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Home My WebLink AboutPerformance Plan 2013Newport Beacli Oity Naee, circa 19509, pAoto courtesy Orange County ArcRives City of Newport Beach Fiscal Year 2012 -13 Performance Plan ORt;or Newport $eaM civic Canter, 2012,ArcAitecturae Reuderiug Newport Beach, California Performance Plan H Fiscal Year 2012 -13 WPO L 1 C RN�P O Prepared for the Newport Beach City Council: Mayor Nancy Gardner Mayor Pro Tern Keith Curry Council Member Michael F. Henn Council Member Steven J. Rosansky Council Member Rush Hill Council Member Leslie J. Daigle Council Member Edward D. Selich Able of Contents City Officials 8 City Manager's Transmittal Letter 9 Finance Director Budget Summary 15 User's Guide 22 Organization Chart 26 Organizational Values 27 Revenue Summary 30 Expenditures by Fund 33 Operating Expenditures by Department &Type 34 Operating Expenditures -All Funds 35 Summary of Estimated 2011 -12 Year End Balances 40 Summary of Estimated 2012 -13 Year End Balances 43 General Government City Council 48 City Clerk 50 City Manager 54 Human Resources 60 City Attorney 64 Finance 68 Public Safety Police Department 78 Fire Department 88 Development Services Community Development 98 Public Works Municipal Operations 106 Public Works 118 Community Services Library Services 126 Recreation & Senior Services 132 Other Budgets Description of Internal Service Funds 140 Debt Service & Other Activities 142 Capital Improvements 146 Tide & Submerged Land Fund 152 Capital Asset Schedule 153 Equipment Maintenance & Replacement Fund 157 Rolling Stock in Service 158 Three -Year Comparison of Full -Time & FTE 159 Positions Historical Capital Projects Spending 160 Glossary of Fund Descriptions & Accounting 161 Terms Rush Hill Council Member District 3 Steven J. Rosansky Council Member District 2 Ir 1* � Michael F. Henn Council Member District 1 z/ City Attorney Aaron Harp uncil Member District 4 3 4 2 5 City Manager Dave Kiff V Council Member District 5 Nancy Gardner Mayor z District6 -Ii Keith Curry Mayor Pro Tern District 7 City Clerk Leilani Brown Dana M. Smith ...................................................................... ............................... ......................Assistant City Manager Tracy M. McCraner ...................................................... ............................... ........................Finance Director /Treasurer Kimberly Brandt ........................................... ............................... ......................Community Development Director ScottPoster .................................................................................................. ............................... ...........................Fire Chief Terri L. Cassidy .................................................................................... ............................... Human Resources Director Cynthia Cowell ................................................................. ............................... ........................Library Services Director Mark Harmon ............................................................................... ............................... Municipal Operations Director JayJohnson ....................................................................................................................... ............................... Police Chief Steve Badum ................................................................................................. ............................... Public Works Director Laura Detweiler ......................................... ............................... .....................Recreation & Senior Services Director CITY OF NEWPORT BEACH Honorable Mayor Gardner and City Council Members City of Newport Beach 3300 Newport Boulevard Newport Beach, California 92663 Dear Mayor Gardner and Council Members: As directed by the Newport Beach City Charter, I respectfully submit the Fiscal Year 2012 -13 City Budget. It is the culmination of the work and talents of many dedicated City employees. The budget of the City of Newport Beach is intended to be a reflection of the City policies, goals and priorities. It communicates to citizens and staff what resource allocation decisions have been made by the City Council. Core Values Recognizing the Council and community's interests, the City's Management Team comprised of department directors worked last year to identify what makes Newport Beach unique — along with how to protect those qualities by allocating sufficient funding and staffing. We thought of the city as "the shining city by the bay" and identified these things as important to the Newport Beach community: • A high quality physical environment This means the natural environment and maintaining quality community centers, parkways and medians, roads, trees, alleys, beaches and more. We believe that Newport Beach has a different look and feel from other communities as you enter it, and we want to maintain that look. • Public safety and how City services and programs reinforce safety From core public safety services like police and fire to programs (recreation and senior services, CERT and more) and infrastructure (parks, libraries and more) that draw people out into their community, we give our residents great things to do and enjoy — when people are out and about and involved, bad elements stay away. Civic engagement This is a community that loves its many strong community activities, events and groups and wants to be actively engaged with its city government. Accountable, Responsive City Government We should be about superior customer service, fiscal sustainability, accountability, transparency and ensuring an accessible and open environment. We want to ensure our community views us as the standard of excellence in city government. 0 Prioritizina Scarce Resources This is the third consecutive year of minimal to flat revenue growth. This has again required diligent attention to priorities and the wise distribution of resources. The FY 2012 -13 balanced budget was prepared in light of the programs and activities that support the values stated above. It also supports a continued focus on transformation of the Newport Beach city government to a more accountable and performance -based organization. As such, the executive team is not only improving what we are best at, but also what we should "not" be doing. This budget builds in new opportunities to contract out certain services when it can be demonstrated that the private sector can perform these services with the same or better level of service and for less cost. These changes can be seen in some departmental budgets with reduced costs for personnel and increased costs for professional services. I have greatly appreciated the City Council's past support in this regard. The Council's support for past and future restructuring and reductions is vital to the organization's success. In this Council - Manager form of government, the Council has appropriately filled its role in guiding management's approach and organizational changes to ensure that this Budget and the city government meets the needs of its residents, businesses and visitors in Newport Beach. Performance Management Progress The management team continues to focus on the long term goal of improving our performance - management system. This is a systematic approach to improving performance (service delivery and civic engagement) through results -based decision making, continuous organizational learning and development, and a focus on accountability and transparency. Previously, key service indicators have been identified for all City departments and were reported to Council on a quarterly basis; this has been replaced with the City Manager's Quarterly Business Report ( "QBR ") including more frequent budget updates, status of City Commissions, Committees and Boards and special projects' status tracking sheets. This year we have continued to review and improve upon our performance measure reporting and tracking within the Performance Plan. Measures are modified, added or deleted to align with our core values but to also adapt to our changing priorities and available resources. Information Technology is never easy to invest in when competing with great infrastructure projects, but we're getting to the point in the City government where our IT is impeding our ability to do basic, core functions — we must make this investment if we are ever to get smarter or smaller. Therefore, we are allocating significant resources to fund an Enterprise Resource Planning ( "ERP ") system which will improve our business processes so that we can prepare for the next step in performance budgeting and allow us to present to you future budgets organized around programs (Program Budgeting) rather than line- items, divisions and departments. We'll be able to report on performance measures by programs, we will measure our progress towards meeting our priorities and provide managers and the City Council with improved budget data. This type of budgeting is a very powerful tool for refined decision - making. Setting the stage for a smarter, smaller and faster city government of the future The Council has set a vision for local government that is smaller, faster and smarter. The Council is leading California in setting policies that control pension costs and use metrics to examine city performance, customer service satisfaction and innovation. To meet the Council's challenge, I address in this budget foundational changes to the way city government traditionally manages its biggest assets - employees and technology. These changes begin to set the stage for a smaller, versatile, innovative and cost effective government. 10 Gettina Smarter with Technolo Cities are complex public corporations. We manage 12 "lines of business" The financial oversight and government regulations required of us is appropriately stringent. Police operations alone require compliance with strict Department of Justice standards that require expensive secure computing, records and regional interface technology. Indeed, as online, digital and other computing changes are occurring at a very fast pace, cities often lag the corporate private sector's investment in technology. Most large corporations have significant investment in the ERP mentioned previously. An ERP system links important operational data to a company's financial system. At the simplest level it connects revenue, expenses, payroll, grants, capital expenses, project accounting, accounts payable and receivable and everything else to databases that allow management to effectively oversee and improve the business processes. The system also makes possible management reports important for monitoring budgets and making strategic decisions. The city currently is using a legacy financial system that was implemented over 20 years ago. The system is inadequate to meet today's needs and impedes our ability to effectively run the City. To remedy this situation and others, our overall technology infrastructure investment could be up to $12 million over the next 5 years. This budget begins a five -year CIP investment to upgrade the city's technology, following the City's effort in the past year to complete an IT Strategic Plan. The essential steps in this process include: • Upgrading our ERP to meet the fiscal and performance measurement needs of the times. • Upgrading our Computer Aided Dispatch /Records Management System (CAD /RMS) in the Police Department, to provide even better analytics to combat crime. • A more robust online permitting system, allowing for the submission of electronic plans and electronic plan checking. • Better customer service portals — a customer should be able to achieve nearly every business interest he or she may have with the City online. It nearly goes without saying that each of these resource investments should be as "off- the - shelf' as possible, thereby avoiding past customization practices that are time consuming, costly and inefficient. Additionally, we need to be a place where we look to cloud or other offsite data management first, so as to take advantage of trends in IT. My increased investment in technology over the next five years sets the stage for transitioning to a more educated, versatile and smaller workforce. The advantages of reshaping our workforce include greater adaptability to change, innovation, and of course reduced labor costs that create greater opportunities for direct investment in the community. Investing in People and Reshaping the City's Workforce Cities across the state are struggling to manage increasing cost of labor and yet, cities are intensely dependent upon a vibrant, energized and innovative workforce to deliver high quality services to its citizens. I am proud that the City of Newport Beach consistently ranks among the best in customer service. To maintain our competitive advantage, I believe we need to invest in our employees to keep them abreast of changes in their service areas, to stay current with technology and to adapt the overall workforce to the needs of the community. The city has never comprehensively examined its decades - old personnel classification system. Over the years, the classification system has added but not refined nor deleted classifications — leading to approximately one job classification for two positions (and many of these classifications do essentially the same work with differing pay structures). This creates internal inconsistencies, is bad for morale and is contrary to good human resources 11 practices. In addition, the knowledge base and skills needed in today's economy have shifted and demand that we rethink how we use our talent. There are three areas of change that I believe will have a lasting benefit to our community and our employees: 1) restructure the classification system in a systematic manner that reduces the number of classifications to those that are essential and establish internally consistent compensation (consistent with the Council's compensation philosophy); 2) establish thoughtful growth and career ladders within classifications and eliminate many single position classifications; 3) implement an online performance evaluation system that enhances employee job satisfaction and provides clear management performance goals. As contracting for services and regional collaborations make great financial and service sense and as the public becomes more engaged with the city discourse, cities require new and broader skill sets in its employees. I plan to work with the labor groups and our management team to create substantive and beneficial improvements within our city workforce. Outlook for Fiscal Year 2013 We have not only survived the recession, we have become a stronger albeit smaller organization. This was not without hard choices and significant budget reductions. We again increased General Fund Reserves, in keeping with the 2010 Fiscal Sustainability Plan that the Council thoughtfully advanced in FY 2009 -10. We've done this during a time when many cities continued to access reserves to balance their budgets. While the recession appears to be over, the recovery is expected to advance slowly, lasting into FY 2014 -15 for most local governments. Revenue estimates, while increasing, are modest compared to years past. Sustainable pensions must continue to be a top priority if we want to maintain our prosperity. We will continue to address our pension costs in partnership with our employee bargaining units. We have continued to work proactively with our CaIPERS actuary to prepare for the projected increases in our pension costs resulting from the actuarial assumption changes recently approved by the CalPERS Board. The rate of return change from 7.75% to 7.50% — while appropriate — is estimated to increase our pension payments for both miscellaneous and public safety groups by approximately $1.7 million, this increase will be allocated over FY 2013 -14 and FY 2014 -15. We have successfully worked with our bargaining units to increase the amount that employees pay toward pensions and to implement a second tier pension benefit for new employees. These new tiers can lower the retirement formula, raise the retirement age and change the final pensionable salary from one year to an average of three. These changes are estimated to save the City almost $7 million /year in pension costs by fiscal year 2014 -15. Even with these significant concessions, our pension payment is expected to be $23 million in fiscal year 2014 -15 — that's still a huge amount of resources. This is why we continue to negotiate with our employee groups toward additional pension concessions. Our Finance director and her management team have also been working with our actuary, neighboring cities and professional accounting organizations to monitor and prepare for a proposed new Governmental Accounting Standards Board (GASB) statement amending GASB Statement No. 25 which governs financial accounting and disclosure requirements for specified government pensions such as defined benefit plans like the City has. This statement, if approved in 2012 as expected, would require the City to record a liability on its Government -wide balance sheet associated with the unfunded liability. We would also be required to record accrued pension costs which are calculated in a significantly different way than our actuarially calculated costs. The GASB is also proposing to limit the amortization periods in which gains and losses are amortized. While this proposal will not impact our budget as it is an accounting and reporting requirement not a funding change, it will significantly impact the pension information reported in our Comprehensive Annual Financial Report (CAFR). 12 Pensions vs. Capital Improvements This issue inevitably comes up with our labor groups whenever we talk about pension changes — "why is the City building and repairing things while it's trying to reduce the increase in payroll and pension benefits ?" It is because this community will remain a successful and prosperous place because of the quality of our roads, parks, libraries, fire stations, and even water and sewer infrastructure. Those communities that neglect their backbone infrastructure to pay salaries or pension benefits will find themselves in a downward spiral of lowered property values and decreased business activity. We do not want to be one of those cities. Core Budget Principles So even though pension costs will rise, we still have a commitment to be the "Shining City by the Bay." To that end, these are our core budget principles which we will continue to practice in FY 2012 -13 and beyond: 1. Adhere to and build on 2010's Fiscal Sustainability Plan. 2. Use the upcoming years as an opportunity to thoughtfully and methodically change the way our local government does business. 3. Our "Shining City's" success includes our investment in our infrastructure. 4. We should stop doing some things: we don't want ten great programs today to become ten mediocre programs tomorrow. We'll keep seven or eight great ones. 5. We must address pension costs comprehensively and aggressively. 6. Public Safety is paramount — but there are still smarter, better ways of delivering public safety services without compromising safety. Balancing these needs has not been easy, but management has taken a deliberative and disciplined approach to the programs proposed in this budget. The City Council considered the following proposals as reflected in the Performance Plan and the Detailed Budget: • Allocate $3 million in General Fund surplus to invest in our IT Strategic Plan so that we can become that smarter and faster city. • Increase our contribution to the Facilities Financing Plan (FFP) by $2.5 million to ensure strong reserves available for Council approved facilities. • Net reduction of 11 full -time positions, which includes some reclassifications of existing positions which will develop the strong internal staff to better assume additional work and prepare for a more technologically advanced future. • Continue a careful effort to outsource certain city services, provided that a contractor can perform the same or better level of service at less cost to the City. • Take advantage of a unique opportunity to set the Lower Bay up for success by adding another $300,000 for the upcoming dredging project. • Increase our annual General Fund contribution to CHIP by $1.6 million to keep our streets, sidewalks, alleys and more in good shape. • Increase the breadth and scope of our world -class recreation and senior programs to accommodate increased customer demand. • Maintain our libraries. • Protect our current level of reserves which was critical in obtaining 2010's AAA credit rating from all three rating agencies. • Assign General Fund operational surplus toward building our infrastructure. The adopted budget maximizes existing staff resources and confirms the commitment to maintain the high levels of service that the community expects and deserves. 13 Looking to Fiscal Year 2013 -14 The balanced budget that you see for FY 2012 -13 is the result of three years of restructuring, outsourcing and departmental reductions. These past decisions have ensured our fiscal sustainability and provided the groundwork for a stronger city government. But we are not done, as such, FY 2013- 14 will be another year of looking up and down at what we do. We'll look again at regional collaboration, effective private- sector provision of services and solid public service provision where appropriate. As such, you will see the City Council and management team working on a variety of important initiatives in FY 2013 -14, including but not limited to: • Continue working with the IT Strategic Plan to help us use technology better to be smarter, faster and leaner. • Collaboration with neighboring cities like Costa Mesa, Irvine and Huntington Beach on services, including public safety services. • More contracting out — again where it makes sense. As I did last year, I again close by complimenting the City employees who take such great pride in the Newport Beach community. They again delivered great service at effective cost, even during a time when it's pretty challenging to be in local government. They have my continued admiration for what they do, day in and day out. They truly love this city and community, even though many don't live here. They have stayed focused on the tasks at hand despite the distractions of budget reductions, workload increases and old IT systems. Please know that I appreciate each of them very much. Respectfully submitted, D lid Kiff ` City Manager• u 14 FINANCE DIRECTOR BUDGET SUMMARY The budget for the City of Newport Beach is intended to be a reflection of the City policies, goals and priorities. It communicates to citizens and staff what program allocation decisions have been made by the City Council. The adopted budget continues to maximize existing staff resources and confirms the commitment to maintain the high levels of service that the community expects and deserves. Here is an overview of the adopted FY 2012 -13 budget for all funds: ADOPTED BUDGET- ALL FUNDS Estimated Proposed Increase (Decrease) Appropriation FY 2011 -12 FY 2012 -13 Amount Perce Operating Budget 206,584,853 209,733,976 3,149,123 1.52% Capital Improvement Budget (1) 139,914,697 52,860,727 (87,053,970) - 62.22% 346,499,550 262,594,703 (83,904,847) - 24.21% (1) CIP FY 2011 -12 includes $98 million civic center appropriation GENERAL FUND vs. TOTAL BUDGET The General Fund is the key operating fund within the City's budget. The General Fund is used to account for discretionary revenues and expenditures while all other funds are used to account for enterprise activities, internal service activity, major capital improvement projects and special revenue sources that are otherwise restricted for specific purposes. Enterprise funds include the activities of the Water and Wastewater operations. Internal service funds are essentially internal cost centers used to account for centralized activities including claims management, equipment replacement, compensated absences, post employment medical benefits and information technology. Capital project funds account for major facility and infrastructure improvements, such as the new Civic Center. Special revenue funds include Gas Tax revenues, Measure M taxes and revenues generated from Tidelands just to name a few. For the purposes of this overview, enterprise activity, special revenue sources and major capital improvement funds are segregated from General Fund activity and are summarized as "All Other Funds." REVENUE FORECAST FY 2012 -13 will be the third consecutive year of minimal to flat revenue growth in the City of Newport Beach. Although the economy continues to gradually improve, our projections remain conservative in keeping with our Fiscal Sustainability Plan. On a positive note, our city has fared better than most in the region, state and nation, with many cities having to dip into reserve funds in order to balance their budgets. Our leaders have committed to fiscal sustainability which does not allow for using reserves or one -time revenues for operations and maintenance. When revenues are lower than needed, we respond with structural reductions, sharing services with our neighbors, outsourcing and pension cost sharing with our employees. This ensures adequate resources are available for our core values and programs. We are projecting FY 2012 -13 General Fund revenues at $155.8 million, an increase of approximately $3.3 million from our FY 2011 -12 amended revenue budget. Property tax revenues which account for almost 47% of total General Fund revenues, or $72.9 million, are estimated to minimally increase by 0.5% from FY 2011 -12, or $360,000. The housing market recession is not over, and all local and state governments are experiencing low to negative growth in their assessed valuations (AV). Newport Beach continues to maintain positive growth in our AV, although only +0.5% in last year's case. This is not common in our neighboring cities and counties, as many have experienced declines in AV during the recession and are just now experiencing small positive growth. The Orange County Assessor continues to warn cities to be conservative when estimating property tax revenue, he assured us at his 15 February 2012 meeting that he was still performing re- assessments which were decreasing property values in all areas of the County even in the beach cities. Sales Tax and Uniform Transient Occupancy Tax (TOT) are the next largest components (26% cumulatively) of the City's General Fund. The FY 2012 -13 sales tax estimate is $20.6 million, an increase of almost $1 million or 5.0% over FY 2011 -12 estimated revenue. TOT is also estimated to increase $821,875, or 5.0 %, over the FY 2011 -12 estimated final revenue. Consumer confidence has continued to improve and our sales and TOT taxes are reflecting that improvement. We have almost returned to pre- recession levels in sales tax and have surpassed those levels in TOT thanks in large part to Newport Coast's Pelican Hill Resort. We have estimated a conservative growth in both areas after talking to our major hotels and our economic consultants and are confident these revenues will remain strong. We are including a one -time revenue estimate of $2.5 million in FY 2012 -13 for the sale of the Airborne Law Enforcement Program (ABLE) helicopters and related equipment. FY 2012 -13 intergovernmental revenue is projected to be about $600,000 less than FY 2011 -12, due to the completion of several grants. Total City revenues, excluding internal premiums, are expected to decrease 2.67% from revised projections for FY 2011 -12, from $225.0 million to $219 million. The table below highlights some of the areas of change and projected change in General Fund revenues and all other revenues: Revenue Total Property Taxes Taxes Otherthan Property Licenses and Permits Intergovernmental Charges for Services Fines, Forfeitures & Penalties Use of Money and Property Other Revenue Total General Fund Revenue All Other Revenue Total City Revenue Less Internal Premiums Total City Revenue Net of Internal Charges 2011 -12 2011 -12 2012 -13 Change from Original Amended Budget Proposed Budget Amended $ 72,155,615 $ 72,612,217 $ 72,975,146 0.50% 45,977,167 47,147,320 48,895,236 3.71% 3,781,829 3,971,875 4,163,212 4.82% 1,345,748 1,818,130 1,209,809 - 33.46% 13,932,055 14,986,896 14,468,595 -3.46% 3,604,300 3,651,814 3,539,847 -3.07% 7,801,469 8,076,273 7,715,351 -4.47% 364,600 237,769 2,859,200 1102.51% 148,962,783 152,502,294 155,826,396 2.18% 91,297,885 92,137,186 81,868,844 - 11.14% 240,260,668 244,639,480 237,695,240 -2.84% (19,451,741) (19,657,144) (18,709,213) -4.82% $ 220,808,927 $ 224,982,336 $ 218,986,027 -2.67% The General Fund contains expenditures for all operating City departments except for the Harbor Resources Division within the Public Works Department and the Oil and Gas Division of the Municipal Operations Department which are funded through Tidelands, and the Water and Wastewater Divisions within the Municipal Operations Department respectively. The General Fund is the main operating fund for the City and is generally of most interest to residents as it is funded predominantly (78 %) by tax revenues. As mentioned in the City Manager's Letter and addressed briefly above, this budget focuses on programs and activities that support four core qualities that make Newport Beach special: a high quality physical environment; a sense of community enjoyment and safety; civic engagement within the community and with City government; and an accountable and responsive City government. Departments continue to review all programs to ensure they support these core values and at the same time continue to look for department operating reductions or increased revenue opportunities, where appropriate. 16 In FY 2012 -13, the proposed General Fund expenditures, including General Fund capital improvements, total $153.7 million, an increase of $4.4 million, or 3.0 %, from the revised FY 2011 -12 General Fund budget. New General Fund capital improvement project funding for FY 2012 -13 is proposed to be $5.5 million, an increase of $3.4 million over the previous year; there is a carry-over budget of $603,000 for current projects that will be re- budgeted from FY 2011 -12 to FY 2012 -13. Our goal is to increase the FY 2013 -14 funding for new General Fund capital improvement projects to $5 million, which is the level we believe, is in keeping with our goal of maintaining our physical environment. The FY 2012 -13 General Fund operating budget is $148 million. This represents an increase of 2.7 %, or $3.8 million, from the FY 2011 -12 estimated final budget which is net of a projected $3 million of operational savings. The City Manager required all directors to maintain existing budget levels so that resources could be allocated to other priority projects that support our core values. The increases to operating departments were primarily limited to contractually obligated CPI adjustments within contracts, step increases and an increase in the contribution to the Information Technology Internal Service fund of $1 million. The estimated $3 million in operational savings expected for FY 2011 -12 is not included as a reduction to the FY 2012 -13 proposed budget. It is almost entirely the result of vacancies in the public safety and miscellaneous departments and will be needed to maintain high quality service levels in FY 2012 -13. Council Policy F -2, Reserve Policy, delegates the authority to the City Manager to modify or create new assignments of fund balance; however appropriation of those assignments must be approved by the City Council. Included in the City Manager's assignments of General Fund fund balance for FY 2011- 12 are: $1.4 million for the Facilities Financing Plan (FFP); $3 million to begin allocating resources for a new ERP system; and also includes $1.6 million in additional new General Fund capital improvement project funding. Projected City Manager's assignments of General Fund fund balance for FY 2012 -13 are: $5.2 million for the FFP and $1.4 million to cash -fund furnishing and equipment needs of the Civic Center and Library Expansion. Again, those are City Manager assignments which will be brought to Council for appropriation authorization. TOTAL CITY BUDGET 2011 -12 2011 -12 Total Operating Budget 2012 -13 Change $ 209,733,976 1.55% Original $ 57,657,180 Estimated $ 52,860,727 Proposed from Function and Activities $ 344,703,464 Budget - 23.82% Budget $ (19,451,741) Budget Revised GENERAL FUND BUDGET Total City Budget Net of Internal Charges $ 243,266,206 $ 325,046,320 $ 243,885,490 - 24.97% General Government $ 13,379,052 $ 13,620,633 $ 14,504,690 6.49% Public Safety $ 75,856,581 $ 76,392,827 $ 77,394,664 1.31% Community Development $ 9,272,881 $ 9,243,500 $ 8,983,326 -2.81% Public Works $ 28,488,989 $ 28,947,199 $ 29,246,639 1.03% Community Services $ 16,916,189 $ 17,743,778 $ 16,685,850 - 5.96% Debt Service /Non Departmental $ 780,000 $ 780,000 $ 750,000 -3.85% Operating Budget Savings $ - $ (3,000,000) $ - n/a Total General Fund Operating Budget $ 144,693,692 $ 143,727,937 $ 147,565,169 2.67% General Fund Cl Ps $ 4,610,730 $ 5,523,267 $ 6,092,667 10.31% Total General Fund Budget $ 149,304,422 $ 149,251,204 $ 153,657,836 2.95% TOTAL CITY BUDGET Total Operating Budget $ 205,060,767 $ 206,534,283 $ 209,733,976 1.55% Total CIP Budget $ 57,657,180 $ 138,169,181 $ 52,860,727 - 61.74% Tota l City Budget $ 262,717,947 $ 344,703,464 $ 262,594,703 - 23.82% Less Internal Charges $ (19,451,741) $ (19,657,144) $ (18,709,213) -4.82% Total City Budget Net of Internal Charges $ 243,266,206 $ 325,046,320 $ 243,885,490 - 24.97% 17 Total proposed City expenditures in FY 2011 -12, including debt service and capital projects, is $ $344.7 million. Excluding internal service premiums charged to fund insurance reserves, equipment maintenance and replacement, and post employment medical benefits, total expenditures are proposed to be approximately $325 million. The increase over original budget is primarily the capital construction expenditures for the new Civic Center estimated at $98 million. It is important to note the reason why estimated FY 2011 -12 expenditures of $325 million are higher than estimated FY 2011 -12 revenues of $225.0 million. This is due to the nature of how we fund CIP projects. We require that all funding needed to complete a capital project be available and budgeted before any work can begin. An example would be our Civic Center project, we issued bonds during FY 2010 -11 but the project will not be completed until FY 2012 -13. Since capital projects typically take two or three years to complete, the funding collected in the first year will carry over so it is available in the future to pay all costs of the project. This re- budgeting causes the expenditure budget to appear higher than the revenue budget for those continuing projects. The reverse occurs in the initial year of a project. Investing in People and Reshaping the City's Workforce As mentioned in the City Manager's Letter, to maintain our competitive advantage we need to invest in our employees to keep them abreast of changes in their service areas, to stay current with technology and to adapt the overall workforce to the needs of the community. We don't want to just be a smaller organization, we want to invest in our employees to continue to be the best, always strive to improve service and business process and be that "smarter" organization while maintaining our culture of superior customer service. In keeping with this message, the FY 2012 -13 budget includes personnel changes that result in the net reduction of 11 full -time positions. The City Manager instructed the directors that in order to add or reclassify a position they had to work together to ensure we did not grow the organization. Each addition or reclassification had to accompany a reduction of equal or greater value. A position could only be reclassified if a director could correlate how that position will support the core values of the organization, improve performance, reduce costs or increase resources. m Full -time Position changes: Add/(Delete) Position Department (1.0) Department Assistant (vacant) City Attorney (1.0) Electronics Specialist (transferred to Police) City Manager /IT 0.5 Engineering Technician (transferred from MOD /Water) City Manager /IT (1.0) Administrative Assistant (vacant) Community Development (1.0) Assistant Planner (vacant) Community Development (1.0) Senior Building Inspector (vacant) Community Development (1.0) Planning Technician (vacant) Community Development 1.0 Real Property Administrator (new position) Community Development (1.0) Lifeguard Officer Fire 1.0 Department Assistant (Administrative Assistant for FY 13) Fire (1.0) Budget Fellow (shared with OCA & Recreation) Finance 1.0 Business and Performance Analyst (shared with OCA & Recreation) Finance (1.0) Human Resources Analyst (reclass to Sr. Human Resources Analyst) Human Resources 1.0 Senior Human Resources Analyst (reclass of Human Resources Analyst) Human Resources 1.0 Human Resources Analyst (was .75 FTE) Human Resources (1.0) Department Assistant (reclass to 2 part-time positions (.48 FTEs each) Library & Cultural Arts (1.0) Junior Civil Engineer (transferred to Public Works) Municipal Operations (1.0) Automotive Stock Clerk Municipal Operations (1.0) Fiscal Clerk Municipal Operations 1.0 Inventory Assistant Municipal Operations (1.0) Equipment Mechanic II (vacant) Municipal Operations (1.0) Utilities Safety Officer (vacant) Municipal Operations (1.0) Utilities Operations Manager (filled) Municipal Operations (1.0) Water Production Supervisor (reclass) Municipal Operations (3.0) Utilities Supervisors(reclasses) Municipal Operations 3.0 Field Superintendent I (reclasses) Municipal Operations 1.0 Field Superintendent 11 (reclass) Municipal Operations (O.S) Engineering Technician (transferred to City Manager /IT) Municipal Operations (1.0) GroundsworkerI Municipal Operations (1.0) Utilities Specialist Municipal Operations (1.0) Utilities Specialist Municipal Operations (1.0) Helicopter Mechanic (during FY 12) Police (1.0) Helicopter Mechanic (during FY 12) Police (1.0) Senior Helicopter Mechanic (during FY 12) Police 1.0 Crime Prevention Specialist Police (1.0) Police Captain (Support Services) Police 1.0 Electronics Specialist (transferred from City Manager /IT) Police 1.0 Junior Civil Engineer (transferred from MOD) Public Works (1.0) Public Works Specialist (vacant) Public Works 1.0 Administrative Analyst Public Works 1.0 Facilities Manager (new position or contracted out TBD) Public Works (1.0) Department Assistant Recreation 1.0 Recreation Coordinator Recreation 1.0 Recreation Coordinator (was .88 FTE Assistant Recreation Coordinator) Recreation 1.0 Recreation Coordinator (was .88 FTE Assistant Recreation Coordinator) Recreation (11.0) The approval of these changes reduced our total full -time position count to 752 and 126.14 full -time equivalents (part- time). To review historical staffing trends, please refer to the Three -Year Comparison of Full -Time and FTE Positions in the Appendix Section. 