,800
# Appropriation Reserve
1,542,936
350,136
# Reserve for Encumbrances
692,808
692,808
Newport Annexation Funds
# Receipt Fund
61800,000
6,800,000
# Allocation Fund
1,224,000
# Building Fund
7,000,000
7,113,750
Assessment District Projects
917,214
248,744
1,557,958
(392,000)
Appropriation Reserve
93,744
93,744
Reserve for Encumbrances
1551000
155,000
CIOSA Fund
160,000
990,000
1,150,000
Appropriation Reserve
4,789,431
990,000
3,799,431
Reserve for Encumbrances
283,390
283,390
Bonla Canyon Development Fund
35,000
35,000
Appropriation Reserve
481,811
35,000
516,811
Reserve for Encumbrance
200,000
200,000
Newport Bay Dredging Fund
Permanent Endowment
3,800,000
3.800.000
Appropriation Reserve
190,650
190.650
Insurance Reserve Fund
Workers' Compensation Reserve
4,975,043
3,287,962
1,806,800
6,456,205
Liability Reserve
3,397,676
1,930,279
2,529,824
2,798,131
Disability Reserve
85,866
450,000
175,000
360,866
Retiree Medical Fund
Current Contributions
1,047,OB9
1,039,500
7,589
Sinking Fund
281,487
281,487
Compensated Absence Fund
Appropriation Reserve
1,361,065
1,672,916
Equipment Fund
Equipment Maintenance
1,523,808
16.179
1,507,629
Equipment Replacement
5,127,531
2,620,501
16,179
125,000
2,498,480
110,000
5,030,731
##
Water Enterprise Fund
17,876,919
909,320
13.416239
5,370,000
Water System Reserve
9,584,332
1,848,075
7,736,257
Future Infrastructure Reserve
6,589,542
938,755
7,528,297
Reserve for Encumbrances
3,551,998
31551,998
Cannery Village Enterprise Fund
Wastewater Enterprise Fund
2,942,200
237,765
1,853,435
851,000
Wastewater System Reserve
1,413,096
102,686
1,515,782
Wastewater Infrastructure Res.
999,025
135,079
1,134,104
Reserve for Encumbrances
1,271,298
1,271,298
TOTAL
103,596,092
154,787,949
18,555,089
18,5551089
125,017,289
34.478,486
96,888266
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2002 -03 FUND TRANSFERS - ALL FUNDS
General Fund
General Fund
Transfer In (From General Fund Reserves):
Transfer Out (To General Fund Reserves):
Current Year Operations $
3,109,378
Current Year Operations $ 1,746,862
Transfer In (From Current Year Operations):
Transfer Out (To Current Year Operations):
Contingency Reserve
123,450
Contingency Reserve -
Stabilization Reserve
24,690
Stabilization Reserve
Change in Fair Value of Investments
-
Change in Fair Value of Investments -
Appropriations Reserve (operating)
1,262,462
Appropriations Reserve (operating) 148,140
Appropriations Reserve (capital)
-
Appropriations Reserve (capital) 3,034,378
Paramedic Program (Hoag)
50,000
Paramedic Program (Hoag) -
Recreation Instruction Reserve
20,000
Recreation Instruction Reserve -
Senior Citizen Site
11,000
Senior Citizen Site -
Park In Lieu Fees
75,000
Park In Lieu Fees -
Off Street Parking
6,500
Off Street Parking -
in Lieu Parking Fees
51,900
In Lieu Parking Fees -
Neighborhood Enhancement Res. A
20,000
Neighborhood Enhancement Res. A -
Neighborhood Enhancement Res. B
250,000
Neighborhood Enhancement Res. B 75,000
Reserve for Capital Improvement
-
Reserve for Capital Improvement -
Transfer In (From Other Funds):
Transfer Out (To Other Funds):
Gas Tax Fund
160,000
Tidelands Fund
3,393,858
CDBG Fund
-
AQMD Fund
45,000
Equipment Maintenance Fund
-
Equipment Replacement Fund
125,000
Newport Annexation Funds
334,750
Total Transfers In $
9,062,988
Total Transfers Out $ 5,004,380
Ackerman Donation Fund Ackerman Donation Fund
Transfer In (From): Transfer Out (To):
Appropriation Reserve $ 4,000 Fund Balance $ 4,000
Total Transfers In $ 4,000 Total Transfers Out $ 4,000
CDBG Fund
Transfer In (From):
Appropriation Reserve
CDBG Fund
Total Transfers In
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428,500
$ 428,500
)BG Fund
Transfer Out (To):
General Fund
Appropriation Reserve
CDBG Fund
Total Transfers Out
428,500
$ 428,500
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State Gas Tax Fund
State Gas Tax Fund
Transfer In (From):
AHRP Fund
Transfer Out (To):
Fund Balance
$ 977,221
General Fund $ 160,000
Tumback Encumbrances
-
Appropriation Reserve 977,221
Competitive Encumbrances
525
Reserve for Encumbrance
Total Transfers In
$ 977,221
Total Transfers Out $ 1,137,221
Traffic Congestion Relief Fd. Traffic Congestion Relief Fd.
Transfer In (From): Transfer Out (To):
Appropriation Reserve $ 213,000 Fund Balance $ 213,000
Total Transfers In $ 213,000 Total Transfers Out $ 213,000
Measure M Funds
Measure M Funds
Transfer In (From):
AHRP Fund
Transfer Out (To):
Tumback Fund Balance
$
Tumback Fund Balance $
Tumback Encumbrances
-
Turnback Encumbrances
Competitive Encumbrances
525
Competitive Encumbrances -
Competitive Fund Balance
-
Competitive Fund Balance 525
Total Transfers In
$ 525
Total Transfers Out $ 525
Bikes 8. Trailways (SB821) Bikes & Trailways (SB821)
Transfer In (From): Transfer Out (To):
Fund Balance $ 1,500 Appropriation Reserve $ 1,500
Reserve for Encumbrance -
Total Transfers In $ 1,500 Total Transfers Out $ 1,500
Tidelands Fund Tidelands Fund
Transfer In (From): Transfer Out (To):
Reserve for Encumbrances $ - General Fund $ 3,393,858
Tidelands Fund 70,000 Reserve for Encumbrances -
Upper Bay Reserve 70,000
Tidelands Fund
Total Transfers In $ 70,000 Total Transfers Out $ 3,463,858
Contribution Fund Contributions Fund
Transfer In (From): Transfer Out (To):
Fund Balance $ 354,000 Appropriation Reserve $ 354,000
Total Transfers In $ 354,000 Total Transfers Out $ 354,000
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AHRP Fund
AHRP Fund
Transfer In (From):
Transfer Out (To):
Fund Balance
$
Fund Balance $
Total Transfers In
$
Total Transfers Out $
Tidelands Fund Tidelands Fund
Transfer In (From): Transfer Out (To):
Reserve for Encumbrances $ - General Fund $ 3,393,858
Tidelands Fund 70,000 Reserve for Encumbrances -
Upper Bay Reserve 70,000
Tidelands Fund
Total Transfers In $ 70,000 Total Transfers Out $ 3,463,858
Contribution Fund Contributions Fund
Transfer In (From): Transfer Out (To):
Fund Balance $ 354,000 Appropriation Reserve $ 354,000
Total Transfers In $ 354,000 Total Transfers Out $ 354,000
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2002 -03 FUND TRANSFERS - ALL FUNDS
Circulation Fund
Transfer In (From):
Fund Balance
Reserve for Encumbrance
Total Transfers In
Building Excise Tax Fund
Transfer In (From):
Appropriations Reserve
Reserve for Encumbrances
Fund Balance
Total Transfers In
$ 2,223,000
$ 2,223,000
138,763
$ 138,763
irculation Fund
Transfer Out (To):
Appropriation Reserve
Reserve for Encumbrance
Total Transfers Out
gilding Excise Tax Fund
Transfer Out (To):
Reserve for Encumbrances
Appropriation Reserve
Fund Balance
Total Transfers Out
$ 2,223,000
$ 2,223,000
138,763
$ 138,763
Environmental Liability Fund Environmental Liability Fund
Transfer In (From): Transfer Out (To):
Appropriation Reserve $ 363,029 Fund Balance $ 363,029
Total Transfers In $ 363,029 Total Transfers Out $ 363,029
Oil Spill Remediation Fund Oil Spill Remediation Fund
Transfer In (From): Transfer Out (To):
Appropriation Reserve $ 1,342,800 Fund Balance $ 1,342,800
Total Transfers In $ 1,342,800 Total Transfers Out $ 1,342,800
Funds
Transfer In (From):
Receipt Fund
Allocation Fund
Building Fund
Total Transfers In
Assessment Districts Fund
Transfer In (From):
Appropriation Reserve
Reserve for Encumbrance
Fund Balance
Total Transfers In
$
248,744
$ 248,744
�wport Annexation
Transfer Out (To):
Receipt Fund
Allocation Fund
Building Fund
Total Transfers Out
ssessment Districts Fund
Transfer Out (To):
Appropriation Reserve
Reserve for Encumbrance
Fund Balance
Total Transfers Out
221,000
$ 113,750
$ 334,750
93,744
$ 155,000
$ 248,744
CIOSA Fund CIOSA Fund
Transfer In (From): Transfer Out (To):
Fund Balance $ 990,000 Appropriation Reserve $ 990,000
Total Transfers In $ 9901000 Total Transfers Out $ 990,000
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Bonita Canyon Fund Bonita Canyon Fund
Transfer In (From): Transfer Out (To):
Fund Balance $ 35,000 Appropriation Reserve $ 35,000
Reserve for Encumbrance -
Total Transfers In $ 35,000 Total Transfers Out $ 35,000
Retiree Medical Fund Retiree Medical Fund
Transfer In (From): Transfer Out (To):
Fund Balance $ Appropriation Reserve $
Reserve for Encumbrance
Total Transfers In $ Total Transfers Out $ -
Insurance Reserve Fund Insurance Reserve Fund
Transfer In (From): Transfer Out (To):
Fund Balance $ Appropriation Reserve $
Reserve for Encumbrance
Total Transfers In $ Total Transfers Out $
Equipment Fund Equipment Fund
Transfer In (From): Transfer Out (To):
Equipment Maintenance $ 16,179 General Fund Overhead $ -
General Fund Overhead 125,000
Equipment Replacement 16,179
Total Transfers In $ 16,179 Total Transfers Out $ 141,179
Water Enterprise Fund Water Enterprise Fund
Transfer In (From): Transfer Out (To):
Water Fund Balance $ 909,320 Water Infrastructure Reserve $ -
Future Infrasturucture Reserve - Water System Reserve 1,848,075
Water System Reserve 938,755 Water Enterprise Fund -
Total Transfers In $ 1,848,075 Total Transfers Out $ 1,848,075
Wastewater Enterprise Fund Wastewater Enterprise Fund
Transfer In (From): Transfer Out (To):
Wastewater Fund Balance $ 237,765 Wastewater Infrastrct. Rsv. $ 135,079
Reserve for Encumbrance - Wastewater System Res. 102,686
Wastewater Fund Balance Reserve for Encumbrance -
Total Transfers In $ 237,765 Total Transfers Out $ 237,765
TOTAL TRANSFERS $ 18.555.089 ITOTAL TRANSFERS $ 1s.5ss.o69
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CITY COUNCIL
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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 night — 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 2002 -03, the Council plans to follow these
efforts closely:
- -- 2002 -03 Council Projects = --
• Gaining approval of the 10 -year Extension to the Settlement Agreement that controls
numbers of gates, types of flights, amounts of passengers, and the nighttime curfew at John
Wayne Airport (JWA).
• Continuing the City's Visioning process with the Newport Beach community, leading to an
update of the City's General Plan (the document that guides Newport Beach's residential,
commercial, open space, industrial, and other land uses) and the development and
certification of a Local Coastal Program (LCP).
• Aggressively improving water quality and habitat in
Newport Bay and the ocean shoreline along Newport
Beach.
• Constructing better roads, streets, water and wastewater
systems, and parks and medians.
• Improving communication with Newport Beach residents
and business owners.
• Annexing East Santa Ana Heights and the Bay Knolls area
near Costa Mesa.
• Effectively transitioning services to the Newport Coast
community.
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■ 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). It also includes the City's Airport
■ Management Division.
■ Airport Management Division
■ Fiscal Year 2001 -02 saw significant action by the Council to extend the 1985 Settlement
■ Agreement that applies passenger limits and imposes a nighttime curfew on flights out of John
Wayne Airport. Fiscal Year 2002 -03 will see the City working to protect a 10 -year Extension
■ (to 2015) that slightly increases flights, gates, and keeps the curfews in place. Newport Beach
■ will continue to advocate for a two- airport system serving Orange County residents, allowing
the region to meet its aviation demand while spreading the benefits and burdens of living near
an airport across more than just Newport Beach. This Division includes revenue for consultant
fees and special counsel as the City works on the Settlement Agreement Extension.
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1999 -2000 2000 -01 2001 -02 2002 -03
Actual* Actual* Estimated* Proposed*
Salaries and Benefits
$ 112,585
$ 137,600
$ 139,446
$
144,105
Maintenance and Operations
$ 2,521,157
$ 2,760,636
$ 4,440,385
$
879,925
Capital Outlay
$ -
$ 37,178
$ 5,169
$
6,000
Human Services
$ 25,000
$ 24,600
$ 25,000
$
25,000
Total
$ 2,658,742
$ 2,960,014
$ 4,610,000
$
1,055,030
* Includes Airport Growth Control expenditures
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■
CITY CLERK
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To provide service to the Mayor and City Council, City Manager, administrative
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departments, and the public in a courteous, timely, and efficient manner
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while remaining neutral and impartial. :.
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To improve the administration of the affairs of the City Clerk's office consistent
with applicable laws and through sound management practices to provide
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easier access to local government and fulfill our responsibility to
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the residents of Newport Beach.