19 5 fl�t 0 O CAPITAL IMPROVEMENT PROGRAM (CIP) The CIP serves as a funding plan for public improvements, special projects and many ongoing maintenance programs. Projects in the CIP include construction and rehabilitation of arterial highways, local streets, storm drains, bay and beach improvements, parks and buildings, and water and wastewater improvements. The FY 2012 -13 CIP budget is approximately $52.9 million, more than $20.8 million in new project funding and approximately $32 million in projects that will be re- budgeted or carried forward from FY 2011 -12 to FY 2012 -13. FY 2012 -13 Category Budget Facilities $3,242,903 Streets and Drainage 16,461,952 Traffic 2,043,400 Parks, Harbors and Beaches 17,341,006 Water Quality and Environmental 2,037,000 Water 8,930,766 Wastewater 583,900 Miscellaneous 2,219,800 $52,860,727 Specific project plans for this budget year are discussed in more detail in the CIP section of the Budget documents. There is also a summary of Historical Capital Projects Spending in the Appendix Section of this document. The FY 2012 -13 adopted budget is balanced and includes several City Manager assignments as mentioned above. As we look to the future, we need to continue to address rising pension costs. Recently approved actuarial changes will increase our employer contribution rates starting in FY 2013- 14 for an estimated additional cost of $1.7 million per year. We currently have $5 million in our Reserve for PERS Rate Changes which, upon Council approval, could be used to offset those rate increases. Negotiations are nearing completion with our safety units, but will begin soon with the non - safety units. City Hall staff will be moving to the new Civic Center at the end of this calendar year and we're looking forward to achieving additional operational efficiencies and cost savings due to the new building layout. Our long -term goal to provide a one -stop customer service center will finally become reality. Other upcoming financial issues that will need to be addressed are the 800 MHz radio migration project that is being coordinated by the Orange County Sheriff's Department. The estimated total cost for the City of Newport Beach could be $9.4 million spread over approximately 14 years. IN CONCLUSION The development of the City's annual budget takes an enormous amount of staff time and effort. I am proud of how management staff continues to work collaboratively to allocate resources in support of the City Council directed priorities and in support of the core qualities that make Newport Beach special. I also want to thank my finance team; their professionalism, dedication and technical abilities are incredible and it is an honor and a privilege to represent such a great team. My sincere appreciation is extended to the City Council and City Manager for their leadership and support; and, to all department directors, division managers and departmental budget liaisons for their contributions. This document was completely prepared and published by City employees. Tracy McCr r Finance Dire tor- Treasurer 20 P LIFpR` 21 CITY OF NEWPORT BEACH BUDGET FOR FISCAL YEAR 2012 -13 User's Guide Each year the City prepares and adopts, by formal Resolution, an annual budget as required by the City's Charter. The budget is the operating and capital expenditure plan for the City for the fiscal year beginning on July 1 and ending on June 30 of the following year. Budget Process — During December of each year, the Finance Department prepares preliminary fund balance estimates for the current year and preliminary revenue estimates for the next fiscal year. In January of each year, the Finance Department prepares a budget calendar and issues budget instructions and expenditure detail to each department for use in preparation of the next year's City budget. Included in these instructions are budget guidelines and appropriation limits for each department. These guidelines are developed by the Finance Director and approved by the City Manager. After submission of revenue and appropriation requests by each department, the Finance Department summarizes the requests for review by the City Manager and department heads. After review at the City Manager level, the Finance Department prepares the City's proposed budget for the next fiscal year and submits it to the City Council. Thereafter, the City Council holds as many budget study sessions as it deems necessary. Subsequent to Council review and prior to its final adoption, the City Manager provides each Council Member with an itemized list of all proposed changes to permit a roll call vote by the City Council on each item during the budget hearing at the regular Council meeting. The City Council holds the budget hearing and adopts the budget on or before June 30 as required by the City Charter. Citizen input is encouraged during the Council study sessions or during the budget hearing. The Budget is prepared on a modified accrual basis with all appropriations lapsing at the close of the fiscal year. If an expenditure of an appropriation is required but unexpended at the close of the fiscal year, the appropriation must be rebudgeted or reappropriated by the City Council. Administration of the Annual Budget — During the budget year, department heads and their designated representatives may only authorize expenditures based on appropriations previously approved by City Council action, and only from accounts under their organizational responsibility. in addition, budget expenditures may only be authorized in the year appropriated. Department heads are responsible for not authorizing expenditures above budget appropriations in any given expenditure classification within their purview, without additional appropriation or transfer as specified below. New Appropriations. During the Budget Year, the City Council may appropriate additional funds for special purposes by a City Council Budget Amendment. The City Manager has authority to approve requests for budget increases not to exceed $10,000 in any Budget Activity or Capital Project. All budget amendment increases exceeding $10,000 shall be referred to the City Council for approval. Transfers. During the fiscal year, actual expenditures may exceed budget appropriations for specific expenditure line items within departmental budgets. If a total departmental budget, within a specific Classification, is not exceeded, the Finance Director has the authority to transfer funds within that Classification and department, to make the most efficient use of funds appropriated by the City Council. (Salaries and Benefits, Maintenance and Operation, Other Charges, and Capital Outlay are the City's four Classifications.) Realignments. Further, funds may be realigned between one Department Budget Activity and another, within the same Classification, with City Manager approval. For example, if a Fire Department function and the employee who accomplishes it are replaced by a slightly different function assigned to the Police Department, the City Manager may authorize the transfer of appropriate salary and benefit funds to support this function. 22 Reprogramming. Any reprogramming of funds among the four Classifications (Salaries and Benefits, Maintenance and Operation, Other Charges, and Capital Outlay) within a given fund requires the City Manager's approval. Any budget revision that changes the total amount budgeted for any fund (other than the minor provisions allowed for the City Manager) must be approved by the City Council. Capital Proiects. The department head having primary responsibility for a Capital Project (usually the Public Works Director) is authorized to encumber and approve subsequent expenditure of City funds for Capital Projects. However, contracts in excess of $120,000 require specific City Council authorization at the time of contract award. In addition, any contracts not of format and wording already approved by the City Attorney require specific City Attorney review and approval prior to contract award. The budget document is intended to provide the public concise and readable information about the City of Newport Beach's proposed operating and capital budgets, as well as anticipated funding sources. The document is actually prepared in three separate volumes: the Performance Plan, the Budget Detail and the Capital Improvement Program. The Performance Plan is designed to be the summary "user friendly" document for the public. It is divided into the following five major sections: (The Table of Contents lists every subject covered in the budget document and its page number.) Introduction — includes the Table of Contents, City Organization Chart, List of City Officials, the City Manager's Letter of Transmittal and the Finance Director's Budget Summary. Summaries — includes Revenues by Source, Expenditures by Function, Estimated Fund Balances and Schedule of Fund Transfers. Department Budgets — includes proposed performance plans and budget information by department. Other Budgets — includes a description of internal service funds, debt service information and the proposed capital improvement budgets by funding source. Appendix — includes a summary of the Tide and Submerged Land Fund; a Capital Asset Schedule (Land, Structures and Improvements for the City); a summary of Rolling Stock in Service; a Three Year Comparison of Full -time and Full -time Equivalent Positions; a history of capital projects spending; and a glossary of accounting terms and definitions of terms used in the Newport Beach Budget documents. Both the Budget Detail volume and the Capital Improvement Program volume are designed to provide the reader more detail on the proposed operating and capital improvement expenditures. The Capital Improvement Program volume also serves as a Five Year Proposed Capital Improvement Plan. For the most part, the General Fund is the portion of the City's operating budget that funds the majority of City services. This fund is used to account for fiscal resources which are dedicated to the general government operations of the City, and which are not required to be accounted for in another fund. Examples of the services funded by the General Fund include Police, Fire and Lifeguard Services; Refuse Collection; Public Library; Recreation Programs; much of the City's expenditures on street maintenance; Community Development and Engineering services; as well as the general administration of the City. In addition, many Capital Improvements are funded by the General Fund. The General Fund and its activities are primarily supported by property, sales and transient occupancy taxes. In addition, the other revenue sources supporting General Fund activities include: Licenses, Fees and Permits; Intergovernmental Revenues; Charges for Services; Fines, Forfeitures and Penalties; 23 Revenue from the Use of Money and Property; Contributions; and Other Miscellaneous Revenue. By far, the City's largest revenue source is property taxes. The City's second largest single revenue source is Sales Tax, followed by Transient Occupancy Tax. Together, these three revenue sources provide just over 73% percent of total General Fund revenues. In addition to the City's General Fund, there are numerous other funds that help finance City expenditures, particularly capital improvements. The City's Special Revenue Funds are used to account for the proceeds of special revenue sources, which are legally restricted to expenditures for specific purposes. The best example of a special revenue fund is the City's Gas Tax Fund, which is funded by the State Gasoline Tax and which can only be expended for street repair, construction and maintenance. The City has many other special revenue funds that are all included in the Budget. The City employs Internal Service Funds to account for vehicle maintenance and replacement, as well as all compensated absences, general liability, workers' compensation, other insurance payments and information technology. Finally, the Budget includes Enterprise Funds, which are used to account for City operations that are financed and operated in a manner similar to private business enterprises. The objective of segregating activities of this type is to identify the costs of providing the services, and to finance them through user charges. The two main City enterprise funds are the City's Water Fund and the Wastewater Fund. Both of these funds are financed by user charges to the customers (residents and businesses of Newport Beach). Appropriation (Gann) Limit — Article XIIIB of the California Constitution (Proposition 4) specifies that tax based appropriations of government entities (with certain exclusions) may increase annually only by a limited amount (primarily to allow for population increases and inflation). Newport Beach has been under its Gann Limit by a comfortable margin each year. For 2012 -13, the appropriations limit adopted by the City Council, in accordance with Revenue and Taxation Code Section 7910, was $150,988,947. Calculations determining this amount, which is $32 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 Finance Department, City Clerk Department and each of the City's library branches. Fund Balance Policy — Reserve Policy F -2 in the City of Newport Beach Council Policy Manual identifies various constraints imposed on reserve balances established by City Council. This policy, in part, identifies the Contingency Reserve balance in the General Fund shall have a target balance of fifteen (15 %) General Fund, Operating Budget. In addition to the General Fund's reserves, other reserve policies have been established for the perpetual replacement of equipment and major facilities; the pre- funding of claims, judgments and compensated absence payables and the funding of stabilization and contingency reserves levels in the Water and Wastewater enterprises. Debt Administration — The City does not issue debt instruments to finance operating activities; therefore Debt Service Expenditures are the result of capital financing ventures. There are two principal reasons why debt instruments are issued. The first circumstance is when the cash flow for the construction or purchase of a long -term asset would cause a significant strain on the City's cash flow and the asset to be financed will benefit many service periods. In no instance would the City select the duration of a given debt instrument to extend beyond the expected life of the asset financed. The second scenario arises when an asset to be purchased may not cause a significant cash flow strain but it would be economically advantageous to finance the asset rather than to purchase it outright (e.g. occasionally the City can borrow money at a lower rate than its investment portfolio is earning). Information regarding the City's current Debt Service Expenditures is included in the section entitled, Other Budgets. 24 Cash Management — The City pools all cash and investments of all funds, except for funds required to be held by outside fiscal agents under the provisions of certificates of participation and investment funds in its deferred compensation plan. Under the provisions of the City's investment policy, and in accordance with Section 53601 of the California Government Code, the City may deposit and invest in the following: • Certificates of Deposit • Negotiable Certificates of Deposit • Bankers Acceptances • U.S. Treasury Issues • Federal Agency or U.S. Government - Sponsored Enterprise Obligations • Commercial paper • Repurchase Agreements and Reverse Repurchase Agreements • Passbook Savings Accounts • Local Agency Investment Fund (State of California) • County Investment Pool (Los Angeles) • Medium Term Corporate Bonds /Notes • Mortgage- backed Securities and Asset - backed securities • Municipal Bonds • Money Market Funds The City allocates interest to all funds as required by Federal, State, County, or local code. Each fund allocated interest is indicated on the Revenue Summary of the Budget Detail book. 25 r BUILDING CODE 1 L BOARD OFAPPEALS— J r-- - - - - -1 CIVIL SERVICE BOARD L-- - - - - -J r-- - - - - -1 PLANNING COMMISSION L-- - - - - -J ELECTORATE MAYOR r BOARD OF LIBRARY 1 L — — TR1.,aEEZ— — J r —PARKS— BEACHES& 1 RECREATION COMMISSION r-- - - - - -1 CITY ARTS COMMISSION L-- - - - - -J r HARBOR COMMISSION 1 L-- - - - - -J CITY MANAGER AGWOperatlons CITY CLERK Business Improvement l IT CITYATTORNEY Public Inbnnatbn FINANCE MUNICIPAL OPERATIONS AncountinglRepoNnglBudgetlng Treasury Management Adm madsbaton Operations Support Filling &Receivables PayrolllAccounts Payable Equipment Maintenance Field Maintenance Cashiering Parking Lots Administration Water Service Oil &Gas Production Revenue Printing & Postal Services Parks and SVeetTrees Refuse Collection PurohasingB Warehousing Ehd,se, Services Wastewater Collection FIRE Fire Suppressor, (Operations) Ocean h,feguards Training and Education F.saNOus Materials Fire Prevention Junior Lifeguard Program Administration Emergency Medical Services POLICE Patrol Support Services Traffic Chief of Police Detective Fleet Maintenance HUMAN RESOURCES Recruitment General Liability Employee/Labor Relations Benefits Administration Classi0catablCompensation Workem'Compernsation Citywide Training Retiree Counseling & Benefits Civil Service Board Support Grievances & Disciplines O ELECTED OFFICIALS Fiscal Year 2012 -13 PUBLIC WORKS Engineering CIE Design &Construction getmcture Master Planning Development Services fic Planning & Engineering Public Right of Way Peonil Harbor Resources NPDES &Water Quality LIBRARY SERVICES Central Library & Branches Board of Library Trustees Support Aduf&YOulh Programs Information &Reference Services Literacy Services Sister City Association Support Arts& Cultural Services City Arts Commission Support RECREATION & SENIOR SERVICES Youth& Adult Sports Programs Senior Programs & Services PlaygroundlPark Development Special Events acility ManagementlReservations Marine Life Refuge PB &R Commission Support DEVELOPMENT Land use and Development Building Inspections ICOMMUNITY Long -Range Planning Plan Chescoermit Services I Planning Commission Support Use and Occupancy Housing Programs Residential Building Records Economic Development Code Enforcement - - - - L J COUNCIL APPOINTED BOARDS & COMMISSIONS COUNCILAPPOINTED POSITIONS CITY DEPARTMENTS 26 Mission Statement "Newport Beach is an exceptional community because of its nautical heritage, the natural beauty of the bay and ocean, and its outstanding enhancements. As employees of the City of Newport Beach, we have been entrusted to be the stewards of the quality of life cherished by those who live, work and visit here. In support of that trust, we commit to provide excellent service that respects the uniqueness and diversity of the community." dfi Organizational Values J6 1 As Employees of the City of Newport Beach, we choose to embrace and practice the following values: 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 through on our commitments. 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. In practicing service, we understand our roles as representatives of the City. We will endeavor to practice humility, to make things better for others, and to treat others, as we want to be treated. In practicing excellence, we will strive to do our best by demonstrating competence and a commitment to quality. We will be innovative, thorough, efficient, and effective in our work. In creating a positive work environment, we will express our appreciation for, and 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 de corps, maintain a safe environment, and act with enthusiasm. In creating unity of purpose, we will practice cooperation and teamwork. We will practice open communication by keeping others informed, considering the needs of others, and at times deferring to the needs of others. In practicing responsibility, we will be accountable in our work, take initiative, make appropriate decisions, and act decisively. We will acknowledge our errors and correct them. In practicing loyalty, we will respect the individual and the position. We will support each other, abide by decisions, and strive to always present a positive image of the City. 27 SUMMARIES QZ D t °5 Q g REVENUE SUMMARY 2012 -13 2008.09 2009 -10 2010 -11 2011 -12 2011 -12 2012 -13 Percent Actual Actual Actual Original Revised Approved Increase Fund /Revenue Category Revenue Revenue Revenue Revenue Revenue Revenue (Decrease) GENERALFUND PROPERTYTAXES 70,126,680 71,999,679 71,630,345 72,155,615 72,612,217 72,975,146 0.50% TAXES OTHER THAN PROPERTY 45,086,961 41,357,702 45,898,190 45,977,167 47;147,320 48,895,236 3.71% LICENSES AND PERMITS 2,896,033 2,603,618 3,234,996 3,781,829 3,971,875 4,163,212 4.82% INTERGOVERNMENTAL 2,597,107 2,693.785 2,306,209 1,345,748 1,818,130 1,209,809 - 33.46% CHARGES FOR CURRENT SERVICES 15,230,314 15,210,976 15,134,529 13,932,055 14,986,896 14,468,595 -3.46% FINES, FORFEITURES & PENALTIES 3,711,086 3,739,303 3,542,294 3,604,300 3,651,814 3,539,847 -3.07% USE OF MONEY AND PROPERTY 9,346,556 7,495,504 7,531,034 7,801,469 8,076,273 7,715,351 -4.47% OTHER REVENUE 1,139,755 1,814,044 1,457,541 364,600 237,769 2,859,200 1102.51% TOTAL GENERAL FUND 150,134,492 146,914,612 150,735,137 148,962,783 152,502,294 155,826,396 2.18% ASSET FORFEITURE FUND INTERGOVERNMENTAL 105,045 316,650 - 20,000 - - 0.00% USE OF MONEY AND PROPERTY 8,084 7,508 - 60 8,681 - - 100.00% OTHER REVENUE 83,883 174,020 15,930 1,544,890 304,890 0.00% TOTAL FORFEITURE FUND 113,129 324,158 2,088,474 20,060 8,681 2,243,101 - 100.00% OTS GRANT INTERGOVERNMENTAL 239,949 183,538 227,507 - 233,094 60,600 - 74.00% TOTAL OTS GRANT FUND 239,949 183,538 227,507 30,000 233,094 60,600 - 74.00% SLESF - COPS FUND 1,303,288 24,109 3,239 692,224 0.00% INTERGOVERNMENTAL 81,004 119,072 100,016 136,175 100,000 100,000 0.00% USE OF MONEY AND PROPERTY 659 747 703 - - - 0.00% TOTAL SLESF - COPS FUND 81,663 119,819 100,719 136,175 100,000 100,000 0.00% JAG FUND (FORMERLY LLEBG) 723,320 784,518 200,724 0.00% INTERGOVERNMENTAL 13,825 67,672 13,322 - 10,976 - - 100.00% USE OF MONEY AND PROPERTY 1,311,650 285 1,485,375 1,370,000 1,624,714 1,706,180 0.00% TOTAL LLEBG FUND 13,825 67,957 13,322 - 10,976 - - 100.00% CDBG FUND 123,981 82,400 151,284 55,000 90,000 115,000 27.78% INTERGOVERNMENTAL 551,715 470,499 284,615 360,000 356,344 350,834 -1.55% USE OF MONEY AND PROPERTY 7,654,324 8,630,984 8,821,318 9,219,462 8,873,772 8,751,059 0.00% TOTAL COBS FUND 551,715 470,499 284,615 360,000 356,344 350,834 -1.55% STATE GAS TAX FUND INTERGOVERNMENTAL 1,731,934 1,384,963 2,025,226 2,263,569 2,217,500 2,217,500 0.00% USE OF MONEY AND PROPERTY 115,341 67,355 63,248 15,000 25,439 25,601 0.64% OTHER REVENUE 83,883 174,020 15,930 1,544,890 304,890 O.OD% TOTAL GAS TAX FUND 1,847,275 1,452,318 2,088,474 2,278,569 2,242,939 2,243,101 0.01% PROP 16 TRANSPORTATION FUND INTERGOVERNMENTAL 1,252,014 - - - - 692,224 0.00% USE OF MONEY AND PROPERTY 51,274 24,109 3,239 30,000 30,000 30,000 0.00% TOTAL PROP 1B TRANSPORT FUND 1,303,288 24,109 3,239 692,224 0.00% TRAFFIC CONGESTION FUND 965,263 4,133,940 442,635 305,000 305,000 305,000 0.00% INTERGOVERNMENTAL 718,852 781,202 197,344 - - - 0.00% USE OF MONEY AND PROPERTY 4,468 3,316 3,380 0.00% TOTAL TRAFFIC CONGESTION FUND 723,320 784,518 200,724 0.00% TIDELANDS FUND LICENSES, PERMITS AND FEES 1,311,650 1,271,375 1,485,375 1,370,000 1,624,714 1,706,180 5.01% INTERGOVERNMENTAL 28,084 - - - - - 0.00% CHARGES FOR SERVICES 123,981 82,400 151,284 55,000 90,000 115,000 27.78% FINES, FORFEITURES & PENALTIES 1,704 242 2,935 500 2,100 2,500 19.05% USE OF MONEY AND PROPERTY 7,654,324 8,630,984 8,821,318 9,219,462 8,873,772 8,751,059 -1.38% OTHER REVENUE 280 (8,992) 0.00% TOTAL TIDELANDS FUND 9,120,023 9,976,009 10,460,912 10,644,962 10,590,586 10,574,739 -0.15% CONTRIBUTIONS FUND INTERGOVERNMENTAL 1,165,289 1,903,669 2,136,516 841,617 2,666,624 1,371,000 - 48.59% USE OF MONEY AND PROPERTY 185,006 95,625 - - - - 0.00% OTHER REVENUE 83,883 174,020 15,930 1,544,890 304,890 - 100.00% TOTAL CONTRIBUTIONS FUND 1,434,178 2,173,314 2,152,446 2,386,507 2,971,514 1.371,000 - 53.86% CIRCULATION AND TRANS FUND LICENSE, PERMITS AND FEES 859,820 366,087 378,481 275,000 275,000 275,000 0.00% USE OF MONEY AND PROPERTY 105,443 92,853 64,154 30,000 30,000 30,000 0.00% OTHER REVENUE 3,675,000 0.00% TOTAL CIRCULATION FUND 965,263 4,133,940 442,635 305,000 305,000 305,000 0.00% 30 REVENUE SUMMARY 2012 -13 0.00% 2,318 1,169 0.00% 2008 -09 200940 2010 -11 2011-12 2011 -12 2012 -13 Percent Actual Actual Actual Original Revised Approved Increase Fund /Revenue Category Revenue Revenue Revenue Revenue Revenue Revenue (Decrease) BUILDING EXCISE TAX FUND 1,169 0.00% 2,318 1,169 0.00% 450,000 24,370 300,000 - - - - LICENSES, PERMITS AND FEES 175,830 74,947 100,134 75,000 358,532 105,000 - 70.71% USE OF MONEY AND PROPERTY 9.983 6,469 4,861 2.000 2,000 4,077 103.86% OTHER REVENUE - 25.32% TOTAL ENVIRONMENTAL LIAB FUND 618,853 525,459 537,670 0.00% TOTAL BET FUND 185,813 81,416 104,995 77.000 360,532 109,077 - 69.75% MEASURE "M "FUND INTERGOVERNMENTAL - - INTERGOVERNMENTAL 1,730,412 1,797,798 1,175,606 2,649,570 4,110,397 4,203,026 2.25% USE OF MONEY AND PROPERTY 169,319 78,546 58,336 25,000 66,922 50,000 - 25.29% OTHER REVENUE 201,059 117,601 85,000 85,000 54,000 - 36.47% 0.00% TOTAL MEASURE "M" FUND 1,899,731 1,876,344 1,233,942 2,674,570 4,177,319 4,253,026 1.81% AIR QUALITY MGMT FUND OTHER REVENUE 8,073,604 5,801,903 - - - INTERGOVERNMENTAL 98,737 97,868 100,655 80,000 285,845 100,000 - 65.02% USE OF MONEY AND PROPERTY 17,778 10,627 5,656 3,700 3,700 3,077 - 16.84% OTHER REVENUE 24,000 - 20.00% 0.00% TOTAL AQMD FUND 116,515 108,495 106,311 83,700 289,545 103,077 - 64.40% ENVIRONMENTAL LIABILITY FUND 1,169 0.00% 2,318 1,169 0.00% 450,000 24,370 300,000 - - - - - - 0.00% - - 0.00% 0.00% OTHER REVENUE 497,932 452,063 481,952 500,000 455,000 455,000 0.00% lal USE OF MONEY AND PROPERTY 120,921 73,396 55,717 60,000 60,000 44,810 - 25.32% TOTAL ENVIRONMENTAL LIAB FUND 618,853 525,459 537,670 560,000 515,000 499,810 -2.95% NEWPORT ANNEXATION FUND INTERGOVERNMENTAL - - - - - 0.00% USE OF MONEY AND PROPERTY 439,355 201,059 117,601 85,000 85,000 54,000 -36.47 TOTAL ANNEXATION FUND 439,355 201,059 117,601 85,000 85,000 54,000 - 36.47% ASSESSMENT DISTRICT PROJECTS OTHER REVENUE 8,073,604 5,801,903 - - - 0.00% p USE OF MONEY AND PROPERTY 14,469 52,887 - 30,000 30,000 24,000 - 20.00% p TOTAL ASSESSMENT DIST. FUND 8,088,073 5,854,790 - 30,000 30,000 24,000 - 20.00% FACILITIES FINANCING PLAN FUND OTHER REVENUE USE OF MONEY AND PROPERTY TOTAL FACILITIES FINANCING FUND MAJOR FACILITIES REPLACEMENT FUND USE OF MONEY AND PROPERTY OTHER FINANCING SOURCES USES TOTAL MAJOR FACILITIES FINANCING CIOSA FUND OTHER REVENUE USE OF MONEY AND PROPERTY TOTAL CIOSA FUND BONITA CANYON DEV. FUND OTHER REVENUE USE OF MONEY AND PROPERTY TOTAL BONITA CANYON DEV. FUND MARINERS LIBRARY INTERGOVERNMENTAL OTHER REVENUE USE OF MONEY AND PROPERTY TOTAL MARINERS LIBRARY FUND OASIS SR CENTER INTERGOVERNMENTAL OTHER REVENUE USE OF MONEY AND PROPERTY TOTAL OASIS SR CENTER FIRE STATION #7 INTERGOVERNMENTAL OTHER REVENUE USE OF MONEY AND PROPERTY TOTAL FIRE STATION #7 FUND BACK BAY SCIENCE CENTER INTERGOVERNMENTAL OTHER REVENUE USE OF MONEY AND PROPERTY TOTAL BACK BAY SCIENCE CENTER 13,500,000 13,545,000 2,000,000 - 85.23% 275,381 200,000 200,000 350,563 75.28% - 209,315 900,000 840,000 250,000 - 70.24% 127,815,300 0.00% 128,024,614 900,000 840,000 250,000 - 70.24% - - - - - 0.00% 104,414 40,285 2,544 0.00% 104,414 40,285 2,544 - - - 0.00% 190,500 153,871 - - - 0.00% 3,322 51 5 0.00% 193,822 153,922 5 0.00% 318,074 - - - - 0.00% - - - - - 0.00% 592 0.00% 318,666 0.00% 6,512,473 1,569,879 1,685,873 - - - 0.00% 0.00% 0.00% 6,51 ,4773 -1,569779 ---1 7T5, 7r ---7uo%T 0.00% 0.00% 2,318 1,169 0.00% 2,318 1,169 0.00% 450,000 24,370 300,000 - - - - - - 0.00% - - 0.00% 0.00% 474,370 300,000 0.00% 31 QZ D 1 °5 Q g REVENUE SUMMARY 2012 -13 2008.09 2009 -10 2010 -11 2011 -12 2011 -12 2012 -13 Percent Actual Actual Actual Original Revised Approved Increase FunNRevenue Category Revenue Revenue Revenue Revenue Revenue Revenue (Decrease) MISC SAN PROJECTS INTERGOVERNMENTAL - 4,944,909 376,436 1,228,632 - 1,170,800 0.00% OTHER REVENUE - - - - - - 0.00% USE OF MONEY AND PROPERTY 0.00% TOTAL MISC SAH PROJECTS 4.944.909 376,436 1,228,632 1.170.800 0.00% WATER ENTERPRISE FUND LICENSES, PERMITS AND FEES - - - - - 0.00% INTERGOVERNMENTAL 22,588 - - - - - 0.00 CHARGES FOR SERVICES 16,878,827 17,269,587 19,950,223 23,233,717 22,064,998 24,862,868 12.68% USE OF MONEY AND PROPERTY 309,339 157,726 55,405 72,675 72,675 65,166 - 10.33% OTHER REVENUE (27,343) (21,020) 122,692 35,000 120,873 45,000 - 62.77% TOTAL WATER FUND 17,183,411 17,406,293 20,128,320 23,341,392 22,258,546 24,973,034 12.20% WASTEWATER ENTERPRISE FUND INTERGOVERNMENTAL - - - - - 0.00% CHARGES FOR SERVICES 3,471,389 3,363,458 3,323,017 3,171,844 3,186,719 3,173,030 -0.43% USE OF MONEY AND PROPERTY 130,018 70,790 39,105 - 11,122 12,000 7.89% OTHER REVENUE 8,177 (24,870) 25,416 3,000 24,902 45,000 80.71% TOTAL WASTEWATER FUND 3,609,584 3,409,378 3,387,538 3,174,844 3,222,743 3,230,030 0.23% INSURANCE RESERVE FUND WORKERS'COMP PREMIUM 3,199,422 2,769,262 2,769,262 2,771,358 2,771,358 2,769,262 -0.08% GENERAL LIABILITY PREMIUM 3,328,696 3,140,532 3,140,068 3,140,068 3,140,068 0.00% DISABILITY INSURANCE PREMIUM 172 172 - - 65,409 - - 100.00% OTHER REVENUE 1,211,345 636,931 360,236 228,988 236,853 3.43% TOTAL INSURANCE FUND 7,739,635 6546,897 3,129,498 5,911,426 6205.823 6,146,183 -0.96% RETIREE MEDICAL FUND CHARGES FOR SERVICES 4,168,095 3,492,096 3,723,971 3,786,000 3,786,000 3,943,000 4.15% USE OF MONEY AND PROPERTY - - - - - - 0.00% OTHER REVENUE 1,884,823 2,608,726 2,445,748 2,400,000 2,400,000 2,755,000 14.79% TOTAL RETIREE MEDICAL FUND 6052,918 6,100,822 6169,719 6186,000 6186,000 6.698,000 8.28% COMPENSATED ABSENCE FUND INTERGOVERNMENTAL - 12,116 - - - 0.00% CHARGES FOR SERVICES 2,266.002 2,383,307 2,323,973 2,263,728 2,263,728 2,235,690 -1.24% USE OF MONEY AND PROPERTY 123.792 50,063 19,114 43,774 43,774 25,758 41.16% OTHER REVENUE (3,668) 3,674 3200 - 12.90% TOTAL COMP. ABSENCE FUND 2,389.794 2.445,486 2,339,420 2,307,502 2,311,176 2.264,648 -2.01% INFORMATION TECHNOLOGY FUND CHARGES FOR SERVICES - - - 5,816,581 5,816581 4,964,193 - 14.65% OTHER REVENUE 0.00% TOTAL INFO TECHNOLOGY FUND 5,816,581 5,816,581 4,964,193 - 14.65% EQUIPMENT MAINTENANCE FUND INTERGOVERNMENTAL - - - - - - 0.00% EQUIPMENT MAINTENANCE 2,318,160 2,295,281 2,222,291 2,012,706 2,100,000 2,100,000 0.00% EQUIPMENT REPLACEMENT 2,996399 3,002573 2,905,201 3,447,300 3,500,000 3,500,000 0.00% OTHER REVENUE 496,979 343,210 412,628 275,000 291,379 275,942 -530% TOTAL EQUIPMENT FUND 5,811,538 5,641,064 5,540,120 5,735,006 5,891,379 5,875,942 -0.26% PD EQUIPMENT MAINTENANCE FUND EQUIPMENT REPLACEMENT - - 691,945 691,945 691,945 550,500 - 20.44% OTHER REVENUE 103,695 35,000 64,159 64,450 0.45% TOTAL PD EQUIPMENT FUND 795,640 726,945 756,104 614,950 - 18.67% ACKERMAN FUND USE OF MONEY AND PROPERTY 50,565 25,491 17,735 6,686 5,975 5,950 -0.42% OTHER REVENUE 0.00% TOTAL ACKERMAN TRUST FUND 50,565 25,491 17,735 6,686 5,975 5,950 -0.42% NEWPORT BAY DREDGING FUND USE OF MONEY AND PROPERTY 204,147 104,074 72,740 48,104 48,104 34,185 - 28.94% OTHER REVENUES 0.00% TOTAL BACK BAY DREDGING 204,147 104,074 72,740 48,104 48,104 34,185 - 28.94% DEBT SERVICE FUND USE OF MONEY AND PROPERTY 22,023 21,999 1,497,193 2,573,224 2,573,224 2,549,876 -0.91% OTHER FINANCING SOURCES USES 0.00% TOTAL DEBT SERVICE FUND 22,023 21,999 1,497,193 2,573,224 2,573,224 2,549,876 -0.91% TOTAL ALL FUNDS 228,899,090 224,302,688 342,253,025 240,260,668 244,639,480 237,695,240 -2.84% Less: Internal Premiums (14,108,851) (13,591,127) (10,220,727) (19,451,741) (19,657,144) (18,709,213) 0.00% TOTAL ALL CITY FUNDS, NET OF INTERNAL PREMIUMS 214,790,239 210,711,561 332,032,298 220,808,927 224,982,336 218,986,027 -2.67% 32 EXPENDITURES BY FUND 2008-09 2009 -10 2010 -11 2D11 -12 2011 -12 2012 -13 %of Total Actual Actual Actual Original Revised Original Operating Function and Activities Expenditures Expenditures Expenditures Expenditures Expenditures Expenditures Budget GENERAL FUND BUDGET General Government City Council City Clerk City Manager Human Resources City Attorney Finance Total General Government Public Safety Police Department Fire Department Total Public Safety Community Development City Manager Community Development Planning Building Public Works - CodeANater Quality Enforce Total Community Development Public Works Municipal Operators - General Services Public Works Municipal Operations - Utilities Total Public Works 1,188;990 1,163,486 1,138,753 940,397 1,137,377 968.701 0.46% 469,507 382,360 453,521 546,465 555,365 714,950 0.34% 1,779,540 1,502,081 1,541,641 1,921,740 1,944,724 2,412,855 1.15% 2,053,500 2,331,841 2,165,106 2,393,165 2,397,666 2,515,172 1.20% 2,097,159 2,688,217 2,724,204 2,292,941 2,302,528 2,301,853 1.10% 7,978,960 7,439,653 7,401,510 5,284,343 5,282,673 5,591,159 2.67% 15,567,656 15,507,638 15,424,735 13,379,052 13,620,633 14,504,690 6.92% 44,919,067 43,350,642 41,402,375 41,502,813 41,667.012 41,820,180 19.94% 33,356,318 33,411,596 33,228,362 34,353.768 34,725,615 35,574,484 16.96% 78,275,385 76,762,238 74,630,737 75,856,581 76,392,827 77,394,664 36.90% 660,941 563,378 516,763 - - - 0.00% - - - 8,939,933 8,910,552 8,415,045 4.01% 3,324,759 3,125,983 2,870,470 - - - 0.00% 4,713,078 4,397,468 4,256,871 - - - 0.00% - - - 332,948 332,948 568.281 0.27% 8,698,778 8,086,829 7,644,104 9,272,881 9,243,500 8,983,326 4.28% 22,440,344 22,160,950 20,794,709 22,212,918 22,348,925 22,645,826 10.80% 5,644,502 5,646,082 5,573,782 5,501,087 5,801,618 5,758,350 2.75% 1,454,692 1,158,994 1,170,070 774,984 796.456 842,463 0.40% 29,539,538 28,966,026 27,538,561 28,488,989 28,947,199 29,246,639 13.94% Community Services 16,908,256 17,106.085 19,138,975 19,393,719 City Council - Centennial - - - - 1,433,341 1,714,482 0.00% Recreation & Sr. Services 6,760,245 6,555,331 7,222,603 8,418,226 8,491.404 8,879,681 4.23% Libraries &Ans 6,521,718 6,554,183 6,581,788 6,889,590 7,644,001 6,609,635 3.15% Finance - Parking Meters 1,608,373 1,608,373 1,196,534 0.57% Total Community Services 13,281,963 13,109,514 13,804,391 16,916,189 17743778 16,685,850 7.96% General Fund Operating Budget Savings - - (5,000,000) - (3,000,000) - 0.00% General Fund Debt Service/Non Dept Exp 1,571250 - 961,139 780,000 780,000 750,000 0.36% Total General Fund Op. Budget 146,934,570 142,432,245 135,003,667 144,693,692 143,727,937 147,565,169 70.36% General Fund ClPs 5,910,047 7,127,010 2,085,096 4,610,730 5,523,267 6,092,667 2.90% Total General Fund Budget 152,844,617 149,559,255 137,088,763 149,304,422 149,251,204 153,657,836 73.26% ENTERPRISE FUNDS Water - Operations Water - CIP Water - Debt Service Wastewater - Operations Wastewater - CIP Total Enterprise Funds INTERNAL SERVICE FUNDS Insurance Reserve Equipment Fund - Operations Equipment Fund - CIP Equipment Fund - Debt Service PD Equipment Replacement Compensated Absences Retiree Medical Information Technology Total Internal Service Funds OTHER FUNDS Police Grants CDBG - Operations CDBG - Debt Service Finance. - Panting Lots Tidelands - Harbor Resources Tidelands - Oil and Gas Tidelands - Debt Service Circulations & Trans Debt Service AQMD Environmental Liability Newpon Annexation - Debt Service Debt Service Civic Center Admin Fees CIOSA Debt Service Ackerman Fund All Other CIP Total Other Funds TOTAL OPERATING BUDGET TOTAL CIP TOTAL CITY BUDGET LESS: INTERNAL CHARGES TOTAL BUDGET NET OF INTERNAL CHARGES 16,806,079 16,908,256 17,106.085 19,138,975 19,393,719 18,200,235 8.68% 1,433,341 1,714,482 - 4,537,000 2,893,944 9.553.966 4.56% 1,581,325 1,585,000 4,672,987 - - - 0.00% 2,792,917 2,711,550 2,593,954 3,050,262 3,102,093 2,995,568 1.43% 423,255 369,261 2,949,380 901,500 1,165.413 429,500 686,900 0.33% 23,036,917 23,288,549 27,322,406 27,727,737 26,555,169 0.94% 31,436,669 14.99% 6,805,959 5,379,784 7,102,468 4,884,705 4,884,705 5,828,510 2.78% 3,266,604 3,850,214 4,133,509 4,585,565 4,765,563 5,535,842 2.64% 65,709 57,950 74,667 - 11,651 - 0.00% - - - - - - 0.00% 477,300 802,540 570,923 430,000 857,999 429,500 0.20% 2,158,082 6,432,776 2,547,885 2,154,247 2,154,247 1,964,100 0.94% 8,249,701 5,720,155 1,388,168 6,259,000 6,259,000 6,698,000 3.19% 4,271,669 4,888,671 5,204,242 2.48% 21,023,355 22,243,419 15,817,620 22,585,186 23,821,836 25,660,194 12.23% 278,959 440,533 301,977 139,060 392,436 350000 0.17% 124,479 134,72D 123,181 113,319 113,320 122,733 0.06% 196,253 197,535 199,345 201,653 201,653 202,485 0.10% 0.00% 1,921,292 1,806,717 1,856,904 1,401,485 1,814,079 1,682,279 0.80% 671,273 711,311 675,403 978,325 995,329 802,460 0.38% 237,062 237,062 237,D62 771,057 771,057 - 0.00% - 183,044 189,241 - 80,000 - 0.00% 16,705 14,342 58,137 9,00D 9,000 10,500 0.01% 123,878 108,537 - 139,286 146,508 161,086 0.08% 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1.200,000 0.57% 565,463 569,379 4,782,790 10,626,967 10,626,967 10,631,267 5.07% - - 4,774,285 7,500 7,500 7,500 0.00% 191,784 - 137,500 137,500 0.07% 19,350 4,650 4,750 5,000 5,000 5,000 0.00% 22,774,375 37,494,259 20,03,224 47,507,950 128,574,906 36,527,194 17.42% 28,129,089 43,102,089 34,625,D83 63,100,602 145,075,255 51,840,004 24.72% 194.427.251 191,430.350 189.714.505 205.060.767 206.534.283 209.733.976 100.00% 30,606,727 46,762,962 25,139,367 57,657,180 138,169,181 52,860,727 225,033,978 238,193,312 214,853,872 262,717,947 344,703,464 262,594,703 (14,108,851) (13,591,127) (10,220,727) (19,451,741) (19,657,144) (18,709,213) 210,925.127 224,602.185 204,633,145 243.266106 325.046,320 243,885,490 33 QZ O Q IN 0 Q g 2012 -13 EXPENDITURES BY DEPARTMENT Maintenance Salaries& %of antl %of Capital %of Debt Total %of Benefits Total OPeration Total Outlay Total Service Budget Total DEPARTMENT SERVICES City Council 243,710 0.19% 723.191 1.07% 1.800 0.04% - 968,701 0.37% City GWA 461,567 0.37% 253,383 0.37% 000% - 714,950 627% City Manager 1,378,131 1.10% 1,032,724 1.53% 2,000 0.04% - 2,412,855 0.92% Human Resources 1,557,443 1.24% 951,729 1.41% 6,000 0.13% - 2,515,172 0.96% City Attorney 1,409,153 1.13% 886,100 1.31% 6,600 0.14% - 2,301,853 0.88% Finance 4,717,751 3.7`7% 2,064,942 3.05% 5,000 0.10% - 8,787,693 2.58% Police 351648,907 28.49% 6,163,579 9.11% 7,694 0.16% - 41,820,180 15.93% Fire 29,218,534 2135% 6,158,683 9.10% 199,267 4.16% - 35,574,484 13.55% Community Development 7,190,975 5.75% 1,315,003 1.94% 31.800 0.66% - 8,537,778 3.25% Municipal Opdraeona 14,937,681 11.94% 30,470,371 45.02% 78,500 1.64% - 45,486,552 17.32% Public Works 5,4galTon 439% 2,488,883 3.68% 25,950 0.54% - 8,0013,910 3.05% Library Services(inci Cultural Arts) 4,70,758 3.80% 1,835,479 2.71% 14,000 0.29% - 8,609,635 2.52% Recreation and Sr. Services 4,800,132 3.84% 4,052,099 5.99% 27,450 057% - 8,879,681 3.38% General Fund - Non Dept 250,000 0.20% 500,000 0]4% - 0.00% - 750,000 0.29% INTERNAL SERVICES Insurance Reserve - 0.00% 5,828,510 8.61% - 0.00% - 5,828,510 222% Equipment Mainl &Replacement 1$34,626 0.W% 654,216 0.97% 3,647,000 76.08% - 5,535,842 2.11% PO Equipment Replacement - 000% 115,000 117% 314,500 6.56% - 429,500 0.16% Compensated Absence 1,98,100 1.57% - 100% - 0.00% - 1,964,100 0.75% Retinae Medical 669il 5.35% - 000% 000% - 6,698,000 255% Information Technology 3,W,385 2.45% 1,945,257 187% 194;600 4.06% - 5,204,242 1.98% DEBT SERVICE GDBG Balboa Village Loan - 000% - 0.00% - 0.00% 202,485 202,485 008% Balboa Yacht Basin Construction Loan - 0.00% - 0.00% - 000% - - 0.00% Circulation aid Transportation - 000% - 100% - 000% - - 0.00% Newport Annexation - 0.00% - 000% - 0.00% 1,200,000 1,200,000 0.46% General Library Construction - 0100% 43,900 106% - 000% 10,588,267 10,631,267 4.05% Civic Center Admit Fees - 0.00% 7,500 0.01% - 0.00% - 7,500 000% CIOSA - 0.00% - 0.00% - 0.00% 137,500 137,500 0.05% Groundwater Improvement Bonds - 0.00% - 0.00% - 0.00% - - 000% Rolling Stack Laases - 0.00% - 0.00% - 0.00% - - 0.00% OTHER ACTIVITIES NarcoOC Meet Forfeiture - 0.00% 18,260 003% 231,720 4.83% - 250,000 0.10% OTS Grant - 0.00% - 100% - 0.00% - - 0.00% SLESF 100,000 0.08% - 0.00% - 0.00% - 100,000 0.04% LLEBG - 0.00% - 0.00% - 0.00% - - 0.00% ACME, - 0.00% 10,500 0.02% - 0.00% - 10,500 000% Environmental Liability Fund - 0.00% 161,086 0.24% - 0.00% - 161,086 0.06% Ackerman Donation - 0.00% 5,000 0.01% - 000% - 5,000 0.00% Capital Improvement Projects - 000% - 000% - 0.00% - 52,880,727 20.13% Total Budget 125,129,328 100.00% 67,682,495 100.00% 4,793,901 100% 12,128,252 262,594,703 100.00% Less: Internal Charges (5,004,952) (13,704,261) - - (18,709,213) Total Budget Net of Internal Charges 121L124,376 53,978,234 4,793,901 12,128,252 243,885,490 %OF %OF % % BUDGET TOTAL GENERAL BUDGET TOTAL OPERATING BUDGET TOTAL TYPE BUDGET FUND TYPE BUDGET Salaries and Benefits 125,129,328 59.68% 41.65% 106,387,071 72.09% 69.24% Maintenance and Operation 67,682,495 32.27% 25.77% 40,84L037 27.68% 26.58% Capital Outlay 4,793,901 2.29% 1.83% 337,061 0.23% 0.22% Debt Service 12,128,252 5.78% 4.62% 0.00% 0.00% Total Operating Budget 209,733,976 100.00% 79.87% 147,565,169 100.00% 96.03% CAPITAL IMPROVEMENTS 52,860727 20.13% 20.13% 6,092.667 100.00% 3.97% TOTAL BUDGET 262.594,703 100.00% 100.00% 153,657,836 100.00% 100.00% 93 OPERATING EXPENDITURES -ALL FUNDS Acct Code Activity - Function City Council City Clerk City Mana er Human Resources City Attorne Finance Police Fire Community Develo ment Municipal Operations Public Works Library Services Recreation &Sr Svcs Internal Svc Funds Other Activities Total Activity - Function Acct Code 7000 SALARIES - MISC 315,622 903,437 1,093,033 1,022,835 2,902,403 4,911,615 1,068,381 4,879,742 9,248,816 3,846,689 2,588,067 2,266,497 2,903,029 37,950,166 SALARIES -MISC 7000 7010 SALARIES - SAFETY 13,572,803 12,334,947 25,907,750 SALARIES- SAFETY 7010 7020 SALARIES - PERM PART TIME & TEMP 100,034 410,240 682,257 1,385,740 83,487 60,118 106,848 801,446 1,159,856 32,172 4,822,198 SALARIES -PERM PART TIME & TEMP 7020 7040 OVERTIME, MISC 500 2,000 1,000 10,054 231,664 75,444 564,102 15,535 1,883 2,400 42,006 946,588 OVERTIME, MISC 7040 7041 OVERTIME, SAFETY 1,352,158 1,352,158 OVERTIME, SAFETY 7041 7042 OVERTIME, PLANNED 488,390 488,390 OVERTIME, PLANNED 7042 7043 OVERTIME, VACATION RELIEF 1,587,629 1,587,629 OVERTIME, VACATION RELIEF 7043 7044 OVERTIME, UNCONTROLLED 973,165 973,165 OVERTIME, UNCONTROLLED 7044 7059 PACKER/CALLBACK/DUTY PAY 29,000 214,140 243,140 PACKER/CALLBACK /STANDBY PAY 7059 7060 SPECIAL ASSIGNMENT/TILLER/EMT PAY 69,972 69,972 COPTER & TILLER 7060 7062 NIGHT DIFF, MISC 4,500 49,947 238 2,325 10,232 67,242 NIGHT DIFF, MISC 7062 7063 CERTIFICATION PAY 5,743 207,284 44,355 44,829 4,423 9,159 315,793 CERTIFICATION PAY 7063 7066 BILINGUAL PAY 9,000 45,600 17,400 7,200 1,800 1,800 1,800 84,600 BILINGUAL PAY 7066 7067 LONGEVITY PAY 67,276 51,294 118,570 LONGEVITY PAY 7067 7070 SCHOLASTIC ACHIEVEMENT 588,438 445,487 1,033,925 SCHOLASTIC ACHIEVEMENT 7070 7071 EDUCATION RETENTION, MISC 97,443 6,524 103,967 EDUCATION RETENTION, MISC 7071 7072 HOLIDAY PAY, MISC 165,905 18,907 23,744 208,556 HOLIDAY PAY, MISC 7072 7074 HOLIDAY PAY, SAFETY 607,776 340,302 948,078 HOLIDAY PAY, SAFETY 7074 7076 LEADERSHIP PAY, SAFETY 16,184 16,184 LEADERSHIP PAY, SAFETY 7076 7085 IUNEMPLOYMENT & TERMINATION PAY 250,000 250,000 UNEMPLOYMENT & TERMINATION PAY 7085 7088 PAID FLEX/SPILLOVER PAY _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ PAID FLEX/SPILLOVER PAY 7088 7100 COUNCIL ALLOWANCES 109,265 109,265 COUNCIL ALLOWANCES 7100 7210 HEALTH /DENTAL /VISION 114,465 65,409 114,465 196,226 132,453 611,571 3,141,306 2,243,271 866,664 2,215,718 572,326 621,382 531,445 523,945 11,950,646 HEALTH /DENTALNISION 7210 7227 RETIREE INSURANCE - MERP 4,890 3,390 4,920 26,130 156,179 113,072 28,620 91,514 32,620 18,690 20,220 23,355 523,600 RETIREE INSURANCE -MERP 7226 7250 SALARY SAVINGS /REIMBURSEMENT 500,000 304,307 27,000 100,000 731,307 SALARY SAVINGS /REIMBURSEMENT 7250 7251 RETIREE INSURANCE _ _ _ _ _ _ _ _ _ _ _ _ _ 6,698,000 _ 6,698,000 RETIREE INSURANCE 7251 7290 LIFE INSURANCE 420 735 1,226 851 3,902 