The City Clerk attends all meetings of the City Council and serves as Clerk of the Council. Some
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of the primary responsibilities performed by the City Clerk are:
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Prepares and publishes agendas for City Council meetings in accordance with the legal
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requirements for public meetings.
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Records and maintains the proceedings of the City Council meetings, including an index
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the City Council actions.
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
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documents.
• Maintains the document imaging system in order to reduce staff time in searching,
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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;
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Council Policy Manual; Boards, Commissions and Committees Manual; application blanks
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and vacancy notices for Boards and Commissions; City Council agendas, minutes, and staff
reports.
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Assists the public in understanding and participating in the decision and policy making
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process.
• Maintains Appointive List as required under Maddy Appointive List Act (for Boards and
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Commissions).
• Processes legal publications, postings and notices.
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• Ensures accurate codification of City- adopted ordinances.
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• Acts as Filing Officer for the Political Reform Act of 1974 regulations (campaign disclosure
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forms and statements of economic interest).
• Receives and opens bids for City projects.
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• Receives and processes claims for damages and, summons and complaints against the
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City.
• Serves as the City's Election Official and 'receives petitions relating to initiatives,
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referendums or recalls.
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• Serves as custodian of the official records of the City and maintains custody of the City
Seal.
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• Executes all ordinances, resolutions and contracts.
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• Administers oaths, affirmations and acknowledgements.
• Processes passport applications in accordance with U.S. Department of State procedures:
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Since the City was incorporated in 1906, the City Clerk's office has kept the official records of the City Council. The City Clerk's
newest function 1s the processing of passport applications. In February of 2002, the City Clerk's office was designated as an official
Passport Acceptance Facility by the U.S. Department of State. The office is also responsible for the preparation of agendas,
minutes, and agenda packets for City Council meetings, as well as processing legal publications and claims. In addition, the City
Clerk serves as the City's Elections Official and acts as Filing Officer for campaign disclosure forms and statements of economic
interest in accordance with the political Reform Act of 1974.
Salaries and Benefits
Maintenance and Operations
Capital Outlay
Total
Elections
Grand Total
Service Indicators
1999 -2000 2000 -01 2001 -02 2002 -03
Actual. Actual Estimated Proposed
$ 199,654 $ 213,893 $ 230,084 $ 248,123'
$ 31,604 $ 25,030 $ 31,678 $ 66,110
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
Passports processed
'Newport Coast annexed (1 /1 /02)
"Passport service began (2/4/02)
1999 -2000
2000 -2001
2001 -2002
2002 -2003
Actual
Actual
Estimated
Projected
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17
25
25
99
103
100
100
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46,582
47,390
52;212 '
53,000
53,508
28,371
50,000
30,000
138
125
140
150
96
103
110
120
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20
25
50
30
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83,500
.47,500
35,000
35,000
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aTYMANAGER
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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 MANAGER
The City Council appoints the City Manager to make sure the City's operations run 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.
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. The City Manager's Office monitors
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 2002 -03, these external issues may include:
• The State of California's anticipated State Budget deficit and the State's past willingness to
take local governments' revenues to solve previous deficits.
• Ensuring that the region's aviation needs are addressed comprehensively and that all areas
of the region assume their fair share of aviation facility impacts.
• Addressing new water quality obligations applied to city and county government.
• Positioning the: City to effectively compete for State grant funding for new parks projects.
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■ The City Manager's budget includes two key divisions — Harbor Resources and Public Information.
Because the strategic issues supervised by the City can require the use of specialized expertise,
i this budget also includes funds for short-term contracts with consultants.
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■ Public Information Division
The Public Information Office coordinates certain special events, conveys information to the
media, and follows a comprehensive Plan designed to improve communication between the City
■ and our residents and businesses. The Plan includes e- mailed newsletters, columns on topical
city issues, and effective use of the Web site and government cable channels. The Division wilt
■ focus on cable franchise negotiations in 2002 -03 and assist in the Visioning process. This Division
■ includes contract expenses for design work, printing, and mailing.
■
Harbor Resources Division
More than 1200 individuals and businesses operate either a pier, dock,. marina, or mooring and
■ therefore require a formal permit to access and use Newport Harbor. Habitat protection,. water
■ quality improvement, and the myriad regulations that direct the City to comply with the federal
Clean Water Act, the Coastal Act, and the City's Harbor Policies demand specific attention by
the Harbor Resources staff. The Harbor Resources Division, which includes the City's parking
lots administration, is housed at the Balboa Yacht Basin off of Harbor Island Drive.
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1999 -2000
2000 -01*
2001 -02*
2002 -03*
Actual
Actual
Estimated
Proposed
Salaries and Benefits
$
456,122
$
1,314,880
$
1,490,413
$
1,502,719
Maintenance and Operations
$
131,134
$
355,369
$
274,772
$
379,142
Capital Outlay
$
8,784
$
35,479
$
23,753
$
18,848
Debt Service
$
-
$
236,372
$
237,062
$
237,062
Total
$
596,040
$
1,942,101
$
2,026,000
$
2,137,771
* Includes addition of Harbor Resources
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HUMAN RESOURCES
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To provide the City organization with human resources and programs necessary to
provide quality municipal services,that meet the goals
and objectives set by the City Council and the City Manager
To further this mission by the development of systems which recognize
the value of each employee and to provide the necessary, tools to
recruit, retain, and develop a highly skilled workforce to further
the overall mission of the Citywide organization
Department Highlights FY 2001 -02
Two positions were added to last year's budget to enable the Human Resources Department to meet
its goal of providing better service to its employees, residents, applicants, and the public: Last year's
budget also provided the resources for us to achieve the completion of the Key and Management
Classification and Compensation Study. The results of the study place Key and Management staff
on a competitive and comparable salary schedule that will aid the City in retaining and attracting
highly skilled candidates. Another very big highlight of this fiscal year was the completion and
distribution of the new City Employee Policy Manual. The Manual incorporates existing, revised, and
new policies and practices into a system of uniform and equitable personnel rules and procedures,
based on principles of fairness and merit, that will improve the work environment, the quality of
.personnel administration and enhance the City's ability to deliver.efficient and effective public
services. Last, but not least, a supervisory management training program was developed. The
program consists of eight four -hour sessions. Five classes have been scheduled so far, with the first
two classes beginning in April and the remaining three to begin in the fall of 2002.
The Department provides the following services and programs:
• Recruit and Selection
• Employee Training
• Discipline and Grievances
• MOU Administration
• Performance Evaluation System
• Safety Program
Employee Assistance Program
• Deferred Compensation
• Disability Retirement
• Classification and Compensation
• Labor Relations
• Personnel Policies
• Records Management
• Retiree Medical
• Employee Orientation
• Benefits Administration
• Workers Compensation
• Civil Service Board Support
• General Liability Insurance
• Wellness and Fitness Center
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Human Resources Objectives FY 2002 -03 II
■ Develop a Citywide performance evaluation system
• Complete supervisory management training for 150 supervisors by the end of calendar year
■ 2002
■ Imptement.an interactive Web site with the ability to submit applications online
• Train employees on our new drug /alcohol policy
■ Establish an exit interview process
Organize and conduct three lunch and learn programs with topics to help employees balance
work and family issues
■ Develop and implement FMLA training and procedures
• Expand new employee orientation to include City-wide overview
■ Establish procedure and implement new background check system for new hires
Budget Highlights FY 2002 -2003 Linn. Livingston
HR Director
■ We have requested slight increases in our
advertising and postage expenses to keep Raquel Tristan
■ up with rising costs: Additionally, with :Valerie vitietto Admin. Asst. to
increased staff, we intend to provide fice Assistant the HR Director
■ the tools and training needed to keep
■ current with human. resources related
laws and procedures, which will increase Pat O'Neil Lauren Farley
■ our department training expenses. City- HR Operations Risk Manager
wide training has decreased slightly for Manager
■ FY 2002 -03;. however, it is still a high
priority. Supervisor/ manager training Cheryl "Sheri"
■ will continue into the fall of 2002. [Rebecca Redyk Anderson
Harassment, customer service, employee HR Analyst HRAnalyst
■ policy manual, and drug /alcohol training
are the critical training areas that will
■ be addressed this fiscal year. Mia Jensen Renee Wingert nrt
' HR Assistant
On the Risk Management front, our
■ insurance renewals for the budget will reflect 30 -40% premium rate increases in part because of
conditions that existed in the insurance market before September 11, 2001, and most certainly
■ because of the significant impact that event has had on all insurance coverage.
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Salaries and Benefits
Maintenance and Operations
Capital Outlay
Total
1999 -2000 2000 -01 2001 -02 2002 -03
Actual Actual Estimated Proposed
$ 392,192 $ 467,291 $ 671,570 $ 777,702
$ 417,579 $ 455,246 $ 488,698 $ 478,500
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UTYATTORNEY
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To represent and /or advise City Council, Boards and Commissions,
and City Staff with respect to all legal matters
pertaining to the City
• 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 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 compromising
the interests of the City, its officers, or employees.
.Service Indicators
2000 -2001
2001 -2002
2002 -2003
Actual
Estimated
Projected
Requests for Opinions /Advice (In- house)
2,500
2,100
3,200
Council, Board, and Commission Meetings
95
95
100
Preparation/ Review of Contracts, MOUs, Agreements
250
250
200
Litigation Caseload
90
80
80
Code Enforcement Caseload
80
50
70
Development/ review of Resolutions and Ordinances
100
90
75
Court and Hearing Appearances
150
125
100
Public Assistance (phone or in person, by attorney
and secretarial staff
5,750
5,200
5,200
Legislative Advocacies
100
50
25
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One City Attorney
One Assistant City Attorney
One Deputy City Attorney
One Administrative Assistant to the City. Attorney
One Department Assistant
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, 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.
Salaries and Benefits
Maintenance and Operations
Capital Outlay
Total
1999 -2000 2000 -01 2001 -02 2002 -03
Actual Actual Estimated Proposed
$ 504,023 $ 541,902 $ 564,643 $ 587,571
$ 377,185 $ 133,341 $ 92,907 $ 216,042
4; 4.919 4; 1.043 $ 2.450 $ 1.000
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ADMINISTRATIVE SERVICES
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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 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 /mail room, purchasing /warehousing, 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.
7 plus .5 FTE
General Accounting
Payroll
Property Control @ Fixed
Asset Tracking
Audit Coordination
Debt Administration
Mgt. Information Services
Staffing: 17 plus .5 FTE
$2,037,000
Computer Applications Support
Telecommunications
Geographic Information System
PC Technical Support
Network Management
Database Management
Fiscal Services
Staffing: 12 plus 1.6 FTE
$1,040,747
Cash Management
Purchasing
Warehousing Et Inventory Control
Printing Et Reproduction
Postal Services
Remittance Processing
Accounts Payable
Resource Management
Staffing: 3
$410,654
Budget Management
Investment Management
Internal Control
'does not include Ackerman
Scholarship fund
Revenue
Staffing: 10 plus 1.1 FTE
$851,987
Municipal Billing
Intergovernmental Transfers
Licenses
Regulatory Permits
Revenue Development
Receivables 8 Collections
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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
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 insure security of City assets through an effective internal control program, as well as
property control, warehouse; and property disposal systems.
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■ • 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.
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ADM/NISTRATII/E SERVICES
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 five primary work groups:
1)'Central Cashiering and Parking Citations Processing; 2) Accounts
Payable; 3) Print Shop Multigraphics; 4) Mail Room and Remittance
Processing and, 5) Purchasing and Central Warehouse. Fiscal Services
is a diverse Division of seventeen full and part-time employees with
primary support functions for the Administrative Services Department
and the entire organization. The Division's activities include
contracts administration, encumbrances and payments processing,
and 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 incoming and outgoing U.S. Postal
mail, the insertion of all City billings, and remittance processing of all City billings. With
the additional responsibilities associated with vendor payables, Fiscal Services is now also
coordinating the tax reporting of compensation and benefits on behalf of vendors.
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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 affect the City's revenue streams. They often
take a lead role in mounting opposition against bills that have
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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
Citywide consolidation of receivables management has increased efficiencies and expanded the
Department's customer service responsibilities to its external customers - residents and visitors.
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, this
Division also coordinates the tax reporting of compensation and benefits on behalf of 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.
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ADMINISTRATIVE SERVICES
The Future . Expenditures by Type
The Administrative Services Department continues to Capital Equimant
Wn[eft " and . and O tservia
take the lead in providing automation solutions and operatinnt 1%
communications services to all City Departments, the '
City Council, and members of the public.
Upgrades to the. City's core software product that Sea a andB nefin
provides budget, financial reporting, billing, and human 79%
resources data and information will continue until the
remaining modules have been successfully converted and migrated to the new system. The
new system provides increased functionality and a new "user- friendly" interface. A Web based
management analysis component will provide easy access to a large amount of information.
City LAN /WAN infrastructure, personal computers and software applications will continue to be . .
upgraded to take advantage of the latest in hardware and software technologies. Internet and
Intranet: software applications will continue to be developed and expanded.
The Interactive Voice response system will continue to be expanded. This expansion will include
telephone and Web access to many existing City applications including the building permits and
billing systems. It will be possible for citizens and staff to complete e- commerce transactions
and inquiries through either the telephone or the World Wide Web.
Efforts will continue toward migrating the City Geographic Information system to the new
ESRI software product. High - resolution digital ortho aerial photographs of the entire City and
surrounding area that have been incorporated into the GIS system will be made available to users
via the Intranet and may also be made available to Internet users. Large format engineering
drawings will be scanned, catalogued and also linked to the GIS system.
The document imaging system will continue to grow and expand. The Administrative Services
Department, Revenue Division's paper documents are being scanned and archived into the
document imaging system. A link between the imaging and the core financial system will be
developed.
Expenditures by Dftlon
Fixal k»ke Naregmvit
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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." The Division also maintains a strong
commitment towards providing training and guidance to all
City Departments in related information systems areas.
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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 Jobs
Mail Room Volume
Municipal Statements
Accounts Receivable Billings
New Business Licenses
Business License Renewals
Dog Licenses Issued
Marine Charter Permits
Parking Citations Processed
Administrative Citations Processed
Ajudications
City Owned Telephone Units
Service .8t Repair Calls
Average Monthly Calls
1999 -2000
2000 -2001
2001.2002
2002 -2003
Estimated
Estimated
Estimated
Projected
$139,529,094
$756,744,685
$136,198,611
$158,930,430.
27,002
35,217
25,500
19,300
$70,507,269
$70,363,058
$75,084,000
$80,161,000
206,175
193,070
169,320
170,000
$2,252,655
$2,217,183
$2,276,040
$2,280,000
$62,252,073
$66,934,393
$66,721,100
$73,312,610
22,827
22,728
23,000
25,500
875
825
835
820
4,750,000
4,940,008
4,963,833
4,965,000
4,950
3,875
_ 4,125
4,200
625,000
463,723
486,909
439,500
207,000
200,000
325,000
360,000-
38,000
38,000
54,000
62,000
4,500
3,215
3,100
3,600
11,000
10,750
13,200
12,000
3,000
2,360
2,300
2,500
1,500
1,475
1,200
1,000
75,000
72,170
88,000
88,300
400
200
1,200
1,800„
2,100
41600
4,700
4,700
700
735
757
� 810
1,675
1,840
1,831
.1,875
50,000
53,500
63,250
71,250.
1999 -2000 2000 -01 2001 -02 2002 703
Actual Actual* Estimated* Proposed*
Salaries and Benefits
$
3,325,012
$
3,474,435
$
3,705,720
$
4,007,429
Maintenance and Operations
$
830,398
$
1,133,764
$
1,038,429
$
1,026,246
Capital Equipment & Debt Service
$
97,643
$
73,299
$
77,851
$
71,000
Total
$
4,253,053
$
4,681,498
$
4,822,000
$
5,104,675
* Includes Ackerman Scholarship
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POUCE DEPARTMENT
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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
toss 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 workforce 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.
programs such as DUI Checkpoints help curtail driving while intoxicated
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• Study and evaluate our Department's service levels in the recently annexed Newport Coast 2, _
community as we continue the planning process to prepare for the annexation of Bay Knolls
and Santa Ana Heights. N
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• Build on the Department's successful recruitment and hiring process, to reach our authorized
staffing levels as we deal with a significant number of planned service retirements.
• Continue the Department's leadership role in the implementation of the Countywide
Integrated Law and Justice System Strategic Plan.
• Maintain the Department's focus on technological improvements such as a wireless Local Area
Network, Automated Vehicle Location System, and the use of a Personal Digital Assistant for
citations and field interview cards. These improvements are made possible through several
ongoing State and Federal grants.
• Work closely with the Orange County Sheriff's Communications Unit to solve coverage
issues and ensure the city of Newport Beach receives priority consideration in the ongoing
augmentation of the countywide 800 MHz Public Safety Radio System.
• Monitor and enhance our School Resource Officer Program and make adjustments
accordingly.
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Maintain the Department's effort to provide training to new employees in our Ethics Workshop
as well as ensuring the participation of our recently appointed supervisors in the City's new
Supervisory Training Course.
■ Promote attendance at our Citizen's
/ Police Academy and our newly formed
Teen Academy in furtherance of our
overall Mission.
/ Increase the number of personnel in
the Volunteers in Policing Program and
/ expand their presence in the field.
/ Expand the services we provide in the
/ area of Crime Prevention.
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Air Support's quick response is vital to Public Safety
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1999-2000
2000 -01
2001 -02
2002 -03
Actual
Actual
Estimated
Proposed.
.Salaries and Benefits
$
20,723,096
$
22,520,915
$
23,903,649
$
25,910,230
Maintenance and Operations
$
3,959,666
$
4,485,048
$
4,051,533
$
4,469,341
Capital Outlay
$
132,923
$
241,281
$
:184,986.:
$
27,706
Other Funds
$
251,409
$
424,880
$
473,832
$
204,968
Total
$
25,067,094
$
27,672,124
$
28,614,000
$
30,612,245
Sworn Personnel
138
139
149
149
Non -Sworn Personnel
81
83
89
89
Total Personnel
219
222
238
238
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POLICE DEAM MENT
Chief of Police
Staffing: 10, plus .5 FIFE
$1,387,010
Professional Standards
D.A.R.E.
Media Relations
Environmental Services
Community Relations.
Legal Affairs
Crime Prevention
Citizen's Academy
Patrol
97, plus 3.7 FIFE
2,106,233
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
32, plus 3.3 FIFE
Traffic Services '
Accident Investigations
Motors
Parking Control
Crossing Guard
Traffic Education
Animal Control
Special Events Planning
Support Services
Staffing: 55, plus 6.9 FiE
$7,582,531
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
ig: 44, plus .2 FIFE
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 (OCAT7)
School Resource
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(Figures do not include Asset Seizure .
or other, grant funds)
The Police Department is currently comprised of the zOffice of the Chief of Police and three
Divisions: Support Services, Patrol /Traffic, and Detectives. 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, 84% is devoted to personnel related costs. Of those personnel costs, approximately
82% 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.
Detective Fleet
17% Maint. Other Funds
Toffi, 1% 1%
12
Pal
41%
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FY 03 Budoet by Division
Traffic
COP 12%
5%
Support
Services
23%
Detective COP
23% 5%
Sworn Officers by Division
Support
Services
3%
Patrol
57%
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Anima( Control - just one of many services we provide
Service Indicators
Part One Crimes'
Adult Arrests
Juvenile Detentions
Crime and Miscellaneous Reports
Calls for Service
Domestic Violence Cases Investigated
Number of Cases Assigned for Investigation
Number of Cases Assigned Per Detective
Value of Property Recovered
Field Interviews Conducted
False Alarms Handled
Animals Impounded
Animal Control Citations Issued
Fatal Traffic Collisions
Injury Traffic Collisions
Property Damage Collisions
Vehicle Code Citations /Warnings Issued
Other Citations Issued
Parking Citations Issued
1999 -2000 2000 -2001
Actual Actual
2,768
3,396
481
8,616
71,906
173
3,869
276
$2,643,391
6,628
4,914
648
786
3
486
1,268
14,910
4,743
76,993
2,721
3,494
459
8,748
72,859
206
3,984
284
$1,824,105
6,704
4,583
582
868
2
453
1,037
18,594
3,758
74,068
2001m2002 2002 -2003
Estimated Proiected
2,995
3,100
3,784
3,916
462
478
8,659
8,%2
79,633
82,526
206
213
4,324
4,475
288
298
$1,884,402
$1,950,356
6,872
7,113
4,384
4,537
578
598
921
953
3
3
470
486
1,059
1,0%
22,060
22,832
4,920
5,092
73,785
76,367
'Part One Crimes 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.
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BREPEPARTMENT
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To reduce the loss of life and property from fire, medical, marine, and
environmental emergencies through education,
hazard reduction, and response
The Newport Beach Fire Department is responsible for reducing the loss of III fe and property
from fire, medical, and environmental emergencies. The Department's 147 full -time
employees and over 170 seasonal employees provide 24 -hour protection and response io 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.
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■ Disaster Preparedness
As a result of 9 -11, disaster awareness 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 updated the City's Emergency Management plan. Included has been the development and
■ implementation of disaster training for employees. The City's Emergency Operations Center
■ (EOC) has undergone a series of considerable upgrades. Department Operation Centers have been
upgraded and improved where appropriate. Training for the residents within the City continues
through the very successful Community Emergency Response Team (CERT) program. The next
■ step in preparedness for City workers is the selection of team captains from within the City
workforce, and the formation of Emergency Response Teams (ERT). The continued development
■ of the community's disaster preparedness efforts will aid the residents of Newport Beach should
we experience an area -wide disaster. Concerns about 'weapons of mass destruction' continue
■ to grow. These could include a wide array of possible nuclear, chemical, or biological weapons
aimed at causing harm to the general population.
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■ 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." Firefighter and lifeguard personnel
■ provide CPR and other safety instruction to over 700 Newport-Mesa high school safety education
■ students at Newport Harbor and Corona del Mar High Schools each year.
■ Educational efforts are also focused on continual training of Department personnel using a
combination of classroom instruction and field drills. In partnership with Santa Ana College,
■ the Newport Beach 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 and Lifeguard personnel consistently receive the
■ highest scores in the training classes completed.
The very popular Public Safety Day Open House held during Fire Prevention Week each fall gives
■ Department personnel the opportunity to demonstrate many skills that have been developed
■ through extensive training and also provides close interaction with the public.
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■ 51
FIRE DEPARTMENT
Under the director of Fire Chief Timothy Riley, the Fire Department is divided into five divisions.
Safety Operations, Administration, Emergency Medical Services, Training, and Fire Prevention.
Safety Operations
Staffing: 127
$16,819,065
Fire Suppression
EMS Response a Transportation
Ocean Safety/Beach Rescue
Dive Team
Rescue Boats
Hazardous Materials Response
Hazardous Situation Mitigation
Fire Prevention - Inspections
Fire Chief
Administration
Staffing: 8.5
$1,048,969
Apparatus a Equipment
Budgeting
Communications
Facility Management
Mapping
Personnel
Purchasing and Procurement
Training
Staffing: 4
$1,366,385
Fire Training
Lifeguard Training
Junior Lifeguard Program
Lifeguard Cadet Program
Community Relations Ft Education
Public Information
Disaster Preparedness
Emergency Management
C.E.R.T. Program
Servicefee programs include
the paramedic service fee
program, and emergency
ambulance transportation.
Other service fee systems
in place include: fire
permit fees, the Fire Medics
program, and the Junio
Lifeguard program. Users of
any of these programs offset
their end result costs.
52
Emergency Medical
Services
Staffine: 1.5
EMS Financial Management
Continuing Education
Employee Health
Exposure Control
Medical Quality Assurance
Medical Disaster Planning
Fire. Prevention
Staffing: 6
$852,441
Fire Code Enforcement
Hazardous Materials Regulation
Hazardous Vegetation Management
Knox Box Access System
Fire a Arson Investigation
Fire Code Plan Checks
Fire Code Building Inspections
Special Event Management
Fire Under Attack in an Urban Wildland Interface Zone
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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.
Training and Edu
7%
Emergency
Medical Services
7%
Fire Preventioi
3%
Lifeguard Operations Administration
13% 5%
Salaries and Benefits
Maintenance and Operations
Capital Outlay
Total
General Tax Revenue
Other Revenue
Total Revenue
Personnel, Regular
Seasonal - (FTE)
aerations
65%
1999 -2000 2000 -01 2001 -2002 2002 -2003
Actual Actual* Estimated ** Proposed
$ 14,530,091 $ 14,919,525 $ 16,054,925 $ 18,144,997
$ 2,829,518 $ 2,439,291 $ 3,309,422 $ 3,160,621
34.19 34.44 33.70
* Harbor Resources transferred to City Manager and Station 7 opened
** Newport Coast Station 8 added
100
34.10
Station #7 Open House
- July 2001
Station #8 Open House
- February 2002
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FIRE DEPARTMENT
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Service Indicators
Fire Responses
Medical Responses
Fire Medics Membership
Water Rescues
Lifeguard Medical Aids
Boats in Distress
Preventative Actions
Fire Alarm Responses
Other Emergency Responses
Public Education Hours
Fire Inspections
Beach Attendance
Prevention and Hazard Reduction:
1999 -2000
Actual
353
4,165
5,478
3,833
4,713
55
84,738
885
930
550
6,173
8,838,850
2000 -2001
Actual
365
4,988
5,150
5,622
6,767
60
101,353
1,002
953
650
6,173
8;864;443
2001-2002
Estimated
359
5,243
5,580
2,645
6,500
60
92,876
1,039
1,009
850
6,400
8,694,375
2002 -2003
Projected
376
5,767
6,000
5;000
6,000
60
127,339
1,142
1,109
1,000
7,200
9,000,000
The Fire Prevention Division works 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 and fire codes. This includes adequate exiting and built -in fire protection.
The City requires all businesses be inspected annually for adherence to the fire and life safety
codes
New and Continuing Fire Prevention Division projects: .
• Hoag Memorial Hospital's newly completed fully sprinklered 6 -story, 455 :vehicle, parking
structure located at the north end of the campus is now open. Construction of a 10 -story
Women's Pavilion to include state -of- the -art fire alarm and sprinkler protection is tentatively
set for completion in 2005.
• Newport Coast has several significant projects. The vast majority of neighborhoods in the area
are gated and therefore emergency access must be modified to Newport Beach guidelines. In
addition, because of the proximity of these neighborhoods to wildland areas, fuel modification
zones have been established. The Fire Prevention Division has begun the task of identifying
these zones and determining the best way to ensure they are maintained. Another important
task is mapping the Newport Coast area with specific fire protection components such as
secondary access and fire hydrants.
• Bonita Village, an Irvine Company development, has several types of multi- housing styles,
including townhouse type living units and apartment style living units. Over 1100 units.will
have been approved for occupancy when building is completed.
• The Bluffs Retail Center, across from Bonita Village, is in plan review with the City to develop
the northeast corner of MacArthur Boulevard and Bison Avenue. Four separate one -story
commercial buildings, will house many small retail businesses and restaurants.
• The Balboa Bay Club's 57,562 square foot 'Club' Building was opened in November 2001. It
includes suites, a basketball court, gift shop, and a health club. The second phase includes
a 177,162 square foot hotel and banquet facility along with a 71,275 square foot parking
structure.
• Promontory Point Apartments is completing the process of replacing and upgrading their fire
alarm system.
• Fashion Island continues to extend new fire alarm systems in all buildings as each tenant
space is remodeled. An additional 40,000 square feet of retail.space has been completed.