21,851 15,330 5,542 14,196 3,675 3,843 3,393 3,394 78,358 LIFE INSURANCE 7290 7295 EMPLOYEE ASSISTANCE 92 160 275 186 857 4,813 3,346 1,215 3,105 779 871 745 745 17,189 EMPLOYEE ASSISTANCE 7295 7350 OTHER MISC BENEFITS /ALLOWANCES 960 21,380 8,940 10,800 11,220 50,460 60,400 22,100 49,572 14,100 3,000 18,270 13,500 284,702 OTHER MISC BENEFITS /ALLOWANCES 7350 7370 WORKERS' COMP, MISC 4,913 26,717 14,622 18,046 69,023 146,594 80,399 95,203 423,267 51,930 69,174 142,474 73,913 1,216,275 WORKERS' COMP, MISC 7370 7371 WORKERS' COMP, SAFETY 819,784 670,316 1,490,100 WORKERS' COMP, SAFETY 7371 7373 COMPENSATED ABSENCES 11,047 31,620 38,256 35,799 101,584 642,014 469,117 170,791 323,708 134,498 90,582 79,327 2,065,706 4,194,049 COMPENSATED ABSENCES 7373 7425 MEDICARE FRINGES 1,624 4,690 15,131 16,316 15,287 47,299 314,642 222,229 71,413 120,064 57,194 48,372 49,165 42,349 1,025,775 MEDICARE FRINGES 7425 7439 PERS EMPLOYER PD MEMBER CONTRIB MISC 2,708 7,823 25,514 27,092 25,414 72,826 405,466 50,586 123,626 229,614 95,928 70,964 75,203 100,266 1,313,030 PERS EPMC - MISC 7439 7440 PER EMPLOYER CONTRBN -MISC 15,648 45,202 129,795 156,538 146,484 420,796 817,173 168,756 714,324 1,326,739 554,283 410,039 434,529 425,097 5,765,403 PERS EMPLOYER CONTRBN -MISC 7440 7441 PERS EMPLOYER CNTRBN - SAFETY 5,829,040 5,206,573 11,035,613 PERS EMPLOYER CNTRBN - SAFETY 7441 7442 PERS EMPLOYER PD MEMBER CONTRIB SAFE 1,398,062 1,151,206 2,549,268 PERS EPMC- SAFETY 7442 7460 RETIREMENT PARTTIMEFFEMP - - 3,751 - - 10,603 12,456 50,344 1,012 4,054 3,251 19,811 14,808 1,206 - 121,296 RETIREMENT PART TIME/TEMP 7460 SUBTOTAL SALARY & BENEFITS 243,710 4-6-1 5-671 1,378,131 1 1,557,443 1 1,409,153 1 4,717,751 1 35,648,906 1 29,218,536 1 7,190,976 1 14,937,681 1 5,494,079 1 4,760,156 1 4,800,1321 12,961,110 1 350,000 125,129,328 SUBTOTAL SALARY & BENEFITS 8010 ADVERT & PUB RELATIONS 4,000 8,000 4,000 20,000 11,650 26,245 10,000 15,000 6,000 14,460 119,355 ADVERT & PUB RELATIONS 8010 8012 PROGRAMMING /FIRE EXPLORERS 5,000 32,000 37,000 PROGRAMMING /FIRE EXPLORERS 8012 8020 AUTOMOTIVE SERVICE 3,500 330,435 208,326 12,400 444,000 17,100 6,000 38,250 2,200 1,062,211 AUTOMOTIVE SERVICE 8020 8021 AUTOMOTIVE EXTERIOR MAINT 52,768 3,000 55,768 AUTOMOTIVE EXTERIOR MAINT 8021 8022 EQUIPMENT MAINTENANCE 11,577 513,074 48,532 1,270,809 53,568 7,061 65,071 44,566 2,014,258 EQUIPMENT MAINTENANCE 8022 8023 AUTOMOTIVE PURCHASE 141,445 141,445 AUTOMOTIVE PURCHASE 8023 8024 EQUIPMENT REPLACEMENT 10,100 590,500 1,397,118 36,959 1,365,730 45,768 5,492 73,182 18,747 3,543,596 EQUIPMENT REPLACEMENT 8024 8030 MAINT &REPAIR - EQUIP 150 15,000 9,650 1,000 1,000 6,800 58,717 127,887 20,000 26,400 282,600 13,500 8,000 278,500 94,000 943,204 MAINT &REPAIR - EQUIP 8030 8031 MAINT &REPAIR - COPIERS 4,500 92,645 97,145 MAINT &REPAIR - COPIERS 8031 8032MAINT & REPAIR -GYM 10,386 10,386 MAINT &REPAIR - GYM 8032 8033MAINT & REPAIR - PRINTERS 500 1,200 2,500 8,450 34,000 8,250 11,760 5,575 6,700 5,000 7,085 23,825 114,845 MAINT &REPAIR - PRINTERS 8033 8034 MAINT &REPAIR - NOC 26,859 30,000 250,000 306,859 MAINT - E. COAST HIGHWAY 8037 8040 MAINT & REPAIR- FACILITIES 2,000 1,635 20,000 176,120 191,486 258,552 40,220 103,650 129,938 923,601 MAINT & REPAIR - FACILITIES 8040 8050 PSTGE,FREIGHT,EXPRESS NOC 1,000 3,000 97,050 3,000 5,300 51,250 48,615 14,120 21,400 83,882 6,550 15,000 51,698 1,000 402,865 PSTGE, FREIGHT, EXPRESS NOC 8050 8060 PUBLICATIONS & DUES NOC 40,000 650 8,000 4,500 4,500 10,750 21,363 30,508 16,500 7,300 11,200 5,306 3,505 1,500 165,582 PUBLICATIONS & DUES NOC 8060 8070 RENTAL/PROP & EQUIP NOC 5,240 30,643 32,443 18,000 5,700 800 81,288 174,114 RENTALIPROP & EQUIP NOC 8070 8078 EMPLOYEE RECOGNITION 10,000 10,000 EMPLOYEE RECOGNITION 8078 8080 SERVICES -PROF & TECH NOC 180,000 108,400 580,000 455,000 67,000 326,838 693,820 174,877 215,000 1,646,250 636,100 3,450 377,285 67,865 253,800 5,785,685 SERVICES -PROF & TECH NOC 8080 80802 SERVICES -OTHER SPECIAL 225,810 225,810 SERVICES -OTHER SPECIAL 80802 80805 SERVICES -TREE RELATED 225,000 225,000 SERVICES -TREE RELATED 80805 80808 SERVICES - NPDES/TMDLADMIN 300,000 300,000 SERVICES - NPDES /TMDL ADMIN 80808 8081 SERVICES - JANITORIAL 72,223 8,821 409,846 7,500 86,400 144,963 729,753 SERVICES - JANITORIAL 8081 8085 SERVICES - NEWPORT COAST 1,231,801 1,231,801 SERVICES - NEWPORT COAST 8085 8088 SERVICES - CONTRACT 750,000 700,000 2,636,064 235,000 1,949,619 6,270,683 SERVICES - CONTRACT 8088 8091 SERVICES - COMPUTER CONSULT _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ SERVICES - COMPUTER CONSULT 8091 8100 TRAVEL & MEETINGS NOC 9,000 2,500 25,920 7,500 6,000 29,950 8,270 46,080 15,000 7,600 12,000 5,275 12,800 21,275 209,170 TRAVEL & MEETINGS NOC 8100 8105 TRAINING 1,000 1,600 7,000 10,500 9,500 35,100 112,183 150,392 23,500 22,300 28,500 5,200 27,350 65,000 499,125 TRAINING 8105 8106 TRAINING, POST 86,991 86,991 TRAINING, POST 8106 8107 TRAINING, CITY WIDE 20,000 7,714 27,714 TRAINING, CITY WIDE 8107 8112 UTILITIES - TELEPHONE 500 2,720 57,058 75,013 9,505 45,650 12,100 7,229 9,180 180,400 399,355 UTILITIES - TELEPHONE 8112 8114 UTILITIES - NATURAL GAS 5,000 19,155 19,000 1,000 13,543 7,160 2,500 67,358 UTILITIES - NATURAL GAS 8114 8116 UTILITIES - ELECTRICITY 174,720 127,279 2,486,500 50,000 180,208 131,500 32,000 5,200 3,187,407 UTILITIES - ELECTRICITY 8116 8118 UTILITIES -WATER 800 5,000 21,300 704,446 5,000 16,400 26,303 779,249 UTILITIES -WATER 8118 8140 SUPPLIES- OFFICE NOC 8,000 3,960 9,234 15,000 8,100 34,265 71,215 28,510 19,788 13,382 28,550 30,720 32,832 4,250 307,806 SUPPLIES- OFFICE NOC 8140 8142 SUPPLIES- COMPUTERICOPY MACHINE 7,000 13,000 21,167 21,320 143,860 206,347 SUPPLIES- COMPUTER/COPY MACHINE 8142 8145 SUPPLIES -AUTO PARTS EXPNS 92,000 369,500 461,500 SUPPLIES -AUTO PARTS EXPNS 8145 8148 SUPPLS -CHKS /INVOICES /FRMS 5,600 11,390 16,990 SUPPLS -CHKS /INVOICES /FRMS 8148 8150 SUPPLIES - JANITORIAL NOC 700 13,000 23,100 83,334 2,000 25,100 31,578 178,812 SUPPLIES - JANITORIAL NOC 8150 8155 WASTEWATER /SEWER PROGRAMS 55,000 55,000 WASTEWATERISEWER PROGRAMS 8155 OPERATING EXPENDITURES -ALL FUNDS Acct Code Activity - Function City Council City Clerk City Mana er Human Resources City Attorne Finance Police Fire Community Develo ment Municipal Operations Public Works Library Services Recreation & Sr Svcs Internal Svc Funds Other Activities Total Activity - Function Acct Code 8156 WELLS & STATION MAINTENANCE 297,000 297,000 WELLS & STATION MAINTENANCE 8156 8160 MAINT & REPAIR MATRLS NOC 600 450 1,477 28,220 871,494 3,300 8,740 28,825 4,000 947,106 MAINT & REPAIR MATRLS NOC 8160 8165 MAINT - IRRIGATION REPAIR 28,093 28,093 MAINT- IRRIGATION REPAIR 8165 8166 MAINT -STORM DRAINS 55,900 55,900 MAINT -STORM DRAINS 8166 8168 MAINT - PIERS /FLOATS /DOCKS 15,000 15,000 MAINT - PIERS /FLOATS /DOCKS 8168 8170 MAINT - BEACH CLEANING /BBSC 17,600 25,000 42,600 MAINT -BEACH CLEANING 8170 8173 MAINT- BLDG /PLYGRND EQ RPR 5,000 5,000 MAINT - BLDG /PLYGRND EQ RPR 8173 8176 MAINT - TRAFFIC CONTROL 6,500 6,500 MAINT - TRAFFIC CONTROL 8176 8178 ABLE EXPENSES ABLE EXPENSES 8178 8180MAINT- OUTSIDE LABOR 60,000 60,000 MAINT - OUTSIDE LABOR 8180 8181 MAINT -COMP SOFTWARE 8,311 8,000 16,311 MAINT -COMP SOFTWARE 8181 8182 MAINT -COMP HARDWARE MAINT -COMP HARDWARE 8182 8183 MAINT- BACKFLOW & SCADA 135,000 135,000 MAINT- BACKFLOW & SCADA 8183 8186 MAINT -SEWER 173,750 173,750 MAINT -SEWER 8186 8190 WATER PROGRAMS 581,500 581,500 WATER PROGRAMS 8190 8200 SPECIAL DEPT SUPPLIES NOC 2,000 14,805 95,160 453,402 18,984 569,320 9,435 15,500 253,945 108,000 1,540,551 SPECIAL DEPT SUPPLIES NOC 8200 8202 COMPUTER SUPPLIES 1,500 1,500 COMPUTER SUPPLIES 8202 8204 UNIFORM EXPENSE 2,484 125,000 284,601 600 63,250 10,540 9,500 495,975 UNIFORM EXPENSE 8204 8206 PRISONER CUSTODY EXPENSE 42,500 42,500 PRISONER CUSTODY EXPENSE 8206 8208 PHOTO EXPENSE 3,500 3,500 PHOTO EXPENSE 8208 8209 SHOOTING RANGE SUPPLIES 47,800 47,800 SHOOTING RANGE SUPPLIES 8209 8210 S.W.A.T. SUPPLIES 51,665 51,665 S.W.A.T. SUPPLIES 8210 8211 CANINE SUPPLIES 12,590 12,590 CANINE SUPPLIES 8211 8212 STREET CLEANING EXPENSE 5,000 5,000 STREET CLEANING EXPENSE 8212 8214 CARPENTER SHOP SUPPLIES 2,000 2,000 CARPENTER SHOP SUPPLIES 8214 8216 SAFETY EQUIPMENT 300 4,000 4,300 SAFETY EQUIPMENT 8216 8220 SIGN SHOP SUPPLIES 4,000 4,000 SIGN SHOP SUPPLIES 8220 8222 TRAFFIC SUPPLIES & CONTRACT 126,000 126,000 TRAFFIC SUPPLIES & CONTRACT 8222 8224 ROADWAY PAINTS & BARS 11,700 11,700 ROADWAY PAINTS & BARS 8224 8228 ISIGNS AND SIGN MATERIALS 33,000 33,000 SIGNS AND SIGN MATERIALS 8228 8232 SIGN INSTALLATION MATRLS 20,000 20,000 SIGN INSTALLATION MATRLS 8232 82341NSCTCDES /HRBCDES /FNGCDES 6,000 6,000 INSCTCDES /HRBCDES /FNGCDES 8234 8235 PLANT MATERIALS /TURF RENOVATION 20,000 20,000 PLANT MATERIALS/TURF RENOVATION 8235 8236 FERTILIZER/TOP SOIL /AMENDMENTS 20,000 20,000 FERTILIZER/TOP SOIUAMENDMENTS 8236 8238 ASPHALT /CONCRETE MATERIALS 340,000 340,000 ASPHALT /CONCRETE MATERIALS 8238 8240 TOOLS, INSTRUMENTS, ETC - 4,500 11,000 1,300 18,700 1,950 8,000 45,450 TOOLS, INSTRUMENTS, ETC 8240 8250 SPECIAL DEPT EXPENSE NOC 414,200 125,000 1,000 1,938 82,666 131,918 1,933,800 5,000 125,000 2,000 3,000 2,825,522 SPECIAL DEPT EXPENSE NOC 8250 8254 CITY GRANTS 25,000 40,000 65,000 CITY GRANTS 8254 8255 TUITION REIMBURSEMENT 95,500 95,500 TUITION REIMBURSEMENT 8255 8257 SISTER CITIES _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ SISTER CITIES 8257 8259 EMPLOYEE RIDESHARE PRGM 7,500 7,500 EMPLOYEE RIDESHARE PRGM 8259 8260 LIBRARY MATERIALS 30,300 619,740 650,040 LIBRARY MATERIALS 8260 8265 FIREWORKS 26,000 26,000 FIREWORKS 8265 8292 HAZARD MITIGATION 179,816 179,816 HAZARD MITIGATION 8292 8295 IMPORTED WATER EXP -MWD 4,700,000 4,700,000 IMPORTED WATER EXP -MWD 8295 8296 GROUNDWATER EXP 3,700,000 3,700,000 GROUNDWATER EXP 8296 8297 RECLAIMED WATER EXP -OCWD 106,000 106,000 RECLAIMED WATER EXP -OCWD 8297 8298 OTHER AGENCY FEES 22,980 763,564 87,680 269,500 1,500 1,145,224 OTHER AGENCY FEES 8298 8301 STATION OPERATIONS 35,959 35,959 STATION OPERATIONS 8301 8303 WATER CNSERV EDU & PUB REL 100,000 100,000 WATER CNSERV EDU & PUB REL 8303 8310 HARDWARE /SOFTWARE OPERATIONS 1,080 5,200 2,000 1,400 2,720 1,196,135 1,208,535 HARDWARE /SOFTWARE OPERATIONS 8310 83181T ISF OPERATING /STRATEGIC CHARGES 841 103,698 86,333 166,056 128,215 677,470 1,203,175 452,633 544,649 518,183 385,153 436,790 239,835 21,162 4,964,193 IT ISF OPERATING /STRATEGIC CHARGES 8318 8330 SVC CHARGE - ADMINISTRATIVE 1,484,209 1,484,209 SVC CHARGE - ADMINISTRATIVE 8330 8340 GENERAL INSURANCE 5,475 65,736 16,673 25,985 44,855 861,519 497,321 131,313 954,375 222,668 111,054 41,508 90,404 3,068,886 GENERAL INSURANCE 8340 8511 CITY SCHOLARSHIP TRUST 5,000 5,000 CITY SCHOLARSHIP TRUST 8511 8551 CDBG 70,133 70,133 CDBG 8551 8621 BENEFITS & RECRUITING 123,500 123,500 BENEFITS & RECRUITING 8621 8638 EXCESS INSURANCE 4,500 61,886 66,386 EXCESS INSURANCE 8638 8656 ATTORNEY FEES /OUTSIDE COUNSEL 10,000 595,000 605,000 ATTORNEY FEES /OUTSIDE COUNSEL 8656 8751 INVESTMENT /BANK FEES 50,500 50,500 INVESTMENT /BANK FEES 8751 N/A WORKERS' COMPENSATION 2,793,660 2,793,660 WORKERS' COMPENSATION N/A N/A GENERAL LIABILITY - - - - - - - - - - - - 3,034,850 - 3,034,850 GENERAL LIABILITY N/A SUBTOTAL MAINT. & OPERATION 723,191 1 253,3831 1,032,7241 951,7291 886,100 1 2,064,942 1 6,163,579 1 6,156,683 1 1,315,003 1 30,470,371 1 2,488,8821 1,835,4791 4,052,1001 8,542,9841 745,346 67,682,495 SUBTOTAL MAINT & OPERATION 9000 OFFICE EQUIPMENT 2,000 6,000 5,000 3,000 1,000 9,000 1,250 14,000 9,500 77,000 127,750 OFFICE EQUIPMENT 9000 9005 PC REPLACE & SOFTWARE LICENSE 3,600 4,000 30,000 37,600 PC REPLACEMENT 9005 9010 COMPUTER EQUIPMENT 2,000 19,000 9,000 9,450 9,500 48,950 COMPUTER EQUIPMENT 9010 9020 FITNESS /PLAYGROUND EQUIPMENT 5,000 15,000 5,000 25,000 FITNESS /PLAYGROUND EQUIPMENT 9020 9100 ROLLING EQUIPMENT 3,770,000 3,770,000 ROLLING EQUIPMENT 9100 9102 CONTRACTED SET UP _ _ _ _ _ _ _ _ _ _ _ _ _ 3,000 _ 3,000 CONTRACTED SET UP 9102 9106 EQUIPMENT RENOVATION 80,000 80,000 EQUIPMENT RENOVATION 9106 9200 SHOP EQUIP & COPIER PURCHASES 2,000 140,000 142,000 SHOP EQUIP & COPIER PURCHASES 9200 9300 EQUIPMENT, N.O.C. 2,694 184,267 56,000 13,500 3,500 45,000 231,740 536,701 EQUIPMENT,N.O.C. 9300 9400 OFFICE FURNITURE /FIXTURES 1,800 1,600 8,200 2,500 7,200 1,600 22,900 OFFICE FURNITURE /FIXTURES 9400 SUBTOTAL CAPITAL OUTLAY 1,800 - 2,000 6,000 6,600 5,000 7,694 199,267 31,800 78,500 25,950 14,000 27,450 4,156,100 231,740 4,793,901 SUBTOTAL CAPITAL OUTLAY DEBT SERVICE 12,128,252 12,128,252 DEBT SERVICE TOTAL OPERATING EXPENSES 968,701 714,950 2,412,855 2,515,172 2,301,853 6,787,693 41,820,179 35,574,486 8,537,779 45,486,552 8,008,911 6,609,634 8,879,683 25,660,194 13,455,338 209,733,976 TOTAL OPERATING EXPENSES CAPITAL IMPROVEMENT PROJECTS 52,860,727 1 CAPITAL IMPROVEMENT PROJECTS TOTAL 968,701 714,950 2,412,855 2,515,172 2,301,853 6,787,693 41,820,179 35,574,486 8,537,779 45,486,552 8,008,911 6,609,634 8,879,683 25,660,194 13,455,338 1 262,594,703 C P LIFO 39 Qa C Q Q 0 Q a SUMMARY OF ESTIMATED 2011 -12 YEAR END FUND BALANCES Estimated Estimated Estimated Actual Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance unit /Account 2010 -11 2011 -12 In Out 2011 -12 2011 -12 2011 -12 ME General Fund - 152,502,294 15,304,158 18,567,629 143,727,937 5,510,887 - Nonspendable Reserve for Inventories 231,641 - - - - - 231,641 Reserve for Lang term receivables 471,250 - - - - - 471,250 Reserve for Prepaid Items 93,101 - - - - - 93,101 Restricted Affordable Housing Reserve 1,546,573 - 581,716 - - - 2,128,289 Hoag Circulation Improvements 134,760 - - - - - 134,760 Committed Contingency Reserve 21,841,467 - - - - - 21,841,467 Reserve for Facilities Replacement Plan - - - - - - - SeniorCiti.nSite 23,790 - - - - - 23,790 Off Street Parking 10,532 - 11,000 - - - 21,532 Paramedic Program 479,366 - - - - - 479,366 Recreation Instruction Reserve 428,658 - 74,000 76,000 - - 426,658 Park In Lieu Fees 813,009 - 104,500 - - 80 917,429 In Lieu Parking Fees 69,276 - 87,000 - - - 156,276 rv� vU Neighborhood Enhancement Res. A 238,876 - 32,000 - - 1,000 269,876 ® Neighborhood Enhancement Res. B (579,424) - 387,738 780,000 - 8,755 (980,442) Oceanfront Encroachment 159,176 - 180,000 - - 2,545 336,631 0 Cable Franchise 1,360,385 - 100,000 100,000 - - 1,360,385 M t °5 START Video 377,432 - - - - - 377,432 Encumbrances 2,133,493 - - 2,133,493 - - - Capital Reappropriations (CIP Rebudget) 2,516,600 61 2,516,600 677,000 City Manager Assignments Reserve for PERS Rate Changes 5.000,000 5,000,000 Fair Value Adjustment 369,235 - - - - - 369,235 Assignments 3980000 7466399 3980000 Unassigned 21,158,212 - - - - - 21,158,212 TOTAL 62,857,408 152,502,294 25,005,511 28,153,722 143,727,937 5,523,267 62,960,287 Ackerman Donation Fund - - - - - - - Appropriations Reserve (9,341) 5,975 9,341 - 5,000 - 975 Appropriations Reserve - Scholarship 162,911 - - - - - 162,911 Appropriations Reserve - Hi Tech 32,566 - - - - - 32,566 Perm Scholarship Endowment Reserve 259,125 - - - - - 259,125 Penn Equipment Endowment Reserve 742,985 - - - - - 742,985 Fair Value Adj. Reserve 9,341 - - 9,341 - - - Reserve for Encumbrance - - - - - - - CDBG Fund - - - - - - Appropriations Reserve (64,977) 356,344 23,608 - 314,973 8,802 (8,800) Reserve for Encumbrance 23,608 - - 23,608 - - - AQMD Fund - - - - - - Appropriations Reserve 296,193 289,545 38,942 - 9,000 35,963 579,717 Fair Value Adj. Reserve 2,979 2,979 Reserve for Encumbrance 35,963 - - 35,963 - - - Asset Forfeiture Fund - - - - - AppmpriationsReserve 867,875 8,681 5,204 - 39,060 - 842,700 Fair Value Adj. Reserve 5,204 - - 5,204 - - - Reserve for Encumbrances - - - - - - - OTS Grant Fund (380) 233,094 - - 242,399 - (9,685) Reserve for Encumbrances - - - - - - - SLESF -COPS Fund - 100,000 - - 100,000 - - Appropriations Reserve (326) 326 - Fair Value Adj. Reserve 326 326 - Justice Assistance Grant (formerly LLEBG) - - - - - - Appropriations Reserve - 10,976 - - 10,977 - (1) Fair Value Adj. Reserve - - - - - - - State Gas Tax Fund - - - - - - Appropriations Reserve 3,640,132 2,242,939 1,597,410 2,701,500 - 2,521,186 2,257,795 Appropriations Reserve(CIP rebudgeq 800,000 - 2,541,500 800,000 - - - Fair Value Adj. Reserve 33,313 - 33,313 - - 2,541,500 Reserve for Encumbrances 764,097 - - 764,097 - - - Prop 1B Transportation Fund Appropriations Reserve (1,706) - 1,706 - - - - Fair Value Adj. Reserve 1,706 - - 1,706 - - - Reserve for Encumbrances - - - - - - - ME SUMMARY OF ESTIMATED 2011.12 YEAR END FUND BALANCES - - Estimated Estimated Estimated Actual Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance 'und /Account 2010 -11 2011 -12 In Out 2011 -12 2011 -12 2011 -12 Traffic Congestion Relief Fund - - - - - - Appropriations Reserve (5,766) - 5,766 - - 3,986 (3,986) Fair Value Adj. Reserve 1,780 - - 1,780 - - - ReserveforEncumbrances 3,986 - - 3,986 - - - Measure M Fund Turnback 3,302,592 - 887,429 736,200 - 3,865,903 (412,082) Turnback Fair Value Adj. Reserve 30,726 - - 30,726 - - - Turnback Encumbrances 856,703 - - 856,703 - - - Competitive (603,236) 2,675,278 639,808 3,363,542 - 646,705 (1,298,397) Measure M 2 - 1,502,041 1,502,041 Appropriations Reserve (CIP rebudget) - - 4,099,742 - - - 4,099,742 Competitive Encumbrances 638,847 - - 638,847 - - - Competitive Fair Value Adj. Reserve 961 - - 961 - - - Tide and Submerged Land Fund Appropriation Reserve - 10,590,586 7,890,263 6,389,365 3,580,465 8,511,019 - Fair Value Adj. Reserve 42.,646 - - 42,646 - - Capital Reappropriations (CIP Rebudgel) 4,280,351 - 787,500 4,280,351 - - 787,500 Reserve for Encumbrances 1,067,266 - - 1,067,266 - - - Upper Bay Reserve 139,134 - 88,800 - - - 227,934 Oil and Gas 360,000 - 40,000 - - - 400,000 Contributions Fund Misc Cooperative Projects (2,270,948) 2,474,680 302,263 1,500,000 - 709,163 (1,703,168) Bristol Street Relinquishment 387,641 - 5,689 - - 75,405 317,925 Bristol St. Fair Value Adj. Reserve 3,184 3,184 - PCH Relinquishment 3,925,002 - 31,348 - - - 3,956,350 PCH Relinquishment Fair Value Adj . Reserve 31,348 31,348 Environmental Contributions 65,022 496,834 1,625 462,000 - 2,388,000 (2,286,519) Environmental Fair Value Adj. Reserve 1,625 1,625 - Appropriations Reserve (CIP rebudget) - 1,962,000 - - - 1,962,000 Reserve for Encumbrances 304,768 - - 304,768 - - - Circulation and Transportation Fund Appropriations Reserve 509,727 305,000 2,817,396 306,400 80,000 5,617,282 (2,371.,559) Fair Value Adj. Reserve 32,956 - - 32,956 - - - Appropriatons Reserve (CIP rebudget) - 168,900 168,900 Reserve for Encumbrances 2,784,440 - - 2,784,440 - - - Building Excise Tax Fund Appropriations Reserve 328,158 360,532 6,599 - - 4,039 691,250 Fair Value Adj. Reserve 2,560 - - 2,560 - - - ReserveforEncumbrances 4,039 - - 4,039 - - - Environmental Liability Fund Appropriation Reserve 3,898,309 515,000 36,569 - 146,508 - 4,303,370 Fair Value Adj. Reserve 29,347 - - 29,347 - - - Reserve far Encumbrances 7,222 - - 7,222 - - - Newport Annexation Funds Receipt Fund 7,199,967 85,000 33 1,285,000 - - 6,000,000 Fair Value Adj. Reserve - Receipt 33 - - 33 - - - Allocation Fund - - 1,200,000 - 1,200,000 - - FairValueAdj.Reserve- Allocation - - - - - - Building Fund (1,761) - 1,761 - - - - Fair Value Adj. Reserve- Building 1,761 - - 1,761 - - - ReserveforEncumbrances- Building - - - - - - - Debt Service Fund Appropriation Reserve 1,488,670 2,573,224 8,053,743 - 10,626,967 - 1,488,670 Reserve for Debt Service - - - - - - - Assessment District Projects Appropriation Reserve 5,396,546 30,000 300,391 - - 3,762,113 1,964,824 Reserve for Encumbrances 230,218 - - 230,218 - - - Fair Value Adj. Reserve 34,710 - - 34,710 - - - Facilities Financing Plan Fund Appropriations Reserve 25,480,598 13,745,000 5,202,632 8,053,743 - - 36,374,487 Fair Value Adj. Reserve 145,046 - - 145,046 - - - Major Facilities Replacement Civic Center (7,895,907) 840,000 98,118,923 800,000 7,500 97,430,305 (7,174,789) Appropriations Reserve (CIP rebudget) - 800,000 800,000 Reserve for Encumbrances- Civic Center 98,118,923 98,118,923 90,223,016 840,000 98,918,923 98,918,923 7,500 97,430,305 (6,374,789) 41 l7�al 0 Q SUMMARY OF ESTIMATED 2011 -12 YEAR END FUND BALANCES Marina Park 6,849,600 - Estimated Estimated Estimated Actual Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance Fund /Account 2010 -11 2011 -12 In Out 2011 -12 2011 -12 2011 -12 TOTAL (1,666,725) Marina Park 6,849,600 - Sunset Ridge Park - 63,536 Police Facility (2,175) Lifeguard Headquarters - - Strategic Planning - - Appropriations Reserve (CIP rebudget) - Reserve for Encumbrances - CIOSA Fund - - Appropriation Reserve (1,340) Fair Value Adj. Reserve - 137,500 Reserve for Encumbrances - - Bonita Canyon Development Fund - Appropriation Reserve 2,951,261 Reserve for Encumbrances - OASIS Sr. Center 5,931,149 Appropriation Reserve ® Reserve for Encumbrances 2,349,380 Back Bay Science Center Fund M0 t °5 Appropriation Reserve /J V Reserve for Encumbrances 130,207 MISC SAH Projects Fund 2,314,000 Appropriation Reserve 6,259,000 Appropriations Reserve (CIP rebutlgeQ 2,311,176 Reserve for Encumbrances - 2,154,247 10,068 Newport Bay Dredging Fund - Permanent Endowment - Appropriation Reserve 5,816,581 Fair Value Adj. Reserve - Insurance Reserve Fund - Workers' Compensation Reserve - Liability Reserve Fair Value Adj, Reserve 878,705 Retiree Medical Fund Operating Fund 7,967,565 Conversion Fund 7,593,085 Fair Value Adj. Reserve 19,393,719 Compensated Absence Fund 7,972,683 Appropriation Reserve 3,222,743 Fair Value Adj. Reserve 500,000 Information Technology Fund 707,813 Appropriation Reserve (2,949,380) Fair Value Adj. Reserve 500,000 Equipment Fund - Equipment Maintenance (3,400,880) Equipment Replacement - All Other - Equipment Replacement - PD - Fair Value Adj. Reserve - Reserve for Encumbrances 20,597 Water Enterprise Fund - Stabilization 8 Contingency Reserve - Infrastructure Replacement Reserve - Appropriations Reserve (CIP rebutlgeQ Fair Value Adj. Reserve 776,299 Reserve for Encumbrances Wastewater Enterprise Fund 1,634,137 Stabilimbon & Contingency Reserve 1.790,796 Infrastructure Replacement Reserve 3,102,093 Appropriations Reserve (CIP rebutlgeQ 589,374 Fair Value Adj. Reserve 244,639,480 Reserve for Encumbrances TOTAL (1,666,725) - 141,310 6,849,600 - (1,298,316) - 63,536 9,337,426 - (2,175) - - - - (30,179) - - 150,000 - - 16,337,026 - 224,846 - - 224,846 - (1,340) - 138,840 - 137,500 1,340 - - 1,340 - 22,200 239,055 - 801,718 1,040,773 801,718 - - 801,718 (125,421) - - - (71,357) - 22,974 - - 22,974 - - 22,974 - 3,857,000 - - - - 940,154 48,104 38,313 - - 38,313 - - 38,313 - 16,241,282 2,951,261 114,448 - 2,535,325 5,931,149 3,254,562 65,889 - 2,349,380 180,337 - - 180,337 - 130,207 6,186,000 2,314,000 - 6,259,000 2,273,027 2,311,176 10,068 - 2,154,247 10,068 - - 10,068 - - 5,816,581 - - 4,868,671 2,313,356 (10,688,371) 307,510 (10,859,716) - (2,175) 250,000 (430,179) 112,399 (112,399) 16,337,026 22,200 - (125,421) 23,805 (72,188) - 3,857,000 - 1,026,571 16,771,666 6,902,220 - 2,371,207 - 2,440,024 927,910 - 2,100,000 - - 2,116,065 11,651 (27,716) 14,954,368 3,791,379 226,650 - 2,649,498 - 16,322,899 3,426,034 756,104 115,743 - 857,999 - 3,439,882 142,530 - - 142,530 - - - 199,863 - - 199,863 - - - 3,917,170 22,228,023 159,883 3,749,000 19,393,719 - 3,162,357 3,133,310 30,524 4,506,202 2,927,000 - 2,859,709 1,883,327 - - 2,927,000 - - - 2,927,000 38,380 - - 38,380 - - - 878,705 878,705 7,967,565 22,258,546 7,593,085 7,593,085 19,393,719 2,859,709 7,972,683 3,786,621 3,222,743 796,896 500,000 3,102,093 707,813 3,496,354 (2,949,380) - 500,000 493,900 - 457,600 (3,400,880) - - 493,900 - - - 493,900 20,597 - - 20,597 - - - 776,299 776,299 1,634,137 3,222,743 1.790,796 1,790,796 3,102,093 1,165,413 589,374 367,083,866 244,639,480 192,467,124 192,467,124 206,534,263 138,169,181 176,796,866 42 SUMMARY OF ESTIMATED 2012 -13 YEAR END FUND BALANCES Estimated Estimated Estimated Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Boland and l Account 2011 -12 2012 -13 In Out 2012 -13 2012 -13 2012 -13 General Fund - 155,826,396 13,947,866 16,116,426 147,565,169 6,092,667 - Nonspendable Reserve for Inventories 231,641 - - - - - 231,641 Reserve for Lang tens receivables 471,250 - - - - - 471,250 Reserve for Prepaid Items 93,101 - - - - 93,101 Restricted Affordable Housing Reserve 2,128,289 - 308,310 - - - 2,436,599 Hoag Circulation Improvements - - - - - 134,760 Committed Contingency Reserve 21,841,467 - 365,529 - - - 22,206,996 Reserve for Facilities Replacement Plan - - - - - - - Senior Citizen Site 23,790 - - - - - 23,790 Off Street Parking 21,532 - 7,500 - - - 29,032 Paramedic Program 479,366 - - 254,000 - - 225,366 Recreation Instruction Reserve 426,658 - 90,000 - - - 516,658 Park In Lieu Fees 917,429 - 578,022 - - - 1,495,451 In Lieu Parking Fees 156.276 - 67.000 - - - 223,276 Neighborhood Enhancement Res. A 269.876 - 49,000 - - - 318,876 tZ Neighborhood Enhancement Res. B (980,442) - 517,608 - - - (462,834) Oceanfront Encroachment 336,631 - 180,000 - - - 516,631 w Cable Franchise 1,360,385 - 260,000 1,460,385 - - 160,000 ^ START Video 377,432 - - - - - 377,432 Cr�J Encumbrances Capital Reappropdations (CIP Rebudget) - 677,000 - - - - - 677,000 - - - - - - City Manager Assignments Reserve for PERS Rate Changes 5,000,000 - - - - - 5,000,000 Fair Value Adjustment 369,235 - - - - - 369,235 CI Assignments 7,466,399 - 6,551,314 5,950,000 - - 8,067,713 W Unassigned 21,158,212 21,158,212 TOTAL 62,960,287 155,826,396 22,922,149 24,457,811 147,565,169 6,092,667 63,593,186 Ackerman Donation Fund Appropriations Reserve 975 5,950 - - - - 6,926 Appropriations Reserve - Scholarship 162,911 - - - 5,000 - 157,911 Appropriations Reserve - Hi Tech 32,566 - - - - - 32,566 Perm Scholarship Endowment Reserve 259,125 - - - - - 259,125 Perm Equipment Endowment Reserve 742,985 - - - - - 742,985 Fair Value Adj. Reserve - - - - - - - Reserve for Encumbrance - - - - - - - CDBG Fund Appropriations Reserve (8,800) 350,834 - - 325,218 100,000 (83,194) Reserve for Encumbrance - - - - - - - AQMD Fund Appropriations Reserve 579,717 103,077 - - 10,500 - 672,294 Reserve for Encumbrance - - - - - - - OTS Grant Fund (9,685) 60,600 - - - - 50,915 Reserve for Encumbrances - - - - - - - Asset Forfeiture Fund Appropriations Reserve 842,700 - - - 250,000 - 592,700 Fair Value Adj. Reserve - - - - - - - ReserveforEncumbrances - - - - - - - SLESF -COPS Fund - 100,000 - - 100,000 - - Justice Assistance Grant (formerly LLEBG) - - - - - Appropriations Reserve (1) - - - - - (1) Fair Value Adj. Reserve - - - - - - - State Gas Tax Fund Appropriations Reserve 2,257,795 2,243,101 2,541,500 - - 4,503,752 2,538,644 Capital Reappropriations (CIP Rebudget) 2,541,500 - - 2,541,500 - - - FairValueAdj.Reserve - - - - - - - ReserveforEncumbrances - - - - - - - Prop 1 B Transportation Fund Appropriations Reserve - 692,224 - - - 692,224 - Fair Value Adj. Reserve - - - - - - - ReserveforEncumbrances - - - - - - - Traffic Congestion Relief Fund Appropriations Reserve (3,986) - - - - - (3,986) Fair Value Adj. Reserve - - - - - - - ReserveforEncumbrances - - - - - - - 43 D Q g ry� lAl SUMMARY OF ESTIMATED 2012 -13 YEAR END FUND BALANCES - - Estimated Estimated Estimated Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance Fund l Account 2011 -12 2012 -13 In Out 2012 -13 2012 -13 2012 -13 Measure M Fund Tumback Tumback Fair Value Adj. Reserve Tumback Encumbrances Measure M 2 Capital Reappropriations (CIP Rebudget) Competitive Competitive Encumbrances Tide and Submerged Land Fund Appropriation Reserve Fair Value Adj. Reserve Capital Reappropriations (CIP Rebudget) Reserve for Encumbrances Upper Bay Reserve Oil and Gas Contributions Fund Misc Cooperative Projects Bristol Street Relinquishment PCH Relinquishment Environmental Contributions Capital Reappropriations (CIP Rebudget) Reserve for Encumbrances Circulation and Transportation Fund Appropriations Reserve Fair Value Adj. Reserve Capital Reappropriatons (CIP Rebudget) Reserve for Encumbrances Building Excise Tax Fund Appropriations Reserve Fair Value Adj. Reserve Reserve for Encumbrances Environmental Liability Fund Appropriation Reserve Fair Value Adj. Reserve Reserve for Encumbrances Newport Annexation Funds Receipt Fund Fair Value Adj. Reserve -Receipt Allocation Fund Fair Value Adj. Reserve - Allocation Building Fund Fair Value Adj. Reserve - Building Reserve for Encumbrances- Building Debt Service Fund Appropriation Reserve Reserve for Debt Service Assessment District Projects Appropriation Reserve Reserve for Encumbrances Fair Value Adj. Reserve Facilities Financing Plan Fund Appropriations Reserve Fair Value Adj. Reserve Major Facilities Replacement Civic Center Capital Reappropriations (CIP Rebudget) Reserve for Encumbrances -Civic Center Marina Park Sunset Ridge Park Police Facility Lifeguard Headquarters Strategic Planning City Hall Reuse Capital Reappropriations (CIP Rebudget) Reserve for Encumbrances (412,082) - - - - 1,370,776 (1,782,858) 1,502,041 1,586,209 4,099,742 - - - 7,187,992 4,099,742 - - 4,099,742 - - - (1,298,397) 2,666,817 - - - 4,126,784 (2,758,364) - 10,574,739 787,500 6,957,866 2,484,739 1,919,634 - 787,500 - - 787,500 - - - 227,934 - 85,000 - - - 312,934 400,000 - 40,000 - - - 440,000 (1,703,168) 1,371,000 1,500,000 - - 2,321,000 (1,153,168) 317,925 - - - - 327,000 (9,075) 3,956,350 - - - - 300,000 3,656,350 (2,286,519) - 462,000 - - 462,000 (2,286,519) 1,962,000 - - 1,962,000 - - - (2,371,559) 305,000 168,900 217,500 - 168,900 (2,284,059) 168,900 - - 168,900 - - - 691,250 109,077 - - - 405,000 395,327 4,303,370 499,810 - - 161,086 - 4,642,094 6,000,000 54,000 - 1,254,000 - - 4,800,000 - - 1,200,000 - 1,200,000 - - 1,488,670 2,549,876 8,054,820 - 10,631,267 - 1,462,099 1,964,824 24,000 - - - - 1,988,824 36,374,487 2,350,563 4,676,143 8,554,820 - - 34,846,373 (7,174,789) 250,000 2,160,385 - 7,500 2,316,717 (7,088,621) 800,000 - - 800,000 - - - (6,374,789) 250,000 2,160,385 800,000 7,500 2,316,717 (7,088,621) (10,688,371) - 6,649,600 - - 6,811,730 (10,650,501) (10,859,716) - 9,337,426 - - 9,259,276 (10,781,566) (2,175) - - - - - (2,175) (430,179) - 150,000 - - 84,000 (364,179) (112,399) - - - - 187,601 (300,000) - - 500,000 - - - 50Q000 16,337,026 - - 16,337,026 - - - 0 SUMMARY OF ESTIMATED 2012 -13 YEAR END FUND BALANCES Estimated Estimated Estimated Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance Fund I Account 2011 -12 2012 -13 In Out 2012 -13 2012 -13 2012 -13 CIOSA Fund Appropriation Reserve - - 137,500 - 137,500 - - Fair Value Adj. Reserve - - - - - - - ReserveforEncumbrances - - - - - - - Back Bay Science Center Fund - Appropriation Reserve (125,421) - - - - - (125,421) Reserve for Encumbrances - - - - - - - MISC SAH Projects Fund - - - - - - - PennanentEndowment (72,188) 1,170,800 - - - 1,170,800 (72188) Appropriation Reserve - - - - - - - Newport Bay Dredging Fund Permanent Endowment 3,857,000 - - - - 3,857,000 Appropriation Reserve 1,026,571 34,185 - - - 1,060,756 Fair Value Adj. Reserve - - - - - - Insurance Reserve Fund Workers'Compensabon Reserve 16,771,666 2,887,689 - - 2,793,660 - 16,865,695 Liability Reserve 6,902,220 3,256,495 - - 3,034,850 - 7,125,865 Fair Value Adj. Reserve - - - - - - - Retiree Medical Fund Operating Fund 2,371,207 6,698,000 2,466,000 - 6,698,000 - 4,837,207 Conversion Fund - - - - - - - Fair Value Adj. Reserve - - - - - - - Compensated Absence Fund Appropriation Reserve 2,440,024 2,264,648 - - 1,964,100 - 2,740,572 Fair Value Adj. Reserve - - - - - - - Information Technology Fund Appropriation Reserve 927,910 4,964,193 3,000,000 - 5,204,242 - 3,687,861 Fair Value Adj. Reserve - - - - - - - Equipment Fund Equipment Maintenance (27,716) 2,100,000 - - 1,902,342 - 169,942 Equipment Replacement - All Other 16,322,899 3,775,942 - 3,000,000 3,633,500 - 13,465,341 Equipment Replacement - PD 3,439,882 614,950 - - 429,500 - 3,625,332 Fair Value Adj. Reserve - - - - - - - Reserve for Encumbrances - - - - - - - Water Enterprise Fund Stabilization B Contingency Reserve 3,162,357 24,961,956 - 3,681,000 18,200,235 - 6,043,078 Infrastructure Replacement Reserve 1,883,327 11,078 6,808,000 - - 9,553,966 (851,561) Fair Value Adj. Reserve - - - - - - - Reserve for Encumbrances 7,972,683 24,973,034 6,808,000 6,808,000 18,200,235 9,553,966 5,191,517 Wastewater Enterprise Fund - - - - - - - Stabilioation Reserve 3,496,354 3,230,030 - 517,500 2,995,568 - 3,213,316 Future Infrastructure Reserve (3,400,880) - 1,011,400 - - 686,900 (3,076,380) Fair Value Adj. Reserve 493,900 - - 493,900 - - - Reserve for Encumbrances 589,374 3,230,030 1,011,400 1,011,400 2,995,568 686,900 136,936 - 176,796,866 237,695,240 78,958,065 78,958,065 209,733,976 52,860,727 165,966,994 45 QZ O Q ENT a L**J 9 C] a a C� Q a City Council Mission Statement o protect and enhance 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. Overview Iewport Beach is a charter city with a Council- Manager form of government. Unlike a general law city that only has certain powers granted by the state, a city governed by a voter - approved charter establishes its own powers and authorities. The seven members of the Newport Beach City Council each represent and reside in one of seven districts, but they are elected at -large by all of the city's registered voters and therefore serve a broader constituency. While being a City Council member is considered a part -time job, the actual time commitment can be significant. In addition to City Council meetings and study sessions, Council Members hold special committee assignments, meet frequently with city staff, local residents and business owners to discuss issues and projects, and regularly attend a variety of community events. Per the City's charter, the City Council hires three people: the City Manager, the City Clerk and the City Attorney. The City Manager oversees the hiring and management of the rest of the staff. While it is the City Council's responsibility to enact policy, it is the City Manager'sjob to implement it. Goals In Newport Beach, the City Council reviews and approves three tools that are critical to implementing policy— the City's yearly budget, the quarterly business report and the various goals and priorities that the Council sets. In 2011, the Council focused its annual goals and priorities on "generational issues; items that are important to sustaining the quality of life in and economic viability of Newport Beach. The goals included: John Wayne Airport Settlement Extension • Neighborhood Revitalization • Tidelands Management Pension Reform • Organizational Restructuring ME Each goal had a number of associated tasks and many included projects. Due to the complexity of these issues, a number of those projects remain ongoing. When it met to discuss 2012 goals, the Council asked the City Manager to focus the organization's efforts on continuing to make progress or completing projects currently underway. These efforts include: John Wayne Airport Settlement Agreement Labor Agreements Lower Newport Bay Dredging Sunset Ridge Park Marina Park Jamboree Road Widening The Civic Center and Park Deciding what to place on the "old" City Hall site Continuing our organizational Restructuring Improving and Modernizing NBTV Improving our information technology Acting on the Banning Ranch project Updating our Facilities Financing Plan and building a new Tidelands Capital program Continuing with revitalization efforts Budgeted Staffing: Positions FY 2010.11 FY 2011.12 FY 2012.13 Mayor 0.01 0.01 0.01 Councilmember 0.06 0.06 0.06 Total Budgeted Staffing 0.07 0.07 0.07 Total City Council Department Costs: .. U Q CO rD FJ MCI Q Ful Q G1 2009 -10 2010 -11 2011 -12 2012 -13 Actual` Actual Estimated Proposed Salaries and Benefits $ 206,763 $ 219,101 $ 217,753 $ 243,710 Maintenance and Operations $ 956,723 $ 919,653 $ 907,624 $ 724,991 Capital Equipment $ - $ - $ 12,000 $ - Total $ 1,163,486 $ 1,138,753 $ 1,137,377 $ 968,701 Includes Spheres Issues .. U Q CO rD FJ MCI Q Ful Q G1 a L**J 9 C] a a C� Q a City Clerk Mission Statement To provide service to the Mayor and City Council, City Manager, City Departments and the public in a courteous, timely and efficient manner while remaining neutral and impartial. To improve the administration of the affairs of the City Clerk's Office consistent with applicable laws and through sound management practices to provide easier access to local government and fulfill our responsibility to the residents of Newport Beach. Department Overview Y he City Clerk's Office provides service and support to the Mayor, City Council, City Manager and administrative departments, as well as the public. As the office of record, the City Clerk has responsibility for maintaining the official records of City Council actions in accordance with the legal requirements for public meetings and execution of all minutes ordinances, resolutions and contracts. Services to the public include assistance with understanding and participating in the decision and policy making process, assistance with research and retrieval of information and public documents, notary services and day to day inquiries. Goals • Increase ease of access to City records, enhance transparency and create a more paperless environment through the implementation of a new records management system (Laserfiche) and an agenda management workflow system. • Prepare for and conduct the November 6, 2012, General Municipal Election in compliance with applicable laws. • Provide continued support to staff and improve various City processes, e.g. Board, Commission and Committee training, the agenda packet process, and the records retention process. 50 Workload Indicators Actual Actual Estimated Projected Council Meetings, Regular 22 23 20 24 Council Meetings, Special or Adjourned 26 24 20 29 Resolutions adopted 115 153 110 100 Ordinances adopted 29 32 35 30 Claims /Summons and Complaints processed 135 136 85 100 Contracts /Agreements processed 375 400 500 500 Notices of Completion /Release Bonds 32 24 22 25 Documents process to Orange County Recorder 34 38 25 25 Passports processed 362 425 345 100 Public Records Act requests processed 0 0 90 ** 360 FPPC Form management 340 285 314 300 Notaries 50 127 165 250 Upon Department of State approval, Passport Services will transition from the City Clerk's Office to Library Services during FY 2012 -13. Effective January 2012 (pursuant Council Policy E -1). 555,365 $ 714,950 Budget Overview 2012 -13 ($714,950) ■Salaries - $317,082 (44 %) ❑ Benefits - $144,485 (20 %) ❑ Advertising /Publications /General Liability - $14,125 (2 %) ❑ Supplies /Maintenance - $126,758 (18 %) ■Prof/Tech Services - $108,400 (15 %) ❑Travel /Meetings - $4,100 (1 %) Total City Clerk Department Costs: 20% 51 1° Q CO Q CI a 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 326,865 $ 314,269 $ 447,204 $ 461,567 Maintenance and Operations $ 55,528 $ 74,629 $ 108,161 $ 253,383 Capital Equipment $ - $ - $ - $ - Total $ 382,393 $ 388,898 $ 555,365 $ 714,950 Elections $ - $ 64,623 $ - $ - Total $ 382,393 $ 453,521 $ 555,365 $ 714,950 51 1° Q CO Q CI a rrq P Fri rrFl9 C] a a C� Q a P Core Functions: Work Plan: • Prepare, publish and notice agendas and • Reduce hard -copy agenda packets, make documents for City Council meetings. available on the website and assist residents Record and maintain the proceedings of the with the location of such documents. City Council meetings. . Promote the use of electronics in lieu of paper. . Assist with the implementation of various software for the new Civic Center, including a Council Chambers voting system and agenda management system. • Maintain the document imaging system • Through the use of new records management in order to reduce staff time in searching, software, receive adequate training and provide retrieving and copying records, as well as necessary information to staff. providing storage for permanent records. . Preserve permanent records in a newly improved vault. • Provide staff and the residents with online . Continue to update and improve documenta- access to the Newport Beach Municipal Code; tion provided on the City's website. Council Policy Manual; Boards, Commissions • Make documents better attainable using the and Committees Manual; applications and new records management software. vacancy notices for Boards and Commissions; Public Hearing Notices, and City Council agendas, minutes and staff reports. • Maintain the Appointive List for Boards and • Revise pursuant to the Maddy Act and continue Commissions as required under the Maddy Act. to issue updates as they occur. • Process legal publications, postings and • Continue to follow publication and posting notices. requirements in accordance with State mandates, and make this information available on the City's webpage. • Work with City staff in the preparation and timing of notices for publication. • Ensure accurate codification of City- adopted • Work closely with the City's codifier to ensure ordinances. an accurate Newport Beach Municipal Code. • Act as Filing Officer for the Political Reform • Notifyandfollow up with all Form400and Form Act of 1974 regulations (Campaign Disclosure 700 filers of their filing obligations pursuant to Forms and Statements of Economic Interest.) FPPC regulations. 52 • Receive and open bids for City projects. • Work with City departments to schedule FY 2011 -12 bid openings and have appropriate staff in Administrative Assistant attendance during the openings to answer any 1.0 questions. • Accept and transmit Claims for damages, and • Process in a timely manner and maintain the Summons and Complaints against the City. official Claims log for the City. • Serve as the City's Election Official and receive • Comply with all laws and regulations related to petitions relating to initiatives, referendums or the conduct of elections. recalls. 