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■ • The Sailhouse project, near the intersection of MacArthur Boulevard and East Coast Highway,
consists of 52 single- family homes and 8 sets of triplexes. The triplexes are fully sprinklered
■ with complete fire alarm systems installed.
• The Newport Technology Center, formerly Raytheon /Hughes located at 500 SuperiorAvenue,
■ will consist of two new 3 -story buildings and two completely refurbished buildings totaling
approximately 418,373 square feet. The buildings will be fully sprinklered with a complete
■ fire alarm system.
■ • Pacific Bayside Plaza, the former Speedway Restaurant site at 353 East Coast Highway, will be
a fully sprinklered building and home to various light retail shopping. Construction completion
■ date is scheduled for late 2002 or early 2003.
■ Continuing Fire Prevention Division Programs:
■ The Annual Weed and Other Nuisances Abatement program is administered by Fire Prevention
on selected private and public properties. The private program reviews the condition of 152
■ private properties. They are inspected to ensure compliance with Fire and Municipal Codes.
Properties not in compliance are sent notices to abate their hazard. The public program performs
■ the annual abatement of weeds and hazardous vegetation on 22 City properties. After inspections
■ are completed, a private contractor is authorized to proceed with abatement, which includes
Spyglass Nature Park, Harbor View Nature Park, Castaways Nature Park, Big Canyon Nature Park,
■ and eighteen other City properties.
Urban Wildland Interface Zones in the City were identified as Big Canyon, Buck Gully, and
■ Morning Canyon. There are a total of 263 properties identified in these canyons, and depending
■ on the canyon, they are inspected either annually or tri- annually. Properties not in compliance
are sent notices to abate their hazard. A contracted consultant in conjunction with the Fire
■ Prevention Division inspects these areas with follow -up by Fire Prevention personnel on all non-
compliant properties.
■ The Hazardous Materials Disclosure Program requires the disclosure of hazardous materials in
■ use, handled, or stored, if in excess of the basic quantities of 55 gallons of a liquid, 200 cubic
feet of a gas, or 500 pounds of a solid. There are a total of 162 businesses in the City of Newport
■ Beach that participate in the annual program.
■ 2002 -2003 Emphasis
■ Fire suppression was once.the primary focus of fire agencies. Rapid growth during the past four
■ decades has led to a rapid growth in the number of fire stations and fire fighters, as well as changes
in the delivery models of our Public Safety Services. This growth continues as evidenced by Fire
■ Station #7 operating out of temporary facilities in the airport area and Station #8, now operating
■ in the Newport Coast Area. Newport Beach continues to experience tremendous growth.
■ 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 Fire Department will continue to emphasize the development and enhancement
■ of more efficient methods for the delivery of public safety services to the citizens of Newport
Beach. The Fire Department continues to build on past successes and strives to meet the future
■ demands of a unique and expanding community. As we to continue to reevaluate the needs of the
community we wilt reevaluate the services we provide. This wilt help us optimize the manner in
■ which we deliver the emergency services we have available.
■ 55
PLANNING DEPARTMENT
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Plan and manage the development or use of land, and provide the
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highest level of customer service consistent with the
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law, policy, and community goals
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Budget Highlights
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The Planning Department operates under the supervision of an Assistant City Manager and the
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Planning Director. Funding for the Assistant City Manager is within the City Manager's budget. The
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Department will continue the General Plan update effort begun in Fiscal Year 2001 -02. Because
this is such a significant program for the City, its funding is identified in a separate budget line.
■
The scope and scale of the update will not be defined until mid -year when the visioning process is
complete, so the proposed funding amount is an estimate at this time. Certification of the Local
■
Coastal Program will be another major program continued into the new fiscal year, although most
of the professional services will have been encumbered in Fiscal Year 2001 -02. Once again, there
■
is a modest increase in part of the operations budget to handle the continued high caseload in
development review. Finally, a new division has been added to the Department budget to cover
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Community Development Block Grant (CDBG) expenditures for items other than capital projects,
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including administration, code enforcement and social services.
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• Process all plans and permits in a friendly, efficient, accurate and:timely manner.
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• Enforce standards specified in all applicable planning, zoning and development laws.
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• Update the General Plan
• Submit LCP of certification
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• Provide high quality staff services to the Planning Commission
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• Support EQAC's efforts in the EIR review process
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• Support the EDC and implement the City's economic development policies and programs
• Provide strategic staff support for the City's airport planning, efforts
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• Administer the CDBG program
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This Year's Objectives
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• Provide staff services in support of the General Plan Update
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• Support the General Plan Update and General Plan Advisory Committees
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• Coordinate the consultant team
• Develop a strategic plan for economic development in conjunction with the General Plan
■
update
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• Complete the Local Coastal Program Land Use Plan and implementation program
• Continue implementation of the Peninsula Revitalization Program:
• Implementation of new sign regulations and amortization program
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• Coordinate with the Public Works Department on design, financing, and construction of
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the Balboa Village Streetscape Improvement Plan, Phase 2
• Continue implementation of Mariners Mite public improvements
• Participate in implementation of the Corona del Mar Vision 2004 Plan
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• Adopt, new sign regulations
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Planning Commission
Environmental Quality Affairs Committee
Advance Planning
Current Plans 8 Projects
Plan Check
Environmental Review
GIS /Data ft Demographics
Regional Planning Activities
Code Enforcement
Economic Development Committee
Peninsula Revitalization /PROP Committee
Business Improvement Districts
Business Retention/ Recruitment
CDBG
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 promoting 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 CDBG. The following chart illustrates department expenditures by function..
Current
1.
Code
Planning Department Expenditures by Function
Grlminiefrafinn
Clerical Plan Check
12% 15%
ivance Planning
33%
1999 -2000 2000 -01 2001 -02 2002 -03
Actual Actual Estimated Proposed
Salaries and Benefits
$
1,164,234
$
1,075,415
$
1,298,844
$
1,423,934
Maintenance and Operations
$
299,743
$
352,762
$
535,753
$
625,879
Capital Outlay
$
3,257
$
16,319
$
20,403
$
45,065
CDBG Fund
$
-
$
$
-
$
196,500
Total
$
1,467,235
$
1,444,496
$
1,855,000
$
2,291,378
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BUILDING DEPARTMENT
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Ensure the health and welfare of the residents and visitors of Newport Beach by
regulating the construction, use, and occupancy of buildings
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.
■
Primary Goals
• Maintain a management system that effectively and efficiently utilizes resources to, achieve
the mission of the organization.
• Imptement.enhancements to the "Permit Plus" permit tracking and processing system.
• Continue to look for ways to improve service delivery to our customers..
• Encourage and facilitate staff continued education and training to effectively and efficiently
.
perform their duties.
• Incorporate a quality assurance component into each department activity:
• 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.
• Utilize technological advances to make customer dealings with the Building Department more
efficient and convenient.
• Provide access to Building Department records through the Internet.
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• Receive applications and issue permits over the Internet for electrical, mechanical, and
plumbing work that does not require a plan check.
• Achieve consistency in inspections and interpretations by inspectors through staff training
and interaction.
• Provide code interpretation to architects, engineers, developers and homeowners to facilitate
their project.
• . Complete;90% of all plan reviews within four weeks.
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■ Administration'
■ Staffing: 4, plus .5 FTE
Proposed Budget: $339,724
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■ Plan Check/Permits Services Inspections
Staffing: 9, plus .5 FTE Staffing: 13, plus .5 FTE
■ Proposed Budget: $1,111,670 Proposed. Budget: $1,200,966
■ TOTAL $2,652,360
26 Positions, plus 1.5 FTE
■ "The Building Department pools clerical support staff for all three divisions under the Administrative Division.
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Building Department Reception Desk
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. 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.
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BUILDING DEPARTMENT
Plan Check/Permits Services processes applications for construction permits and
associated drawings and performs plan review to make sure. a project meets code
requirements and is safe before construction starts. This is accomplished by reviewing
construction documents for code compliance for structural, architectural, grading,
and fire safety as shown on submitted plans. This service saves the builder from costly
changes that could be made during construction and lends the additional expertise of
a construction professional to the project. Assistance on the technical requirements
of codes is provided over the counter to homeowners, contractors, architects and
engineers by Building Department staff engineers. The plan check division is proud of
its quality and timely processing of all construction documents and permits:
Inspection ensures that construction
projects conform to the approved plans as
well as the various building codes and local
ordinances and that the site conditions are,
as presented, on the plans approved by the
City. The Inspection Division is comprised
of commercial and residential units, which
allows our inspectors in those areas to stay
current on types of inspections they are asked
to perform. For example, in commercial
projects detailed familiarity with disabled
access requirements are essential to those Large Commercial Construction Site in Progress
assigned to our commercial unit. Similarly,
issues in residential inspections relating to habitability are not normally encountered
in commercial inspections. Periodic rotation of the inspectors in the residential and
commercial units allows them to become familiar with these specific issues. Under the
commercial inspection unit, we perform light commercial combination inspections. This
benefits our customers since they are dealing with one inspector for several building
trades. In addition, we became more efficient by handling several trades inspections by
an individual inspector in one visit. "Inspection Services" is beneficial to our customers
in that it provides 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 maintained regardless of whether the project is commercial or
residential. This division is also responsible for conducting Residential Building Records
(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 carry 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 permit records while in the field. This technology has helped us
manage record levels of construction activity within the City.
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Building Department Expenditures by Function
Plan Check / Permit
Processing
42%
4,000,000
3,500,000
3,000,000
o� 2,500,000
iY
2,000,000
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� 1,500,000
1,000,000
500,000
Administration
13%
Building Department Revenue
Inspection
45%
93 -94 94 -95 95 -96 96 -97 97 -98 98 -99
'Estimated Revenue Fiscal Year
1999- 2000 -01 2001 -02' 2002 -03'
2000
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1999 -2000
2000 -01
2001 -02
2002 -03,
Actual
Actual
Estimated
Proposed
Salaries and Benefits
$
1,761,301
$
1,908,691
$
2,051,219
$
2,243,111
Maintenance and Operations
$
486,230
$
443,824
$
403,500
$
376,249'
Capital Outlay
$
. 12,858
$
15,559
$
55,281
$
33,000
Total
$
2,260,388
$
2,368,074
$
2,510,000
$
2,652,360
Building Department Expenditures by Function
Plan Check / Permit
Processing
42%
4,000,000
3,500,000
3,000,000
o� 2,500,000
iY
2,000,000
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� 1,500,000
1,000,000
500,000
Administration
13%
Building Department Revenue
Inspection
45%
93 -94 94 -95 95 -96 96 -97 97 -98 98 -99
'Estimated Revenue Fiscal Year
1999- 2000 -01 2001 -02' 2002 -03'
2000
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GENERAL SERVICES
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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
Annual Department Goals
• Maintain high levels of Citywide cleanliness
• Expand supervisory, technical, and safety training
• Implement team building throughout the Department
• Investigate methods of increasing employee productivity
• 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
• Attain water quality goals
Department Overview
The General Services Department consists of eight divisions, including one non - manned
division. The eight divisions are identified in the organizational chart located on the
proceeding page.
The Department's two -fold objective continues to be a primary focus on service to the
public and other City departments, and a secondary focus on improving urban water quality.
Department functions include residential refuse collection, maintenance of the City urban
forest, parks, storm drains, beaches, public right of way, and the maintenance of public
facilities. The Department also maintains public streets and sidewalks and manages the
City fleet.
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Budget Highlights
After a very successful year of reorganization and increased service responsibilities,
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the General Services Department is prepared to face the new challenges of Fiscal Year
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2002 -03. The Department is fortunate to begin the new fiscal year fully staffed after a
year of ongoing personnel changes resulting from internal promotions and retirements.
■
In particular, much needed positions were added to key divisions during Fiscal Year
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2001 -02, which have already made a significant impact by increasing productivity in the
Field Maintenance and Operations Support Divisions. It is anticipated that the level of
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productivity will continue to increase through Fiscal Year 2002 -03 as a result of training
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at all levels, team - building, and expanded empowerment of employees. The Fiscal Year
2002 -03 budget does not include any new personnel positions although additional staffing
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is needed for Newport Coast maintenance and water quality operations.
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The January 2002 annexation of Newport Coast increased the Department's service area to
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include 52 curb miles of public streets, 1,300 trees, and 335 storm drains that will impact
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existing maintenance schedules. The additional equipment and funding to purchase
materials to serve the area is included in the budget. Funding for contracted residential
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refuse collection, as well as landscape maintenance of public roadsides and medians in
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Newport Coast is also included in the budget. Department staff will endeavor to ensure
that service levels and field maintenance standards in Newport Coast are brought up to
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the same level that other City residents have grown to expect over the years. .
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Other new service areas this year include the monthly maintenance.of the renovated
Balboa Village area, three new restrooms at Bonita Canyon Sports Park, and maintenance
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of an additional 45 acres of park land with the opening of both the Bonita Canyon Sports
and Arroyo Parks.
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Resource Distribution
Administration
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The General Services Department
Number of Personnel: 6
Proposed Budget: $601,481
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is comprised of the following eight
Operations Support
Field Maintenance.'
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divisions:
Number of Personnel: 32, plus .6
Number of Personnel: ZS
o O
• Administration
Proposed Budget: $3,803,972
Proposed Budget: $2,745,365
• Field Maintenance
Refuse
Equipment Maintenance
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Number of Personnel: 31
Number of Personnel: 15
• Operations Support
Proposed Budget: $4,9817,743
Proposed Budget: $1,507,629
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• Refuse Collection Street Trees
Parks Maintenance
• Parks Maintenance
Number of Personnel 2
Number of Personnel: 14
■
Proposed Budget: $717,718
Proposed Budget $2,700,347
• Street Trees
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• Equipment Maintenance
Equipment Replacement
Number of Personnel: 0
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•Equipment Replacement
Proposed Budget: $2.498.480
TOTAL $19,563,235
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125 Positions, plus .6 FTE
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GENERAL SERVICES
Costs.Distribution by Division:
PARKS MAINTENAt'' --
14%
STREET TREES
4%
EQUIPMEP
MAINTENANCE
8%
EQUIPMENT
REPLACEMENT ADMIN.