2.0 • Administer oaths, affirmations and acknowl- • Continue to administer the Oath or Affirmation edgements. to new officials. • Receive and transmit Public Records Act • Consistent with the newly revised City Council requests. Policy E -1, assist the public and staff on all requests. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Administrative Assistant - 1.0 1.0 City Clerk 1.0 1.0 1.0 Department Assistant + 7.5% - 1.0 1.0 Deputy City Clerk 2.0 1.0 1.0 Total Budgeted Staffing 3.0 4.0 4.0 53 U lM q Q C� G) a City Manager Mission Statement be one of the best - managed cities in the nation, with great amenities, strong services, a high -level community involvement and transparent government. Department Overview he City of Newport Beach operates under a Council- Manager form of government. The elected seven - member City Council appoints the city manager to provide executive leadership and oversee the day -to -day business of the City government. The city manager is responsible for implementing City Council policies, directing City departments and operations, and developing and managing the City's capital and operating budgets. The City Manager's Office includes the public information office, economic development and information technology divisions. Key Department Programs • City Management • Public Information Goals Economic Development Information Technology • Provide leadership and strategic direction to the City's nine operating departments; • Maintain strong fiscal accountability and transparency of public funds and resources; • Provide direction and oversight to the development and execution of the City's annual budget and Capital Improvement Program; • Effectively communicate with the public. • Develop an information technology infrastructure to help the City become a streamlined and efficient organization. 54 Total City Manager Office Costs: 2009 -10 2010 -11* The executive staff, led by the City Manager, is responsible for the implementation of Council goals, 2011 -12A oversight of day -to -day operations and delivering a balanced budget. The City Manager continues 2012 -13 Actual 2012 -13 Actual Estimated Proposed Salaries and Benefits $ 2,785,550 $ 2,265,711 $ 1,220,846 $ 1,378,131 Maintenance and Operations $ 745,694 $ 901,498 $ 718,133 $ 1,032,724 Capital Equipment $ 2,970 $ 23,056 $ 5,745 $ 2,000 IT Internal Service Fund $ - $ - $ 4,175,713 $ 5,204,242 Total 5 3,534,214 S 3,190,265 $ 6,120,437 $ 7,617,097 *Parking Lots Division was transferred to the Revenue Division in FY 2010 -11. 1,547.280 $ 1,538,801 ACode & Water Quality Enforcement and Harbor Resources Divisions were transferred to the Community Development and Public Works Departments in FY 2011 -12. Programs City Management 2009 -10 The executive staff, led by the City Manager, is responsible for the implementation of Council goals, 2010 -11 oversight of day -to -day operations and delivering a balanced budget. The City Manager continues 2011 -12 to work on modernizing the structure of City departments to be more efficient and to reduce on- 2012 -13 going operational costs and long -term financial obligations through selective program reductions, pension adjustments and selective contracting out. Other key objectives this year include changes Actual q to the City's classification system, implementation of a new performance management system, and examination of opportunities for shared services with neighboring cities. �7 $ 849,150 $ 976,958 Budgeted Staffing: Fill $ pq Maintenance and Operations $ Positions FY 2010 -11 FY 2011 -12 FY 2012.13 $ Administrative Assistant 1.0 1.0 1.0 p Assistant City Manager 2.0 1.0 1.0 6 Assistant to the City Manager - 1.0 1.0 Capital Equipment City Manager 1.0 1.0 1.0 1,881 Department Assistant + 7.5% 1.0 - - 7,030 Executive Assistant to the City Manager 1.0 1.0 1.0 2,000 $ a Total Budgeted Staffing 6.0 5.0 5.0 $ Total City Manager Program Costs: 55 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 849,150 $ 976,958 $ 947,481 $ 969,529 Maintenance and Operations $ 246,596 $ 220,803 $ 597,800 $ 567,272 Capital Equipment $ 1,881 $ 7,030 $ 2,000 $ 2,000 Total $ 1,097,628 $ 1,204,791 $ 1,547.280 $ 1,538,801 55 a rr1l IF n 9 a C� Q a rrq Public Information Office Intended Outcome: To effectively share information about City policies and programs and facilitate communication between the City of Newport Beach and its residents, businesses and visitors. Core Functions: Provide community outreach, media relations and public relations assistance to City departments to facilitate communication with the community and identify potential issues. Provide information, both proactively and in response to inquiries, to members of the news media. • Encourage citizen engagement by using interactive communication tools and techniques to share information and gather feedback. Facebook - cityofnewportbeach Twitter - @newportbeachgov YouYouTube - newportbeachgov 0 Budgeted Staffing: Work Plan: Periodically update the division's strategic communication plan to maximize existing resources and develop new tools and methods to continuously improve the city's communication with residents, businesses and visitors. Produce key messages to effectively communicate information related to the Council's goals and associated City programs or projects. Create and implement a community outreach program to provide timely information about significant projects to residents and businesses. Develop web content, print materials, social media messages and video programming focused on City projects, programs and local events and activities of interest to the Newport Beach community. Fr •e•a. ..urr . Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Production Assistant Public Information Specialist Public Information Manager 2.31 2.45 1.0 1.0 1.0 1.0 1.0 1.0 Total Budgeted Staffing L 4.31 2.0 4.5 Total Public Information Office Program Costs: 56 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 346,533 $ 298,112 $ 273,366 $ 408,602 Maintenance and Operations $ 57,921 $ 34,601 $ 120,093 $ 84,452 Capital Equipment $ - $ 4,137 $ 3,745 $ - Total $ 404,453 $ 336,850 $ 397,203 $ 493,054 56 Economic Development Intended Outcome: To create quality infrastructure and safety services, to make it easy and simple for businesses to secure permits and plan check, and to further strengthen city /business relationships. Work Plan: • Continue to support efforts and identify projects and funding sources to revitalize the physical environment and public infrastructure in the City's commercial districts. • Further develop relationships with business owners and representatives in each of the City's core business sectors. • To simplify procedures and improve clarity and ease of access for businesses. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Economic Development Coodinator 1.0 - - Economic Development Administrator 1.0 - - Department Assistant + 7.5% 0.3 - - Total Budgeted Staffing 2.3 0.0 0.0 Total Economic Development Program Costs: 57 U t,Li CO rD FJ MCI Q GA pq Q G1 a 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed* Salaries and Benefits $ 319,353 $ 265,449 $ - $ - Maintenance and Operations $ 375,585 $ 266,005 $ 308,396 $ 381,000 Capital Equipment $ - $ - $ - $ - Total $ 694,938 $ 531,454 $ 308,396 $ 381,000 *This new division was created in FY 2012 -13. Formerly CDD - Econ Devt division 2720. 57 U t,Li CO rD FJ MCI Q GA pq Q G1 a Information Technology Intended Outcome: To provide top quality hardware and software support to provide smarter, faster and easier IT systems for residents, business customers and staff. Core Functions: Work Plan: • Computersystems and network administration • Consolidate all IT personnel and budgets into • Email, phone and voicemail support a single department reporting to the Assistant City Manager. • System security • Centralized databaseapplicationdevelopment and support • Development and administration of the City's Internet and Intranet sites • GIS data analysis and mapping a rr"i n Fri9 C] a a C� Q a 0 • Hire a Chief Information Officer to oversee and direct consolidated department. • Implement the first phases of the IT Strategic Plan including implementation of a Computer Aided Dispatch and Records Management System for the Police Department, procure and deploy a hardware refresh of the City's two Data Centers, and begin the selection of a new Enterprise Resource Planning financial system. • Work to help the City move toward a streamlined organization that uses cutting - edge technology off - the - shelf, has greater flexibility and skill, and utilizes private resources where appropriate. ME Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Applications Coordinator P.D. - 2.0 2.0 Chief Information Officer - 1.0 1.0 Electronics Specialist - 1.0 - Engineering Technician - - 0.5 GIS Analyst - 2.0 2.0 GIS Technical Aide - 0.5 0.5 GIS Technician - 1.0 1.0 Information Systems Coordinator - 1.0 1.0 IT Applications Analyst - 3.0 3.0 IT Applications Supervisor - 1.0 1.0 IT Operations Supervisor - 1.0 1.0 IT Specialist III - 2.0 2.0 Library Information Systems Administrator - 1.0 1.0 Personal Computer /Network Coordinator - 1.0 1.0 Police Computer Systems Manager - 1.0 1.0 Police MIS Specialist - 1.0 1.0 Senior IT Applications Analyst - 1.0 1.0 Senior IT Specialist - 1.0 1.0 Telecommunications Specialist - 1.0 1.0 Total Budgeted Staffing 22.5 22.0 Total Information Technology Program Costs: 59 U t,Li CO Q G1 2009 -10 2010 -11 2011 -12* 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ - $ - $ 2,899,188 $ 3,064,385 Maintenance and Operations $ - $ - $ 1,227,357 $ 1,945,257 Capital Equipment $ - $ - $ 49,168 $ 194,600 Total $ - $ - $ 4,175,713 $ 5,204,242 Consolidated into one division reporting to the City Manager's Office in FY 2011 -12. 59 U t,Li CO Q G1 Human Resources /Risk Management Mission Statement AL he Human Resources /Risk Management Department delivers professional customer service and support to City departments, employees, City Council, Civil Service Board and the public. Our mission is to assist and guide customers through administrative processes, reduce City's liability costs, and hire and retain quality employees to fulfill the City's organizational goals. Department Overview he Human Resources Department (HR) continues to work closely with the City Manager's Office to streamline the organization. Succession planning, restructuring, strategic thinking and reorganizing are a main focus in helping the City Manager's Office and all City departments. HR also plays a key, supportive role by providing analytical and strategic information helping the City Manager in reaching key goals set by City Council for negotiations with all of its recognized bargaining units. In working with City departments, HR is committed to hire the most capable, versatile and qualified employees, while adhering to budgetary parameters.To remain an exceptional place to work, Human Resources must help shape and motivate the workforce to meet and anticipate the needs of the community. We continue to offer and seek sound training to provide expertise in employment - related laws and best practices in order to minimize the City's liability. This includes being informed in such areas as workers' compensation, liability prevention, risk management topics and assessing our benefit program for viability and cost effectiveness. Human Resources DirectorTerri Cassidy isthe Secretary to the Civil Service Board, and HR staff members work collaboratively with the City Attorney's Office to help the Board comply with the City Charter, Civil Service Board rules, procedural hearing rules, City policy, Memoranda of Understanding (labor contracts), employee /employer relations and current best practices in government and industry. Key Department Programs • Administration • Benefits • Civil Service Board Support • Recruitment & Selection • Risk Management .E Goals • Offer viable and cost effective resources and benefits to City employees. • Continue to improve and enhance administrative management to all departments through the use of online services, in -house training and other cost saving measures. Total Human Resources Department Costs: 2009 -10 2010 -11 2011 -12 2012 -13 Workload Indicators Actual Actual Estimated Projected Recruiting & Administration Division Actual Actual Full -time Recruitments 78 50 40 40 Part-time Recruitments 108 33 33 35 Tuition Reimbursements 192 168 100 100 Unemployment Claims 45 53 55 60 Classification & Compensation Studies 33 27 22 15 Benefits & Risk Management Division $ 6,000 $ 6,000 Benefit Transactions 2,115 2,341 2,699 2,785 Retirements 55 24 23 35 General Liability Claims 145 129 135 130 Industrial Disability Retirements 3 4 4 5 Workers' Comp & Disability Claims 162 150 114 140 Total Human Resources Department Costs: 61 1° Q CO r] Q G1 a 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 1,423,142 $ 1,405,653 $ 1,456,569 $ 1,557,444 Maintenance and Operations $ 902,839 $ 755,816 $ 935,097 $ 951,729 Capital Equipment $ 5,860 $ 3,636 $ 6,000 $ 6,000 Total $ 2,331,841 $ 2,165,106 $ 2,397,666 $ 2,515,173 61 1° Q CO r] Q G1 a a L**J n 9 C] a Q a P Programs Risk Management /Benefits Core Functions: • Administer and train employees on the City's benefit programs. Health /Dental /Vision Benefits Employee Assistance Program Deferred Compensation Program Retirement Benefits Disability Benefits Workers'Compensation Claims • Assure compliance with local, state and federal rules & regulations. DMV Employer Pull Program DOT Drug Program Personnel Policies and Procedures Safety Program (OSHA) Consolidated Omnibus Budget Reconciliation Act (COBRA) Family Medical Leave Act (FMLA) Compliance Health Insurance Portability and Accountability Act (HIPAA) Compliance Provide resources for City departments and staff. Employee Health Fair New Hire Orientation Public Agency Retirement Services (PARS) Coordination Retirement Procedures Oversee and maintain administrative procedures. General Liability Claims Regarding Personal and Property Damage Update and Maintain Employee Records in Database Records Management Special Events Review Verifications of Employment Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Department Assistant 1.0 1.0 1.0 HR /RM Department Administrator 0.75 0.75 0.50 Human Resources Director 0.5 0.5 0.5 Human Resources Specialist 1 1.0 1.0 1.0 Human Resources Specialist II 1.0 1.0 1.0 Human Resources Supervisor 1.0 1.0 1.0 Total Budgeted Staffing 5.25 5.25 5.00 Total Risk Management /Benefits Program Costs: 3 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 598,785 $ 638,233 $ 680,774 $ 703,554 Maintenance and Operations $ 337,646 $ 329,728 $ 311,541 $ 379,085 Capital Equipment $ - $ - $ - $ - Total $ 936,431 $ 967,961 $ 992,315 $ 1,082,639 3 Recruitment /Administration Core Functions: • Coordinate, organize and provide City -wide training to facilitate employees' knowledge of current practices. • Support and maintain the City's Civil Service Board and System. • Research and analyze classification and compensation studies. • Facilitate collective bargaining for all 10 of the City's units. • Provide counseling to City departments and staff members Discipline Administration Grievances Employee Job Counseling Pensions Employee Relations • Organize and administer City -wide events and programs. Employee Recognition Restructuring Assistance Scholarship Program Tuition Reimbursement MOU Contracts Unemployment • Initiate, coordinate, facilitate and process recruitments and selection of City employees Knowledge and Assistance with NeoGov Recruiting System Background and Screening Pre - employment Physical Exams Job Offers Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012.13 Administrative Assistant to the HR Director 1.0 1.0 1.0 Department Assistant - - 1.0 HR /RM Department Administrator 0.25 0.25 0.50 Human Resources Analyst 1.0 1.0 1.0 Human Resources Analyst Part-time 1.5 0.75 - Human Resources Analyst Senior - - 1.0 Human Resources Director 0.5 0.5 0.5 Human Resources Specialist II - 1.0 1.0 Human Resources Supervisor 1.0 1.0 1.0 Office Assistant 1.0 1.0 - Total Budgeted Staffing AW 6.25 6.5 7.00 Total Administration /Recruitment Program Costs: 63 U 1W q Q Fq =0 Q G1 U G) IL-LI C:o a 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 824,357 $ 767,420 $ 775,795 $ 853,889 Maintenance and Operations $ 565,193 $ 426,088 $ 623,556 $ 572,644 Capital Equipment $ 5,860 $ 3,636 $ 4,000 $ 6,000 Total $ 1,395,410 $ 1,197,145 $ 1,403,351 $ 1,432,533 63 U 1W q Q Fq =0 Q G1 U G) IL-LI C:o a a rrq e 9 C] rrq a a C� a rrq P Office of the City Attorney Mission Statement he City Attorney's Office provides timely, cost - effective, quality legal advice and services to support the City Council, the City Manager and all City departments, boards, commissions and committees to achieve the City Council's goals, while limiting risk and costs to the taxpayers. Department Overview The City Attorney's Office provides legal advice and services to the City Council, City staff, boards, commissions and committees through the preparation of ordinances, resolutions, contracts and legal opinions relating to land use, public safety and other municipal law matters. As the prosecutor for the City, the City Attorney's Office protects the health, safety and welfare of the public through the effective prosecution of violations of the Charter and Municipal Code. The City Attorney's Office also represents the City, its officers and staff in civil litigation matters and manages the legal services provided to the City by outside legal counsel. NNJ Goals Key Department Programs • Advisory • Representation • Continue to provide the highest quality legal services in an efficient and cost effective manner to the City Council, City officials, City staff, boards, commissions and committees. • Assist in developing legal strategies for implementing City Council goals, identifying legal issues related to community development proposals, and responding to community concerns. When the City encounters legal obstacles, propose alternative and legally acceptable ways to accomplish the City Council's objectives. • Maintain an accessible attorney staff, provide timely responses to formal and informal requests for legal advice and enhance support to City departments. RM Represent the City in legal proceedings and effectively manage � ' legal services provided by outside counsel. ,? • Support City staff's efforts to resolve violations of the Charter and Municipal Code in a fair and timely manner. Pursue cost controls and expenditure restrictions to decrease costs and promote efficiencies in the legal services provided to the City. Attract, develop, and retain qualified and experienced legal staff. City Attorney's Office Programs he City Attorney's Office, led by the City Attorney, is responsible for advising the City Council, the City Manager and all City departments, boards, commissions and committees regarding applicable legal requirements as well as representing the City in administrative proceedings and litigation. Budgeted Staffing: Total City Attorney Department Costs: 2009 -10 Q Positions FY 2010.11 FY 2011.12 FY 2012.13 2011 -12 2012 -13 Administrative Assistant to the City Attorney 1.0 1.0 1.0 Assistant City Attorney 2.0 2.0 2.0 Budget Analyst - - 0.1 $ Budget Intern - 0.1 - 1,409,153 City Attorney 1.0 1.0 1.0 1,195,604 Department Assistant 1.0 2.0 - Capital Equipment Deputy City Attorney 2.0 2.0 2.0 �] Deputy City Attorney Part-time 0.7 0.7 - Q Legal Assistant - - 1.0 636,221 Office Assistant 1.0 - - 2,688,217 Paralegal 2.0 1.0 1.0 (91. Total Budgeted Staffing 8.7 9.8 8.1 Total City Attorney Department Costs: Maintenance & Operations for FY 10 and FY 11 included outside counsel expenditures. 65 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 1,400,520 $ 1,523,408 $ 1,372,053 $ 1,409,153 Maintenance and Operations $ 1,281,610 $ 1,195,604 $ 288,953 $ 291,100 Capital Equipment $ 6,087 $ 5,193 $ 5,600 $ 6,600 Outside Counsel $ - $ - $ 636,221 $ 595,000 Total $ 2,688,217 $ 2,724,204 $ 2,302,827 $ 2,301,853 Maintenance & Operations for FY 10 and FY 11 included outside counsel expenditures. 65 a rr"i C] rFfl rrqa a C� Q a 0 Programs Advisory 7 A -9 T — Intended Outcome: To provide the highest quality legal advice and services to the City Council, City officers, City staff, boards, commissions and committees. Core Functions: Provide support at meetings of the City Council, boards, commissions and committees. • Develop systems to provide legal services in a more timely, accurate and efficient manner. • Provide timely and accurate legal advice to all departments including preparing all contracts, ordinances, resolutions and other legal documents. • Provide support to City staff in regards to requests filed pursuant to the Public Records Act. Continue to assist City staff manage risk in an appropriate manner. Work Plan: Coordinate with City departments to ensure that attorneys are properly assigned to cover meetings and participate in training staff, commissioners, board members and committee members regarding applicable legal requirements. Utilize technology to allow for the timely, accurate and efficient provision of contracts, ordinances and resolutions. Assign work to attorneys with requisite experience to handle matters in a timely /accurate manner and ensure that all attorneys continue to participate in continuing education courses. Assist in training City staff regarding the requirements of the Public Records Act and assist the City Clerk interpret legal requirements. • Continue to work with the City's Risk Manager to standardize indemnity and insurance requirements to appropriately limit risk. .. Representation Intended Outcome: To represent the City of Newport Beach in litigation and administrative matters in a cost effective manner. Core Functions: Work Plan: • Represent the City of Newport Beach • Coordinate with the City's Code Enforcement in litigation related to violations of the and Planning Divisions to ensure that City staff is City's Charter and Municipal Code. appropriately trained regarding legal requirements. • Provide representation to the City in • Workwith City staff to ensure that code enforcement administrative matters and litigation. matters are resolved in a timely, fair and consistent • Effectively monitor outside counsel's manner. representation of the City in litigation • Continue to represent the City at administrative matters. hearings and in litigation matters. • Continue to ensure that outside counsel comply with billing guidelines and that outside counsel are providing quality legal services in a timely and cost effective manner. Performance Measures: The following indicators are provided as a means to quantify some of the general work performed by the City Attorney's Office throughout the year. 67 U Q CO MCI �J Q Ful Q C� a 2010 -11 2011 -12 2012 -13 Workload Indicators Actual Estimated Projected City Council, Board, Commission and Committee Meetings 100 120 120 City Council, Board, Commission, Committee and Staff Training 8 15 17 Preparation /review of Contracts, Agreements, MOUs 580 600 600 Preparation /review Ordinances 31 25 30 Preparation /review Resolutions 153 120 120 Respond to Records Requests 282 206 40 Subpoenas 89 115 115 Pitchess Motions 7 10 10 Criminal /Civil Litigation Caseload 65 104 75 67 U Q CO MCI �J Q Ful Q C� a a P 9 C] a a C� CS Finance Mission Statement The Finance Department will provide prudent financial management of publicly entrusted resources and will provide the organization with the highest quality financial, administrative, investment and analytical reports and services. We will establish and maintain a level of trust with our community, our City Council and our customer departments and will always be sensitive to our customers' needs. Department Overview rhe Department's primary purpose is to act as the chief financial steward over all public resources and to provide a wide variety of financial, technical and support functions generally encompassed by treasury, accounting, budget, long -term financial planning, auditing and revenue administration. The City places a high value on transparency and full disclosure in all matters concerning the City's financial position and results of operations. To this end, Finance strives to provide superior disclosure in all documents including but not limited to the City's Budget, Quarterly Financial Reports, Comprehensive Financial Report and compliance filings. We will go beyond the minimum reporting requirements established by the professional standards organizations, including applying to professional certificate achievement programs and completing voluntary event disclosure filings. We provide accurate, reliable and timely financial information to the entire organization and members of the public.These financial reports and services are critical to the City's financial stability, and the City's ability to consistently deliver the highest quality of municipal services our residents have grown to expect and deserve. We are committed to supporting the Council's Fiscal Sustainability Plan by maintaining appropriate cash reserves, maintaining the highest possible credit rating for Newport Beach, accurately reporting and forecasting revenue and expenditure performance on a quarterly basis and appropriately calculating fair and defensible cost recovery targets. Key Department Programs Finance and Treasury • Revenue Office of Management and Budget • Accounting ME Goals Manage public resources by providing prudent financial planning, reporting and control to manage and protect City assets, with the intended outcome of long term fiscal sustainability. Provide accurate, relevant and reliable information about the City's financial condition to City Council, departments and the public to improve accountability, maintain the public's trust and assist City Council and the City Manager in making well- informed financial decisions. Actively serve on the implementation team for an Enterprise Resource Planning (ERP) system to update our financial systems, improve business processes and develop an improved performance -based budget document. Total Finance Deoartment Costs: •• U IM q Q Fq K] Q C1 U G) MCI a 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 6,178,912 $ 6,206,236 $ 4,515,337 $ 4,717,750 Maintenance and Operations $ 913,694 $ 1,191,078 $ 2,357,710 $ 2,064,942 Capital Equipment $ 263,626 $ 240,027 $ 18,000 $ 5,000 Total $ 7,356,232 $ 7,637,341 $ 6,891,046 $ 6,787,692 •• U IM q Q Fq K] Q C1 U G) MCI a a L**J P 9 C] C3 Q a Programs Finance and Treasury Intended Outcome: Provide prudent financial planning and management of public resources, to ensure fiscal sustainability, and high quality, accurate and timely financial reporting and services that our community, departments and City Council can rely upon and utilize to make well- informed decisions. Core Functions: • Provide effective leadership to the Finance Department by providing clear, well- defined goals and expectations which encourage employees to perform their duties with high standards and ethics, always keeping in mind the customer's and the City Council priorities. • Ensurestaff hasthe resourcesand professional training necessary to achieve success in the performance of all duties. • Recommend and maintain prudent fiscal policies to ensure financial stability and the protection of City assets. • Provide long -term financial planning and recommend financial strategies for liquidity management, capital planning, public financing and debt management. • Provide economic analysis to support revenue and expenditure assumptions and forecasting. Actively serve on the ERP implementation team and provide technical staff to assist in the implementation to ensure a high quality system which focuses on business process improvements, accurate and timely reporting and overall the protection of all City resources. Budgeted Staffing: Work Plan: • Review, monitor and update the City's Fiscal Policies in line with best practices and economic conditions including but not limited to investments, capital planning, debt management, reserves and fiscal sustainability. • Take a leadership role in the implementation of a new financial system / Enterprise Resource Planning (ERP) system. Be a change champion for the City's business process re- engineering project, leading City teams to complete and update process improvements throughout the City. Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Administrative Support Services Coordinator 1.0 1.0 1.0 Deputy Finance Director 1.0 1.0 1.0 Finance Director/Treasurer 1.0 1.0 1.0 Graphics & Printing Specialist 1.0 1.0 1.0 Mail Processing Clerk 1.0 - - Printing Services Supervisor 1.0 1.0 1.0 Senior Mail Processing Clerk 1.0 1.0 1.0 Total Budgeted Staffing 7,0 6.0 6.0 70 Performance Measures Performance measures focus our attention on priorities and results and also enhance our accountability for these results to the community we serve. 2009 -10 2010 -11 2011 -12 2012 -13 Performance Measures Actual Actual Estimated Projected Outcome: Finance is Prudent in planning, managing and protecting public resources with the Iona -term goal of fiscal sustainability. Finance always Provides high quality, accurate and timely reports and analysis. 2012 -13 Maintain Underlying Credit Rating of AAA N/A AAA AAA AAA Qtrly Financial Reports Submitted within 45 days N/A 3 4 4 Actual Revenues not less than 1 %of mid year forecast No Yes Yes Yes Investment Porfolio Benchmark Comparison ] 419,634 $ Avg Credit Quality (Benchmark /Portfolio) AAA /AAA AAA/AA+ AAA/AA a AAA /AA Duration (Benchmark/Porfolio) 1.88/1.40 Yrs 1.88/1.74 Yrs 1.88 /1.70 Yrs 1.88/1.60 Yrs Total Return (Benchmark/Porfolio) 1.87 % /2.52% 1.35/1.60% 1.71/1.75% .5 %/:5% Investment Porfolio Yield to Maturity at Cost 1.98% 1.60% 1.00% 1.25% Contingency Reserve >15% of Operating Budget 12.00% 4 15.00% 15.00% 15.00% Unrestricted GF Balance >30% Operating Budgets 48.00% 41.24% 42.00% 42.00% General Fund & FFP Balance @ Fiscal Year ends $82,157,866 $88,394,489 $99,000,000 $99,000,000 Facilities Financing Plan Reviewed Annually Yes Yes Yes Yes Bonded Debt Service <8% of General Fund Revenues 0.00% 0.45% 5.35% 5.18% Financial Health Benchmarked Annually No No No Yes 40 Hours of Continuing Education met Annually Yes Yes Yes Yes Finance expenditures maintained under budget Yes Yes Yes Yes 1 Moody's Investor Service, Standard & Poor's and Fitch Ratings have all assigned the City of Newport Beach an AAA credit rating, the highest possible underlying rating, one of only five agencies in California to receive an AAA rating from all three rating agencies. 2 Core Investment Portfolio is currently benchmarked against the BofA ML 1 -3 yr government securities benchmark. 3 Standard and Poors downgraded U.S. Sovereign Debt and related institutions in August 2010. 4 The Council Policy concerning contingency reserve levels were increased from 12% to 15% effective Fiscal Year 2010 -2011. 5 Unrestricted fund balance does not included non - spendable or extemaly restricted fund balance . 6 Reserve includes General Fund & Facilities Financing Plan (FFP) Balance. 7 Cash funding for major projects such as the Civic Center, Sunset Ridge and Marina Park may significantly impact this balance in FY 2012 -13. Total Finance & Treasury Program Costs: 71 U° MCI Q Q G1 2009 -10 2010 -11' 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 419,634 $ 797,927 $ 808,639 $ 840,899 Maintenance and Operations $ 41,358 $ 9,413 $ 100,843 $ 184,875 Capital Equipment $ 161 $ 161 $ 3,500 $ - Total $ 461,153 $ 807,501 $ 912,982 $ 1,025,773 'The Print Shop and Mail Room functions were transferred into the Finance & Treasury Division in FY 2010 -11. 71 U° MCI Q Q G1 a rrq IF P rrr rrq9 C] a a C� Q a P Office of Management and Budget Intended Outcome: Develop and manage cost effective processes over budget, payroll, accounts payable and purchasing for the protection and allocation of City resources. Provide accurate and reliable financial reports to City Council, the City Manager and departments so they can make informed decisions. Core Functions: • Development and administration of the City's operating budget including monthly monitoring to ensure budgetary control accuracy of revenues and expenditure compliance. Coordinate and process the City's biweekly payroll function. Provide accounts payable and purchasing services to all departments and administer the Citywide purchasing card program. Manage the City's warehouse including inventory control measures and disposal of surplus property. Prepare financial analysis as directed by management timely and accurately. Budgeted Staffing: Work Plan: • Enhance our budget document to report and monitor more detailed performance budget measures. • Be actively involved in the implementation of an ERP system for a smooth transition of our financial systems. • Train departments in preparing and using performance budgets and assist in measuring identified performance areas. • Provide analytical reports and analysis to management for use in employee contract negotiations. • Report backto Council mid-yearto provide a financial update to the budget as compared to actuals and to report on performance measures. • Update, analyze and report upon the five - year budget forecast to remain aware of economic conditions which impact our communityand provide continuous updates on our long -term fiscal sustainability. Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Budget Analyst 1.0 1.0 1.4 Budget Intern - 0.4 - Budget Manager 1.0 1.0 1.0 Buyer 1.0 1.0 1.0 Fiscal Clerk Part -time 0.7 0.5 0.5 Fiscal Specialist 2.0 2.0 2.0 Inventory Analyst 1.0 1.0 1.0 Purchasing Agent - 1.0 1.0 Senior Budget Analyst 1.0 1.0 1.0 Senior Buyer 1.0 - - Senior Fiscal Clerk 1.0 1.0 1.0 Student Aide 0.5 0.5 0.5 Total Budgeted Staffing 9.7 10.4 10.4 72 2009 -10 2010 -11 2011 -12 2012 -13 Performance Measures Actual Actual Estimated Projected Outcome: Develop and mange cost effective processes over Budget, Payroll, A/P and Purchasing and provide accurate and timely financial reports to the City Manager, City Council and departments so they can make informed decisions. Total Budget Administered $238,193,312 $214,853,870 $346,499,550 $260,101,779 General Fund Budget $149,559,255 $137,088,761 $149,251,204 $152,322,683 Total Value of Payables Processed $132,000,000 $127,500,000 $230,000,000 $145,000,000 Days to issue vendor payments- target < 7 days We We 100% 2 100% Purchase Orders Issued 1,2623 1,295 600 650 Days to issue purchase order - target 5 days 8 9 4 ° 3 # of Request for Proposals processed 65 82 100 120 Administrative Policies established or revised - target 4 n/a 2 4 4 Training seminars given to City employees- target 8 3 3 12 8 # of budget adjustments 136 131 140 125 Single audit finding- target none 5 0 0 0 0 # of paychecks processed 27,420 25,999 25,000 25,000 1 Budget Administered represents the gross budget administered (including internal service charges). 2 Target established in FY 11 when we transistioned to weekly vendor payments. 3 Began including Blanket Agreement and Maintenance Agreements in the total Purchase Orders Issued in FY 2009 -10. 4 Starting this FY, Blanket Agreements and Maintenance Agreements were phased out; these transactions would be replaced with formal RFPs and Contracts. This will lower the number of PO's issued but raise the number of RFPs and Contracts. 5 No potential loss of grant funding. Total Office of Management and Budget Program Costs: 2009 -10 2010 -11`^ 2011 -12- 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 1,597,903 $ 1,065,771 $ 1,034,799 $ 1,105,958 Maintenance and Operations $ 146,782 $ 107,017 $ 165,686 $ 245,480 Capital Equipment $ 20,203 $ 2,275 $ 4,000 $ 4,000 Total $ 1,764,888 $ 1,175,063 $ 1,204,485 $ 1,355,438 "The Print Shop and Mail Room functions were transferred to the Finance and Treasury Division in FY 2010 -11. ^The Budget and Payroll functions were transferred into OMB in FY 2010 -11. -The Parking Meter function was eliminated in FY 2011 -12. 73 U Q CO Q C1 a rrq e P C] rFfl a C3 Q a Revenue Intended Outcome: Safeguard and maximize City revenues; manage collections timely and equitably; provide excellent customer service. Core Functions: Implement and enforce Municipal Code revenue programs. Workwith City Council to develop new revenue programs and streamline current programs for the benefit of the Newport Beach business community and the general public. Monitor legislative changes impacting revenue services, with a particular focus on revenue enhancements, parking revenues, tax collection, tax programs, municipal billing, user fees, business license tax, payment transactions and revenue controls. Review the accuracy of subventions collected from state and local government agencies. • Review compliance of City's revenue programs, including, but not limited to, the Transient Occupancy Tax, Sales and Use Tax ordinances and lease agreements. • Automate services to the public, improve online bill payment functions and maintain high - quality customer service. • Administer City's business tax program pursuant to the Municipal Code. Collect revenues through online services (credit card), cashiering (cash), other departments (checks and credit cards) and perform reconciliations. rrq • Maintain accurate records and book keeping for all payments received, ensuring security controls to prevent theft, fraud or mishandling of public funds. • Monitor external contracts for parking meter services, sales tax reviews and otherto ensure City revenues are maximized and consultants are adhering to contract terms. • Be actively involved in the implementation of an ERP system for a smooth transition of our financial systems. Work Plan: 74 Update fee schedule pursuant to the third and fourth phases of the cost -of- services study. Assist Harbor Resources and City Attorney's Office on the conversion from commercial pier permits to agreements. Assist the City's ERP implementation team to identify business process improvements and automation of services to benefit our customers. Make relevant training available to ensure the skills, abilities and knowledge gained in the course will be helpful in performing job responsibilities in an accurate and efficient manner. Modernize the filing system of hard copy documents and set procedures to have documents readily available through computer access. Improve online bill pay, billing, business license, general customerservicefunctionality and ensure a more user - friendly system. Provide timely and just adjudication decisions. Provide regular and timely performance, agreement, tax and franchise audits. Budgeted Staffing: Positions 2009 -10 2010 -11 2011 -12 2012 -13 Performance Measures Actual Actual Estimated Projected Outcome: Protect and maximize City revenue sources in a timely and conscientious manner: provide superior customer service. 1.0 Customer issues resolved who 24 hours - target 100% 99% 97% 98% 99% Municipal billings generated (includes paperless) 278,039 278,039 278,039 278,039 Paperless billings 3,535 5,242 6,112 7,072 New business licenses (paper)- target 0% 22°% 19% 16% 15% New business licenses (online)- target 100% 78% 81% 84% 85% Business license renewals (paper) - target 0% 3 85% 84% 83% 82% Business license renewals (online)- target 100% 3 15°% 16% 17°% 18% Parking citations processed 62,775 62,000 60,000 62,000 # completely automated customer service transactions' 75,845 68,989 73,798 80,665 # of electronic customer service transactions 2 95,370 87,349 94,198 103,015 Administrative citations processed 2,600 2,500 3,000 3,000 Adjudications 5,208 5,000 5,700 5,800 # of payments processed w /remittance processor - target 77,000 86,383 83,292 80,494 78,100 Income contracts administered 65 65 55 55 Compliance reviews 58 66 66 66 Transient Occupancy Tax (TOT) audit recovery- Target $0 175,042 4,534 60,000 10,000 Fees studied for current full cost recovery 67 247 89 252 Parking lots revenue - target $2,250,000 $1,865,113 $1,978,324 $2,250,000 $2,000,000 1 Requires no staff support, includes Web and phone payments and sign -ups for APP and papedess billing. 2 May require some staff support, includes Web and phone payments, sign -ups for APP and paperless billing, and Quest service requests. 3 Counts and percentages are estimates. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Fiscal Clerk 4.0 4.0 5.0 Fiscal Clerk Part -time 0.70 0.90 - Fiscal Process Supervisor 1.0 1.0 1.0 Fiscal Specialist 2.0 2.0 2.0 Fiscal Specialist Part-time 0.45 0.45 0.45 Lead Parking Lot Attendant 1.8 1.2 1.2 License Inspector 1.0 1.0 1.0 License Supervisor 1.0 1.0 1.0 Mail Processing Clerk - 1.0 1.0 Parking Lot Attendant 5.3 5.9 5.9 Parking Lot Supervisor 1.0 1.0 1.0 Parking Meter Serviceworker 2.0 - - Parking Meter Serviceworker Part -time 0.72 - - Parking Meter Supervisor 1.0 - - Revenue Auditor 1.0 1.0 1.0 Revenue Manager 1.0 1.0 1.0 Review Officer 0.76 0.76 0.76 Senior Fiscal Clerk 4.0 4.0 3.0 Senior Fiscal Clerk Part-Time - - 0.75 Student Aide 0.39 0.39 0.39 Budgeted Total Staffing 29.12 26.60 26.45 75 Q q Q a rrq P 9 C] C3 CS Total Revenue Program Costs: Accounting Intended Outcome: Ensure compliance with GASB, Council, State, and Federal regulations and provide accurate, reliable and timely financial reports to our stakeholders. Core Functions: • Prepare, reconcile and present the Comprehensive Annual Financial Report (CAFR) to the external auditors. Continue to strive for the Government Finance Officers Association "Award for Certificate of Excellence in Financial Reporting" which the City has received for the last 20 years. Coordinate all accounting, audit management and financial reporting. • Monitor and implement new accounting pronouncements to ensure the City adheres to generally accepted accounting practices. • Manage general ledger maintenance, debt adminis- tration and assessment district administration. • Accounting and reporting for capital assets. • Track and manage cash flows and treasury requirements. • Safeguard the City's cash from fraudulent activity through daily monitoring of reverse positive pay. • Continue to update and maintain the Facilities Financing Plan. • Oversee the compilation of the Quarterly Financial Report provided to Council as part of the City Manager's Quarterly Business Report. 76 Work Plan: Monitor, interpret and implement new GASBs as needed, including the recent exposure draft on new pension disclosures. Monitor performance and produce quarterly financial status reports for the City Manager and Council to keep them abreast of the City's financial condition and any challenges or solutions identified to keep our General Fund balanced. Automate the allocation of interest income on a monthly basis. Improve on analytical review of all revenues/ expenditures by developing or acquiring modern forecasting and business analytics tools. • Be actively involved in the implementation of an ERP system for a smooth transition of our financial systems. • Automate the production of the Comprehensive Annual Financial Report (CAFR), management reports and routine compliance reports. 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 1,613,101 $ 2,047,836 $ 2,095,026 $ 2,150,617 Maintenance and Operations $ 254,754 $ 538,412 $ 1,916,760 $ 1,487,787 Capital Equipment $ 2,116 $ 5,854 $ 7,000 $ - Total $ 1,869,971 $ 2,592,102 $ 4,018,787 $ 3,638,404 'Parking Lots was transferred to the Revenue Division from the City Manager Division in FY 2010 -11. Accounting Intended Outcome: Ensure compliance with GASB, Council, State, and Federal regulations and provide accurate, reliable and timely financial reports to our stakeholders. Core Functions: • Prepare, reconcile and present the Comprehensive Annual Financial Report (CAFR) to the external auditors. Continue to strive for the Government Finance Officers Association "Award for Certificate of Excellence in Financial Reporting" which the City has received for the last 20 years. Coordinate all accounting, audit management and financial reporting. • Monitor and implement new accounting pronouncements to ensure the City adheres to generally accepted accounting practices. • Manage general ledger maintenance, debt adminis- tration and assessment district administration. • Accounting and reporting for capital assets. • Track and manage cash flows and treasury requirements. • Safeguard the City's cash from fraudulent activity through daily monitoring of reverse positive pay. • Continue to update and maintain the Facilities Financing Plan. • Oversee the compilation of the Quarterly Financial Report provided to Council as part of the City Manager's Quarterly Business Report. 76 Work Plan: Monitor, interpret and implement new GASBs as needed, including the recent exposure draft on new pension disclosures. Monitor performance and produce quarterly financial status reports for the City Manager and Council to keep them abreast of the City's financial condition and any challenges or solutions identified to keep our General Fund balanced. Automate the allocation of interest income on a monthly basis. Improve on analytical review of all revenues/ expenditures by developing or acquiring modern forecasting and business analytics tools. • Be actively involved in the implementation of an ERP system for a smooth transition of our financial systems. • Automate the production of the Comprehensive Annual Financial Report (CAFR), management reports and routine compliance reports. Performance Measures Actual Actual Estimated Projected Maintain Underlying AAA Credit Rating N/A Yes ' Yes Yes Quarterly Financial Report w /in 45 days- target 4 N/A 3 z 4 4 Track & Manage Cash Flows and Treasury 1.0 Fiscal Clerk Part-time 0.25 0.25 Requirements on a daily basis Yes Yes Yes Yes Daily monitoring of fraudulent account activity Yes Yes Yes Yes GFOA Award for Excellence Received for CAFR Yes Yes Yes Yes External Audit of CAFR results in a "Clean" Opinion Yes Yes Yes Yes Days after fiscal year end CAFR available- target < 180 172 169 164 159 Update Compliance with Reserve Policy Annually Yes Yes Yes Yes No. of Continuing Disclosure Filings- Target ALL 18 17 17 17 1 Moody's Investor Service, Standard & Poor's and Fitch Ratings have all assigned the City of Newport Beach an AAA credit rating, the 768,078 highest possible underlying rating, one of only five agencies in California to receive an AAA rating from all three rating agencies. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Accountant 2.0 3.0 2.0 Accounting Manager 1.0 1.0 1.0 Fiscal Clerk Part-time 0.25 0.25 0.25 Fiscal Specialist 1.0 1.0 1.0 Senior Accountant 1.0 - 1.0 Total Budgeted Staffing 5.25 5.25 5.25 Total Accounting Program Costs: 77 U Q Q C1 a 2009 -10 2010 -11* 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 1,044,809 $ 608,114 $ 576,872 $ 620,277 Maintenance and Operations $ 84,479 $ 74,954 $ 174,420 $ 146,801 Capital Equipment $ 855 $ 773 $ 3,500 $ 1,000 Total $ 1,130,143 $ 683,840 $ 754,792 $ 768,078 *The Budget and Payroll functions were transferred to OMB in FY 2010 -11. 77 U Q Q C1 a a L**J n 9 C] a a C� Q a Police Department Mission Statement The Newport Beach Police Department is committed to providing our Community with the highest quality police services possible to maintain the quality of life that is cherished by those who reside, work, and visit here. Our mission is to: "Respond positively to the Community's needs, desires, and values and in so doing be recognized as an extension and reflection of those we serve. Strive to provide a safe and healthy environment for all, free from violence and property loss resulting from criminal acts, and injuries caused by traffic violators. Manage inevitable change and welcome the challenge of future problems with creative solutions which are financially prudent and consistent with Community values." Department Overview With over one hundred years of service to the citizens of Newport Beach, the Police Department stands as an example of municipal efficiency with a workforce committed to the Community and its visitors. This fiscal year marks one of the lowest crime rates in over 40 years. This milestone could not have been accomplished without the collaborative efforts of our employees, our fellow City Government partners and our Community Stakeholders. Members of the Police Department's Patrol/Traffic Division are the Community's front line defense against criminal activity as well as offering ancillary services such as parking enforcement, animal control, and detention services. The Detective Division is the investigative arm of the Police Department and is responsible for providing investigative follow up for more than 11,000 reports the Police Department takes each year.The Division is also responsible for narcotics and vice enforcement, criminal intelligence, crime analysis, School Resource Officers, court liaison services and crime scene investigation. Offering administrative, fleet, and clerical support to the Police Department is the Support Services Division. During the lastfiscal year, the Division's Communications Section was responsible fortaking 225,596 telephone calls and dispatching over65,000 calls for service. In total,the Police Department's employees documented a total of 11,590 incidents.The Division's additional responsibilities include the Records Section, Property Unit, Personnel and Training, Fiscal Services, Range Operations and Fleet Maintenance. The Office of the Chief of Police is responsible for the effective and responsive leadership of the Police Department. The Office is also responsible for the organization's community outreach programs as well as internal quality control. Key Department Programs • Office of the Chief of Police • Traffic Division • Support Services Division • Detective Division • Patrol Division UE Goals Promote Community Safety The Police Department has established measurable goals that focus on Enhancing the Feeling of Safety in the Community. These efforts will include a Department -wide focus on crime reduction; information dissemination by use of media sources, informational sign boards, and Social Media sources such as Facebook, Twitter, and Nixle; conducting Parole and Probation operations to ensure compliance by parolees and probationers; tracking and reducing response times to emergency calls for service, and reducing call answering times for calls into the Communications Center; tracking and reducing criminal investigation clearance rates; targeting our Community's #1 crime, burglary/ theft from motor vehicles; conducting bicycle safety seminars for adults and bicycle safety rodeos for children; conducting Boardwalk Safety operations; exploring other options to address problem party residences; increasing Neighborhood Watch participation; and conducting various Community Outreach events across the City. Enhance Organizational Development The Police Department has set measurable goals that focus on developing both the individual members of the Police Department as well as the Organization as a whole. These efforts will include a Department -wide focus on improving overall emergency preparedness, including Emergency Operations Center training for all Department supervisors, and disaster training for field personnel; implementation of the First Responder/ Windshield Survey Manual and conducting evacuation procedure reviews with employees; updating of the Department's Succession Plan and establishing leadership programs for line level personnel both sworn and professional staff; conducting regular meetings with all Management Staff, reviewing scheduling options for uniformed divisions; conducting a review of all Patrol beat assignments to ensure maximum efficiency; conducting Family Outreach events for employees; continuing interdepartmental relations meetings with our counterparts in other City departments; conducting a review of the Department's Crime Analysis Unit; and distributing monthly reports Department -wide on favorable conduct of employees. Establish Budget Efficiencies The Department will continue to explore methods to improve its fiscal responsibility to City administrators and residences. These methods may includethe regionalization ofserviceswith adjacent municipal law enforcement agencies; analysis of costs associated with special events, fees for specials services, and the evaluation of Department systems to ensure efficient operations based on statistical data. The Police Department's Command Staff will hold weekly budget meetings to hold Department managers accountable for divisional budgets as well as discuss further cost saving measures. Total Police Department Costs: 79 U Q CO rD FJ MCI Q Ful Q C1 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 36,904,322 $ 35,628,997 $ 35,210,574 $ 35,648,907 Maintenance and Operations $ 6,139,606 $ 5,731,291 $ 6,371,696 $ 6,163,579 Capital Equipment $ 307,224 $ 42,086 $ 84,742 $ 7,694 Internal Service Fund $ 589,753 $ 570,923 $ 857,999 $ 429,500 Total $ 43,940,906 $ 41,973,298 $ 42,525,011 $ 42,249,680 79 U Q CO rD FJ MCI Q Ful Q C1 Workload Indicators The following indicators are provided as a means to quantify some of the work accomplished by the Police Department throughout the year. These measures reflect some of the many responsibilities and actions of Police Department staff, and are useful as a set of statistics that can be monitored year - by -year, as well as compared to other cities. The Police Department is committed to creating a safe environment for all residents and visitors to the City, and strives to maintain the exceptional level of service that the Community has come to expect from us. Programs Office of the Chief of Police Intended Outcome: The Office of the Chief of Police is responsible for assisting the Chief of Police in the management and administration of the Police Department. This Section works closely with the Community, and encourages residents to partner with the Police Department through programs such as Neighborhood Watch. The Professional Standards Unit coordinates the investigation of personnel complaints, and ensures that the Department is adhering to procedures and providing the desired level of service to the Community. Budgeted Staffing: Positions 2009 -10 2010 -11 2011 -12 2012 -13 Workload Indicators Actual Actual Estimated'* Projected Part One Crimes` 2,553 2,485 2,571 2,532 Adult Arrests 2,967 3,093 3,103 3,063 Juvenile Detentions 224 308 246 242 Total Crime and Misc. Reports 12,472 11,590 11,447 11,478 Calls for Service 67,966 60,843 67,726 67,340 Field Interviews Conducted 3,809 3,445 3,840 3,766 False Alarms Handled 3,325 3,028 3,273 3,238 Vehicle Code Citations/Warnings Issued 16,936 14,472 16,626 16,382 Other Citations Issued (exclusive of Parking Citations) 3,694 2,627 3,336 3,281 ' Part One are the eight most serious crimes (Homicide, Forcible Rape, Robbery, Aggravated Assault, Burglary, Larceny - Theft, Auto Theft, and Arson) as defined by the FBI in the Uniform Crimes Reports. " Projected Service Indicators for FY 2011 -12 are derived from mathematical formulas based on historical data and are not indicative of recent downward trends. Programs Office of the Chief of Police Intended Outcome: The Office of the Chief of Police is responsible for assisting the Chief of Police in the management and administration of the Police Department. This Section works closely with the Community, and encourages residents to partner with the Police Department through programs such as Neighborhood Watch. The Professional Standards Unit coordinates the investigation of personnel complaints, and ensures that the Department is adhering to procedures and providing the desired level of service to the Community. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Administrative Assistant to the Police Chief 1.0 1.0 1.0 Crime Prevention Specialist 1.0 2.0 2.0 Crime Prevention Specialist Part-time 0.49 - - Lifeguard Officer - 0.60 Police Chief 1.0 1.0 1.0 Police Community Service Officer 1.0 1.0 1.0 Police Lieutenant 2.0 1.0 1.0 Police Officer 2.0 - - Police Sergeant 2.0 2.0 2.0 Total Budgeted Staffing :8.49 6.60 6.00 A Core Functions: • Executive leadership • Community Relations and Crime Prevention • Professional Standards Unit • Payroll • Educational programs Volunteer programs Auditing of Department performance and procedures Media relations • Risk Management Work Plan: • Provide leadership and vision for the Department • Collaborate with other City departments to fulfill the goals and objectives of the Department and the City of Newport Beach Coordinate the Citizen's Police Academy and Teen Academy Programs Issue press releases and liaison with the Media Provide Internet Safety Classes and Crime Prevention Classes to the Community Host Meetings for Neighborhood Watch and Business Watch • Coordinate the use of Social Media for disseminating useful information to the Community • Investigate complaints and claims against the Department or its employees • Track personnel data and payroll • Provide classes to school children on the Step UP! bystander intervention program • Coordinate and assign duties for all Police Department Volunteers, who donated almost 6,000 hours of service in Fiscal Year 2011 Audit department procedures and systems to improve service delivery and optimize department performance Partner with governmental and non - governmental agencies on community -wide events that communicate the Department's mission and core values Total Office of the Chief of Police Program Costs: 'ies and Benefits tenance and Operations :al Equipment Total 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed $ 1,973,549 $ 2,020,156 $ 1,543,688 $ 1,623,579 $ 108,121 $ 38,126 $ 57,707 $ 57,707 $ 2.081.670 $ 2.058.282 $ 1.601.395 $ 1.681.2861 RE U Q CO rD F1 Q ILLI pq Q C1 a a C] rrqa a C� Q a P Support Services Division Intended Outcome: The Support Services Division provides operational support to all Divisions in the Police Department. Core Functions: • Front Desk Operations • Emergency Dispatch • Records & Identification • Property & Evidence • Alarms (Residential and Commercial) • Personnel &Training • Planning & Research • Range Operations • Facility Maintenance • Fiscal Services / Budget Management • Purchasing • Warrant Processing • Electronics Maintenance and Repair • Video Evidence • Information Technology • Fleet Maintenance Total Support Services Program Costs: Work Plan: Utilize civilian employees in a variety of positions. This not only reduces staffing costs, but also allows for additional continuity and specialization of staff and ensures that more sworn Officers are assigned to field positions. Provide emergency and non- emergency Dispatch services. In Fiscal Year 2011, approximately 90% of Emergency Calls (defined as a present and imminent threat to life or property) were answered by a Dispatcher within 10 seconds. • Process and identify arrestees, conduct warrant checks, and prepare Court Packages • Process Citations and requests for copies of Police Reports • Process, retain, release, and dispose of all Found Property, Evidence, and Safekeeping Property booked in the City • Maintain an indoor Shooting Range, and provide quarterly firearms qualifications for all sworn Officers • Service and maintain specialized electronics in the Department and fleet vehicles • Retain and catalog Mobile Video System recordings, which are utilized by sworn Officers in the field • Perform routine maintenance, conduct repairs, and track the service history on a fleet of over 100 vehicles, including marked Police Cars and SUV's, marked Police Motorcycles, unmarked vehicles, ATVs (for use on the beaches), Parking Control Trucks, Animal Control Trucks, Transportation Vans, a Mobile Command Post, and specialized vehicles for the S.W.A.T. team. m 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 6,775,366 $ 6,734,457 $ 5,767,565 $ 5,795,865 Maintenance and Operations $ 4,522,366 $ 4,222,154 $ 5,397,904 $ 4,580,989 Capital Equipment $ 300,046 $ 30,540 $ 12,694 $ 7,694 Total $ 11,597,777 $ 10,987,151 $ 11,178,163 $ 10,384,548 Includes Fleet Maintenance Division m Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Applications Coordinator Police Department 2.0 - - Civilian Supervisor 2.0 2.0 2.0 Electronics Specialist 1.0 - 1.0 IT Technician Part-time 0.76 - Personal Computer /Network Coordinator 1.0 - - Police Cadet 2.66 1.70 1.70 Police Captain 1.0 1.0 - Police Community Service Officer 19.0 18.0 18.0 Police Community Service Officer Part-time 0.94 0.94 0.94 Police Computer Systems Manager 1.0 - - Police Dispatcher 12.00 11.0 11.0 Police Dispatcher Part-time 2.22 2.22 2.22 Police Fiscal Services /Facilities Manager 1.0 1.0 1.0 Police Lieutenant 1.0 1.0 1.0 Police Mechanic II 1.0 1.0 1.0 Police MIS Specialist 1.0 - - Police Officer 2.0 1.0 1.0 Police Officer Part-time 0.26 0.26 0.26 Police Sergeant 1.0 1.0 1.0 Police Support Services Division Administrator 0.0 1.0 1.0 Rangemaster- Armorer 1.0 1.0 1.0 Senior Police Community Service Officer 3.0 2.0 2.0 Senior Police Dispatcher 3.0 3.0 3.0 Senior Police Mechanic 1.0 1.0 1.0 Station Officer 1.0 1.0 1.0 Total Budgeted Staffing 61,.84 51.12 51.12 RE U Q CO Q C� a a rrq P Fri rrFj9 C] a a i� Q a Patrol Division Intended Outcome: The primary purpose of the Patrol Division is to maintain the safety and security of the Community. The Patrol Division is on -duty 24 hours per day, every day of the year. Core Functions: • Uniformed Patrol • Field Training Program • Gang Suppression • S.W.A.T. Unit • Crisis Negotiation Team • Bicycle Unit/ ATV Patrol • Canine Officers • Jail Operations • Reserve Officer Program • Explorer Program • R.A.C.E.S. Volunteer Program Total Patrol Program Costs: Work Plan: Respond to Calls for Service. In Fiscal Year 2011, the average response time to a top priority call was 2 minutes, 37 seconds from the moment the call was received until an Officer arrived on scene. Officers arrived on scene within 5 minutes in 91.4% of all Emergency calls (which involve a Police response with lights and sirens). • Conduct preliminary investigations on all reported crimes • Control crowds and keep the peace • Enforce local laws and ordinances • Take preventative measures to actively stop crime and disturbances before they occur • Utilize Specialized Units to augment regular Patrol functions when possible • Provide temporary custody facilities • Utilize the Reserve Officer Program to provide transportation and administrative assistance to regular Patrol Officers, allowing those Officers to remain in the field for a larger portion of their assigned shift • The Explorer Unit is affiliated with the Boy Scouts of America, and is a volunteer unit of persons between the ages of 14 and 20. These young people volunteer approximately 3,000 hours annually in support of Police Department functions. • R.A.C.E.S. (Radio Amateur Civil Emergency Service) Volunteers conduct over 100 hours of training annually, to support City -Wide communication through the use of ham radios in case of a communications failure. RE 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 16,011,093 $ 15,503,843 $ 17,275,247 $ 17,060,489 Maintenance and Operations $ 1,131,914 $ 998,869 $ 779,333 $ 1,079,333 Capital Equipment $ - $ - $ 70,000 $ - Total $ 17,143,007 $ 16,502,712 $ 18,124,580 $ 18,139,822 RE Budgeted Staffing: Positions FY 2010.11 FY 2011.12 FY 2012.13 Assistant Police Chief - - 1.0 Civilian Custody Supervisor 1.0 1.0 1.0 Custody Officer 9.00 8.0 8.0 Custody Officer Part-time 0.12 - - Heliocopter Facilities Maintenance Worker 1.0 - - Heliocopter Mechanic 2.0 2.0 - Police Captain 1.0 1.0 - Police Community Service Officer 1.0 1.0 1.0 Police Lieutenant 3.0 4.0 4.0 Police Lieutenant (Heliocopter) 1.0 - - Police Officer 66.0 68.0 70.0 Police Officer Heliocopter 2.0 2.0 - Police Reserve Officer 4.17 4.17 4.17 Police Sergeant 10.0 12.0 12.0 Senior Heliocopter Mechanic 1.0 1.0 - Total Budgeted Staffing 102.29 104.17 101.17 Traffic Division Intended Outcome: The primary purpose of the Traffic Division is to promote Traffic safety through education and enforcement. Core Functions: Work Plan: • Traffic Collision Investigation • Investigate Traffic Collisions. In Fiscal Year 2011, the Traffic • Motorcycle Officer Patrol Division handled 3 Fatal Traffic Collisions, 4461njuryTraffic Collisions, and 719 Property Damage Traffic Collisions. • Follow -Up Investigation on Traffic related Felony Arrests Investigate public concerns and complaints regarding traffic issues • DUI Enforcement and Checkpoints • Increase the traffic awareness for all members of the • Parking Enforcement Community through Traffic Education Programs and • Animal Control enforcement • Review applications and make recommendations on Special Events • Utilize Office of Traffic Safety grant funds to aggressively pursuethe prevention and enforcementof DUI's. Conduct DUI Checkpoints and increased DUI patrols throughout the year. • Conduct Parking Enforcement patrols. In Fiscal Year 2011, 51,074 Parking Citations were issued throughout the City for various infractions. • Provide Animal Control services. In Fiscal Year 2011, 416 stray or injured animals and 362 Animal Control Citations were issued. RE U IM q Q KI Q C1 U G) ED MCI a a 0 P 9 C] a a C� Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Animal Control Officer 3.0 2.0 2.0 Civilian Supervisor 1.0 - - Police Community Service Officer 7.0 4.0 4.0 Police Community Service Officer Part -time 3.74 2.69 2.69 Police Lieutenant 1.0 1.0 1.0 Police Officer 16.0 11.0 11.0 Police Sergeant 2.0 2.0 2.0 Senior Animal Control Officer 1.0 1.0 1.0 Senior Police Community Service Officer 1.0 1.0 1.0 Total Budgeted Staffing 35.74 24.69 24.69 Total Traffic Program Costs: Detective Division Intended Outcome: The Detective Division conducts follow -up investigation on all reported crimes and (non Traffic related) felony and misdemeanor arrests. The Detective Division also handles juvenile investigations, and issues that concern juvenile welfare, that occur within the City. Core Functions: • Burglary, Auto Theft, and Theft Section • Narcotics and Special Investigations • Crimes Against Persons Section • Economic Crimes Section Juvenile and Sexual Assault Section School Resource Officers Court Liaison Officer Crime Analyst Crime Scene Investigation Liaisons for O.C.A.T.T. (Orange County Auto Theft Task Force) and R.N.S.P. (Regional Narcotics Suppression Program) Work Plan: • Conduct investigations and apprehend suspects. In Fiscal Year 2011, 4,076 cases were assigned for Investigation, including 191 Domestic Violence Cases. On average, each Detective was assigned 280 cases throughout the year. • Recover stolen property. In Fiscal Year 2011, investigations resulted in the recovery of property valued at $6,069,175. • Prepare cases for presentation in Court • Monitor Massage Establishments • Monitor Pawn Shop transactions Gather, track, and conduct analysis of Crime Statistics Liaison with the Orange County Superior Court and the Orange County District Attorney's Office 86 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 4,769,466 $ 4,486,924 $ 3,936,284 $ 4,200,867 Maintenance and Operations $ 262,954 $ 333,922 $ 316,773 $ 320,073 Capital Equipment $ - $ - $ - $ - Total $ 5,032,421 $ 4,820,846 $ 4,253,057 $ 4,520,940 Detective Division Intended Outcome: The Detective Division conducts follow -up investigation on all reported crimes and (non Traffic related) felony and misdemeanor arrests. The Detective Division also handles juvenile investigations, and issues that concern juvenile welfare, that occur within the City. Core Functions: • Burglary, Auto Theft, and Theft Section • Narcotics and Special Investigations • Crimes Against Persons Section • Economic Crimes Section Juvenile and Sexual Assault Section School Resource Officers Court Liaison Officer Crime Analyst Crime Scene Investigation Liaisons for O.C.A.T.T. (Orange County Auto Theft Task Force) and R.N.S.P. (Regional Narcotics Suppression Program) Work Plan: • Conduct investigations and apprehend suspects. In Fiscal Year 2011, 4,076 cases were assigned for Investigation, including 191 Domestic Violence Cases. On average, each Detective was assigned 280 cases throughout the year. • Recover stolen property. In Fiscal Year 2011, investigations resulted in the recovery of property valued at $6,069,175. • Prepare cases for presentation in Court • Monitor Massage Establishments • Monitor Pawn Shop transactions Gather, track, and conduct analysis of Crime Statistics Liaison with the Orange County Superior Court and the Orange County District Attorney's Office 86 Work Plan (continued): • Monitor establishments that are licensed by the California Alcoholic Beverage Control • Coordinate the grant - funded "Every 15 Minutes " DUI Awareness Program annually in local schools Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Assistant Police Chief - 1.0 1.0 Crime Scene Investigator 4.0 4.0 4.0 Police Captain 1.0 - - Police Community Service Officer 2.0 2.0 2.0 Police Lieutenant 1.0 1.0 1.0 Police Officer 27.0 22.0 22.0 Police Reserve Officer 0.19 0.19 0.19 Police Sergeant 6.0 5.0 5.0 Senior Crime Analyst 1.0 1.0 1.0 Senior Crime Scene Investigator 1.0 1.0 1.0 Total Budgeted Staffing 43.19 37.19 37.19 Total Detective Program Costs: RE U Q CO MCI El Ful Q C1 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 7,374,848 $ 6,883,617 $ 6,687,790 $ 6,968,107 Maintenance and Operations $ 114,252 $ 138,220 $ 118,429 $ 125,477 Capital Equipment $ 7,178 $ 11,547 $ 7,048 $ - Total $ 7,496,278 $ 7,033,384 $ 6,813,267 $ 7,093,584 RE U Q CO MCI El Ful Q C1 a L**J 9 C] a a C� Q a Fire Department Mission Statement protect life, property and the environment with innovative professionalism, and organizational effectiveness using highly trained professionals committed to unparalleled service excellence. Vision The Newport Beach Fire Department will be engaged in the community, and recognized for exemplary lifesaving services, fire protection, prevention and preparedness by investing in our employees and the people we serve. Motto Safety, Service, Professionalism Department Overview Core Values Integrity, Teamwork, Caring, Respect, Innovation he Newport Beach Fire Department provides a full range of exemplary fire, marine and life safety services to the residents and visitors of our beautiful coastal community, 24 hours a day, 7 days a week. The City of Newport Beach Fire Department's skilled firefighters, paramedics, lifeguards and professional staff have extensive knowledge and expertise in dealing with the City's varied terrain comprised of 26 sq. miles of land, 23 sq. miles of ocean, and 1.25 sq. miles of bay with a permanent population of 85,186 and summer tourist population averaging over 60,000 daily. Having just celebrated our 100 year anniversary, Fire looks forward to raising the bar to create anew legacy that will expand and exceed service level expectations for the next century. Under the new leadership of Fire Chief Scott Poster, Fire's new direction will revitalize the department's image, strengthen professional service levels, respond effectively to the challenging economy and environment, and create resourceful community and internal partnerships that will minimize vulnerabilities. The new Fire Department logo captures our pride in community along with the services provided by each of the divisions — Fire /Emergency Medical Services, Marine and Life Safety. The restructured organizational chart provides balance and executive leadership over each of the divisions as well as a defined chain of command assuring consistency for a unified workforce. The consolidation of budget units from ten to seven simplifies management oversight, streamlines expenditures and formalizes authority control. Eliminating the fractured department units brings together a cohesive team focused on the goals and mission of the Department along with a commitment to cost efficiencies. The Fire and Marine training divisions will now be merged into their respective divisions of Fire Operations and Marine Operations. The new Life Safety Services Division will encompass Fire Prevention and Emergency Preparedness. RN Emergency Preparedness combines the previous units of Community Education, Community Preparedness and Disaster Preparedness into one division focused on public education, planning and preparation in the event of various disaster /emergency scenarios. The Department's budget remains relatively static for FY13 with a few exceptions. One minor staff addition of a Department Assistant to Marine Operations is being partially funded by the Junior Lifeguard program and partially by a reduction of overtime funds in the Marine Operations Division. There will be a minor increase in seasonal Lifeguard staff to offset the FYI elimination of three full - time permanent Marine Safety personnel. Paramedic school and an increase for EMS supplies will be funded by the Paramedic Reserve Fund. An increase of funding for the fuel modification account is necessary to meet the full provisions of the Newport Coast annexation agreement. Key Department Programs Administration Fire Operations Life Safety Services Marine Operations Total Fire Department Costs: 3ries and Benefits ntenance and Operations dtal Equipment Total 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed $ 28,217,618 $ 28,112,745 $ 26,686,928 $ 29,218,534 $ 4,704,972 $ 4,971,409 $ 5,148,716 $ 6,156,683 $ 33.411.046 $ 33.228.362 $ 31.930.644 $ 35.574.484 1 RE U Q CO GA Q G1 a 2009 -10 2010 -11 2011 -12 2012 -13 Workload Indicators Actual Actual Estimated Projected Fire Responses 172 165 220 250 Medical Responses 6,482 6,604 6,900 7,200 Fire Medics Membership 6,000 5,864 5,800 5,900 Water Rescues 4,352 2,356 3,700 4,000 Lifeguard Medical Aids 6,099 5,532 6,250 6,500 Boats in Distress /Warnings 120 64 100 100 Preventive Actions 101,207 91,946 125,000 130,000 Fire Alarm Responses 689 702 755 Soo Other Emergency Responses 1,982 2,056 2,700 2,200 Public Education Contacts 10,348 15,659 11,665 12,000 Fire Inspections 7,000 7,100 7,280 7,300 New Construction Inspections 810 1,013 690 700 Beach Attendance 9,885,521 9,134,602 9,250,000 9,500,000 Special Events 273 282 290 300 Fire Plan Checks 648 423 600 630 Total Fire Department Costs: 3ries and Benefits ntenance and Operations dtal Equipment Total 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed $ 28,217,618 $ 28,112,745 $ 26,686,928 $ 29,218,534 $ 4,704,972 $ 4,971,409 $ 5,148,716 $ 6,156,683 $ 33.411.046 $ 33.228.362 $ 31.930.644 $ 35.574.484 1 RE U Q CO GA Q G1 a a rrq P Fri9 C] a a C� Q P, P Goals 1. Field trial and transition to a phased implementation of an electronic Prehospital Care Report (ePCR). The City of Newport Beach Fire Department is participating on a trial basis in the Orange County Health Care Agency's Medical Emergency Data System (OC- MEDS). OC -MEDS was designed to facilitate the collection and analysis of EMS patient management from the time 9 -1- 1 is accessed through discharge from the emergency department.The ePCR is the electronic field report that will be generated by Fire Department personnel and eventually replace the current paper form. Specifically, for the City of Newport Beach, the ePCR will considerably improve the reporting of 9 -1 -1 medical incidents, including what patient care was provided on scene and during ambulance transports. The ePCR will also create efficiencies that will result in enhanced workforce performance, improved report accuracy, and decreased time spent processing PCBs for billing and collections; all efforts that will help to maximize reimbursement for emergency ambulance transportation services. Performance Measures FYI Estimate FYI Projected Avg # days spent processing PCR's for submittal 28 -42 days 10 -15 days to billing company # participants 12,668 % PCR's with errors or illegible print 98% 80% # days from receipt of billing documentation to 3 -5 days 1 -2 days invoice generation $70,779 $72,952 2. Increase reimbursable training hours with College affiliation programs. A joint partnership program with Santa Ana College provides a revenue stream from training hours completed by field personnel.The program will be supervised to assure fulfillment of specified core curriculum. Revenue received will fund a department Career Development program dedicated to succession planning, increased workforce value, promotional opportunities, and staff motivation incentive. Performance Measures FY11 Actual FYI Estimate FY13 Projected # classes 2,727 3,600 4,400 # participants 12,668 13,732 14,755 # training hours completed 27,438 28,386 31,323 $ revenue reimbursed $70,779 $72,952 $80,500 3. Assure success of self - sustainable programs (Junior Lifeguards, Fire Medics, START). Several Fire sponsored programs create a large benefit to the community as well as assist in preparing the next generation to be safety conscious. Strategic management will maintain the excellence of each program while assuring these programs are cost neutral thereby minimizing general fund subsidization. .c Performance Measures Junior Lifeguards FY11 Actual FYI Estimate FYI Projected # of participants 1,241 1,243 1,275 $ revenue $856,678 $920,000 $985,000 $ expenses (labor, M &O) $984,623 $920,000 $985,000 %cost recovery 87% 100% 100% START Triage Program # orders placed 220 145 175 $ revenue $17,279 $15,000 $18,000 $ expenses (M &O) $2,403 $2,400 $2,500 %cost recovery 100% 100% 100% Fire Medics # participants 5,864 5,800 5,900 $ revenue $291,337 $283,200 $288,000 $ expenses (M &O) $53,029 $54,000 $58,000 %cost recovery 100% 100% 100% 4. Increase the number of community outreach and educational programs. Continuous educational prevention and preparedness programs extended to adults and youths are a priceless investment in maintaining value to our community. This interactive partnership expands the reach of our fire staff in maintaining a safe environment for the enjoyment of our residents and visitors. Not only is the community better informed on preventative measures but also well equipped at any age level to deal with diverse types of emergencies. Performance Measures FYI Estimate FYI Protected # of CERT volunteers 100 120 # educational presentations 125 140 # group fire /lifeguard station tours 95 110 91 U IM ED q Q Fq KI Q C1 U G) MO a a L**J P 9 C] a a C� Q a P° Programs Administration Core Functions: • Leadership, direction, motivation, enforcement, and supervision Payroll processing • Personnel facilitation Budget development, implementation, and management • Interdepartmental collaboration Work Plan: • Procurement • Support services • Policy development and guidance • Council proposals • Intergovernmental relations • Community engagement Fire Administration is the core of the Department providing leadership and administrative support to all divisions in order to achieve the organizational missions and standards set by Fire Chief Scott Poster. Assisting with oversight of the Chief's schedule and Department needs is the Administrative Assistant to the Chief. All Department finances are managed bythe Administrative Analyst. Support Service Aides provide logistical support to all fire stations, Marine Headquarters and Administration. They also deliver weekly City Council packets. The new Administration is fervently evaluating and addressing current policies, procedures, and programs to assure best practices are in place that will significantly improve efficiencies, create cost savings and provide superior results. This will assure the organizational structure will strengthen strategically while remaining adaptable to our changing economic environment. Technological advancements are being embraced to streamline workflow, collect and document essential data, maintain quality performance standards, and continue to excel exponentially to exceed service level expectations. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Administrative Analyst - 1.0 1.0 Administrative Assistant to the Fire Chief 1.0 1.0 1.0 EMS Manager 0.5 0.5 - Fire Captain + 7.5% 1.0 - - Fire Chief 1.0 1.0 1.0 Fire Information Systems Coordinator 1.0 - - Fire Support Service Manager 1.0 - - Lifeguard Battalion Chief 1.0 - - Office Assistant 1.0 - - Senior Fiscal Clerk 1.0 - - Support Services Aide Part-time 1.0 1.0 1.0 Total Budgeted Staffing 9.5 4.5 4.0 92 Total Administration Program Costs: Fire Operations Core Functions: • Fire suppression Hazardous materials response • Emergency medical service and transport Training and certification • Fire investigation Fire Explorer Program Work Plan: U Fire Operations is committed to safeguarding the general welfare and economy of the City of Newport p Beach. The safety and well -being of the residents, visitors, property and community is our highest CO priority. Excellent response time is provided by eight strategically located fire stations, 118 full -time suppression staff and a fleet of 8 fire engines, 2 fire trucks, 3 fire paramedic transport units and 1 Urban Search and Rescue engine (USAR). Callsforservice covera broad range which is generally classified into MCI four categories — fire suppression, emergency medical aid, hazardous materials and public assistance. El FLLI Training will be heightened during fiscal year 2012 -13 that will improve performance, educate new �3 staff and update all on current regulations. The new Career Development program that enhances succession planning is being developed in joint collaboration with Human Resources and funded Q through revenue received from our Santa Ana College affiliation. There will be promotional 6 opportunities within each of the ranks as well as an opportunity for several new firefighters to join the Newport Beach team. A new firefighter recruit academy will begin this surnmerfollowed by paramedic school for several experienced firefighters. Paramedic school will be funded by reserve funds collected through paramedic transport fees in lieu of using general City funds. t Fiscal year 2012 -13 will also introduce a change in fleet with the purchase of a different model fire truck that will be more cost effective, resourceful and increase efficiencies. In an effort to improve our revenue stream and provide economical services to our residents, the Fire Medics program will be revitalized along with an updated program brochure and an expanded distribution and marketing approach. The START triage educational materials and website is being updated and revitalized with online services that will promote additional sales for a revenue stream dedicated to recurrent paramedic training. Emergency Medical Services (EMS) will transition to an electronic pre - hospital care reporting (ePCR) system rendering savings and efficiencies in numerous areas. In keeping with our commitment to invest in the next generation of our community, our Fire Explorer program extended to youth 15 -21 years will continue to improve and expand. 