13% 3%
nocunTI0N5 SUPPORT
Iin
REFUSE
25%
MAINTENANCE
14%
In the :Equipment Maintenance Division, some heavy equipment purchases are being
deferred until Air Quality Management District requirements are further resolved. At this
time, any heavy equipment purchases made after July 1,. 2002, will be required to be
powered by alternative fuel engines. It's in the City interest to retain diesel - powered
equipment to avoid costly infrastructure improvements and the on -going operating costs
associated with alternative fueled heavy equipment. Many critical heavy equipment items
were purchased during FY 01 -02. As a result, the FY 02 -03 appropriation for heavy
equipment purchases is significantly lower.
Equipment Maintenance Facility
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■ Meeting the Challenge II
■ At the forefront of the Department's maintenance concerns is urban water quality.. Faced
with strenuous mandates from the California Regional Water Quality Control Board, the
■ General Services Department will implement more aggressive street sweeping and storm
■ drain cleaning operation throughout the City. In particular, the Department will focus on
increasing maintenance cycles for all storm drains and catch basins.
■
Other environmental efforts will involve greater involvement in programs to divert
■ construction and demolition waste from local landfills. The appointment of a Management
■ Assistant in FY 01 -02 has allowed the initiation of new administrative programs to more
effectively enforce the requirements of City solid waste ordinances and private solid
■ waste hauler franchise requirements. This position will also continue to perform refuse
inspection tasks to:address health and safety concerns with respect to residential waste
■ collection practices.
■ The City will expand its electric vehicle program to a fleet of 21 by adding two additional
■ vehicles to the fleet while replacing one EV with a hybrid model that is powered by
both unleaded gasoline and electricity. The budget also includes funding to complete
■ the replacement of all Honda EV Plus vehicles with the newer model Toyota RAV EV by
■ the end of the fiscal year. As in the past, these vehicles will be leased and funded from
AB 2766 revenue, grants, and rebates. As a result of the change to vehicles with newer
■ technology such as EV's, the City is eligible to pursue grant money from the California Air
Resources Board. The grants will be submitted upon receipt of the new vehicles and will
■ offset 40% of the lease costs.
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Street Maintenance Crew
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GENERAL SERVICES
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Service Indicators
Public Restrooms Serviced
City Restrooms Serviced
City Buildings Serviced
Sidewalk Repair (square feet)
Street Patching (tons of mix)
Curb & Gutter Replacement
Street Sweepings (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
1999 -2000
2000 -2001
2001 -2002
2002 -2003
Actual
Actual
Estimated
Projected
53
53
56
56
93
93
96
96
67
67
70
70
65,000
50,000
50,000
55;000
4,400
5,000
5,500
5,500
4,100
4,700
3,000
3,500
48,000
48,056
50;700
52,000
3,000
3,190
3,200
3,200
5,000
4,600
4,000
4,000
350,000
315,000
300,000
300,000
3,500
925
980
1,100
27,000
27,000
29,400
30,600
40,230
40,230
43,806
45,594
46
47
47
48
11,600
11,270
141890
14,890
6,850
3,218
3,472
3,600
'Refuse numbers for 2001 - 02/2002 -03 reflect increase added by the Newport Coast Annexation.
'Tree trimming projections includes City staff and contractual efforts.
Residential Refuse Collection
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■ Meeting the Challenge (continued)
■ In addition to the above operational objectives, the General Services Department
■ will continue its. efforts to establish common department goals. In particular, the
reorganization of the Department, which was completed in FY 01 -02, necessitates a
■ continued emphasis on cross training within, respective divisions to ensure all staff have
a thorough, practical knowledge of any new divisional responsibilities.
■
■ Furthermore, the numerous changes to supervisory personnel resulting from both
the reorganization and retirements that occurred in FY 01 -02 supports training for
■ supervisory staff. All supervisory staff will undergo extensive standardized training
during FY 02 -03. Employees will continue to be sought for input regarding their training
■ needs as the Department progresses toward achieving its operational objectives while
■ also addressing its individual personnel needs.
■ The General Services Department looks forward to another challenging year as it
proceeds with its primary objective to provide efficient and quality services in all areas
■ and a secondary objective of improving water quality.
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Street Maintenance Crew
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1999 -2000
2000 -01
2001 -02
2002 -03
Actual
Actual
Estimated
Proposed
Salaries and Benefits
$ 7,329,483
$ 7,340,757
$ 7,826,504
$ 8,637,963
Maintenance and Operations
$ 6,550,531
$ 6,422,792
$ 7,739,996
$ 8,516,843
Capital Outlay
$ 1,498,149
$ 1,084,129
$ 2,201,792
$ 2,507,400
Debt Service (1)
$ 127,894
$ 577,829
$ 522,324
$ 670,000
Total(2)
$15,506,057
$15,425,507
$18,290,616
$201332,206
Personnel
122
119
126
125
(1) Payments on lease/purchase
of vehicles
(2) Includes Equipment Maintenance and Replacement Fund Expenditures (Internal Service Fund)
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COMMUNITY SERVICES
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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 For FY 2002 -03
In FY 2002 -03, Community Services staff will continue to maximize resources through both an
intra- departmental approach to service and the utilization and coordination of the talents of
individuals and service 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,
the equivalent of 23.85 full -time employees.
City funds are augmented by the support from the Friends of the Library, the Newport Beach
Public Library Foundation, the Literacy Advisory Council, and the Friends of OASIS; State and
Federal grant funding; donations from local service clubs; in -kind services from businesses; and
maintenance services of City playing fields by the youth sports groups.
"Baby and Me" class using rhythm sticks
• Maximize the synergy of the Arts, Library, Recreation, and Senior Services functions to
enhance services to the community, and the City's cultural and intellectual core.
• Provide a broad range of recreation and leisure opportunities for all ages and programs of
cultural arts, education and cultural events.
• Serve as the cultural, educational and informational heart of the City through the Central
Library and branch libraries.
• Support the work of the City Arts Commission, the Board of Library Trustees, and the Parks,
Beaches and Recreation Commission. Adm;n arts
5% 2% 'Seniors
8%
Library
59%
Recreation
26%
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Community Services Director /City Librarian
Staffing: 2 FT, 1.7 FTE
$414,832
Arts St Cultural Services
Recreation Services
Staffing: 1 FT
Staffing: 11 FT, 11.40 FTE.
$139,355
$2,192,716
Youth Programs /Sports
Three Annual Juried Art Shows
Aquatic Programs
City Hall ft Library Galleries
Adult Sports
Arts E Cultural Grants
Classes
Concerts in the Park
Facility Reservations
Cultural Arts Programs
Special Events
Support for City Arts Commission
City Youth Council
Sister City Association
Playground /Park Development
Newport Theatre Arts Center
Special Event Permits
Support for Parks, Beachs & Recreation Commission
Youth Sports Commission
Library Services
Staffing: 36 FT; 22.55 FTE
$4,993,886"
Information Ft Reference Services
Youth Services
Central Library and Branches
Adult Et Youth Programming
Literacy Services
Support for Board of Library Trustees
Friends of the Library
Newport Beach Public Library Foundation
Literacy Advisory Council
'includes debt service and Ackerman Fund
Senior Services
Staffing: 5 FT; 0.10 FTE
$626,876
Recreational Programs /Educational Classes
Noontime Meals
Transportation Program
Health Ft Wellness Programs
Human Services
Intergenerational Programs
Special Events
Friends of OASIS
OASIS Garden Club
Department Services
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 intra- 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 and part-time staff. This staff supports the service divisions, produces the quarterly Newport
Navigator and other promotional material to inform residents about divisions services and available
fee -based activities.
The Arts ii Cultural Services Division supports the City Arts Commission, Sister City Association and
the Newport Theatre Arts Center. Art activities include exhibitions at the Central Library and City
Hall, juried art and photography shows, Concerts in the Park and cultural arts programming. The City
Arts Commission annually awards Cultural Arts Grants to local organizations for performances in the
schools, OASIS, and the library. The division budget provides funds for the Sister City Association to
support the student exchange program and visits of Sister City delegations.
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COMMUNITY SERVICES
Homework Center at "KidScene,"
an After School Program
The Library, under the direction of the Board of Library Trustees, provides comprehensive library services
to the community. Service is guided by the planning document Commitment to Excellence: Library Services
2000 -1005, developed by a community -wide task force of Trustees, staff, and residents.
The library responds to customer demands for informational and recreational resources in print, electronic,
and other non -print formats, and continues to have increased use of resources. A wide range of database
and informational services are available through the library's Web page, www.newoortbeachlibrarvom. The
library provides a strong one -on -one literacy program, staffed by volunteers, and funded by donations and
state grants. The library has also increased its outreach to seniors with programming, a book -drop at OASIS,
and a homebound delivery service, also staffed by volunteers and funded by a state grant.
The library offers a diverse range of adult programs, monthly concerts, children's story times, special literary
and book related 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. Over 150 contractors provide class
instruction; part-time lifeguards and recreation leaders support sports and leisure activities.
This past year, recreation staff worked with the Public Works Department on the oversight of the construction
of the Bonita Canyon Sports Park. Adult and youth sports programming continued to grow. Adult basketball,
softball, and volleyball leagues included over 75 registered teams. City youth sports attracted over 1000
children. Over 350,000 participants attended recreational activities. City playground refurbishment yielded
four new safe, updated playgrounds for Newport Beach children. The division looks forward to continued
updating and modifications of all playgrounds to meet ADA requirements, using Proposition 12 Bond Funds.
The Senior Services Division provides the evolving needs of older adults and the development of intellectually
stimulating activities. The Wellness Program incorporates a fitness component to address preventative health
issues along with informative medical lectures. Computer courses and a networking group kept seniors up -to-
date with new technology. Creative writing, foreign policy discussions, French and Spanish language classes
provided options for seniors to stimulate their intellect. Outdoor recreation includes sailing; organized
walks and gardening. Ceramics, painting classes, drawing and sketching and the Art Masters Lecture series
provided an outlet for creative energy. Intergenerational programs add an additional dimension. Special
events included Dinner Dances, Ladies Day, Senior Walks, Flu Shots, Resource Exp., Health Fair, Volunteer
Recognition and the Over BO's Party, provide entertainment and volunteer opportunities.
New funds in Orange County Transit Authority will enhance the already significant Senior Transportation
Program in FY 2002-03, providing a total of four vehicles and drivers to assist seniors in maintaining their
transportation needs.
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1999 -2000 2000 -01 2001 -02 2002 -03
Actual Actual Estimated Proposed
Salaries and Benefits
$ 4,092,461
$ 4,527,363
$ 4,899,620
$ 5,054,980
Maintenance and Operations
$ 2,692,455
$ 2,723,896
$ 2,212,795
$ 2,711,045
Capital Outlay
$ 115,278
$ 135,096
$ 109,645
$ 38,500
Debt Service
$ 560,885
$ 562,223
$ 562,940
$ 563,140
Total Expenditures
$ 7,461,079
$ 7,948,578
$ 7,785,000
$ 8,367,665
General Tax Revenue
$ 4,761,385
$ 4,905,103
$ 4,576,730
$5,499,556
Fees for Services
$ 1,569,796
$ 1,726,474
$ 1,734,325
$ 1,780,655
Intergovernmental Reimbursements
$ 497,922
$ 650,365
$ 530,700
$ 593,554
Other Miscellaneous Revenue
$ 631,976
$ 666,636
$ 943,245
$ 493,900
Total Revenue
$ 7,461,079
$ 7,948,578
$ 7,785,000
$ 8,367,665
Personnel
91.27 FTE
89.4 FTE
91.96 FTE
91.96 FTE
E Service Indicators
fntergenerotional Art Show
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1999 -2000
2000 -2001
2001 -2002
2002 -2003
Actual
Actual
Estimated
Projected
Art Exhibits ft Juried Shows
20
20
20
20
Cultural Grants Awarded
$40,000
$40,000
$40,000
$40;000
Library Circulation of Materials
1,130,000
1,250,713
1,263,200
1,294,584
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Customers Served
825,000
875,319
818,236
859,147
Reference Questions Asked
185,000
181,192
166,236
175,547
Program Attendance
17,500
21,868
22,150
23;000
Recreation
Special Event Permits
322
334
330
300
.
Facility Rentals
410
1,609
1,200
1,200
Recreation Program Attendance
279,859
232,517
250,000
275,000
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Cosponsored Youth Organizations
141,594
165,464
175,000
200,000
Senior Programs /Classes
65,500
66,000
66,000
67,000
Client Services
9,400
9,500.
9,300
10,000
Transportation Services
10,260
11,000
11,000
14,000
Referral Services
13,269
14,000
14,200
14,000
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PUBLIC WORKS
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To provide quality, cost effective public works
and services to the community of
Newport Beach
• Meet the current and future needs of infrastructure, services, and resources for citizens and
visitors.
• Coordinate the implementation of Capital Improvement Program projects.
• Operate and maintain the City's roads, bridges, intersections, traffic signals, and parking
meters 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. The Department also
protects public property 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 three divisions:
Administration, Engineering Services, and Transportation and Development Services.
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
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administration of oceanfront, temporary
street closure, and 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 improvement 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, preparation of local, State, and
Federal funding applications, 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.
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 encroachment 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.
f4l
PUBLIC WORKS
Department Highlights
The Department has begun or completed the following projects as a function of the Capital
Improvement Program during FY 2001 -02 including:
Economic Development - Mariners Mile: The design phase has been started on this $300,000
project which will provide for public improvements in the Mariners Mile area including sidewalks,
Landscaping, and street furniture.
Pavement Management Program: Major projects include Balboa Boulevard, Campus Drive, Ford
Road, San Miguel Drive, Corona del Mar north of Coast Highway, 150' Street and Monrovia Avenue,
Balboa Island, and Dover Drive between Cliff Drive and Coast Highway. Projects total $5.7
million.