93 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 1,095,366 $ 847,040 $ 648,135 $ 631,167 Maintenance and Operations $ 154,155 $ 162,610 $ 584,736 $ 200,708 Capital Equipment $ 13,133 $ 7,391 $ 5,000 $ - Total $ 1,262,653 $ 1,017,042 $ 1,237,871 $ 831,875 Fire Operations Core Functions: • Fire suppression Hazardous materials response • Emergency medical service and transport Training and certification • Fire investigation Fire Explorer Program Work Plan: U Fire Operations is committed to safeguarding the general welfare and economy of the City of Newport p Beach. The safety and well -being of the residents, visitors, property and community is our highest CO priority. Excellent response time is provided by eight strategically located fire stations, 118 full -time suppression staff and a fleet of 8 fire engines, 2 fire trucks, 3 fire paramedic transport units and 1 Urban Search and Rescue engine (USAR). Callsforservice covera broad range which is generally classified into MCI four categories — fire suppression, emergency medical aid, hazardous materials and public assistance. El FLLI Training will be heightened during fiscal year 2012 -13 that will improve performance, educate new �3 staff and update all on current regulations. The new Career Development program that enhances succession planning is being developed in joint collaboration with Human Resources and funded Q through revenue received from our Santa Ana College affiliation. There will be promotional 6 opportunities within each of the ranks as well as an opportunity for several new firefighters to join the Newport Beach team. A new firefighter recruit academy will begin this surnmerfollowed by paramedic school for several experienced firefighters. Paramedic school will be funded by reserve funds collected through paramedic transport fees in lieu of using general City funds. t Fiscal year 2012 -13 will also introduce a change in fleet with the purchase of a different model fire truck that will be more cost effective, resourceful and increase efficiencies. In an effort to improve our revenue stream and provide economical services to our residents, the Fire Medics program will be revitalized along with an updated program brochure and an expanded distribution and marketing approach. The START triage educational materials and website is being updated and revitalized with online services that will promote additional sales for a revenue stream dedicated to recurrent paramedic training. Emergency Medical Services (EMS) will transition to an electronic pre - hospital care reporting (ePCR) system rendering savings and efficiencies in numerous areas. In keeping with our commitment to invest in the next generation of our community, our Fire Explorer program extended to youth 15 -21 years will continue to improve and expand. 93 a 0 9 a Q a 0 Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Assistant Fire Chief - 1.0 1.0 Department Assistant 2.0 2.0 2.0 EMS Manager 0.5 0.5 1.0 Fire Battalion Chief - 1.0 1.0 Fire Captain 30.0 30.0 30.0 Fire Deputy Chief 1.0 - - Fire Division Chief 1.0 - - Fire Engineer 30.0 30.0 30.0 Fire Line Battalion Chief 3.0 3.0 3.0 Fire Paramedic 24.0 24.0 24.0 Firefighter 30.0 30.0 30.0 Total Budgeted Staffing 121.5 121.5 122.0 Total and Fire Operations Program Costs: Firefighters respond to traffic collision 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed* Salaries and Benefits $ 21,716,256 $ 21,748,374 $ 21,993,232 $ 23,551,832 Maintenance and Operations $ 3,085,901 $ 3,272,435 $ 3,600,892 $ 4,261,058 Capital Equipment $ 437,216 $ 89,295 $ 76,000 $ 144,077 Total $ 25,239,373 $ 25,110,104 $ 25,670,123 $ 27,956,967 *Division 2351 for Fire Training is being absorbed into Fire Operations beginning FY 12 -13. Firefighters respond to traffic collision Core Functions: • Fire code enforcement • Construction plan reviews • Building inspections • Special event inspections/ management • Vegetation fuel modification and control • Wildland Special Fire Protection Area enforcement • Hazardous materials disclosure program • Media /Public information • Public education programs • Disaster preparedness • Grant management • Issuance of fire code permits • Training suppression personnel Work Plan: Life Safety Services Firefighters rescue entrapped worker The Life Safety Services is a new division in the Fire organizational structure that encapsulates Fire Prevention and Emergency Preparedness. This is a small division with a staff of eight covering a broad range of responsibility and interacting daily with a large number of businesses and individuals. Prevention has the obligation to promote public safety by enforcing local, state and federal codes aimed at reducing community risk and losses. Prevention Staff conduct inspections for fire code compliance and perform plan reviews for fire and life safety issues on new construction projects. They often work collectively with the Community Development Department. Prevention looks forward to converting the existing fire inspection program to a web -based program. Emergency Preparedness provides pro- active professional education and information to the public and City employees to ensure our community is well prepared. The Emergency Service and Community Preparedness Coordinators work closely with all City departments, emergency responders, regional partners and residents to prepare for, mitigate, respond to and recover from natural or manmade emergencies and disasters in the City of Newport Beach. Public outreach and communication is a key strategy in promoting and stimulating civic partnership to create awareness, strengthen vulnerabilities, and communally sustain the value and beauty of our coastal community. Emergency Preparedness will expand the number of outreach events and programs this fiscal year. Grant research, application and management are essential components of this division; continually looking for resources to promote, expand and implement innovative methods and tools that will enhance service levels provided by all Fire Divisions to our community. 95 U p q Q KI Q C1 U G) a a 0 P 9 C] a a C3 Q a Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Assistant Fire Chief - - 1.0 Community Education Coordinator - 1.0 - Community Preparedness Coordinator 1.0 1.0 1.0 Confidential Administrative Assistant - - 1.0 Emergency Services Coordinator 1.0 1.0 1.0 Department Assistant 1.0 1.0 - Fire Prevention Plans Examiner Non -Sworn 2.0 2.0 2.0 Fire Marshal Deputy 1.0 - - Fire Marshal 1.0 - $ Fire Division Chief - 1.0 - Fire Prevention Specialist Non -Sworn 1.0 1.0 2.0 Total Budgeted Staffing 810 8.0 8.0 Total Life Safety Program Costs: Marine Operations Core Functions: • Ocean, open water, and beach safety • Preventing and response to ocean rescues Enforce City Municipal Codes and State Navigational Codes • Providing emergency medical assistance to beach visitors Training and certification • Junior Lifeguard program • Underwater rescue dive team Rescue boat operations Lifeguard candidates tryout Urban Search and Rescue — swift water response • Community education • CPR instruction for schools 96 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated' Proposed Salaries and Benefits $ 1,339,299 $ 1,219,794 $ 1,251,769 $ 1,378,321 Maintenance and Operations $ 426,684 $ 415,609 $ 543,763 $ 505,443 Capital Equipment $ 8,200 $ 31,122 $ 19,976 $ 20,976 Total $ 1,774,183 $ 1,666,525 $ 1,815,508 $ 1,904,740 'Divisions 2354, 2355 & 2356 became Division 2335 beginning FY 12 -13, but presented retroactively here. Marine Operations Core Functions: • Ocean, open water, and beach safety • Preventing and response to ocean rescues Enforce City Municipal Codes and State Navigational Codes • Providing emergency medical assistance to beach visitors Training and certification • Junior Lifeguard program • Underwater rescue dive team Rescue boat operations Lifeguard candidates tryout Urban Search and Rescue — swift water response • Community education • CPR instruction for schools 96 Work Plan: Marine Operations provides year-round, high clualitywater rescue, emergency response, prevention, and beach safety services. A staff of thirteen full -time, professionally trained and certified Marine Safety personnel along with over 200 seasonal part -time lifeguards maintain ocean water safety for over 10 million beach and bay visitors annually. The permanent Marine Safety personnel are certified EMT, CPR and First Aid Instructor, and SCUBA diver. All lifeguards are certified in CPR and first aid emergency medical response. Lifeguard training and certification is rigorous both physically and intellectually. Understanding currents, tides, weather, use of emergency communications and profiling individuals to assess their water abilities is essential to preventing emergency rescue incidents. The summer Junior Lifeguard program educates and prepares over 1250 youth on ocean water hazards.This exceptional program is the summer highlight for many of the community's youth and parents. Due to staff and fee structural changes this fiscal year, the Junior Lifeguard program will be a fully self - sustainable and cost neutral program. Marine Safety personnel are also active in providing CPR, First Aid and Ocean Safety instruction to the community schools, CERT program and group associations. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 2010 -11 Department Assistant 1.00 - 1.00 Lifeguard Battalion Chief 3.00 2.00 2.00 Q Lifeguard Cadet 0.96 0.48 0.64 q Lifeguard Captain 7.00 5.00 5.00 3,571,555 Lifeguard Captain Boat 2.00 1.00 1.00 $ 3,657,214 Maintenance and Operations $ 695,053 MCI Lifeguard 1 15.38 16.52 16.31 El Lifeguard 11 11.57 13.32 14.65 16,400 $ 9,500 $ 34,214 GA Lifeguard 111 2.10 1.80 2.33 $ Emergency Services Coordinator 1.00 0.00 - Community Preparedness Coordinator 1.00 0.40 - Q Lifeguard Officer 4.00 3.40 3.00 6 Lifeguard Operations Assistant Chief - 1.00 1.00 Lifeguard Trainee 2.12 2.12 1.20 Part -time Lifeguard Officer - - 0.40 a Total Budgeted Staffing 51.13 47.04 48.53 Total Lifeguard Operations Program Costs: 97 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed" Salaries and Benefits $ 3,571,555 $ 4,035,056 $ 3,054,990 $ 3,657,214 Maintenance and Operations $ 695,053 $ 1,053,961 $ 590,897 $ 1,189,474 Capital Equipment $ 8,127 $ 16,400 $ 9,500 $ 34,214 Total $ 4,274,734 $ 5,105,416 $ 3,655,386 $ 4,880,902 Division 2352 for Lifeguard Training was absorbed into this division beginning FY 12 -13. 97 a L**J P 9 C] a i� a C� Q a Community Development Mission Statement Aresponsive, knowledgeable team of professionals guiding community development in the public interest and promoting the quality of life and safety of those who live, work and visit the City of Newport Beach. Department Overview The Community Development Department's services encompass revitalization of targeted areas, retaining and attracting businesses to Newport Beach, and creating and maintaining high - quality residential neighborhoods and business areas to ensure that Newport Beach provides safe, economically vital and aesthetically pleasing places in which to live, work and visit. The Department administers the City's land use policies, including the general plan, zoning, building, subdivision, and environmental regulations, to ensure the orderly physical growth of the community. Program activities range from advanced and current planning to building permit inspection, plan check and code enforcement. The Department also oversees the Community Development Block Grant (CDBG) program. Key Department Programs Building Code Enforcement Planning Department Goals For Fiscal Year 2012 -13, the following Department goals have been identified: Continue to prepare and implement short and long -term strategies that promote City Council priorities for enhancing the physical environment and the character and quality of neighborhoods in Newport Beach. Prepare and facilitate the department's move to the new Civic Center, including purging files and archiving of documents. Continue to improve document storage and retrieval for all department records. Continue to refine and improve internal and external customer service and streamline the development review process. • Develop an implementation plan to expand upon new technologies to further enhance customer service. Implement the codes, policies and regulatory requirements to ensure quality neighborhoods and businesses throughout the City. Continue implementation efforts for revitalization areas including: Lido Village, West Newport, Santa Ana Heights and Balboa Village as directed by the City Council and City Manager. Begin process of developing an Implementation Plan for the long -term goal of obtaining a certified Local Coastal Program. Amend the Zoning Code where appropriate to clarify the intent of some of the newly adopted regulations. 98 Manage the preparation of environmental documentation for the following: Uptown Newport Village residential development Bayview Marina mixed use project Earl's Landing mixed use Balboa Marina Total Community Development Department Costs: 2009 -10 2010 -11 2011 -12 2009 -10 2010 -11 2011 -12 2012 -13 Workload Indicators Actual Actual Estimated Projected Building Division 1,192,270 Capital Equipment $ 6,721 $ 3,466 $ 30,190 $ 31,800 Plan Submittals Total Plan Checks: 2,556 2,904 1,939 1,997 Permits Issued * CDD is a new Department that combines Building, Code Enforcement and Planning. A In FY 2012, Code Enforcement was split between Community Development and Public Works, Building /Combination Permits 2,846 3,558 3,291 3,390 Electrical Permits 1,756 2,257 2,088 2,150 Plumbing Permits 1,368 1,556 1,439 1,482 Mechanical Permits 1,080 1,227 1,135 1,169 Pool /Spa Permits 99 129 119 123 Harbor Permits 49 55 51 52 Fire Permits 414 496 459 473 Total Permits Issued: 7,612 9,278 8,582 8,839 Inspections Inspections Related to Complaints 3,261 2,150 1,989 2,048 RBR Inspections 1,449 923 854 879 Construction Inspections 25,520 27,750 25,669 26,439 Total Inspections: 30,230 30,823 28,512 29,366 Code Enforcement Division Administrative Citations Issued 393 156 175 200 Notice of Violations Issued 1,117 917 1,050 1,175 Planning Division Projects Reviewed by Approval Authority Planning Commission 19 21 22 22 Zoning Administrator 19 18 21 19 Hearing Officer 14 1 9 5 EQAC 10 3 3 3 GP /LCP Comm 10 2 0 6 NRC /CAPS 0 0 25 0 Building Board of Appeals 1 0 1 1 Totals: 73 45 81 56 Total Community Development Department Costs: 2009 -10 2010 -11 2011 -12 2012 -13 Actual* Actual Estimated Proposed- Salaries and Benefits $ 6,642,891 $ 6,281,867 $ 7,085,032 $ 7,190,976 Maintenance and Operations $ 884,694 $ 842,007 $ 1,795,330 $ 1,192,270 Capital Equipment $ 6,721 $ 3,466 $ 30,190 $ 31,800 CDBG Fund $ 134,720 $ 123,181 $ 136,927 $ 122,733 Total $ 7,669,026 $ 7,250,522 $ 9,047,479 $ 8,537,779 * CDD is a new Department that combines Building, Code Enforcement and Planning. A In FY 2012, Code Enforcement was split between Community Development and Public Works, previously combined as one in the City Manager's Department. • In FY 2013, the Economic Development Division will transfer to a new City Manager Division, 0340. 99 U t,Li CO rD F1 MCI El GA Q G1 a l� L**J P 9 C] a 6l P Programs Department Composition The Department consists of four divisions: Building, Code Enforcement, Planning, and Systems and Administration; the core function of each division is discussed below. Building Division Core Functions: • Ensure plans and construction adhere to adopted codes and minimum design standards for the protection of life and property; • Expeditiously process utility releases, code modification and hardship requests, applications for alternate materials and methods of construction, flood zone determinations, building code violations, handicap accessibility complaints, and temporary occupancy requests; $5.0 $4.5 c $4.0 a — � $3.5 $3.0 $2.5 a y $2.0 $1.5 $1.0 $0.5 $00 4 p' ^ ?�" s`A •Estimated 19 +ry ••Praiertea Fiscal Years Complete the review of at least ninety - five (95 %) percent of all building permit applications within 10 business days; • Establish a Real Property Asset and Management Program focused on managing revenue and non - revenue generating City owned properties to ensure their long term viability; • Provide necessary staff support to the Building and Fire Board of Appeals. Number of Customers Assisted 15,209 Total Customers Jan. 2011 to Dec. 2011 assisted by a permit technician 62% '1% of Customers waited more than 30 minutes • Provide thorough and detailed building inspections within 24 hours of requests to ensure compliance with approved plans, applicable codes, and local ordinances; • Implement exceptional customer service, effective project management, and a responsive and accountable staff, • Ensure that a minimum of eighty (80 %) percent of all building permit applications are reviewed at the front counter, the same day an applicant applies for a permit; Me $300.0 0 o $200.0 a e $150.0 o $100.0 U $50,0 100 $o.e Fiscal Years `Btimatca "Projected Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Administrative Analyst - 0.5 - Administrative Assistant 1.0 1.0 - Building Department Specialist 1.0 1.0 1.0 Building Director 1.0 - - Building Inspector II 3.0 3.0 3.0 Building Manager /Chief Building Official - 1.0 1.0 Chief Building Inspector 1.0 1.0 1.0 Civil Engineer Plan Check - - 1.0 Community Development Director - 0.5 - Department Assistant 1.0 1.0 1.0 Deputy Building Official 1.0 - - Office Assistant 1.0 1.0 1.0 Permit Counter Supervisor 1.0 1.0 1.0 Permit Technician 1 1.0 1.0 - Permit Technician 11 3.0 3.0 4.0 Permit Technician II Part-time 0.5 0.5 0.5 Principal Building Inspector 2.0 2.0 2.0 Principal Civil Engineer 2.0 2.0 1.0 Principal Civil Engineer Plan Check - - 1.0 Real Property Administrator - - 1.0 Records Specialist 1.0 1.0 1.0 Residential Building Records Inspector 1.0 1.0 1.0 Senior Building Inspector 4.0 3.0 2.0 Senior Civil Engineer Plan Check 6.0 6.0 5.0 Student Aide 0.33 - - Student Aide 0.33 0.66 - Subtrade Plans Examiner - 1.0 1.0 Total Budgeted Staffing 32.16 32.16 29.50 Building Total Program Costs: 101 U Q CO GA Q C1 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 4,063,805 $ 3,906,503 $ 3,942,611 $ 4,046,762 Maintenance and Operations $ 338,672 $ 349,054 $ 935,122 $ 693,995 Capital Equipment $ 5,739 $ 1,313 $ 26,200 $ 26,200 Total $ 4,408,216 $ 4,256,870 $ 4,903,933 $ 4,766,957 101 U Q CO GA Q C1 a rrq IF P rFr rrq9 C] a Q a P Code Enforcement Division Core Functions: Protect the health, safety and general welfare of the community through the enforcement of City and state laws related to land use, building codes, and property maintenance. Continue to promote community aesthetics through public outreach and education on City and State - mandated programs and policies. • Conduct timely and thorough investigations in response to citizen complaints and abate violations through effective and efficient enforcement. • In commercial areas, focus on non - compliant use permits, unpermitted signage, unpermitted uses, and property maintenance. In residential areas, focus on property maintenance and nuisance conditions, investigate and ensure compliance with the Zoning Code, and monitor and ensure compliance with use permits and development agreements. Coordinate activities and provide assistance to other City staff, departments, and outside agencies. Regular meetings with Homeowners Associations (HOAs), ad hoc Citizen Advisory Panels, residents, and business owners to further the division's goals of education and voluntary compliance. Assist with public outreach and proactive enforcement of the City's water quality regulations. Continue to provide support to special abatement programs. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Code & Water Quality Enforcement Division Mgr - - - Code & Water Quality Enforcement Officer 2.0 1.0 1.0 Code & Water Quality Enforcement Officer Trainee 1.0 1.0 1.0 Code Enforcement Supervisor - 1.0 1.0 Office Assistant, Part -time 0.25 0.25 0.50 Senior Code & Water Quality Enforcement Officer 1.0 1.0 1.0 Total Budgeted Staffing 4.25 4.25 4.50 r r Loi �� y n�MSI "Yip 102 Total Code Enforcement Program Costs: 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated' Proposed Salaries and Benefits $ - $ - $ 416,787 $ 441,333 Maintenance and Operations $ - $ - $ 44,943 $ 90,862 Capital Equipment $ - $ - $ 1,990 $ 3,600 Total $ - $ - $ 463,720 $ 535,794 "Code Enforcement is a new Division split between Community Development and Public Works, previously combined as one division in the City Manager Department. Planning Division all ��#tv4ao z c Core Functions: • Maintain and apply the provisions of the General Plan, Zoning Code, Local Coastal Program, and related policy documents. Provide high quality customer service through efficient case management and plan check processing. Determine appropriate uses of properties, suitable site plan configurations and in designing buildings of size, scale, and character consistent with traditions of excellence that define Newport Beach. • Review building plan checks for compliance with the Zoning Code and City conditions of approval. • Review and process development applications to ensure compliance with the City's General Plan, Zoning requirements, community goals, and the California Environmental Quality Act (CEQA). • Provide critical information and recommendations to the Hearing Officer, Zoning Administrator, Planning Commission, and City Council toassist in decisions pertaining to a varietyof development projects and land use policies. Maintain and implement the City's Housing Program. • Provide assistance to other departments in demonstrating compliance with CEQA and the City's Local Coastal Program. 103 0 Q CO FJLLI Q C1 0 n 9 C] a a Q a 0 Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Administrative Analyst - 0.5 - Administrative Assistant 1.0 1.0 1.0 Assistant Planner 6.0 6.0 5.0 Associate Planner 3.0 3.0 3.0 Community Development Director - 0.5 - Department Assistant + 7.5% 2.0 2.0 2.0 Deputy Community Development Director - 1.0 1.0 Economic Development Administrator 1.0 - - Economic Development Coordinator 1.0 982 $ Planning Director 1.0 - - Planning Manager 1.0 1.0 1.0 Planning Systems Administrator 1.0 - - Planning Technician 2.0 2.0 1.0 Principal Planner 1.0 1.0 1.0 Senior Planner 2.0 2.0 2.0 Student Aide 0.4 0.4 - Systems & Administrative Manager - 1.0 - Total Budgeted Staffing 22.4 21.4 17.0 Total Planning Program Costs: 104 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 2,579,086 $ 2,375,363 $ 2,237,454 $ 2.,150,036 Maintenance and Operations $ 546,022 $ 492,954 $ 679,233 $ 245,272 Capital Equipment $ 982 $ 2,153 $ 2,000 $ 2,000 CDBG Fund $ 134,720 $ 123,181 $ 136,927 $ 122,733 Total $ 3,260,810 $ 2,993,651 $ 3,055,613 $ 2,520,041 104 Systems and Administration Division Core Functions: • Continued integration and leveraging of technology to streamline and automate daily operations to better serve internal and external customers. • Prepare, facilitate, and monitor the annual operating budget which includes: contracts and agreements, revenue and fee analysis, developer deposit accounts and all other department expenditures. • Provide departmental and divisional administrative support services to ensure consistency of standard operating procedures and to avoid duplication of efforts. • Continue the ongoing electronic archiving of documents to reduce staff research time and to expedite departmental and Public Records Act requests. • Maintain the Department's Geographic Information System (GIS) and utilize this software to perform spatial analysis on a variety of land use issues. • Track permit and activity data to measure service and performance indicators for each division. • Maintain the Department's website. • Ensure that the preparation and posting of public notices, meeting agendas, and minutes for the Planning Commission, Zoning Administrator, Hearing Officer, Citizen Advisory Panels, and the Building and Fire Board of Appeals are in compliance with the Brown Act. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Administrative Analyst - 1.0 1.0 Community Development Director - 1.0 1.0 Student Aide 1.06 1.06 1.06 Systems & Administrative Manager - 1.0 1.0 Total Budgeted Staffing 1.06 4.06 4.06 Total Department Costs: 105 U 1W MCI q Q Fq KI Q G1 U G) MCI a 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated* Proposed Salaries and Benefits $ - $ - $ 488,181 $ 552,845 Maintenance and Operations $ - $ - $ 136,032 $ 162,141 Capital Equipment $ - $ - $ - $ - Total $ - $ - $ 624,213 $ 714,986 *CDD Admin was a new division created in FY 2011 -12. 105 U 1W MCI q Q Fq KI Q G1 U G) MCI a a rrq e P rrq rrq9 C] a a C� Q a 0 Municipal Operations Department Mission Statement o provide clean, safe, and responsive utility and infrastructure maintenance services to the community of Newport Beach. Department Overview esponsible for providing water service, wastewater collection, oil and gas production, electrical services, streetlight services, refuse collection, park and tree maintenance, storm drain, facilities and beach maintenance, street and sidewalk maintenance, vehicle and equipment maintenance, and administrative support. Key Department Programs • Administration Electrical Equipment Maintenance Field Maintenance Oil & Gas • Operations Support • Parks &Trees • Refuse • Water • Wastewater The department is divided into ten functional divisions that are responsible for administrative support, customer service, and regulatory compliance; electrical maintenance of pump stations, control systems, and street lighting; residential refuse collection and recycling; safe operation and maintenance of oil and natural gas production; maintenance of the City's urban forest, parks and landscaped areas; delivery of safe drinking water; street sweeping and maintenance of storm drains, tide valves, beaches, traffic signs, and public facilities; safe collection and delivery of wastewater for treatment; management and replacement of the City fleet of vehicles and equipment; and improvement of public streets and sidewalks. Goals Build on previous successful efforts to reduce costs while maintaining excellent levels of service. Move forward with the purchase of alternative fuel replacements for fleet vehicles. Reducethevolume and duration ofstreetlight outages through an improved maintenance program. Evaluate the impact of reduced staff positions on internal services Meet current and future needs for infrastructure, services, and resources for citizens and visitors through contract management • Provide the City a safe, reliable, and cost - competitive water supply. 106 • 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. • Encourage continuous employee assessment and development programs. Facilitate the flow of information by maintaining a records management system. Total Municipal Operations Department Costs: 107 U Q Q C1 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed General Fund Salaries and Benefits $ 10,743,294 $ 9,786,393 $ 9,500,928 $ 9,689,856 Maintenance and Operations $ 12,558,871 $ 12,173,866 $ 13,660,394 $ 13,776,933 Capital Outlay $ 17,778 $ 4,520 $ 25,150 $ 21,500 General Fund Total $ 23,319,944 $ 21,964,779 $ 23,186,472 $ 23,488,289 Water Fund Salaries and Benefits $ 3,824,526 $ 3,753,693 $ 4,117,707 $ 3,681,766 Maintenance and Operations $ 13,057,511 $ 13,341,846 $ 15,255,012 $ 14,497,469 Capital Outlay $ 31,069 $ 10,546 $ 21,000 $ 21,000 Water Fund Total $ 16,913,107 $ 17,106,085 $ 19,393,719 $ 18,200,235 Wastewater Fund Salaries and Benefits $ 1,506,063 $ 1,418,968 $ 1,573,152 $ 1,566,059 Maintenance and Operations $ 1,195,846 $ 1,170,423 $ 1,492,941 $ 1,393,509 Capital Outlay $ 9,767 $ 4,562 $ 36,000 $ 36,000 Wastewater Fund Total $ 2,711,676 $ 2,593,954 $ 3,102,093 $ 2,995,568 Tidelands Fund Salaries and Benefits $ - $ - $ - $ - Maintenance and Operations $ 711,311 $ 675,403 $ 995,329 $ 802,460 Capital Outlay $ - $ - $ - $ - Tidelands Fund Total $ 711,311 $ 675,403 $ 995,329 $ 802,460 Operations - All Funds $ 43,656,038 $ 42,340,220 $ 46,677,613 $ 45,486,552 Internal Service Fund Equipment Fund $ 3,604,978 $ 2,008,272 $ 2,116,065 $ 1,902,343 Capital Improvement Projects (CIP) Water $ 1,807,575 $ 1,563,954 $ 5,784,710 $ 9,680,200 Wastewater $ 489,526 $ 2,949,380 $ 951,500 $ 686,900 CIP Total $ 2,297,102 $ 4,513,334 $ 6,736,210 $ 10,367,100 Total $ 49.558.117 $ 48.861.827 $ 55.529.888 $ 57.755.994 107 U Q Q C1 IF P rrfl rrFj9 Q a 0 Programs Administration Intended Outcome: Administrative support, customer service, and regulatory compliance Core Functions: Work Plan • Provide administrative support for Consolidate staff to one physical location and department staff reduce the volume of paper records in favor of • Manage contracts electronic records. HE 2009 -10 2010 -11 2011 -12 2012 -13 Workload Indicators Actual Actual Estimated Projected Beach Debris Collected (tons) 1,853 1,076 1,100 1,400 Curb & Gutter Replacement (linear feet) 2,879 2,708 2,000 2,400 Gas Produced for Sale (MCF) 14,279 15,732 14,455 14,400 Graffiti Incidents 2,769 857 1,050 1,200 Landscaped Acres Maintained 621 640 641 698 Oil Produced for Sale (barrels) 27,280 26,876 26,900 26,900 Parks Maintained 56 57 57 57 Pipe Cleaned (miles) 200 258 260 260 Pipe Video Inspected (miles) 27 25 27 27 Reclaimed Water Used (acre feet) 367 338 430 450 Residential Refuse Collected (tons) 33,851 33,800 33,600 34,000 Sidewalk Repair (square feet) 49,540 39,972 32,000 36,000 Street & Pavement Marking (linear feet) 33,915 453,863 310,000 300,000 Street Sweeping (cubic yards) 6,225 6,001 6,400 6,200 Street Light Service Requests 525 591 486 500 Trees Planted 142 127 171 393 Trees Removed 125 144 326 *" 140 Trees Trimmed 9,500 10,035 13,200 12,500 Wastewater Repairs 53 96 100 100 Wastewater Services Requests 395 298 300 300 Water Main Breaks 13 22 18 18 Water Purchased /Produced (acre feet) 16,012 15,427 16,150 16,400 Water Service Requests 1,775 2,196 2,164 2,284 MCF = 1,000 cubic feet = 7,481 gallons Acre foot = 325,850 gallons Includes Civic Center " Includes Blue Gum Eucalyptus Programs Administration Intended Outcome: Administrative support, customer service, and regulatory compliance Core Functions: Work Plan • Provide administrative support for Consolidate staff to one physical location and department staff reduce the volume of paper records in favor of • Manage contracts electronic records. HE Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Administrative Analyst 1.0 - - Administrative Assistant 1.0 1.0 1.0 Administrative Manager - 0.5 0.5 Department Assistant 1.0 1.0 1.0 Deputy Director 1.0 1.0 1.0 MOD Director 1.0 0.5 0.5 Management Assistant 1.0 1.0 1.0 Total Budgeted Staffing 6.0 5.0 5.0 Total Administration Costs: Electrical Intended Outcome: Electrical maintenance of pump stations, control systems, and street and outdoor lighting Core Functions: • Provide electrical maintenance services for water /wastewater systems, streetlights and city facilities Total Electrical Program Costs: 2009 -10 2010 -11 2011 -12 2012 -13 2012 -13 Actual Actual Actual Actual Estimated Estimated Salaries and Benefits Proposed Salaries and Benefits $ 782,021 $ 681,436 $ 665,740 $ 688,685 Maintenance and Operations $ 84,723 $ 59,032 $ 126,120 $ 172,572 Capital Equipment $ 1,500 $ 161 $ 2,500 $ 2,500 Total $ 868,244 $ 740,629 $ 794,360 $ 863,757 Electrical Intended Outcome: Electrical maintenance of pump stations, control systems, and street and outdoor lighting Core Functions: • Provide electrical maintenance services for water /wastewater systems, streetlights and city facilities Total Electrical Program Costs: 109 U° Q CO MCI �J Q Ful Q C1 2009 -10 2010 -11 2011 -12* 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 460,636 $ 377,330 $ - $ - Maintenance and Operations $ 694,614 $ 792,740 $ 792,806 $ 842,463 Capital Equipment $ 3,745 $ - $ 3,650 $ - Total $ 1,158,994 $ 1,170,070 $ 796,456 $ 842,463 *Personnel costs transferred to other divisions in FY 2011 -12. This division no longer had staff associated with it after July 2011. 109 U° Q CO MCI �J Q Ful Q C1 a L**J P° 9 rrr a a Q a rrq P Equipment Maintenance Intended Outcome: Maintenance, repair, and replacement of the City fleet of vehicles and equipment Core Functions: • Vehicle Maintenance and Repair • Vehicle Specifications, purchase and salvage Work Plan • Reduce the size of the vehicle fleet and introduce alternative fuel - powered vehicles for replacements. Budgeted Staffing: Positions. FY 2010 -11 FY 2011 -12 FY 2012 -13 Automotive Parts Buyer 1.0 1.0 1.0 Automotive Stock Clerk 1.0 1.0 - Equipment Mechanic 1 3.0 1.0 1.0 Equipment Mechanic II 4.0 6.0 5.0 Equipment Maintenance Superintendent 1.0 1.0 1.0 Equipment Maintenance Supervisor 1.0 1.0 1.0 Fiscal Clerk 1.0 1.0 - Inventory Assistant - - 1.0 Maintenance Aide 0.75 0.75 0.75 Senior Equipment Mechanic 1.0 1.0 1.0 Total Budgeted Staffing 13.75 13.75 11.75 Total Equipment Maintenance Program Costs: 110 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 1,459,423 $ 1,366,397 $ 1,392,990 $ 1,234,626 Maintenance and Operations $ 692,257 $ 638,163 $ 709,575 $ 654,217 Capital Equipment $ 1,453,298 $ 3,713 $ 13,500 $ 13,500 Total $ 3,604,978 $ 2,008,272 $ 2,116,065 $ 1,902,343 110 Field Maintenance Intended Outcome: Maintenance and repair of public streets and sidewalks Core Functions: Work Plan • Inspect and repair asphalt and concrete Continue to maintain the streets and sidewalks to surfaces including roadways, sidewalks, allow for safe travel throughout the city. curbs and gutters Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Concrete Finisher 2.0 2.0 2.0 Concrete Maintenance Crew Chief 1.0 1.0 1.0 Concrete Supervisor 1.0 1.0 1.0 Equipment Operator 1 3.0 2.0 2.0 Equipment Operator II 5.0 5.0 5.0 Field Maintenance Superintendent 1.0 1.0 1.0 Maintenance Worker I 1.0 1.0 1.0 Maintenance Worker 11 5.0 5.0 5.0 Street Maintenance Crew Chief 1.0 1.0 1.0 Street Maintenance Supervisor 1.0 1.0 1.0 Temporary Labor 0.75 0.75 0.75 Traffic Painter 1.0 1.0 1.0 Total Budgeted Staffing 22.75 21.75 21.75 Total Field Maintenance Program Costs: 111 U° Q CO rD F1 MCI El IRUI Q C1 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 2,232,048 $ 2,147,102 $ 2,188,570 $ 2,231,747 Maintenance and Operations $ 1,334,773 $ 1,128,760 $ 1,263,475 $ 1,212,509 Capital Equipment $ 614 $ - $ 2,000 $ 2,000 Total $ 3,567,436 $ 3,275,862 $ 3,454,045 $ 3,446,256 111 U° Q CO rD F1 MCI El IRUI Q C1 a 0 P 9 C] a a C� Q P, rrFj Oil & Gas Intended Outcome: Safe operation and maintenance of oil and natural gas production Core Functions: Work Plan • Ensure the safe operation and economic • Study the oil field operations and potential reserves stability of the City's oil field in order to increase oil production and improve long -term revenue. Total Program Costs: Operations Support Intended Outcome: Clean streets, beaches and other public facilities. Core Functions: Work Plan • Facilities Maintenance • Conti nueto consolidate maintenance responsibility • Storm Drain and Tide Valve Operation for City facilities and upgrade select tide valves for and Maintenance remote operation. • Street Sweeping • Beach Maintenance • Graffiti Abatement 112 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ - $ - $ - $ - Maintenance and Operations $ 711,311 $ 675,403 $ 995,329 $ 802,460 Capital Equipment $ - $ - $ - $ - Total $ 711,311 $ 675,403 $ 995,329 $ 802,460 Operations Support Intended Outcome: Clean streets, beaches and other public facilities. Core Functions: Work Plan • Facilities Maintenance • Conti nueto consolidate maintenance responsibility • Storm Drain and Tide Valve Operation for City facilities and upgrade select tide valves for and Maintenance remote operation. • Street Sweeping • Beach Maintenance • Graffiti Abatement 112 r •�,i w Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Beach Maintenance Supervisor 1.0 1.0 1.0 Carpenter 2.0 - - Electrician - 1.0 1.0 Equipment Operator 1 1.0 1.0 1.0 Equipment Operator 11 6.0 6.0 6.0 Facilities Maintenance Crew Chief 1.0 1.0 1.0 Facilities Maintenance Tech - 4.0 4.0 Facilities Maintenance Worker 11 3.0 - - Maintenance Worker 1 4.0 4.0 4.0 Maintenance Worker 11 3.0 3.0 3.0 Operations Support Superintendent 1.0 1.0 1.0 Sign $ Paint Shop Technician 2.0 - - Storm Drain /Street Sweeping Crew Chief 1.0 1.0 1.0 Storm Drain /Street Sweeping Supervisor 1.0 1.0 1.0 Temporary Labor 1.5 2.0 2.0 Total Budgeted Staffing 27.5 26.0. 26.0. Total Operations Support Program Costs: 113 U° IM ED q Q G1 U G) a 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed 'ies and Benefits $ 2,958,436 $ 2,639,056 $ 2,652,035 $ 2,730,382 tenance and Operations $ 2,676,866 $ 2,767,625 $ 3,190,224 $ 3,318,177 A Equipment $ 10,133 $ 3,066 $ 14,000 $ 14,000 Total $ 5.645.436 $ 5.409.748 $ 5.856.260 $ 6.062,559 113 U° IM ED q Q G1 U G) a a 0 n rrfl rrFl9 C] a a C3 Q a 0 Parks & Trees Intended Outcome: Maintenance of the City's urban forest, parks and landscaped areas Core Functions: • Parks, Trees and Median Maintenance Budgeted Staffing: Work Plan • Secure new landscape maintenance contracts, reduce the backlog for the replacement of street trees and continueto incorporate drought - tolerant plant material into landscape designs. Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Groundsworker 1 5.0 4.0 3.0 Groundsworker II 3.0 3.0 3.0 Irrigation Specialist 1.0 1.0 1.0 Parks & Trees Superintendent 1.0 1.0 1.0 Park Maintenance Crew Chief 2.0 3.0 3.0 Park Maintenance Supervisor 2.0 2.0 2.0 Pest Control Technician 1.0 - - Urban Forester 1.0 1.0 1.0 Total Budgeted Staffing 16.0 15.0 14.0 Total Parks & Trees Program Costs: 114 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 1,737,239 $ 1,496,212 $ 1,560,944 $ 1,533,324 Maintenance and Operations $ 4,753,343 $ 4,200,675 $ 4,924,365 $ 4,876,627 Capital Equipment $ 1,787 $ 1,293 $ 3,000 $ 3,000 Total $ 6,492,369 $ 5,698,180 $ 6,488,309 $ 6,412,951 114 Refuse Intended Outcome: Providing residential refuse collection and recycling Core Functions: • Collection and Transfer of Residential Waste Stream • Management of the Commercial Franchise Program and Newport Coast Residential Contract • Compliance with State Diversion Mandate Work Plan • Continue to provide a high level of service while a consultant evaluates the efficiency of City - provided residential refuse collection Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Refuse Superintendent 1.0 1.0 1.0 Refuse Supervisor 1.0 1.0 1.0 Refuse Worker 1 8.0 8.0 8.0 Refuse Worker II 14.0 14.0 14.0 Transfer Station Crew Chief 1.0 - - Total Budgeted Staffing 25.0 24.0 24.0 Total Refuse Program Costs: 115 U Q CO MCI �J Q Ful Q G1 a 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 2,572,914 $ 2,445,256 $ 2,433,639 $ 2,505,717 Maintenance and Operations $ 3,014,551 $ 3,225,033 $ 3,322,313 $ 3,354,587 Capital Equipment $ - $ - $ - $ - Total $ 5,587,465 $ 5,670,290 $ 5,755,951 $ 5,860,304 115 U Q CO MCI �J Q Ful Q G1 a 0 P 9 Q a Water Intended Outcome: Water use efficiency Core Functions: Provide safe, cost - competitive drinking water for the community • Maintain water transmission system • Comply with State water requirements Budgeted Staffing: Work Plan • Reduction of water use through programs and groundwater pumping Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Administrative Analyst 1.0 - - Administrative Assistant 1.0 1.0 1.0 Administrative Manager - 0.5 0.5 Department Assistant 1.0 1.0 1.0 Deputy Utilities Director 1.0 - - Electrician 0.75 2.0 1.0 Engineering Technician 1.0 1.0 0.5 Field Superintendent I - - 2.0 Field Superintendent II - - 1.0 MOD Director - 0.5 0.5 Junior Civil Engineer 1.0 1.0 - Management Assistant - 1.0 1.0 Office Assistant Part-time 0.5 0.5 - Senior Utilities Specialist 4.0 5.0 5.0 Utilities Crew Chief 5.0 5.0 5.0 Utilities Director 1.0 - - Utilities Equipment Specialist 1.0 - - Utilities General Manager - 1.0 1.0 Utilities Safety Officer 1.0 1.0 - Utilities SCADA Coordinator 1.0 1.0 1.0 Utilities Specialist 10.0 10.0 8.0 Utilities Supervisor 2.0 2.0 - Water Conservation Coordinator 1.0 - - Water Production Operator 3.0 3.0 3.0 Water Production Supervisor 1.0 1.0 - Water Quality Coordinator 1.0 1.0 1.0 Total Budgeted Staffing 37.25 38.50 32.50 Total Water Program Costs: 116 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 3,824,526 $ 3,753,693 $ 4,117,707 $ 3,681,766 Maintenance and Operations $ 13,057,511 $ 13,341,846 $ 15,255,012 $ 14,497,469 Capital Equipment $ 31,069 $ 10,546 $ 21,000 $ 21,000 CIP $ 1,807,575 $ 1,563,954 $ 5,784,710 $ 9,553,966 Total $ 18,720,682 $ 18,670,039 $ 25,178,429 $ 27,754,201 116 Wastewater Intended Outcome: Protection of bay and ocean water quality Core Functions: Work Plan • Provide safe collection and delivery of Proactive preventive maintenance of our collection wastewater for treatment system and pump stations to minimize spills Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Electrician 0.25 - 1.0 Field Superintendent I - - 1.0 Senior Equipment Mechanic 1.0 1.0 1.0 Senior Utilities Specialist 2.0 2.0 2.0 Utilities Crew Chief 3.0 4.0 4.0 Utilities Operations Manager 1.0 1.0 - Utilities SCADA Technician 1.0 1.0 1.0 Utilities Specialist 5.0 5.0 5.0 Utilities Supervisor 1.0 1.0 - Utilities Video Technician 1.0 - - Total Budgeted Staffing 15.25 15.0 15.0 Total Wastewater Program Costs: 117 U Q CO MCI Ful Q G1 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 1,506,063 $ 1,418,968 $ 1,573,152 $ 1,566,059 Maintenance and Operations $ 1,195,846 $ 1,170,423 $ 1,492,941 $ 1,393,509 Capital Equipment $ 9,767 $ 4,562 $ 36,000 $ 36,000 CIP $ 489,526 $ 2,949,380 $ 951,500 $ 686,900 Total $ 3.201,202 $ 5,543,334 $ 4.053,593 $ 3,682,468 117 U Q CO MCI Ful Q G1 a L**J n 9 C] a a C� Q a 0 Public Works Mission Statement Protecting and providing quality public improvements and services Department Overview The Cityof Newport Beach is committed to maintaining a high quality of life by providing essential infrastructure and public facilities. The Department of Public Works is responsible for managing a comprehensive and ambitious improvement program designed to meet the current and future needs of the community and to protect the City's physical and natural assets. Capital projects include improvements to the City's roads, intersections, bridges, sidewalks, storm drains, traffic signals, water quality and environmental features, piers, water and sewer systems, street lighting, public buildings and parks. Another core service area focuses on the use of engineering expertise to solve problems and to promote a safe and efficient transportation system. Public Works adds quality and safety to our lives through the use of engineered controls and measures such as traffic signals, signage and pavement maintenance. Public Works also protects public property through encroachment permits, ensures the safety of utility company activities, private construction and special events in the public right -of -way, and reviews plans for residential and commercial development as they relate to the public right -of -way. Key Department Programs • Capital Improvement Program Delivery • Transportation and Development • Harbor Resources Services • Water Quality and Environmental • Administration Programs 118 Goals Continuously improve our project delivery capability and use of project management tools to assure we are optimally organized, have the most efficient processes and have the right core competencies to deliver the highest quality improvements and services on time and on budget • Foster a team environment to collaborate with external partners and internal City Council and employees to increase effectiveness and productivity. • Demonstrate extraordinary care for our people, assuring that we recruit, develop and retain the best possible team members for Public Works. Provide effective internal and external communications through various means to share knowledge and ideas and to disseminate important information to all partners and stakeholders. Workload Indicators Actual Actual Estimated Projected CIP funds managed* $48,403,166 $45,792,043 $57,497,180 $51,512,768 CIP projects completed within two months 89% 92% 87% 85% of baseline schedule- target 85% CIP projects completed within awarded contract value, plus 10% contingency- 75% 90 % 87% 90% target 90% Plan checks completed within target date 93% 95% 95% 95% Total full -time department personnel *" 32 37 34 36 * Does not include assessment district project funds nor encumbered funds for work in progress nor approximately $105 million construction budget for Newport Beach Civic Center and Park; actual data reflects amounts expended including assessment district project expenses and capital budget expenses approved mid -year. ** Public Works acquired staff from Water Quality and Harbor Resources as part of the FYI restructuring process. Staffing was reduced in FY12. The addition of a Facilities and Energy Manager and the transfer of a Junior Civil Engineer from Municipal Operations Department is proposed for FYI 3. Total Public Works Department Costs: 119 U IM q Q G1 U G) a 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated* Proposed Salaries and Benefits $ 4,679,009 $ 4,685,905 $ 4,980,141 $ 5,494,078 Maintenance and Operations $ 955,972 $ 877,927 $ 2,931,374 $ 2,488,881 Capital Equipment $ 11,101 $ 9,950 $ 37,435 $ 25,950 Total $ 5,646,082 $ 5,573,782 $ 7,948,951 $ 8,008,910 *Water Quality & Harbor Resources were transferred to Public Works in FY 2011 -12. 