Balboa Village Project: Phase I of the $2.6 million in improvements is nearly complete including
the ;redevelopment of Balboa Village, the improvement of the Pier Parking Lot, and the
reconstruction of Balboa Boulevard from Adams Street to A Street.
Oil Spill Remediation: In February 1990, a tanker spilled more than 400,000 gallons of oil off the
coast of Huntington Beach, which 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. The
following major projects are in the final stages of construction: $2.2 million Balboa and Newport
Piers Rehabilitation, and a $500,000 Beach Restroom Improvement.
The Department's FY 2002 -2003 Capital Improvement Program includes the following major
projects:
Balboa Village:Project: Phase II of this project will reconstruct Main Street from Pier Plaza to
the Pavilion, Washington and Palm Streets from the Pier Parking Lot to Balboa Boulevard, and
Oceanfront from A Street to Adams Street. New streetlights and landscaping are also included in
this $2.2 million project.
Jamboree Road Overlay: This $790,000 project will provide for the resurfacing of Jamboree Road
from Bison Avenue to University Drive with rubberized asphalt. The median curb height will be
restored to a minimum of six inches.
MacArthur Boulevard /Jamboree Road Intersection: This $1.2 million project will add north
and southbound left turn lanes on MacArthur Boulevard and a right turn lane from northbound
'MacArthur Boulevard to northbound Jamboree Road. This project is in cooperation with the City
of Irvine.
Covering of the Big Canyon Reservoir: This $4.3 million project provides for the covering of the
reservoir with a flexible floating membrane. Water quality will be improved and treatment costs
wilt be reduced as a result of the cover installation.
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Administration
Staffing: 5, plus 0.2 FTE
$490,802
Budget
Personnel Administration
Contract Administration
Administrative Support
Engineering Services
Staffing: 14, plus 1 FTE
$1,579,872
Special Projects
Capital Projects
Design
Construction
Transportation rt Development
Staffing: 14, plus 1.4 FTE
$1,823,219
Budget
Personnel Administration
Contract Administration
Administrative Support
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1999 -2000
2000 -01
2001 -02
2002 -03
Actual
Actual
Estimated
Proposed
Salaries and Benefits
$
2,458,861
$
2,703,526
$
2,908,335
$
3,068,494
Maintenance and Operations
$
646,147
$
613,400
$
948,768
$
799,299
Capital Outlay
$
22,756
$
50,075
$
42,296
$
26,100
Total
$
3,127,764
$
3,367,001
$
3,899,399
$
3,893,893
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UTILITIES DEPARTMENT
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To provide quality, cost effective utility
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services to the community of
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Newport Beach
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• Meet the current and future needs for infrastructure, services, and resources for citizens
■
and visitors
• Provide the City a safe and reliable water supply
• Operate and maintain the City's water, wastewater, oil and gas, and street lighting
■
systems in an efficient and innovative manner
• Provide outstanding customer service and education 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 Utilities :Department is responsible for providing water service, wastewater collection,
■
oil and gas production, electrical services, and street lights to the citizens of Newport Beach.
■
Water is delivered to the tap, wastewater is transported for treatment, and streets and beach
parking lots are made safer with lighting. The Utilities Department has four divisions: Electrical,
Oil ft Gas, Water, and Wastewater.
■
The Electrical Division 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 6000 street and parking lot lights.
■
Staff responds to over 2000 service requests each year.
The Oil & Gas Division provides contract administration and oversight for a small oil tank
■
farm consisting of 16 wells in West Newport Beach. The operation and maintenance of the oil
operation is out sourced. Natural gas is a_by- product of the oil production and is sold to Hoag
Hospital.
The Water Division delivers water from both local and imported sources. Staff operates the ■
pumps, reservoirs, 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 200 miles of transmission ■
mains.
The Wastewater Division staff operate 20 pump stations and maintains over 200 miles of
wastewater collection system that transports the City's wastewater to the County's trunk ■
system. for treatment at the Huntington Beach plant.
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Electrical
Staffing: 5, plus 0.5 FTE
$1,068,496
Oil it Gas
Staffing: 0
$351,887
City Facilities Electrical Service
Oil Production
Recreation Fields Lighting
Gas Production
Parking Lots Lighting
Oil Ft Gas Remediation
Street Lighting
Pump Station Maintenance
Water
Staffing: 33, plus 7.3 FTE
$11,765,666
Wastewater
Staffing: 12, plus 2 FTE
$1,853,435
Water Production
Water Quality
Sewer Main Cleaning
Meter Reading
Manhole Maintenance
Reclaimed Water
Pump Station Maintenance
Customer Service 8 Education
Sewer Lateral /Cleanout Replacement
Water Maintenance Ft Repair
Underground Service locating
Utilities staff assist contractors and homeowners
■ in the location of water, sewer, and city electrical
utility lines that are located underground. These
■ markings help in the prevention of damaged lines.
Utilities Administration
Office is located at 949 W.
16th Street.
This picture displays a meter reader using a
handheld electronic reading devide to input
customers' usage.
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UTIlUT1ES DEPARTMENT (Continued)
Department Highlights ■
The Department has begun or completed the following projects as a function of the Capital ■
Improvement Program during FY 2001 -2002: .
Oil Field Improvement Program: Modifications and improvements were made to existing oil
Irvine Avenue and Jamboree Road Water Transmission Main Improvements - $495,000 - The first ■
wells, pumping equipment, tank farm production and storage facilities, and the oil and water
year of major transmission main replacement will begin. The existing 12 -inch and 16 -inch main
lines associated with the City's oil field. This improvement included additional services for
in Irvine Avenue between Dover Drive and South Bristol Street is planned to be upsized to 24- ■
the pressure maintenance program (water flooding) which provided for the installation of an
inches. This year's phase wit[ replace the section between Santiago Road and University Drive.
injection pump and well casing rehabilitation in attempts to increase oil production.
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Corona Highlands Water Main Replacement and Street Rehabilitation: This project replaced
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deteriorated cast iron water pipelines that were originally constructed in the late 1940s and
■
1950s. These water mains had a higher frequency of failure than other parts of the City's water
Barbara Drive. This main will also be upsized to 24 -inch. Each of these transmission mains are ■
system. All the streets were also repaved.
■
Zone V Pump Station Backup Generator: The purchase and installation of a backup generator
■
and enclosure at the Zone V pump station that serves Spyglass Hill was completed. There was
■
no backup generator or pump at this site. This backup power will allow the station to operate
■
automatically and without water service interruption during power outages.
■
78
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The Department's FY 2002 -03 Capital Improvement Program includes the following major
■
projects:
■
Street Light Mapping Conversion Project - Utilities staff will be working with the MIS Division on
the conversion of the street light atlas drawings into an electronic digital atlat:mapping system
■
which will become another layer in the City's Geographic Information System.
.
Big Canyon Reservoir Cover - $4,300,000 - This project provides for the covering of Big Canyon
■
Reservoir with a flexible floating membrane. The project will improve water quality and reduce
the treatment costs required by an open reservoir. The project is mandated by the Department
■
of Health Services, which permits the City to operate its water system.
■
Irvine Avenue and Jamboree Road Water Transmission Main Improvements - $495,000 - The first ■
year of major transmission main replacement will begin. The existing 12 -inch and 16 -inch main
in Irvine Avenue between Dover Drive and South Bristol Street is planned to be upsized to 24- ■
inches. This year's phase wit[ replace the section between Santiago Road and University Drive.
The following year will replace the section between University and South Bristol as part of the ■
County road- widening project. Also included in this year's project will be the replacement of ■
a portion of the Jamboree Road 18 -inch transmission main between Eastbluff Drive and Santa
Barbara Drive. This main will also be upsized to 24 -inch. Each of these transmission mains are ■
important links to the Big Canyon Reservoir, the airport area, and the west side of town. The
mains being replaced are approximately 50 years old and have shown signs of failure in recent ■
years.
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Charges for Services
Use of Money & Property
Sales of Oil & Gas
Other Revenue
Transfer (To) From Reserves
Bond Proceeds
Total Revenue
$ 20,061,337 $ 19,645,273 $
$ 592,968 $ 1,630,965 $
$ 900,266 $ 1,024,601 $
$ 200,214 $ 73,529 $
$ (6,389,013) $ (7,538,854) $
During Fiscal Year 2003 -03, staff will be
completing the design and planning for the
covering of Big Canyon Reservoir. Construction
should begin around July 2003.
19,887,119 $ 20,067,119
505,000 $ 705,000
800,000 $ 800,000
52,000 $- 47,000
(5,138,174) $- (4,929,062)
- A -
Utilities staff have been working an an Oil
Rehabilitation Project which will increase
oil production. The oil field tank form was
upgraded during the last year to assist in
this rehabilitation project.
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1999 -2000
2000 -01
2001 -02
2002 -03
Actual
Actual
Estimated
Proposed
Salaries
$
3,421,633
$
3,681,058
$
4,005,976
$
4,239,717
Maintenance and Operations
$
10,183,629
$
9,424,501
$
10,349,492
$
10,609,267
Capital Outlays
$
97,898
$
74,730
$
93,812
$
190,500
Debt Service
$
1,662,612
$
1,655,225
$
1,656,665
$
1,650,573
Total Expenditures
$
15,365,772
$
14,835,514
$
16,105,945
$
16,690,057
Charges for Services
Use of Money & Property
Sales of Oil & Gas
Other Revenue
Transfer (To) From Reserves
Bond Proceeds
Total Revenue
$ 20,061,337 $ 19,645,273 $
$ 592,968 $ 1,630,965 $
$ 900,266 $ 1,024,601 $
$ 200,214 $ 73,529 $
$ (6,389,013) $ (7,538,854) $
During Fiscal Year 2003 -03, staff will be
completing the design and planning for the
covering of Big Canyon Reservoir. Construction
should begin around July 2003.
19,887,119 $ 20,067,119
505,000 $ 705,000
800,000 $ 800,000
52,000 $- 47,000
(5,138,174) $- (4,929,062)
- A -
Utilities staff have been working an an Oil
Rehabilitation Project which will increase
oil production. The oil field tank form was
upgraded during the last year to assist in
this rehabilitation project.
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i * M) �► .
The City of Newport Beach Capital Improvement Program (CIP) serves as a plan for
the provision of public improvements, special projects, and on -going maintenance
programs. Projects in the CIP include arterial highways; local streets; storm drains,
bay and beach improvements; park and facility improvements; water and wastewater
system improvements; and planning programs.
The FY 2002 -03 CIP including rebudgets, totals $34,478,486 and consists of over 150
projects. The CIP was developed with input from all City departments, citizen groups,
and City Council Members who identified needs in their respective areas. The individual
project requests are compiled by each department and are then submitted to the
Public Works Department in January. The projects are prioritized and summarized by
available funds and then are reviewed by the Public Works Director. The Director of
Public Works meets with each Department Director to discuss funding priorities. The
projects recommended for approval are presented to the City Manager in March and
are again discussed with each Department Director. The process is finalized in April and
packaged for distribution to the City Council. Funding of the capital projects is derived
from multiple funding sources, as follows:
2002 -2003 Capital Improvement Projects by Fund Including Rebudgets
Tide & Submerged Lands
4%
Measure M
6%
Oil Spill Remedlation
4%
Gas Tax
7%
Community Development Block
Grant
6%
Wastewater Enterprise
2%
Circulation B Transportation I Building Excise Tax
6% 1%
CIOSA
3%
82
Water Enterprise
16%
Contributions
15%
(TEA 21)
3%
Traffic Congestion Relief
1%
General Fund
26%
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General Fund
Projects funded by the General Fund include City facilities, storm drains, streets, automation,
■ communications, 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 ($1,010,400)
■ Storm Drain Improvements ($531,000)
■ Sidewalk, Curb, and Gutter Replacement Program and Alley Replacement Program
($760,000)
• Economic Development - Mariners Mile ($300,000)
■ • Various Park Improvements ($958,900)
• Software and Computer Enhancements ($182,540)
■
Oil Spill Remediation
■ Oil Spill Remediation funds are the product of settlement proceeds from the American Trader
Company. In February 1990, a tanker spilled more than 400,000 gallons of oil off the coast
of Huntington Beach, which 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 totaling $1,342,800 include:
• Balboa Peninsula Beach Access Walkway Replacements
• Ocean Front Walkway and Lighting Replacements
• Ocean Safety Operations
. • Corona del Mar Beach Improvements
• Marine Education Facility at Shellmaker Island
■
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 $2,033,500 and includes
Phase II of the Balboa Village Improvement Project.
■ 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 $1,466,442. Major projects include:
■ • Eel Grass Mitigation Bank ($89,000)
■ Balboa Yacht Basin Facilities Improvements ($35,000)
• Newport Bay Water Quality Programs ($357,885)
■ Beach Replenishment Program ($50,000)
Oil Field Improvement ($240,000)
• Balboa Island Bayfront Repairs ($200,000)
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R r a r r
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 $321,263 and will be used for public facility improvements that include:
• Fire Station Improvements ($217,263)
• Library Improvements and Enhancements ($104,000)
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 $5,370,000. The projects encompass distribution and piping; water system repairs;
and pumping and operating. Major projects include:
• Water Main Master Plan Improvement Program ($350,000)
• Water Transmission Main Improvement Program ($495,000)
• Big Canyon Reservoir Covering Project ($1,800,000)
• Big Canyon Reservoir Disinfection Modification ($800,000)
Wastewater Enterprise Fund
Projects in this fund total $851,000 and include sewer main and pump station improvements.