119 U IM q Q G1 U G) a a L**J P- P Programs Capital Improvement Program Delivery Intended Outcome: Manage the construction and administration of all Capital Improvements Program (CIP) projects. Core Functions: Feasibility studies, planning, permitting, master plans Right -of -way acquisition and management Utilities coordination • Engineering design • Project management • Construction management • Public right -of -way inspection • Community outreach and education • Utility undergrounding district administration and coordination Neighborhood Revitalization Committee staffing Tidelands Management Committee staffing Budgeted Staffing: Work Plan: Oversee project and construction management of scheduled Capital Improvement Program projects including Council priorities such as the Civic Center and Park, Marina Park, Sunset Ridge Park,Traffic Signal Modernization, pavement condition improvements and Harbor and Tidelands improvements. • Complete the widening of Jamboree Road bridge over SR 73 and improvements to Jamboree Road at the intersection of MacArthur Boulevard between Bristol North and Fairchild Road and Jamboree Road between MacArthur Boulevard and Campus Drive. Continue with project development and implementation of Council Goals associated with the revitalization of various areas of the City including the current City Hall site, Lido Marina Village, Balboa Village, Balboa Boulevard, West Newport Beach/ Coast Highway, Bristol Street /Santa Ana Heights and the west entry to Corona del Mar. Continue efforts to update infrastructure master plans to reflect the community's goals of quality public infrastructure that are sustainable into the future with emphasis on facilities, transportation, environmental and water quality and tidelands. Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Assistant City Engineer 2.0 2.0 1.0 Assoc 5% Civil Engineer 2.0 2.0 2.0 Associate Civil Engineer 1.0 1.0 1.0 Construction Inspection Supervisor 1.0 1.0 1.0 Contract Civil Engineer 0.26 0.26 0.26 Deputy Public Works Director /City Engineer 1.0 1.0 1.0 Facilities Manager - - 1.0 Junior 5% Civil Engineer 1.0 1.0 1.0 Principal Civil Engineer 1.0 1.0 1.0 Public Works Inspector II 1.0 - - Public Works Technical Aide 0.85 0.85 0.85 Senior Civil Engineer 3.0 3.0 3.0 Senior Engineering Technician 1.0 - - Senior Public Works Inspector 2.0 2.0 2.0 Total Budgeted Staffing 17.11 15.11 15.11 120 Total Capital Improvement Program Delivery Program Costs: Harbor Resources Intended Outcome: Protect and improve the resources of Newport Harbor and Upper Newport Bay for life, recreation and commerce. Core Functions: • Permit issuance and administration for pier, marina and mooring operations • Coordination and execution of harbor dredging • Water quality improvement • Regulatory compliance • Harbor Commission and Tidelands Management Committee support • Balboa Yacht Basin property management • Studies, planning, permitting and long term capital facilities • Beach sand replenishment projects • Interagency coordination and planning Budgeted Staffing: Work Plan: FY 2010 -11 2009 -10 FY 2012 -13 2010 -11 1.0 2011 -12 p 2012 -13 q harbor area such as dredging the Lower Bay Actual and Semeniuk Slough and bulkhead and Actual seawall repairs. Estimated • Ensure current and future projects address Proposed Salaries and Benefits $ 2,523,878 $ 2,483,778 $ 2,313,917 $ 2,304,905 Maintenance and Operations $ 277,094 $ 290,468 $ 491,466 $ 439,755 Capital Equipment $ 9,429 $ 9,625 $ 19,200 $ 8,200 Total $ 2,810,401 $ 2,783,872 $ 2,824,582 $ 2,752,860 Harbor Resources Intended Outcome: Protect and improve the resources of Newport Harbor and Upper Newport Bay for life, recreation and commerce. Core Functions: • Permit issuance and administration for pier, marina and mooring operations • Coordination and execution of harbor dredging • Water quality improvement • Regulatory compliance • Harbor Commission and Tidelands Management Committee support • Balboa Yacht Basin property management • Studies, planning, permitting and long term capital facilities • Beach sand replenishment projects • Interagency coordination and planning Budgeted Staffing: Work Plan: FY 2010 -11 • Continue efforts to update the City's harbor FY 2012 -13 fees and pursue other funding opportunities 1.0 for harbor related projects and amenities. p • Carry out capital project priorities in the q harbor area such as dredging the Lower Bay 1.0 and Semeniuk Slough and bulkhead and 1.0 seawall repairs. Q • Ensure current and future projects address ED and account for possible sea level changes - that may affect public and private properties. KI • Initiate a comprehensive management, Q governance and investment strategy for 6 U all tidelands, including dredging, beach replenishment, long -term capital plan, sea ED l evel rise, oil and gas and water quality master MCI plan. p Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Harbor Resources Manager 1.0 1.0 1.0 Harbor Resources Supervisor 1.0 1.0 1.0 Harbor Resources Technician II 1.0 1.0 1.0 Special Projects Consultant 0.17 - - Total BudgetedStaffing 3.17 3.0 3.0 121 a rrq P 9 C] a a C� Q a Total Harbor Resources Management Program Costs: Water Quality and Environmental Programs Intended Outcome: Ensure thatthe citizens and guests of Newport Beach enjoythe best environmental standard of living possible by planning and engineering protections and implementing clean water requirements for Newport Bay, the ocean shoreline and other sensitive areas. Core Functions: Work Plan: • Community education and promotion of best • Complete several water quality improvement management practices projects in the Newport Coast Areas of Special • Management and enforcement of local, state of Biological Significance and Big Canyon and federal laws, policies and regulations Wash restoration areas. Environmental programming and capital planning including the pursuit of funding opportunities and collaborative public / private partnerships. Participate in regional planning and coordination with the community, other public agencies, regulatory agencies, and various environmental stakeholders Coastal and Bay Water Quality Committee staffing Budgeted Staffing: • Pursue Measure M2 funding to construct various catch basin filters and water quality filtration units citywide. • Continued coordination with regional watershed stakeholders and the Regional Water Quality Board to develop sustainable water quality strategies with achievable goals given the current economic environment. • Encourage water conservation. Positions 2009 -10 2010 -11 FY 2012 -13 2011 -12 - 2012 -13 1.0 Actual Actual 1.0 Estimated Water Conservation Coordinator Proposed Salaries and Benefits $ - $ - $ 418,559 $ 433,321 Maintenance and Operations $ - $ - $ 1,383,519 $ 1,236,958 Capital Equipment $ - $ - $ 12,000 $ 12,000 Total $ - $ - $ 1,814,079 $ 1,682,279 Water Quality and Environmental Programs Intended Outcome: Ensure thatthe citizens and guests of Newport Beach enjoythe best environmental standard of living possible by planning and engineering protections and implementing clean water requirements for Newport Bay, the ocean shoreline and other sensitive areas. Core Functions: Work Plan: • Community education and promotion of best • Complete several water quality improvement management practices projects in the Newport Coast Areas of Special • Management and enforcement of local, state of Biological Significance and Big Canyon and federal laws, policies and regulations Wash restoration areas. Environmental programming and capital planning including the pursuit of funding opportunities and collaborative public / private partnerships. Participate in regional planning and coordination with the community, other public agencies, regulatory agencies, and various environmental stakeholders Coastal and Bay Water Quality Committee staffing Budgeted Staffing: • Pursue Measure M2 funding to construct various catch basin filters and water quality filtration units citywide. • Continued coordination with regional watershed stakeholders and the Regional Water Quality Board to develop sustainable water quality strategies with achievable goals given the current economic environment. • Encourage water conservation. Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Assistant City Engineer - - 1.0 Code & Water Quality Enforcement Division Manager 1.0 1.0 1.0 Water Conservation Coordinator 1.0 1.0 1.0 Total Budgeted Staffing 2.00 2.00 3.00 122 Total Program Costs: Transportation and Development Services Intended Outcome: Promote a safe, efficient and effective transportation system for various roadway uses and protect interests in the public right -of -way. Core Functions: • Traffic engineering, traffic studies, and transportation planning • Traffic signal system operations, coordination and maintenance • Neighborhood traffic calming • Bicycle Safety Committee staffing • Special event support and coordination • Plan check services • Subdivision engineering • Land use coordination • Planning Commission support staffing • Surveying and mapping • Encroachment permits and temporary street closures Work Plan: Continue processing the transportation planning and associated environmental processes for private developments including the Banning Ranch property. Continue implementing traffic management plan to improve traffic flows and reduce congestion with Phase 6 of the Traffic Signal Modernization Program addressing San Joaquin Hills Road and Newport Coast Drive Review, manage and implement traffic, bicycle and pedestrian safety and operation improvements. Continue efforts to process the transportation planning and associated environmental processes for the Irvine Company's North Newport Center project. 123 U 1W q Q KI Q C1 U G) MCI a 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated' Proposed Salaries and Benefits $ - $ - $ 274,440 $ 477,870 Maintenance and Operations $ - $ - $ 56,508 $ 88,911 Capital Equipment $ - $ - $ 2,000 $ 1,500 Total $ - $ - $ 332,948 $ 568,281 This is a new division in Public Works effective FY 2011 -12. Transportation and Development Services Intended Outcome: Promote a safe, efficient and effective transportation system for various roadway uses and protect interests in the public right -of -way. Core Functions: • Traffic engineering, traffic studies, and transportation planning • Traffic signal system operations, coordination and maintenance • Neighborhood traffic calming • Bicycle Safety Committee staffing • Special event support and coordination • Plan check services • Subdivision engineering • Land use coordination • Planning Commission support staffing • Surveying and mapping • Encroachment permits and temporary street closures Work Plan: Continue processing the transportation planning and associated environmental processes for private developments including the Banning Ranch property. Continue implementing traffic management plan to improve traffic flows and reduce congestion with Phase 6 of the Traffic Signal Modernization Program addressing San Joaquin Hills Road and Newport Coast Drive Review, manage and implement traffic, bicycle and pedestrian safety and operation improvements. Continue efforts to process the transportation planning and associated environmental processes for the Irvine Company's North Newport Center project. 123 U 1W q Q KI Q C1 U G) MCI a 0 P 9 C] a a C� Q a Programs Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Assoc 5% Civil Engineer 2.0 2.0 2.0 City Traffic Engineer 1.0 1.0 1.0 Junior Civil Engineer 1.0 1.0 2.0 Senior Civil Engineer 2.0 2.0 2.0 Senior Traffic Engineering Technician 1.0 1.0 1.0 Student Aide 1.0 1.0 1.0 Total Budgeted Staffing 8.0 8.0 9.0 Total Transportation and Development Services Program Costs: Administration Intended Outcome: Lead and support department's organizational development and strategic planning and provide administrative support for Public Works divisions. Core Functions: • Implementation of City Council and management directives and policies • Budget development and administration • CIP management • Contracts and grants administration • Customer service and communications • Permit issuance • Office management Work Plan: Guide citywide plans and preparations for move to new Civic Center. Coordinate infrastructure management priorities, including updates to the Major Facilities Financing Plan. Facilitate restructure of department staffing and management to improve efficiencies and manage resource allocation of budget, staffing and contractual services. 124 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 1,082,891 $ 1,100,908 $ 1,116,010 $ 1,270,166 Maintenance and Operations $ 599,142 $ 494,308 $ 788,748 $ 540,725 Capital Equipment $ 1,073 $ - $ - $ - Total $ 1,683,106 $ 1,595,216 $ 1,904,758 $ 1,810,891 Administration Intended Outcome: Lead and support department's organizational development and strategic planning and provide administrative support for Public Works divisions. Core Functions: • Implementation of City Council and management directives and policies • Budget development and administration • CIP management • Contracts and grants administration • Customer service and communications • Permit issuance • Office management Work Plan: Guide citywide plans and preparations for move to new Civic Center. Coordinate infrastructure management priorities, including updates to the Major Facilities Financing Plan. Facilitate restructure of department staffing and management to improve efficiencies and manage resource allocation of budget, staffing and contractual services. 124 Core Functions (continued): • Records and GIS management • Team development and guidance Strategic planning Special projects management Budgeted Staffing: Work Plan (continued): • Provide quarterly reports to City Council on performance measurements and project priorities. • Enhance customer service and communications through improved information access, friendly ser- vice and prompt professional responses. • Continue movement to electronic records to improve efficiency and enable improved access to information for accountability and transparency. Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Administrative Analyst - - 1.0 City Surveyor 1.0 1.0 1.0 Engineering Technician 1.0 1.0 1.0 GIS Analyst 1.0 - - Management Assistant 1.0 1.0 1.0 Office Assistant Part-time 0.47 0.47 0.47 Public Works Director 1.0 1.0 1.0 Public Works Specialist 3.0 2.0 1.0 PW Finance /Admin Manager 1.0 1.0 1.0 Total Budgeted Staffing 9.47 7.47 7.47 Total Administration Program Costs: 125 U° IM q Q C1 U G) C=O a 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 1,072,241 $ 1,101,219 $ 857,216 $ 1,007,815 Maintenance and Operations $ 79,736 $ 93,150 $ 211,133 $ 182,534 Capital Equipment $ 599 $ 325 $ 4,235 $ 4,250 Total $ 1,152,576 $ 1,194,694 $ 1,072,584 $ 1,194,599 125 U° IM q Q C1 U G) C=O a a rrq e P rFfl�9 t• -r Q a rrq P [ Library Services Mission Statement o serve as the cultural, educational and informational heart of the City. Department Overview he Library is a valuable resource which offers a diverse range of materials, information and special programs for every age group in our community. Over one million people each year come into the libraries and many more use the online resources from their home, office or school. Key Department Programs • Public Services • Central Library • Donna & John Crean Mariners Branch Library • Corona del Mar Branch Library • Balboa Branch Library Literacy 0% Central 37% ``llJ Mariners 13% Library Administration Technical Processing Literacy Services Arts and Cultural Services & Culture 2% Tech Pro CDM Balboa 4% 4% 3% E Adminstration Tech Pre, Balboa •CDM Mariners Central • Literacy Arts & Culture Provide current materials and information that meet the varying needs of the community Deliver quality service to customers by providing accurate answers, quick responses and assistance Provide programs for audiences of all ages Provide literacy services to adults Support arts and cultural events and programming 126 2,000,000 2UU9 -1U 201 U -11 2U11 -12 ZU12-13 Workload Indicators Actual Actual Estimated * Projected "* Circulation 1,819,122 1,770,683 1,554,584 1,632,313 Customers Served in the Library 1,268,585 1,258,902 1,123,508 1,399,908 Reference Questions Asked 211,742 199,880 188,127 197,533 Program Attendance 48,606 53,534 45,449 53,485 ` Construction at the Central Library caused a drop in use during FY 2011 -12. 600,000 2,301,959 ■ 2011 -2012 " New Central Library addition and Civic Center complex is projected to increase Library use beginning in FY 2012 -11 $ 2,000,000 2009 -10 1,800,000 2011 -12 1,600,000 — Actual 1,400,000 Actual Estimated 1,200,000 Proposed ries and Benefits $ 4,871,732 $ ■ 2009 -2010 Actual 1,000,000 $ 4,760,157 tenance and Operations 800,000 1,386,548 °!' 2010 -2011 Actual 600,000 2,301,959 ■ 2011 -2012 Estimated 400,000 $ ■ 2012 -2013 Projected 200,000 $ 2,000 $ 0 Subtotal $ 6.351.887 $ Circulation Customers Reference Program $ 6.942.936 $ Served in the Questions Asked Attendance Library Total Library Department Costs: nditures funded through donations* $ 176,425 $ 289,154 $ 683,565 $ - Total $ 6,528,312 $ 6,581,788 $ 7,626,501 $ 6,609,635 lmunity donations are used to enhance Library programs and services and are not considered I establishing the City's operating budget. 127 U° Q CO �J Q Q C1 a 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed ries and Benefits $ 4,871,732 $ 4,850,964 $ 4,638,977 $ 4,760,157 tenance and Operations $ 1,386,548 $ 1,433,403 $ 2,301,959 $ 1,835,479 tal Equipment $ 93,607 $ 8,267 $ 2,000 $ 14,000 Subtotal $ 6.351.887 $ 6292.634 $ 6.942.936 $ 6.609.635 nditures funded through donations* $ 176,425 $ 289,154 $ 683,565 $ - Total $ 6,528,312 $ 6,581,788 $ 7,626,501 $ 6,609,635 lmunity donations are used to enhance Library programs and services and are not considered I establishing the City's operating budget. 127 U° Q CO �J Q Q C1 a Programs Public Service Intended Outcome: To provide a range a materials, information and programs to meet the needs of customers of all ages. Core Functions: • Serve customers at all locations Circulate books, magazines, movies and audio recordings to customers of all ages Answer questions and assist customers in person, by phone and via email • Provide library services 24/7 through accessible information databases, eBooks, online renewals and reserves • Provide technology training and assistance to customers Plan and host programs for children, teens and adults throughout the year Budgeted Staffing: Work Plan • This year the Library will be moving into new space at the Central Library arranged to give customers room for reading, studying and working on laptop and tablet computers. • The Library will initiate a realignment of the service desks to facilitate customer service. The Library will convert to Radio Frequency Identification Technology to streamline circulation processes and to improve security and inventory control. The Library will create a high -tech computer lab for customers. Staff will review the arrangement and placement of library materials at each location to highlight popular collections. Staff continues to evaluate collections and services that best fill the needs of customers at each individual location. Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Librarian 1 6.0 6.0 6.0 Librarian I Part-time 2.41 - - Librarian II 7.0 6.0 6.0 Librarian III 1.0 1.0 1.0 Library Assistant 6.0 6.0 5.0 Library Assistant Part-time 2.37 2.37 3.33 Library Clerk 1 4.0 4.0 4.0 Library Clerk I Part-time 8.85 8.65 8.69 Library Clerk 11 3.0 3.0 4.0 Library Page Part-time 9.46 7.9 7.9 Senior Library Clerk 1.0 1.0 1.0 Total Budgeted Staffing 51.09 45.92 46.92 Total Public Service Program Costs: 128 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 3,252,686 $ 3,252,685 $ 3,218,668 $ 3,382,981 Maintenance and Operations $ 405,235 $ 405,235 $ 509,263 $ 703,499 Capital Equipment $ - $ - $ - $ 12,000 Total $ 3,657,921 $ 3,657,920 $ 3,727,931 $ 4,098,480 128 Library Administration Intended Outcome: To manage the successful operations of the Library system allowing the public service staff to focus on meeting the day to day needs of customers. Core Functions: • Provide support to the public, the Library Board of Trustees, the Arts Commission, Friends of the Library and the Library Foundation. Provide support in the areas of personnel, record keeping and marketing. Oversee the maintenance of the Library facilities. Monitor the budget and financial planning and expenditures. Work Plan • Monitor IT system performance to ensure a high level of customer satisfaction. Assist the support groups in establishing their prominence and name recognition at the second entrance to the Library. Schedule staff to effectively work with the realignment of the service desks. Provide quarterly and annual reports for the State Library to encourage re- establishment of State funding to local agencies. Establish maintenance routines for the additional space at the Central Library. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Administrative Assistant 1.0 1.0 1.0 Department Assistant Part -time 0.5 0.45 0.45 Facilities Maintenance Worker II 1.0 1.0 1.0 Librarian I Part -time 1.12 - - Librarian III 2.0 2.0 2.0 Library Clerk I Part-time 0.72 - - Library Services Director 1.0 1.0 1.0 Library Services Manager 1.0 1.0 1.0 Marketing Specialist Part-time 0.65 0.65 0.65 Office Assistant 1.0 1.0 1.0 Total Budgeted Staffing 9.99 8.10 8.10 Total Administration Program Costs: 129 U Q CO rD FJ Q IRUI Q G1 D a 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 935,286 $ 952,764 $ 949,766 $ 983,697 Maintenance and Operations $ 691,968 $ 755,465 $ 1,673,706 $ 1,002,857 Capital Equipment $ 26,786 $ 1,062 $ 2,000 $ 2,000 Total $ 1,654,040 $ 1,709,291 $ 2,625,472 $ 1,988,553 129 U Q CO rD FJ Q IRUI Q G1 D a a 0 n 9 a a C3 Q a Technical Processing Intended Outcome: To ensure that the libraries have new materials to fill the needs of customers. Core Functions: Work Plan • Order, receive and process materials • Evaluate ordering processes to ensure that the most • Process the payments for materials efficient and effective practices and vendors are used to meet the needs of customers. • Mend and maintain collections • Work with vendors to outsource the RFID tagging of newly purchased materials. • Continue to cycle the audio and video discs through a regular rotation of cleaning to ensure that materials Budget Staffing: are in good working order for customers. Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Library Clerk 1 1.0 1.0 t0 Library Clerk II 2.0 2.0 1.0 Senior Library Clerk 1.0 1.0 1.0 Total Budget Staffing 4.00 4.00 3.00 Total Technical Processing Program Costs: Literacy Service rTcwparLlresa roeracy esa Literacy Intended Outcome: To provide tutoring for adult literacy learners. ILwf & ,: A program of ilc Nr"wn Beach Public Library Work Plan Core Functions: • Assess the needs of prospective learners • Train literacy tutors • Assist in community awareness and fundraising efforts • Support the Literacy Board Members Use social media to spread the word of the Library Literacy program. • Work with tutors and learners to evaluate progress and establish a system of moving learners on to higher levels. • Explore new grant opportunities to ensure ongoing funding for the program. 130 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 301,638 $ 321,154 $ 322,557 $ 256,846 Maintenance and Operations $ 15,779 $ 17,572 $ 19,267 $ 49,632 Capital Equipment $ - $ - $ - $ - Total $ 317,417 $ 338,727 $ 341,824 $ 306,478 Literacy Service rTcwparLlresa roeracy esa Literacy Intended Outcome: To provide tutoring for adult literacy learners. ILwf & ,: A program of ilc Nr"wn Beach Public Library Work Plan Core Functions: • Assess the needs of prospective learners • Train literacy tutors • Assist in community awareness and fundraising efforts • Support the Literacy Board Members Use social media to spread the word of the Library Literacy program. • Work with tutors and learners to evaluate progress and establish a system of moving learners on to higher levels. • Explore new grant opportunities to ensure ongoing funding for the program. 130 Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Literacy Coordinator Part-time 0.4 0.4 0.4 Total Budgeted Staffing 0.4 0.4 0.4 Total Literacy Services Program Costs: Arts & Cultural Services Intended Outcome: To support the City Arts Commission Core Functions: Work Plan • Arrange art exhibits at City Hall, the • Continue to provide the community with summer Central Library and at Juried Art Shows programming such as Shakespeare in the Park and • Plan and execute programs and cultural outdoor concerts. arts events • Explore opportunities for programming at the new • Administer departmental grants Civic Center. • Work with the new spaces of the Civic Center complex to exhibit works of art that can be enjoyed by the Budgeted Staffing: community. Positions FY 2010.11 FY 2011 -12 FY 2012 -13 Cultural Arts Coordinator 1.0 1.0 1.0 Total Budgeted Staffing 1.0 1.0 1.0 Total Arts & Cultural Services Program Costs: 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 75,627 $ 81,295 $ 53,970 $ 30,682 Maintenance and Operations $ 9,312 $ 12,376 $ 6,399 $ 77 Capital Equipment $ - $ - $ - $ - Total $ 84,939 $ 93,671 $ 60,369 $ 30,759 Arts & Cultural Services Intended Outcome: To support the City Arts Commission Core Functions: Work Plan • Arrange art exhibits at City Hall, the • Continue to provide the community with summer Central Library and at Juried Art Shows programming such as Shakespeare in the Park and • Plan and execute programs and cultural outdoor concerts. arts events • Explore opportunities for programming at the new • Administer departmental grants Civic Center. • Work with the new spaces of the Civic Center complex to exhibit works of art that can be enjoyed by the Budgeted Staffing: community. Positions FY 2010.11 FY 2011 -12 FY 2012 -13 Cultural Arts Coordinator 1.0 1.0 1.0 Total Budgeted Staffing 1.0 1.0 1.0 Total Arts & Cultural Services Program Costs: 131 U Q CO �J Q D pq Q C1 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated Proposed Salaries and Benefits $ 101,613 $ 103,604 $ 104,016 $ 105,950 Maintenance and Operations $ 74,925 $ 71,763 $ 81,115 $ 79,414 Capital Equipment $ - $ - $ - $ - Total $ 176,537 $ 175,367 $ 185,131 $ 185,364 131 U Q CO �J Q D pq Q C1 a L**J C] a rFfl C3 Q a Recreation & Senior Services Mission Statement To enhance the quality of life by providing diverse opportunities in safe and well maintained facilities, open spaces and parks. We pledge to respond to community needs by creating quality educational, environmental, recreational, cultural and social programs for people of all ages. Our vision is to: Provide well rounded recreational and social programs for the Newport Beach community that enriches the lives of our residents ranging from infants to the active retiree, as well as protect and preserve natural resources for future generations while fostering stewardship of the environment. Department Overview he Department consists of three divisions: Administration, Recreation and Senior Services. Under the guidance ofthe Department Director, Recreation and Senior Services are responsible for the creation, coordination and implementation of recreational and social opportunities that serve a population ranging from infants to those in their advanced years. In addition, the Department oversees the use of 73 parks and facilities, as well as a role at Back Bay Science Center and a number of natural spaces and sensitive marine habitats throughout the City. The backbone of the Department's success is the numerous part -time staff and independent contractors out in the field serving the community as well as numerous volunteers who join us on a daily basis to fulfill our mission. Their assistance to the full -time staff creates the solid foundation of our talented, skilled and service oriented team. Department Goals • Participate in and support efforts for the design, development and programming of Sunset Ridge Park, Marina Park, West Newport Center, Banning Ranch Community Park and City Hall Park. • Continue to seek partnerships and opportunities to enhance services while minimizing impacts to the general fund. 132 • Complete the Buck Gully Trail System and offer programming through the Irvine Ranch Conservancy. • Explore and implement upgraded technology to improve operational efficiency, communication and enhance customer service. • Implement the Marine Life Protection Act. • Complete the purchase, outfitting and programming of the Traveling Tidepool vehicle outreach program to educate the community about the Crystal Cove Marine Protected Area and Newport Coast ASBS. • Continue to increase public access and programming at the Back Bay Science Center. • Continue to market the OASIS Fitness Center to insure optimum usage of the facility. • Promote the OASIS facility as a premier location for rentals. • Broaden our outreach to the senior community by offering resource expos. par a Key Department Programs a Administration Recreation • • Senior Services Total Recreation & Senior Services Department Costs: 2009 -10 2009 -10 2010 -11 2011 -12 2012 -13 Workload Indicators Actual Actual Estimated Projected Recreation Services Proposed ** Salaries and Benefits $ 3,755,790 $ 4,137,516 $ Special Event Permits 207 225 225 225 Facility Rentals 1,393 1,500 1,084 1,300 Program Attendance 400,000 400,000 391,350 400,000 Community Youth Sports Programs 350,000 322,000 335,000 340,000 Senior Services * OASIS Fitness Center was added to Recreation and Senior Services in FY 2010 -11. Programs /Classes 75,085 80,000 111,000 115,000 Human Services 26,712 27,000 37,000 37,000 Transportation Services 15,458 16,000 17,000 17,000 Total Recreation & Senior Services Department Costs: 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual* Estimated Proposed ** Salaries and Benefits $ 3,755,790 $ 4,137,516 $ 4,554,616 $ 4,800,130 Maintenance and Operations $ 2,749,026 $ 3,065,820 $ 4,096,338 $ 4,052,100 Capital Equipment $ 50,515 $ 19,267 $ 26,450 $ 27,450 Total $ 6,555,331 $ 7,222,603 $ 8,677,404 $ 8,879,680 * OASIS Fitness Center was added to Recreation and Senior Services in FY 2010 -11. A Marine Protection and Education was added to Recreation & Senior Services in FY 2011 -12. ** Irvine Ranch Conservancy Contract added in FY 2012 -13. 133 U Q CO MCI El Ful Q G1 a L**J P 9 C] a a C� Q a Programs Recreation Division Core Functions: Provide staffing support to the Parks, Beaches and Recreation Commission and City Council on a variety of Recreational and Community use issues Allocate and patrol use of 73 Parks and Facilities citywide Provide a wide variety of high quality programming for youth and adults Protect and preserve natural marine resources with an emphasis on public education programs Maintenance and operation of 10 community facilities Maintenance of Citywide sport courts and tot lots Administer the Citywide Special Event permitting process Development of future community facilities The Recreation Division offers a wide variety of programs for tots, youth and adults. These programs include year -round sports leagues, seasonal swim lessons and many lifelong learning and fitness classes. Over 150 contractors provide class instruction offered through the Newport Navigator quarterly brochure. In addition, 40 contractors work as officials, referees and scorekeepers for City adult sports Ieagues.Trained staff works in the swim program, preschool and after - school programs, youth recreational sports programs and summer day camps. City operated youth sports programs attract over 1000 children annually. The Division also works closely with Youth Sport Organization members such as youth soccer and baseball to serve over 6000 youth annually through the sports field allocation program. The Division sponsored annual special events include a Surf Contest, CdM Scenic 5K, and the Mariners and Balboa Peninsula Independence Day Parades and Picnics. Picnic areas, fields and meeting rooms are available for reservation with staff processing over 1000 requests each year. There are over 30 playgrounds throughout the City for children ages 2 -12 years of age. In the coming year this Division will continue to maintain the park site playground equipment, in addition to play surfaces, backstops and courts.The Division is also responsible for the maintenance of 10 community facilities and coordinates Special Event Permits by processing over 225 permits per year for large and small scale events. The Marine Protection and Education program supplements the City's commitment to providing its residents with pristine natural areasthatwill be appreciated and coveted forgenerations to come. With a staff of 1 full -time supervisor, 6 part -time employees and over 30 volunteers, this group works to educate residents and visitors how to best explore our amazing natural areas. In order to best do this, the Marine Protection and Education office works in collaboration with the California Department of Fish and Game, Newport Bay Conservancy, U.S. Fish and Wildlife, Orange County Coast Keeper, the County of Orange, Newport Harbor Nautical Museum, Orange County Marine Protected Areas Council, as well as a number of local colleges and universities. Over the past year, major projects have included planning for the Traveling Tidepool vehicle purchase, outfitting and implementation of the expanded Crystal Cove Marine Protected Area and programming of the Back Bay Science Center. The Recreation Division also works closely with other community partners to provide facilities and programming to the community. Some of our partners include: The Boys & Girls Club, Irvine Ranch 134 Conservancy, Lawn Bowling Association, Newport Aquatic Center, Newport Theatre Arts Center, Girl Scouts, CdM Aquatics Girls & Boys Water Polo Club and the Newport -Mesa Unified School District. Recreation Administration Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 Administrative Assistant 1.0 1.0 1.0 Budget Analyst - - 0.5 Budget Intern - 0.5 - Marketing Specialist 1.0 1.0 1.0 Recreation & Senior Services Director 1.0 1.0 1.0 Senior Fiscal Clerk Part-time 0.5 0.5 0.5 Total Budgeted Staffing 3.50 4.00. 4.00 Total Administration Program Costs: Recreation Budgeted Staffing: Positions FY 2010.11 2009 -10 2010 -11 Recreation Superintendent 2011 -12 1.0 2012 -13 Recreation Manager 2.0 Actual Actual Recreation Supervisor Estimated 5.0 Proposed' Salaries and Benefits $ 421,256 $ 454,042 $ 485,427 $ 530,148 Maintenance and Operations $ 160,288 $ 170,505 $ 249,631 $ 413,703 Capital Equipment $ 4,500 $ - $ - $ - Total $ 586,044 $ 624,548 $ 735,058 $ 943,851 ` Irvine Ranch Conservancy Contract added in FY 2012 -13. 0.39 0.39 - Marine Protection & Education Supervisor - Recreation Budgeted Staffing: Positions FY 2010.11 FY 2011.12 FY 2012 -13 Recreation Superintendent 1.0 1.0 1.0 Recreation Manager 2.0 2.0 2.0 Recreation Supervisor 5.0 5.0 5.0 Recreation Coordinator - - 3.0 Senior Recreation Leader 1 4.74 4.74 5.3 Recreation Leader 8.96 8.13 8.75 Recreation Clerk 0.01 0.01 - Assistant Recreation Coordinator Part-time 3.52 3.52 1.76 Pool Lifeguard 0.25 0.01 - Senior Pool Lifeguard 0.96 0.96 1.52 Pool Swim Instructor 3.35 3.59 3.18 Pool Swim Instructor Trainee 0.39 0.39 - Marine Protection & Education Supervisor - 1.0 1.0 Marine Naturalist Interpreter Part-time - 1.5 1.95 Park Patrol Officer 1.75 1.75 1.75 Lead Park Patrol Officer 1.0 1.0 1.0 Groundsworker II 2.0 2.0 2.0 Facilities Maintenance Worker II 2.0 2.0 2.0 Department Assistant 2.0 2.0 1.0 Office Assistant Part-time 3.2 3.2 2.57 Total Staffing 42.13 43.80 44.78 135 U IM MCI q Q Fq Q G1 MCI a a (E) W C3 Q a Programs Recreation Division (continued) Total Recreation Program Costs: Senior Services Division Core Functions: • Maintenance and operation of OASIS Senior Center. • Provide a wide variety of recreational, social and educational services. • Operate a full service fitness center. • Administer facility rentals for private and community functions. • Continue to develop innovative senior programs which meet the changing needs of this population. • Work in conjunction with the Friends of OASIS non profit organization and community volunteers to augment City services. • Maintain relationships with a multitude of community organizations to enhance programming and services. • Provide transportation services to and from the Center and medical appointments. The Senior Services Division is responsible for the operation of the OASIS Senior Center as well as numerous human service activities that reach out to the senior population. The goal of this Division is to provide older adults with activities and services that enrich their lives, prevent isolation and provide them with a purpose in life. The Division also provides a variety of services which enhance the lives of seniors creating positive and successful aging experiences. It accomplishes this by providing programs and activities which address older adult's evolving needs. Staff stays current on programming activities that are most helpful to the senior population by assessing needs and welcoming senior participation in program ideas. The Senior Services Division has been successful at meeting the challenge of the ever - changing needs of older adults and has developed activities that are intellectually stimulating and physically active. The Division is staffed with 10 full -time members which include professionals in the fields of Gerontology, Recreation, Transportation, Health and Fitness and Administration. In addition, the division includes one 136 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Estimated* Proposed Salaries and Benefits $ 2,419,419 $ 2,510,975 $ 2,749,665 $ 2,918,783 Maintenance and Operations $ 2,399,359 $ 2,337,672 $ 3,061,733 $ 2,776,489 Capital Equipment $ 45,276 $ 9,302 $ 17,950 $ 17,950 Total $ 4,864,054 $ 4,857,950 $ 5,829,348 $ 5,713,222 * Tidepools was added to Recreation and Senior Services in FY 2011 -12. Senior Services Division Core Functions: • Maintenance and operation of OASIS Senior Center. • Provide a wide variety of recreational, social and educational services. • Operate a full service fitness center. • Administer facility rentals for private and community functions. • Continue to develop innovative senior programs which meet the changing needs of this population. • Work in conjunction with the Friends of OASIS non profit organization and community volunteers to augment City services. • Maintain relationships with a multitude of community organizations to enhance programming and services. • Provide transportation services to and from the Center and medical appointments. The Senior Services Division is responsible for the operation of the OASIS Senior Center as well as numerous human service activities that reach out to the senior population. The goal of this Division is to provide older adults with activities and services that enrich their lives, prevent isolation and provide them with a purpose in life. The Division also provides a variety of services which enhance the lives of seniors creating positive and successful aging experiences. It accomplishes this by providing programs and activities which address older adult's evolving needs. Staff stays current on programming activities that are most helpful to the senior population by assessing needs and welcoming senior participation in program ideas. The Senior Services Division has been successful at meeting the challenge of the ever - changing needs of older adults and has developed activities that are intellectually stimulating and physically active. The Division is staffed with 10 full -time members which include professionals in the fields of Gerontology, Recreation, Transportation, Health and Fitness and Administration. In addition, the division includes one 136 full -time building maintenance worker, one part -time recreation professional, and eight part -time staff who work in the Fitness Center, assisting with events and rentals, and work in the facility during evening and weekend activities. Staff has continued to perfect Lorw�7 our program offerings by adding classes and activities that have been requested by our customers. The Center continues to expand its' services and customer participation. The challenge is to keep the classes spread out throughout the day so that parking is available to participants. The Friends of OASIS membership continues to grow to about 8000 members at its peak. The OASIS staff maintains relationships with many community organizations in order to enhance and expand the services provided to the community, which include: Age Well, OC Department of Health, University of California at Irvine, Hoag Memorial Hospital Presbyterian, Braille Institute, Health Insurance Counseling and Advocacy Program, and the Orange County Transit Authority. Total Senior Services Program Costs: 2009 -10 2010 -11 Budgeted Staffing: 2011 -12 2012 -13 Q Actual Actual' Estimated Proposed Salaries and Benefits CO 915,115 Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 rD Senior Services Manager 1.0 1.0 1.0 Recreation Supervisor 3.0 3.0 3.0 ME! $ 784,973 $ 861,909 Capital Equipment Recreation Leader OASIS 2.56 2.91 2.91 El Senior Recreation Leader 1.18 1.84 1.84 Ful 1,105,232 $ 1,740,105 $ 2,112,998 Recreation Coordinator 1.0 1.0 1.0 Senior Services Van Driver 4.0 4.0 4.0 Q Senior Services Van Driver Part-time 0.5 0.5 0.5 Facilities Maintenance Worker 11 1.0 1.0 1.0 Department Assistant 1.0 1.0 1.0 Assistant Recreation Coordinator Part-time 0.75 0.75 0.88 Office Assistant Part-time 0.75 0.75 0.75 a Total Staffing 16.74 17.75 17.88 Total Senior Services Program Costs: 137 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual' Estimated Proposed Salaries and Benefits $ 915,115 $ 1,172,498 $ 1,319,524 $ 1,351,199 Maintenance and Operations $ 189,378 $ 557,642 $ 784,973 $ 861,909 Capital Equipment $ 739 $ 9,964 $ 8,500 $ 9,500 Total $ 1,105,232 $ 1,740,105 $ 2,112,998 $ 2,222,608 `OASIS Fitness Center was added to Recreation and Senior Services in FY 2010 -11. 