Major projects include:
• Master Plan Sewer Main Improvements ($75,000)
• Grease Control Devices - Studies It Inspections ($150,000)
• Master Plan Sewer Pump Improvements ($284,000)
• Televised Pipe Inspection Program ($121,000)
Cooperative Projects
Cooperative Projects are projects funded with Gas Tax and Measure M revenues, which receive
funding from sources outside the City and /or are part of a joint venture with other agencies or
entities. Major cooperative projects to be undertaken in FY 2002.03 include:
• Newport and Balboa Boulevards, 16th to 26th Streets Rehabilitation ($1,893,750)
• Jamboree Road Overlay ($490,000)
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■ Cooperative projects funding sources are as follows:
■ Gas Tax Fund
■ The State Gas Tax Fund accounts for ail State Gas Tax related revenues and expenditures,
including street repair, construction, and maintenance. Gas Tax funded projects total
■ $2,274,721.
■ 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 $5,240,319.
■
■ Circulation and Transportation Fund
The Circulation and Transportation Fund is derived from fair share fees collected from
■ developers and restricted for capital improvement projects that are a part of the circulation
element in the City's General Plan. Projects in this fund total $2,223,000.
Measure M Fund
Measure M revenues are derived from the 1/2 cent retail sales tax and fund both the Measure M
Local Turnback and Measure M Competitive Programs. Projects in this fund total $2,061,605.
■ 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 $1,150,000.
■
■ Traffic Congestion Relief Fund
This is the City's share of monies from the Transportation Congestion Relief Fund provided
■ for in A62928. These funds must be used for street and highway pavement maintenance,
rehabilitation, and reconstruction before the end of FY 2002 -03. There is one project in this
■ fund totaling $363,000.
Conclusion
■ Once again, the City has undertaken an ambitious and wide - ranging capital improvement
■ program. The projects are both significant and diverse, and will serve all areas of the City.
Many of the projects have multi -year terms to completion. In those cases, only those phases
■ of the projects scheduled during FY 2002 -03 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.
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■ CITY OF NEWPORT BEACH
■ 2002 -2003 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 four Internal Service Funds - Insurance Reserve Fund, Compensated Absences
■ Fund, Retiree Medical Fund, and Equipment Maintenance and Replacement Fund. The Insurance
Reserve Fund is used to pay all Workers' Compensation, Liability, and Disability expenses of the
■ City. This includes insurance premiums, consultant fees, medical expenses, contract attorney costs,
payments for judgments and settlements, and all other expenses connected with this function. The
■ amounts paid into this Fund by the individual Departments vary. Each Department's budget base for
■ Liability expenses was established by examining a ten -year history of claims and determining each
Department's appropriate share, based on the nature of the claims themselves. That share was
■ then used to establish each Department's percentage of the funding being set aside in the Insurance
Reserve Fund for anticipated Liability expenses this year, and to address at least part of any reserve
■ deficiencies. This year's contribution by departments, which constitutes revenue to the ISF, is projected
to be $1,827,779. This should constitute sufficient resources to fund short term expenditures and
■ accumulate resources to pay long -term claims.
■ Each Department's share of the City's anticipated Workers' Compensation expenses was determined
■ by an analysis of claims history by labor class in Newport Beach as compared to the same information
for the State as a whole. Based on this data, appropriate rates were established for each labor class
■ in the City. These rates were then used to determine the budget base needed in each Department to
■ accumulate the total anticipated Insurance Reserve Fund requirement to pay all Workers' Compensation
claims and related expenses for this budget year (approximately $1,806,800). Similar to the situation
■ with Liability, there is an accumulated deficit for Workers' Compensation. Therefore $3,185,462, or a
projected excess of $1,378,662 is being collected to cover the deficit.
■
Disability premium payments to the Insurance Reserve 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.
■
The Retiree Medical Insurance Reserve Fund is funded by both City and employee contributions.
■ The contribution is based on a formula currently provided for in the Memorandum of Understanding
■ between the City and the employees. The retiree medical fund is also used to accumulate funds to
meet the cost of current and future retiree medical benefits.
■
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89
Departmental payments into the Compensated Absences Internal Service Fund are based on a
percentage of salary. That percentage is set at a level which will accumulate a sufficient monetary
base within the fund to accommodate current year expenses. This year's contribution to the Fund for
this purpose is budgeted at $1,426,851. Any amounts collected in excess of the annual expense, reduce
the long -term unfunded liability in this fund.
The Equipment Maintenance and Replacement Fund is used to provide funding for the maintenance of
almost all of the City's fleet of Rolling Equipment, 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 &0 budget sheets.
Recommendations for rolling stock replacement are made by each Department to the City Manager
through the General Services Director. The City Manager then includes his final recommendation for
Equipment Replacement action to the City Council as part of the annual budget submission. Money
accumulated in the Equipment Replacement portion of this Fund can only be used for equipment
replacement unless specifically reprogrammed by the City Manager. Each Department Budget unit's
"contributions" to this fund, based on the equipment it has in service, can be found on line 8024 of the
respective M &0 budget sheets.
For Fiscal Year 2002 -2003, City expenditures from Internal Service Funds are projected as follows:
Equipment Maintenance:
Equipment Replacement:
Compensated Absences:
Workers' Compensation:
Disability Coverage:
General Liability:
Retiree Medical:
$1,507,629
$2,498,480
$1,200,000
$1,806,800"
$175,000"
$2,529,824*
$1,039,500*
"Includes legal services, insurance premiums, contract administration, claims & settlements, and
payments to providers of medical service.
ED]
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FIXED ASSET SCHEDULE
Schedule of General Municipal Property
as of June 30, 2001
91
Year of
Historical
Description
Acquisition
Cost
Civic Center
City Hall
1948
1,371,002
Police Station
1973
2,156,376
Council Chambers
1975
338,323
Professional Building
1983
1,129,351
Fire Stations
Balboa Boulevard #1
1962
109,802
Headquarters #2
1952
479,534
Jamboree and Santa Barbara #3
1971
595,597
Balboa Island #4
1993
825,614
Corona del Mar #5
1948
57,535
Irvine Avenue #6
1958
102,866
Newport Coast #8
2002
1,816,350
Marine
Lifeguard Headquarters
1965
163,987
Libraries
Balboa
1920
144,238
Corona del Mar
1958
148,295
Mariners
1963
151,727
Multipurpose Room at Mariners
1966
42,035
Central Library
Land
1992
7,400,000
Structures
1994
8,000,000
Warehouse
1973
77,028
American Legion Property
1929
127,285
Beacon Bay
1929
3,309,895
City Yard
1919
4,307,296
19th
1905
24,250
China Cove Lots
1952
36,522
N Street Beach Lots
-
500,000
26th Street Parking
1965
38,390
Balboa Parking Lot
1925
319,818
Palm Street Lot
1995
776,934
91
Year of
Description Acquisition
Ocean Front Parking Lot
Corona del Mar Beach Parking Lot
Corona del Mar Beach Concession
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 (Grant Howald Park)
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
92
1957
1957
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
1958
1919
1968
1922
1925
1972
1972
1972
1973
1973
1974
1975
■
■
Historical ■
Cost ■
25,693
■
159,470
81,183
■
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
■
1,110, 597
■
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
■
■
■
93
Year of
Historical
Description
Acquisition
Cost
Balboa Island Park
1974
175,260
San Miguel Park
1983
488,291
Oil Well Facilities
1982
1,147,988
Balboa Yacht Basin
1982
3,386,666
North Ford Park
1984
112,103
Kings Road View Park
1975
110,000
West Newport Triangle
1975
55,000
Senior Citizen Facility
1975
1,256,159
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
Cannery Village Municipal Parking Lot
1988
1,039,163
Bonita Creek Park
1987
2,999,535
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
Sunset View Park
1997
57,220
Bal. Pen. Entryway Park
1997
672,107
Bob Henry Park
1997
3,887,193
Balboa Theater
1998
457,961
Total
65,278,167
Other Equipment
14,842,176
General Municipal Property Total
80,120,343
93
FIXED ASSET SCHEDULE
Proprietary Fund Type
Schedule of Structures, Improvements and Equipment
as of June 30, 2001
Water Utility
Mains
Meters
Wells
Transmission Pipelines
Pumping Stations
Reservoirs:
Big Canyon
Spyglass Zone 2 & 3
16th Street
Capitalized Interest
Warehouse
Total Structures and Improvements
Equipment
Total Water Utility
Wastewater Utility
Mains
Pumping Stations
Total Structures and Improvements
Equipment
Total Wastewater Utility
Historical
Accumulated
Net Book
Cost
Depreciation
Value
$ 27,422,299
$ 18,676,032
$ 8,746,267
3,620,665
2,546,179
1,074,486
3,368,980
824,488
2,544,492
10,599,760
1,223,970
9,375,790
4,567,516
1,112,107
3,455,409
2,516,677
1,392,733
1,123,944
639,011
249,576
389,435
12, 501,838
1,262,746
11,239,092
1,034,462
82,758
951,704
205,793
76,160
129,633
66,477,001
27,446,749
39,030,252
627,374
627,374
0
$ 67,104,375
$ 28,074,123
$ 39,030,252
$ 28,025,878 $ 20,065,914 $ 7,959,964
6,859,036 4,208,773 2,650,263
34,884,914 24,274,687 10,610,227
43,797 43,797 0
$ 34,928,711 $ 24,318,484 $ 10,610,227
Cannery Village
Total Structures and Improvements $ 107,471 $ 54,691 $ 52,780
Fleet Management
Total Fleet 113,632,023 $ 7,421,687 $ 6,210,336
94
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EQUIPMENT MAINTENANCE AND REPLACEMENT FUND
■
Schedule of Rolling Equipment
Replacement (FY 2002 -03)
■
■
Public Safety Departments
Other Departments
■
Police Department
Administrative Services Department
Patrol /Traffic Sedans (5) $147,500
Hybrid Sedan
$22,000
■
44 Patrol Vehicle $37,000
Truck, 1/2 Ton Crewcab (44) $24,000
Minivan $25,000
Sub Total
$46,000
■
Trucks, 114 ton Ext. Cab (2) $38,000
Detective Sedan $24,000
Community Services Department
Motorcycle (3) $38,300
10 Passenger Van
$50,000
■
SWAT Van $150,000
Truck, 1/4 Ton
$17,000
Sub Total $459,800
Electric Vehicle
N/A
■
8 Passenger Van
$30, 000
Fire Department
Sub Total
$97,000
■
Fire Engines (2) $640,600
Paramedic Van $72,000
General Services Department
■
Truck, 114 Ton Ext. Cab (4x4) $24,000
Beach Sweeper
$32,000
Sub Total 736,600
Beach Tractor
$72,000
■
Beach Cleaner
$54,000
Pickup, 314 Ton
$24,000
■
Truck, 1 Ton Utility Body
$29,000
Truck, 114 Ton Ext. Cab (4x4)
$23,000
■
Truck, 114 Ton Ext. Cab
$19,000
Storm Drain Vacuum Trailer
$37,500
Arrowboard
$12,000
■
Sub Total $302,500
■
Harbor Resources Department
Station Wagon
$24,000
■
Public Works Department
■
Trucks, 1/2 ton with liftgate
$24,000
■
Utilities Department
Truck, 1 Ton Utility Body
$33,000
■
Pickup, 3/4 Ton 44
$30,000
Pickup, 1/2 Ton
$21,000
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Station Wagon, 4x4
$25,000
Sewer/ Water Main Inspection Truck
$30,000
Vacuum Trailer
$45,000
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Compressor
$12,000
Arrowboard
$12,000
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Sub Total
$208,000
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PUBLIC SAFETY TOTALS $1,196,400
OTHER DEPARTMENT TOTALS
$701,500
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GRAND TOTAL ALL DEPARTMENTS
$1,897,900
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CITY OF NEWPORT BEACH
2002 -2003 RESOURCE ALLOCATION PLAN
ROLLING STOCK IN SERVICE
General City Operations
Passenger Cars
Jeeps
Motorcycles
Trucks
Fire Trucks
Loadpackers
Street Sweepers
Tractors and Graders
Backhoes and Loaders
Beach Cleaners
Trailers
Trailer, Office
Special Equipment
Total General City Operations
Utilitv Enterprise'
Passenger Cars
4
0
Fiscal Year
Fiscal Year
Fiscal Year
Fiscal Year
Fiscal Year
2002 -03
2002 -03
2000 -01
2001 -02
2001 -02
Projected
Projected
Final
Changes £t
Final
Changes Et
Final
Inventory
Adiustments
Inventory
Adiustments
Inventory
100
+2
102
+2
104
2
0
2
0
2
16
+2
18
0
18
129
+3
131
+1
132
12
0
12
+1
13
23
0
23
0
23
7
+1
8
0
8
4
0
4
0
4
6
0
6
0
6
3
0
3
0
3
28
+3
31
1
32
2
0
2
0
2
18
+1
19
0
19
350
+12
362
+5
367
Passenger Cars
4
0
4
-1
3
Trucks
41
+1
42
+1
43
Tractors and Graders
2
0
2
0
2
Backhoes and Loaders
6
0
6
0
6
Trailers
11
0
11
+1
12
Special Equipment
15
0
15
0
15
Total Utility Enterprise
78
+1
79
+1
80
GRAND TOTAL 428 +13 441 +6 447
Includes vehicles in both the Water and Wastewater Sections
96
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SEVEN YEAR COMPARISON OF FULL -TIME POSITIONS
1996 -97 1997 -98 1998 -99 1999 -00 2000 -01 2001 -02 2002 -03
■
GENERAL CITY GOVERNMENT
0.00
City Council
■
City Clerk
■
City Manager
■
Human Resources
■
City Attorney
■
Administrative Services
■
Total
■
PUBLIC SAFETY
■
Police
■
Fire
■
Fire and Marine
■
Total
■
9.00
■
COMMUNITY DEVELOPMENT
■
Planning
5.00
Building
■
Total
■
PUBLIC WORKS
49.00
Public Works and Utilities
49.00
Public Works
■
Utilities
63.00
General Services
■
Total
■
COMMUNITY SERVICES
0.00
Library
■
Administration
■
Recreation
■
Senior Citizens
■
Arts & Cultural
0.00
Total
■
0.00
0.00
BALBOA YACHT BASIN
■
WATER ENTERPRISE FUND
■
SEWER ENTERPRISE FUND
■
TOTAL FULL -TIME POSITIONS
■
4.00
■
12.00
■
11.00
■
0.00
■
0.00
■
0.00
■
9.00
■
6.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
2.00
3.00
3.00
3.00
3.00
3.00
3.00
4.00
4.00
4.00
12.00
18.00
11.00
11.00
0.00
0.00
0.00
0.00
0.00
9.00
9.00
5.00
6.00
6.00
5.00
5.00
5.00
5.00
48.00
49.00
50.00
49.00
49.00
49.00
49.00
59.00
62.00
63.00
69.00
75.00
77.00
77.00
209.00
212.00
217.00
219.00
221.00
238.00
238.00
0.00
0.00
0.00
0.00
0.00
146.00
147.00
122.00
124.00
125.00
125.00
137.00
0.00
0.00
331.00
336.00
342.00
344.00
358.00
384.00
385.00
12.00 15.00 16.00 16.00 18.00 18.00 18.00
20.00 21.00 21.00 23.00 24.00 26.00 26.00
32.00 36.00 37.00 39.00 42.00 44.00 44.00
33.00
32.00
33.00
35.00
34.00
36.00
35.00
2.00
37.00
0.00
0.00
0.00
2.00
0.00
8.00
0.00
8.00
0.00
9.00
0.00
33.00
33.00
0.00
4.00
0.00
5.00
0.00
7.00
0.00
0.00
0.00
5.00
5.00
125.00
1.00
123.00
46.00
120.00
51.00
122.00
57.00
118.00
125.00
125.00
158.00
156.00
154.00
157.00
155.00
163.00
163.00
32.00
32.00
34.00
35.00
36.00
36.00
36.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
8.00
8.00
8.00
8.00
9.00
11.00
11.00
4.00
4.00
4.00
5.00
5.00
7.00
7.00
0.00
0.00
1.00
1.00
1.00
1.00
1.00
46.00
46.00
49.00
51.00
53.00
57.00
57.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
31.00
31.00
31.00
31.00
34.00
33.00
33.00
11.00
11.00
11.00
11.00
10.00
12.00
12.00
669.00
679.00
688.00
703.00
728.00
771.00
772.00
97
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Glossary
Accrual Basis - The basis of accounting in which
transactions are recognized at the time they are
incurred, as opposed to when cash is received or
spent. All proprietary (enterprise and internal
service funds) fund types are accounted for using
the accrual basis of accounting.
Activity - Departmental efforts that 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.
Air Quality Management District (AQMD) Fund
- Used to account for revenues received from
the South Coast Air Quality Management District
restricted for the use of reducing air pollution.
Appropriation - A legal authorization to incur
obligations and to make expenditures for specific
purposes.
Arterial Highway Rehabilitation Fund - Used to
account for federal funds available through the
Federal Highway Administration Arterial Highway
Rehabilitation Program to share the cost of
rehabilitating certain arterial roadways in the City.
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.
Asset Forfeiture Fund - Established to account
for revenues resulting from the seizure of assets
in conjunction with criminal cases (primarily drug
trafficking). The City's policy is that all such funds
be used for enhancement of law enforcement
programs.
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
that are available for appropriation and expenditure
in the current year.
Bonds - A form of borrowing (debt financing) which
reflects a written promise from the City to repay
a sum of money on a specific date at a specified
interest rate.
Bond Refinancing - The payoff and re- issuance of
bonds, to obtain better interest rates and /or bond
conditions.
Bonita Canyon Development Fund - Used to
account for the receipt and expenditure of funds
for the Bonita Canyon Public Facilities Agreement.
The improvements include certain public parks and
recreation facilities, and street improvements and
facilities.
Budget - A plan of financial activity for a specified
period of time indicating all planned revenues and
expenses for the budget period.
Budgetary Basis - This refers to the basis of
accounting used to estimate financing sources and
uses in the budget. This generally takes one of
three forms: GAAP, cash, or modified accrual.
Budget Calendar - The schedule of key dates that a
government follows in the preparation and adoption
of the budget.
Budgetary Control- The control or management
of a government in accordance with the approved
budget for the purpose of keeping expenditures
within the limitations of available appropriations
and resources.
Building Excise Tax Fund - Used to account for
revenues received from builders or developers on
building or remodeling projects within the City.
Expenditures from this fund are used exclusively
99
for public safety, libraries, parks, beaches, or
recreational activities.
Business Improvement District Fund - Used to
account for monies collected from local business
districts for district property improvements and
business enhancement.
Capitol Budget - The appropriation of bonds or
operating revenue for improvements to facilities,
and other infrastructure.
Capital Improvements - Expenditures related
to the acquisition, expansion or rehabilitation of
an element of the government's physical plant;
sometimes referred to as infrastructure.
Capital Improvements Program (CIP) - A plan for
capital outlay to be incurred each year over a fixed
number of years to meet capital needs arising from
the government's long -term needs.
Capital Outlay - Fixed assets which have a value of
$500 or more and have a useful economic lifetime
of more than one year; or, assets of any value if the
nature of the item is such that it must be controlled
for custody purposes as a fixed asset.
Capital Project - Major construction, acquisition,
or renovation activities which add value to a
government's physical assets or significantly
increase their useful life. Also called capital
improvements.
Capital Reserve - An account used to segregate
a portion of the government's equity to be used
for future capital program expenditures. The
amount of capital reserve is roughly equal to the
government's annual equipment depreciation and
an amount identified as being needed for future
capital acquisition.
Cash Basis - A basis of accounting in which
transactions are recognized only when cash is
increased or decreased.
Charges for Services - Those charges levied
to individuals or organizations for the use or
consumption of services provided by the City.
Certificate of Participation - A debt issue similar
to issuing bonds, but less restrictive.
100
CIOSA Construction Fund - Used to account for the
receipt and expenditure of funds for the Circulation
Improvement and Open Space Agreement (CIOSA).
The improvements include street and frontage
improvements.
Circulation and Transportation Fund - Used to
account for fair share revenues collected from
developers and restricted for capital improvement
projects meeting the circulation element of the
City's General Plan.
Community Development Block Grant (CDBG) Fund
Used to account for revenues and expenditures
related to the City's Community Development
Block Grant program. These funds are received
from the Federal Department of Housing and Urban
Development and must be expended exclusively on
programs for low or moderate income individuals
or families.
Compensated Absence Fund - Used to account for
the City's accumulated liability for compensated
absences.
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).
Contributions Fund - Used to account for revenues
received from other government agencies or
private developers and expended for specific street
or highway construction projects.
Contingency - A budgetary reserve set aside for
emergencies or unforeseen expenditures not
otherwise budgeted.
Contributions Fund - Used to account for revenues
received from other government agencies or
private developers and expended for specific street
or highway construction projects.
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.
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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.
Distinguished Budget Presentation Awards
Program - Avoluntary 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 various
pension, medical and life insurance plans, etc.
Encumbrance - The commitment of appropriated
funds to purchase an item or service. To encumber
funds means to set aside or commit funds for a
specified future expenditure.
Enterprise Fund - Used to account for City
operations that are financed and operated in a
manner similar to private business enterprises. The
objective of segregating activities of this type is to
identify the costs of providing the services, and to
finance them through user charges.
Environmental Liability Fund - Used to account
for solid waste fees restricted for mitigation of
future environmental liability relating to the
handling of solid waste.
Equipment Fund - Used to account for the cost
of maintaining and replacing the City's rolling
stock fleet and the rental of the fleet to operating
departments.
Expenditure - The payment of cash on the transfer
of property or services for the purpose of acquiring
an asset, service or settling a loss.
Expense - Charges incurred (whether paid
immediately or unpaid) for operations,
maintenance, interest or other charges.
Fiscal Policy - A government's policies with respect
to revenues, spending, and debt management as
these relate to government services, programs
and capital investment. Fiscal policy provides an
agreed upon set of principles for the planning and
programming of government budgets and their
funding.
Fiscal Year - A twelve -month period designated as
the operating year for accounting and budgeting
purposes in an organization. The City of Newport
Beach's fiscal year is July 1 through June 30.
Fixed Assets - Assets that are intended to continue
to be held or used long -term, such as land, buildings,
machinery, furniture, and other equipment. Fixed
assets are also called capital assets.
Full -time Equivalent Position (FTE) - A part -time
position converted to the decimal equivalent of a
full -time position based on 2,080 hours per year.
For example, a part-time fiscal clerk working for 20
hours per week would be the equivalent to .5 of a
full -time position.
Function - A group of related activities aimed
at accomplishing a major service or regulatory
program for which a government is responsible
(e.g., public safety).
Fund - A fiscal entity with revenues and expenses
which are segregated for the purpose of carrying
out a specific purpose or activity.
Fund Balance - The excess of the assets of a fund
over its liabilities, reserves, and carryover.
GAAP - Generally Accepted Accounting Principles.
Uniform minimum standards for financial
accounting and recording, encompassing the
conventions, rules, and procedures that define
101
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.
Governmental Accounting Standards Board
(GASB) - The ultimate authoritative accounting
and financial reporting standard - setting body for
state and local governments.
Grants - A contribution by a government or other
organization to support a particular function.
Grants may be classified as either operational or
capital, depending upon the grantee.
Indirect Cost - A cost necessary for the functioning
of the organization as a whole, but which cannot
be directly assigned to one service.
Infrastructure - The physical assets of a
government (e.g., streets, water, sewer, public
buildings and parks).
Insurance Reserve Fund - Used to account for the
City's self - insured general liability and workers'
compensation program.
Intergovernmental Revenue - Funds received
from federal, state and other local government
sources in the form of grants, shared revenues,
and payments in lieu of taxes.
Internal Service Charges - The charges to user
departments for internal services provided by
another government agency, such as equipment
maintenance and replacement charges, or
insurance funded from a central pool.
Lapsing Appropriation - An appropriation made
for a certain period of time, generally for the
budget year. At the end of the specified period any
unexpected or unencumbered balance lapses or
102
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.
Miscellaneous Grants Fund - used to account for
short -term grant programs not individually listed.
Modified Accrual Basis - The basis of accounting
in which revenues are recognized when they
become both "measurable" and "available"
to finance expenditures or the current period.
All governmental and fiduciary fund types are
accounted for using the modified accrual basis of
accounting.
Net Budget - The legally adopted budget less
all interfund transfers and interdepartmental
charges.
Object of Expenditure - An expenditure
classification, referring to the lowest and most
detailed level of classification, such as electricity,
office supplies, asphalt, etc.
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.
Oil Spill Remediation Fund - Used to account for
the receipt of the settlement proceed from the
American Trader Company. These funds must be
used on projects affecting the areas damaged by
the spill.
Operating Revenue - Funds that the government
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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.
Performance Budget - A budget wherein
expenditures are based primarily upon measurable
performance of activities and work programs.
Prior -Year Encumbrances - Obligations from
previous fiscal years in the form of purchase
orders, contracts or salary commitments which
are chargeable to an appropriation, and for which
a part of the appropriation is reserved. They cease
to be encumbrances when the obligations are paid
or otherwise terminated.
Program - A group of related activities performed
by one or more organizational units for the
purpose of accomplishing a function for which the
government is responsible.
Program Budget - A budget that allocates money
to the functions or activities of a government
rather than to specific items of cost or to specific
departments.
Program Performance Budget - A method of
budgeting whereby the services provided to the
residents are broken down in identifiable service
programs or performance units. A unit can be a
department, a division, or a workgroup. Each
program has an identifiable service or output
and objectives to effectively provide the service.
The effectiveness and efficiency of providing the
service by the program is measured by performance
indicators.
Program Revenue (income) - Revenues earned by
a program, including fees for services, license and
permit fees, and fines.
Purpose - A broad statement of the goals, in terms
of meeting public service needs, that a department
is organized to meet.
Reserve - An account used either to set aside
budgeted revenues that are not required for
expenditure in the current budget year or to
earmark revenues for a specific future purpose.
Resolution - A special or temporary order of a
legislative body; an order of a legislative body
requiring less legal formality than an ordinance or
statute.
Resources - Total amounts available for
appropriation including estimated revenues, fund
transfers, and beginning balances.
Retiree Insurance Fund - Used to account for the
cost of providing post- employment health care
benefit.
Revenue - Sources of income financing the
operations of government.
Revenue Bond - A bond that is backed only by the
revenues from a specific enterprise or project, such
as a hospital or toll road.
Secured Property Tax - A tax levied on both real
and personal property according to the property's
valuation and the tax rate.
Service Indicators - Specific quantitative and
qualitative measures of work performed as an
objective of specific departments or programs.
Source of Revenue - Revenues are classified
according to their source or point of origin.
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.
Special Deposit Fund - Used to account for special
deposits held by the City in its fiduciary capacity.
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
103
maintenance of the street and highway system.
Supplemental Appropriation - An additional
appropriation made by the governing body after
the budget year has started.
Supplemental Low Enforcement Services Fund
(SLESF) - Used to account for revenues received
from the County to be used exclusively for front-
line law enforcement activities.
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.
Traffic Congestion Relief Fund - Used to account
for all revenues received from the State Treasury
as per Assembly Bill 2928. These funds must by
used only for maintenance or reconstruction costs
on public streets or roads.
Transient Occupancy Tax - A tax paid to the City
for short-term lodging / residency within the City
limits. Short -term is defined as 30 days or less.
Unencumbered Balance - The amount of an
appropriation that is neither expended nor
encumbered. It is essentially the amount of money
still available for future purposes.
Unreserved Fund Balance - The portion of a fund's
balance that is not restricted for a specific purpose
and is available for general appropriation.
104
Unsecured Property Tax - The property tax on
unsecured property such as business inventory or
moveable equipment.
User Charges - The payment of a fee for direct
receipt of a public service by the party who benefits
from the service.
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 hand equivalents
which may be used to satisfy cash flow needs.
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