137 OTHER BUDGETS a 9 I� C3 0 a [ Description of Internal Service Funds The City continues to provide for the financing of certain functions through the use of Internal Service Funds (ISF). The purpose of these funds is to facilitate the management of some types of expenditures on a centralized, as opposed to decentralized (by department) basis, without losing the visibility of each Department's share of the overall cost. Each Department has been required to budget for the cost of these functions at a pre- determined rate, as opposed to attempting to project actual costs at the Department level, which would be required if there was no ISF mechanism. Funds are then collected from each Department at the pre- determined rate by the Internal Service Fund during the course of the year. All actual expenditures for the function in question (for the City as a whole) are then made from the Internal Service Fund. The City has established five Internal Service Funds - Insurance Reserve Fund, Retiree Medical Insurance Fund, Compensated Absences Fund, Equipment Maintenance and Replacement Fund, and an Information Technology Fund. Insurance Reserve Fund.The Insurance Reserve Fund is used to pay all Workers'Compensation and General Liability expenses of the City.This includes insurance premiums, consultant fees, medical expenses, contract attorneycosts, payments forjudgments 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 $3,140,068.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 todeterminethe budget base needed in each Department to accumulate the total anticipated Insurance Reserve Fund requirement to pay all Workers' Compensation claims and related expenses for this budget year (approximately $2,793,660). Similarto the situation with Liability, there is an accumulated deficit for Workers' Compensation. Therefore $3,006,115, or a projected excess of $212,455 is being collected to cover the deficit. Retiree Medical Insurance Fund. In January 2006, the City implemented a new defined contribution Retiree Medical Insurance Fund in place of the prior defined benefit program, which will ultimately reduce the City's long -term liability for this program.The transition to the new program will take an estimated twenty years or more to fully implement, but our operating expenses will eventually be capped as we will only need to fund contributions for current employees and the City's unfunded liability will be zero. The contribution amount is based on a formula currently provided for in the Memorandum of Understanding between the City and the employees. This year, the City's cost for contributions for eligible full -time employees is projected to be $849,801. Compensated Absences Fund. Departmental payments into the Compensated Absences Internal Service Fund are based on a percentage of salary. That percentage is set at a level which will accumulate a sufficient monetary base within the fund to accommodate current year expenses.This year's contribution level is 3.5% of salary resulting in a budgeted amount of $2,229,951. Any amounts collected in excess of the annual expense, reduce the long -term unfunded liability in this fund. 140 Equipment Maintenance and Replacement Fund. The Equipment Maintenance and Replacement Fund is used to provide funding for the maintenance of almost all of the City's fleet of Rolling Equipment, 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 and for maintenance remain segregated. Maintenance funds are used to fullyfund the Municipal Operations Equipment Maintenance Division, including the Auto Parts Warehouse, and certain other Municipal Operations Department overhead expenses which are directly attributable to rolling equipment maintenance, but are contained in the budgets of other divisions. Each Department Budget unit's share of this cost, based on the equipment it has in service, is contained on line 8022 of the respective M &O budget sheets. The Police Department has their own equipment replacement and maintenance program including a Police Fleet Maintenance Division. Recommendations for rolling stock replacement are made by each Department to the City Manager through the Municipal Operations Director.The City Manager then includes his final recommendation for Equipment Replacement action to the City Council as part of the annual budget submission. Money accumulated in the Equipment Replacement portion of this Fund can only be used for equipment replacement unless specifically reprogrammed by the City Manager. Each Department Budget unit's "contributions" to this fund, based on the equipment it has in service, can be found on line 8024 of the respective M &O budget sheets. Information Technology Fund. The City redefined the IT services department in FY 2011 -12. All IT staff and budgets were centralized within the City Manager's Office in order to allow for a City -wide vision and shared implementation process that serves all City departments in a coordinated manner. As part of this new structure all IT budgets were consolidated within the centralized IT department using an Internal E2 Service Fund model. The Departmental payments into the Information Technology Internal Service Fund p are based on the number of computers and required technological support. That contribution amount is F) set at a level which will accumulate a sufficient monetary base within the fund to accommodate current p year expenses. This year's contribution level is $4,964,193. Any amounts collected in excess of the annual 6 expense, reduce the long -term unfunded liability in this fund. In addition, a $3 million dollar transfer from the General Fund is intended to begin to set aside funds for the replacement of major system components such as a much needed Enterprise Resource Planning (ERP) system to automate business processes, a new Im CAD /RMS system, and a new permitting system. a For Fiscal Year 2012 -13, City expenditures from Internal Service Funds are projected as follows: Compensated Information Absences Equipment Technology 8% Maintenance 22% 8% Equipment Replacement 9% Workers' Compensation' 12% General Liability` Retiree Medical 13 Insurance' 28% *Includes legal services, insurance premiums, contract administration, claims & settlements, and payments to providers of medical service. 141 a d l- 9 C� C3 0 a Debt Service & Other Activities Most of the City budget is dedicated to a one -year operating plan for each department. However, certain budgetary components do not fit within this definition. Capital Improvement Projects (CIP) and Debt Service expenditures benefit more than one operating period. Since CIPs may have significant useful lives, expenditures are deemed to benefit both the current and future operating periods while Debt Service expenditures are deemed to benefit current, future, and past operating periods. An entire section of the budget document is dedicated to CIP expenditures; however Debt Service expenditures can be adequately covered within this section. Some proposed expenditures in the budget only benefit the current operating period but do not readily fit within the operating plan of any one department and /or its funding source cannot be relied upon to fund routine department operations. For lack of a more descriptive term, we often refer to non - departmental expenditures of this nature as other activities. Debt Service Expenditures Since the City does not issue debt instruments to finance operating activities, Debt Service Expenditures are the result of capital financing ventures. There are two principal reasons why debt instruments are issued. The first circumstance is when the cash flow for the construction or purchase of a long -term asset would cause a significant strain on the City's cash flow and the asset to be financed will benefit many service periods. In no instance would the City select the duration of a given debt instrument to extend beyond the expected life of the asset financed. The second scenario arises when an asset to be purchased may not cause a significant cash flow strain but it would be economically advantageous to finance the asset rather than to purchase it outright (e.g. occasionally the City can borrow money at a lower rate than its investment portfolio is earning). Civic Center COP Series A In Fiscal Year 2010 -2011, the City issued $20,085,000 of Series 2010A (Tax Exempt) and $106,575,000 of Series 2010B (Federally Taxable Direct Pay Build America Bonds) Certificates of Participation. The 2010A Certificates were issued to prepay the $3,990,000 principal outstanding on the 1998 Library Certificates of Participation. The refunding was undertaken to reduce total debt service payments over the next nine years by $1,084,556 and resulted in a net present value savings of $429,500. Accordingly, the 1998 Library Certificates have been defeased pursuant to the defeasance provisions of the 1998 Trust Agreement. The remaining proceeds from the Series 2010A Certificates are to be used to finance the acquisition, improvement and equipping of the Civic Center Project. The Series 2010B Certificates were issued to provide additional financing for the Civic Center Project. The proceeds of the Certificates will also be applied to pay certain costs of issuance incurred in connection with the Certificates. 142 The lease payments made by the City are held by a trustee who makes semi - annual payments on the Certificates of Participation. The lease payments began January 1, 2011, and are in amounts sufficient to cover the payment of principal and interest of the Certificates. Interest on the Certificates is payable semiannually on January 1 and July 1 of each year. The City has designated the Series 2010B Certificates as "Build America Bonds" (BABs) under the provisions of the American Recovery and Reinvestment Act of 2009. Thus, the City expects to receive periodic payments from the United States Treasury equal to 35% of the interest payable on the 2010B Certificates. Principal payments are payable annually on July 1 of each year. Future principal payments for the Series 2010A, which commence July 1, 2011 and continue through July 1, 2019, range from $410,000 to $3,185,000. The future principal payments for the Series 2010B Certificates, which commence July 1, 2018 and are payable through July 1, 2040, range from $2,900,000 to $7,245,000. The Series A Certificates outstanding at June 30, 2012, amounted to $18,345,000 and the Series B Certificates outstanding at June 30, 2012, amounted to $106,575,000. Boating and Waterways Loan The City also had a loan from the California Department of Boating and Waterways for the purchase and rehabilitation of the Balboa Yacht Basin. The original loan in 1987 was for $3,300,000. This loan was payable in thirty annual installments of $237,062 at a 4.50 percent rate of interest, which began on August 1, 1987. The outstanding balance at June 30, 2011, amounted to $737,854. The loan was funded entirely by Tide and Submerged Lands Fund revenue sources. The City paid off the entire balance of this loan in August 2011. Office Equipment Leases The City occasionally enters into lease- purchase agreements to finance the acquisition of copiers, computers, telecommunications or other office equipment and upgrades. The terms of the leases normally range from three to five years and are typically payable monthly. Currently there are no outstanding leases of this nature. Debt of this nature is serviced by whichever fund derives the benefit of the equipment. In most circumstances the General Fund enjoys the benefit of office equipment purchases of this type and would therefore service this debt. Rolling Stock Leases Most City vehicle purchases do present a cash flow challenge and are therefore purchased outright except when financially advantageous conditions exist. However, the City does own and operate some rolling stock including fire engines, ladder trucks, vactor trucks and other heavy equipment that can be several hundred thousand dollars per vehicle. These items are periodically financed through lease- purchase agreements, but at this time we have no lease- purchase agreements. 143 Q E.7 Q 6 a QZ a r 9 P 9 C� C3 0 r3 C—_3 O Newport Coast Special Assessment District Relief Because the Newport Coast area was not incorporated into the City limits when much of the public improvements that serve this area were constructed, the improvements were financed by private property special assessments. Had the Newport Coast area been incorporated within the City limits at the time the improvements were constructed, the City would have likely participated in funding much of the public improvements. Before this area was officially annexed into the City limits, the City entered into a pre- annexation agreement with the Newport Coast Committee of 2000 where the City agreed to reimburse residents and thereby reduce the cost of certain private property special assessments. As a part of the pre- annexation agreement, the Irvine Ranch Water District (IRWD) transferred $25 million to the City in exchange for the right to continue to provide water utility service to this area. With this $25 million from IRWD, the City dedicated $7 million toward the construction of the Newport Coast Community Center which opened in 2007 and will reduce the special assessment levies by $1.2 million a year for 15 years. At June 30, 2012, $6,000,000 was outstanding. Community Development Block Grant (CDBG) Loan The CDBG program is a federal revenue source that is restricted to programs and projects that benefit low and moderate income areas. In August of 2002, the City was granted a $2.4 million loan that is secured and will be repaid by future block grant allocations to partially finance the Balboa Village improvements. Commonly known as a "Section 108 Loan" this loan will be repaid over 20 years in $215,000 installments. As of June 30, 2012, the outstanding balance of this loan was $1,686,000. Debt Service Estimates 201213 'Expected BAB subsidy for FY 20012 -13 of $2,535,196 144 2013 Year of Original 8a1ance Balance Total Principal Final Issuance 07/0112012 Additions Deletions 0613012013 Payments Interest Paid to Date Payment Pre- Annexation Agreement 18,000,000 6,000,000 - (1,200,000) 4,800,000 1,200,000 - 13,200,000 2017 Section 108 Loan 2,400,000 1,686.000 - (108,000) 1,5]8,000 202,485 94,485 822,000 2024 2010 Civic Center COP Series A 20,085,000 18,345,000 - (2,]15,000) 15,570,000 3,344,850 569,850 4,515,000 2041 2010 Cron Center COP Sena B' 106,95,000 106,5]5,000 106,95,000 7,243,417 7,243,417 2041 Total Debt Service 147,060,000 132,606,000 (4,083,000) 128,523,000 11,990,752 7,907,752 18,537,000 'Expected BAB subsidy for FY 20012 -13 of $2,535,196 144 Other Activities Asset Forfeiture Funds Funds derived from the City's participatory share of State and Federal assets seizures are accounted for separately from other funds due to special restrictions placed on the use of these proceeds.These funds can only be used to supplement but not subsidize law enforcement activities. Therefore, this funding source is not used to fund regular departmental operations. Air Quality Management District Funds (AQMD) State Assembly Bill 2766 provides cities with a modest annual budget to encourage the reduction of air emissions. The City uses its AQMD funds to support the employee rideshare program and to subsidize the cost of the electric vehicles used to supply City services. Ackerman Donation The Ackerman Fund is a permanent endowment for which the interest earned is to be used to purchase high tech library equipment and to fund a City administered scholarship program. The fund was created when the Carl Ackerman Family Trust donated some commercial property to the City in 1992. At that time the property was subject to a 15 -year lease. The lease proceeds were split with the City receiving 40 percent and the University of California, Irvine Foundation receiving 60 percent. Included in the lease was an option for the lessee to purchase the property. In August 2003, the lessee exercised the option to purchase in the amount of $1,940,000. The sale proceeds were subject to the same City /Foundation split and the City's lump sum payment was the basis for the permanent endowment. Environmental Liability Fund As part of the City's franchise agreements with commercial solid waste haulers, the City collects 5.50 percent of their gross receipts that are set aside to defray the cost of any legal or environmental costs that might arise connected with the collecting, hauling and dumping of waste originating within the City.These funds are used to provide the City with environmental liability insurance and to conduct waste related environmental assessments. 145 Q E.7 Q 6 a IP 9 C� C3 0 O [ Capital Improvement Program The City of Newport Beach Capital Improvement Program (CIP) serves as a plan for the provision of public improvements, special projects, on -going maintenance programs and the implementation of the City's master plans. Projects in the CIP include improvements and major maintenance on arterial highways, local streets, and alleys; storm drain and water quality improvements; harbor, bay, pier and beach improvements; park and facility improvements; water and wastewater system improvements; transportation safety and traffic signal improvements; and planning programs and studies. The adopted FY 2012 -13 CIP consists of 68 projects representing nearly $21 million in new appropriations and about $32 million in rebudgeted funds for a total CIP budget of $52,860,727. Major funding initiatives include park facility improvements, road and pavement rehabilitations, and restructuring and replacement of water distributions and piping. Significant work continues this fiscal year on projects such as Marina Park, Sunset Ridge Park and the Big Canyon Reservoir Floating Cover Replacement. Water Quality $2 , FY 12 -13 CIP Budget by Category (total) Miscellaneous $1,171 $17,282 34% Drainage $16,362 32% Dollars in Thousands Projects are organized by primary function or benefit into one of the following categories: Facilities; Streets and Drainage; Traffic; Parks, Harbors and Beaches; Water Quality and Environmental; Water; Wastewater; and Miscellaneous. Given the current fiscal climate, the development of the adopted CIP was limited to meeting Council priorities and master plan requirements. Essential projects were prioritized and summarized by available funds and were presented to the City Council for aproval. Funding of capital projects is derived from multiple funding sources. 146 Highlights of the adopted CIP budget for FY 2012 -13 are presented by category as follows: Facilities Projects organized under Facilities include construction, rehabilitation and repair of City buildings and facilities. Major projects within this category approximate $3.2 million and include: • Civic Center construction ($2,316,717) • Central Library HVAC Refurbishment ($340,000) • Current City Hall Interim Use Plan and Master Facilities Strategic Planning ($287,601) • Big Canyon Reservoir Auxiliary Maintenance Yard Design ($140,000) • Lifeguard Headquarters and Balboa Yacht Basin Facility Improvements ($158,585) Streets and Drainage Projects organized under Streets and Drainage include construction, rehabilitation and repair of City roads, alleys, medians, bridges, sidewalks, streetlights, slopes and tide structures. Projects within this category exceed $16.4 million and major highlights include: • Streetand alley construction and rehabilitation, including: 15th Street Pavement Overlay, Asphalt Alley Replacement, Balboa Boulevard Channel Road Pavement Reconstruction, Bay Avenue Pavement Rehabilitation, Bayside Area Pavement Rehabilitation, Central Balboa and Bayfront South Alley Reconstruction, Jamboree Road Improvements, Major Arterial Streets Repair Program, Newport Boulevard and 32nd Street Modification, and Old Newport Boulevard West Coast Highway Modifications ($11,308,736) p • Drainage and tide structures ($2,878,216) Q • Landscape and streetscape design and improvements ($840,000) 6 • Slurry seal program ($635,000) • Sidewalk and concrete improvements ($500,000) Im • Streetlighting and bridge improvements ($300,000) a 147 QZ a r F n 9 C� C3 0 a Traffic Projects organized underTraffic includetraffic signal system maintenance and improvements, neighborhood traffic management, pedestrian improvements and signage. Projects within this category exceed $2.0 million and major highlights include: • Traffic signal modernization ($816,900) • Traffic signal rehabilitation ($700,000) • Traffic and monument signs ($140,000) • Pedestrian and bicycle facilities ($311,500) Parks, Harbors and Beaches Projects organized under Parks, Harbors and Beaches include improvements or repairs to the City's parks, harbors, docks, wharfs, piers and beaches. Projects within this category exceed $17.3 million and major highlights include: • Park improvements — Sunset Ridge Park, Marina Park, and playground equipment replacements ($16,136,006) • Harbor improvements — Balboa Support Services Improvements, Survey, Lower Harbor Dredging, Field Realignment, Seawall and Modifications, and Marina Public Dock, Balboa Yacht Basin Mooring Eelgrass Mooring Bulkhead Vessel Waste Pumpout Station Replacement ($905,000) • Beach improvements — Bay Beach Sand Management ($300,000) Water Quality and Environmental Projects organized under Water Quality and Environmental include studies, improvements and programs that benefit the City's natural resources. Projects within this category exceed $2.0 million and major highlights include: • Big Canyon Wash Restoration ($1,575,000) • Newport Coast ASBS Protection Program ($462,000) Water and Wastewater Projects organized under Water and Wastewater are funded from respective service charges and are used for the rehabilitation and expansion of these services. Projects within these categories approximate $9.5 million and major highlights include: • Water transmission and main improvements ($8,930,766) Sewer main improvements ($458,900) Wasterwater master planning ($125,000) Miscellaneous Projects organized under Miscellaneous are ones that do not fit into any other category and include capital purchases and special projects. Projects within these categories exceed $2.2 million and highlights include: Santa Ana Heights utility undergrounding ($1,170,800) SCE Rule 20A Credits Purchase ($974,000) Local Coastal Program Plan Implementation ($75,000) Conclusion The City continues to undertake an ambitious and wide- ranging capital improvement program. The projects, both significant and diverse, serve all areas of the City. It is the City's policy to appropriate sufficient funds for all projects scheduled during the coming budget year. Many of the projects require multiple year terms to complete them. In such cases, only the current phase identified to be completed during FY 2012 -13 is budgeted and appropriated. Subsequent phases of a project and /or projects requiring more time or funding are reconsidered at the appropriate time. Our project delivery team of engineers, support staff and consultants are tasked with managing more complex workloads while maintaining high quality standards. Creative project management solutions and alternative delivery methods continue to play a key role in our success. 149 Q �.7 Q 6 a APPENDICES TIDE & SUBMERGED LAND FUND DRAFT COST PLAN Based on Fiscal Year 2011 -12 Budget Estimated Funds Available Estimated Beginning Fund Balance $0 Estimated Revenue for 2011 -2012 - All Sources $10,644,962 Total Funds Available Estimated Chargeable Expenditures Building Use City Council City Clerk City Manager Human Resources City Attorney Finance Finance - Parking Operations Fire Municipal Operations Police Public Works Public Works - Harbor Resources Utilities - Oil & Gas Capital Projects Debt Services Expenditures Total of All Proposed Expenditures Estimated Ending Fund Balance $120,000 $5,147 $17,196 $84,053 $8,547 $82,315 $50,721 $586,677 5,460,716 2,140,796 2,113,906 363,706 1,401,485 978,325 5,880,350 771,057 $10,644,962 $20,064,997 ($9,420,035) ` Although these expenditures are considered Tideland expenditures, they are accounted for in the General Fund. The amounts are calculated based on a full cost plan prepared by MGT of America, Inc. A cost plan for FY 2012 -13 is currently being prepared. 152 CAPITAL ASSET SCHEDULE as of June 30, 2011 Year of Historical Description Acquisition Cost Administration and Services City Hall Complex 1930 $2,347,623 Corporate Yard - General Services 1955 $6,131,259 Safety 1906 $223,225 Fire Station #1 - Balboa 1962 $81,615 Fire Station #2 - Headquarters 1966 $94,419 Fire Station #3 - Fashion Island 1971 $888,366 Fire Station #4 - Balboa Island 1994 $1,420,602 Fire Station #5 - Corona del Mar 1950 $237,135 Fire Station #6 - Irvine Avenue 1957 $376,073 Fire Station #7 - Santa Ana Heights 2005 $11,872,633 Fire Station #8 - Newport Coast 2002 $1,816,350 Fire Station Diesel Exhaust System 2007 $47,110 Big Canyon Fire Training Facility 2008 $917,488 Lifeguard Headquarters 1989 $556,483 Police Station 1973 $3,626,878 Libraries Balboa 1906 $223,225 Central 1992 $15,609,080 Corona del Mar 1958 $240,465 Mariners 1957 $6,961,878 Harbors, Beaches, and Recreation 15th Street Restrooms 1956 $538,528 19th Street Restrooms 1940 $2,000 38th Street Park 1925 $212,988 Arroyo Park 2003 $17,578,871 Back Bay View Park 2006 $2,650,000 Bayview Landing Open Space 2008 $1,989,330 Beach and Harbor Right of Way various $52,705,580 Balboa Community Center 1956 $156,246 Balboa Island Park 1973 $162,397 Balboa Beach - Parking Lots and Booth 1986 $1,619,492 Balboa Pier 1940 $3,764,300 Balboa Pier - Concession 1982 n/a " Balboa Pier Restroom 1957 $250,229 Balboa Theater 1998 $480,000 Balboa Yacht Basin - Apartments /Garages /Parking 1960 $150,110 Balboa Yacht Basin - Galley Cafe 1988 $44,000 Balboa Yacht Basin - Headquarters / Restrooms 1984 $158,746 Balboa Yacht Basin - Land 1930 $1,276,308 Leasehold improvements made by Lessee not valued 153 CO q Cul 0 U Qz N uu No CAPITAL ASSET SCHEDULE as of June 30, 2011 (cont.) " Leasehold improvements made by Lessee not valued 154 Year of Historical Description Acquisition Cost Balboa Yacht Basin - Piers and Docks 1984 $3,079,395 Bayside Park 1926 $490,865 Bayview Park 1985 $3,917,422 Begonia Park 1926 $373,609 Big Canyon - Land 1959 $9,586,650 Bob Henry Park 1997 $4,480,305 Bolsa Park 1994 $99,474 Bonita Canyon Sports Park 2004 $5,746,983 Bonita Creek Park 2002 $5,051,170 Boy Scout House 1960 $2,000 Boys and Girls Club 1971 n/a Buck Gully Restrooms 1956 $13,442 Buffalo Hills Park 1970 $4,371,663 Bulkheads various $2,130,377 Canyon & Harbor Watch Park 2006 $850,000 Castaways Park 1997 $803,052 CDM Beach - Concession 1970 $30,994 CDM Beach - Parking Lot and Booth 1957 $5,574,889 CDM Beach - Restrooms 1956 $54,883 Channel Place Park 1958 $504,202 Cliff Drive Park 1917 $1,186,603 Cliff Drive View Park 1975 $147,668 Eastbluff Park 1965 $580,468 Ensign Park 1973 $804,466 Ferry Landing Restrooms 1962 $28,917 Galaxy Park 1962 $255,697 Gateway Park 1999 $1,014,620 Girl Scout House 1956 $24,665 Grant Howald Park 1964 $486,218 Grant Howald Park - Community Youth Center 1988 $1,944,227 Harbor View Nature Park 1974 $4,167,542 Inspiration Point 1953 $16,000 Irvine Terrace Park 1960 $1,703,456 Jasmine Creek Park 1959 $48,961 Kings Road Park 1974 $210,482 L Street Park 1924 $41,948 Las Arenas Park 1956 $133,438 Lido Park 1973 $94,219 " Leasehold improvements made by Lessee not valued 154 CAPITAL ASSET SCHEDULE as of June 30, 2011 (cont.) * Leasehold improvements made by Lessee not valued 155 a 0 U11 Qz Year of Historical Description Acquisition Cost Little Corona Restrooms 2010 $293,455 Lookout Point 1953 $16,000 Los Trancos Canyon View Park 2006 $1,280,000 M Street Park 1930 $12,763 Mariners Park 1957 $3,335,008 Newport Aquatic Center 1987 n/a * Newport Coast Community Center 2006 $15,324,797 Newport Island Park 1938 $142,024 Newport Pier 1940 $3,570,564 Newport Pier - Concession 1990 n/a * Newport Pier - Restrooms 1989 $305,188 Newport Shores Park 1906 $57,258 Newport Theater Arts 1973 $359,002 Newport Village Park 2006 $2,290,000 Oasis Senior Center 1975 $2,022,104 Ocean Front Parking Lot 1919 $302,258 Old School Park 1917 $24,829 Peninsula Park 1929 $651,343 Rhine Wharf Park 1974 $52,620 San Joaquin Hills Park 1965 $1,162,974 San Miguel Park 1983 $2,796,293 Santa Ana Heights Mesa Birch Park 2010 $391,844 Spyglass Hill Park 1970 $499,239 Spyglass Reservoir Park 1970 $312,377 Sunset Park 1970 $311,435 Sunset Ridge Park 2006 $5,175,000 Veterans Park 1994 $52,795 Washington Street Restrooms 1935 $320,946 West Jetty View Park 1917 $8,276 West Newport Community Center 1988 $1,200,000 West Newport Park 1972 $5,664,403 Westcliff Park 1962 $729,952 Other 608 E Balboa Parking Lot 2010 $3,701,190 26th Street Parking Lot 1965 $85,848 30th Street Parking Lot 1987 $1,039,429 Avocado & San Miguel Parcel 2009 $440,000 Balboa Bay Club - Land 1918 $1,049,252 Bayside and Marguerite Parking Lot 1950 $83,494 Beacon Bay- Land 1919 $750,103 * Leasehold improvements made by Lessee not valued 155 a 0 U11 Qz CAPITAL ASSET SCHEDULE Road System various as of June 30, 2011 (cont.) Storm Drain System Year of Historical Description Acquisition Cost Buck Gully 2006 $16,180,000 Cannery Village Parking Lot 1989 $1,146,634 John Wayne Gulch 2006 $3,920,000 Lower Castaways Parcel 2009 $7,960,000 Mariners Mile Parking Lot 1976 $642,081 Palm Street Parking Lot 1906 $55,721 Vacant Land behind Central Library 1992 $6,448,622 Equipment Water Reducers Rolling Equipment various $23,399,467 Other Equipment various $4,838,717 Infrastructure 156 Road System various $1,811,871,764 Storm Drain System various $55,290,553 Bicycle Paths various $42,975,504 Oil Wells various $1,145,490 Walls various $2,297,790 Water System Utility Yard 1987 $2,222,243 Recycled Water 2011 $482,603 Water Reducers various $82,094 Water Meters various $1,469,828 Water Lines /Mains various $72,541,343 Fire Hydrants various $493,520 Reservoirs: Big Canyon 1959 $24,086,298 Spyglass 1972 $418,244 16th Street 1996 $3,800,000 Capitalized Interest 1995 $1,034,462 Pump Stations various $8,125,224 Wells 1996 $3,465,113 Equipment various $187,433 Sewer System Sewer Lines /Mains various $34,167,889 p Pump Stations various $8,457,500 U o TOTAL $2,392,258,977 n Fi rrq d * Leasehold . improvements made by Lessee not valued 156 EQUIPMENT MAINTENANCE AND REPLACEMENT FUND Schedule of Rolling Equipment Replacement (FY 2012 -13) Public Safety Departments Police Department Sedan (3) Crossover /SUV (2) Motorcycle (2) Wagon /Van (2) Truck Sub Total Fire Department Pumpers (3) Ladder Truck Medic Unit Truck, 1/4 Ton (44) (3) Truck, 1/2 Ton (44) Sub Total $ 79,000 $ 70,000 $ 50,000 $ 63,000 $ 1,775,000 $ 1,060,000 $ 178,000 $ 93,000 PUBLIC SAFETY TOTAL OTHER DEPARTMENTS TOTAL TOTAL ALL DEPARTMENTS Other Departments Municipal Opearations Department Beach Tractor Truck, 3/4 Ton Utility Body (2) Truck, 3/4 Ton w/ Dump Bed (4x4) Sedan (CNG) Truck, 3/4 Ton (4x4) Truck, 3/4 Ton 157 Sub Total $3,419,000 $306,000 $ 105,000 $ 82,000 $ 35,000 $ 30,000 $ 28,000 ROLLING STOCK IN SERVICE GRAND TOTAL -8 458 -2 456 -14 442 Police Department re- categorized their vehicles in Fiscal Year 2011 -12 Includes vehicles in both the Water and Wastewater Sections Q2 rt� V r� A Rq R" a Q 158 Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year 2009 -10 2009 -10 2010 -11 2010 -11 2011 -12 2011 -12 Changes & Final Changes & Final Changes & Final General City Operations Ad i ustments Inventory Adjustments Inventory Adjustments Inventory Passenger Cars -2 56 0 56 -1 55 Jeeps 0 2 0 2 0 2 Trucks -3 104 0 104 -4 100 Fire Trucks 0 14 2 16 0 16 Loadpackers -3 22 0 22 -2 20 Street Sweepers 0 9 -4 5 -2 3 Tractors and Graders 0 4 0 4 0 4 Backhoes and Loaders 0 6 0 6 0 6 Beach Cleaners 0 3 0 3 -1 2 Trailers 0 35 0 35 -2 33 Special Equipment 0 13 0 13 -2 11 Total General City Operations -8 268 -2 266 -14 252 Police Department' Passenger Cars 0 59 0 59 -16 43 Trucks 0 19 0 19 17 36 Motorcycles 0 17 0 17 -2 15 Trailers 0 1 0 1 3 4 Special Equipment 0 7 0 7 -1 6 Total Police Department 0 103 0 103 1 104 Utility Enterprise Passenger Cars 0 3 0 3 0 3 Trucks 0 48 0 48 0 48 Tractors and Graders 0 2 0 2 0 2 Backhoes and Loaders 0 6 0 6 -1 5 Trailers 0 11 0 11 0 11 Special Equipment 0 17 0 17 0 17 Total Utility Enterprise 0 87 0 87 -1 86 GRAND TOTAL -8 458 -2 456 -14 442 Police Department re- categorized their vehicles in Fiscal Year 2011 -12 Includes vehicles in both the Water and Wastewater Sections Q2 rt� V r� A Rq R" a Q 158 THREE -YEAR COMPARISON OF FULL -TIME AND FTE POSITIONS 159 I� 0° ^O LL L r� � Al 2010 -11 2011 -12 2012 -13 F(F FTE FIT FTE FIT FTE GENERAL CITY GOVERNMENT City Council 0.00 0.07 0.00 0.07 0.00 0.07 City Clerk 3.00 0.00 4.00 0.00 4.00 0.00 City Manager 8.00 2.31 7.00 0.00 7.00 2.45 Human Resources 10.00 1.50 11.00 0.75 12.00 0.00 City Attorney 10.00 0.70 9.10 0.70 8.10 0.00 Finance 53.00 4.97 36.40 3.75 36.40 3.60 Total 84.00 9.55 67.50 5.27 67.50 6.12 PUBLIC SAFETY Police 225.00 13.42 213.00 12.17 211.00 12.17 Fire 156.00 33.13 146.00 34.37 146.00 36.53 Total 381.00 46.55 359.00 46.54 357.00 48.70 COMMUNITY DEVELOPMENT City Manager - Code Enforcement 5.00 0.25 0.00 0.00 0.00 0.00 Public Works - Water Quality 0.00 0.00 2.00 0.00 3.00 0.00 Community Devt - Admin 0.00 0.00 0.00 0.00 3.00 1.06 Community Devt - Planning 20.00 0.40 21.00 0.40 17.00 0.00 Community Devt - Building 31.00 1.16 31.00 1.16 29.00 0.50 Community Devt- Code Enforcement 0.00 0.00 4.00 0.25 4.00 0.50 Total 56.00 1.81 58.00 1.81 56.00 2.06 PUBLIC WORKS Public Works 32.00 2.58 28.00 2.58 29.00 2.58 Municipal Operations - Utilities Electrical 4.00 0.00 0.00 0.00 0.00 0.00 Municipal Operations - General Services 95.00 2.25 89.00 2.75 88.00 2.75 Total 131.00 4.83 117.00 5.33 117.00 5.33 COMMUNITY SERVICES Library 40.00 26.48 38.00 20.42 37.00 21.42 Arts & Cultural 1.00 0.00 1.00 0.00 1.00 0.00 Recreation 15.00 27.13 15.00 26.30 18.00 26.78 Senior Services 11.00 5.74 11.00 6.75 11.00 6.88 Recreation & Senior Services Admin 3.00 0.50 3.50 0.50 3.50 0.50 Total 70.00 59.85 68.50 53.97 70.50 55.58 GENERAL FUND 122.59 112.92 722.00 670.00 668.00 117.79 TIDELANDS FUND City Manager - Harbor Resources 4.00 1.67 0.00 0.00 0.00 0.00 Public Works - Harbor Resources 0.00 0.00 3.00 0.00 3.00 0.00 Finance - Parking Lots 1.00 7.10 1.00 7.10 1.00 7.10 Recreation - Tidepools 0.00 0.00 1.00 1.50 0.00 0.00 5.00 8.77 5.00 8.60 4.00 7.10 WATER ENTERPRISE FUND 37.00 0.50 38.00 0.50 32.50 0.00 SEWER ENTERPRISE FUND 15.00 0.00 15.00 0.00 15.00 0.00 EQUIPMENT FUND 13.00 0.75 13.00 0.75 11.00 0.75 INFORMATION TECHNOLOGY FUND 0.00 0.00 22.00 0.50 21.50 0.50 TOTALS 792.00 132.61 763.00 123.27 752.00 126.14 159 I� 0° ^O LL L r� � Al 011 i Historical Capital Projects Spending (dollars in thousands) General Fund Projects General Fund Special Revenue CDBG Gas Tax Prop 1B Tidelands Contributions Circulation & Transportation Building Excise Tax Measure M Bike & Trailways AHRP Fund Cooperative Projects Environmental Liability Traffic Congestion Relief American Trader Oil Spill Remediation Misc SAH Projects Air Quality Management District Facilities I Parks Newport Coast Community Center Mariners Library Fire Station #7 Civic Center Marina Park Sunset Ridge Park Police Facility Lifeguard Headquarters OASIS Senior Center Back Bay Science Center SAH Community Center City Hall Reuse Strategic Planning Special Assessment Projects Assessment Districts CIOSA Development Bonita Canyon Development Enterprise Fund Projects Water Sewer Internal Service Fund Equipment Maintenance Annual Totals 2006 -07 2007 -08 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 Actual Actual Actual Actual Actual Estimated Projected 101 - 5,369 9,776 5,910 7,127 2,085 5,523 6,093 77 50 165 142 - 50 100 1,065 1,362 1,866 471 277 2,521 4,504 - - 1,355 945 386 - 692 1,092 854 2,846 1,197 1,270 8,511 1,920 6,720 2,499 1,016 1,649 2,949 3,173 3,410 869 907 587 684 2,131 5,617 169 252 152 183 56 58 4 405 2,208 246 1,710 2,088 1,127 4,513 5,498 1,219 361 310 - - - - - 613 67 - - - - 736 - 334 639 740 4 101 - 10 - - - - 82 282 136 4,895 57 24 1,171 - - - - 148 36 6,032 113 - - - - - 311 86 - - - - - 6,569 425 28 - - - - 37 67 1,694 8,777 22,500 97,430 2,317 - 140 718 321 347 2,313 6,812 - - 243 660 312 308 9,259 2 - - 30 - - 250 84 - 531 2,282 9,654 3,313 5,895 742 217 5 - - - - - - - - 112 188 1,327 1,660 6,708 4,221 2,977 3,762 - - 268 1,485 450 - - 93 - - 1,032 78 22 1,900 3,303 1,433 1,808 1;564 2,860 9,554 1,510 486 423 490 2,949 1,165 687 102 - 66 58 75 12 43,565 24,654 30,607 48,403 45,792 138,210 52,861 160 Glossary Ackerman Donation Fund - Used to account for the disbursement of funds received from the Ackerman Trust. Such funds must be used for library and scholarship purposes. Air Quality Management District (AQMD) Fund - Used to account for revenues received from the South Coast Air Quality Management District restricted for the use of reducing air pollution. Arterial Highway Rehabilitation Program (AHRP) 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. 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. Back Bay Science Center Fund — Used to account for revenues and expenditures related to construction of the Back Bay Science Center. 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. Building Excise Tax Fund - Used to account for revenues received from builders or developers on building or remodeling projects within the City. Expenditures from this fund are used exclusively for public safety, libraries, parks, beaches, or recreational activities. CIOSA Construction Fund - Used to account for the receipt and expenditure of funds for the Circulation Improvement and Open Space Agreement (CIOSA). The improvements include street and frontage improvements. Circulation and Transportation Fund - Used to account for fair share revenues collected from developers and restricted for capital improvement projects meeting the circulation element of the City's General Plan. Civic Center /Fire Station Construction Fund - Used to account for activities related to the possible re- building or relocation of the existing City Hall complex including the Fire Station. Community Development Block Grant (CDBG) Fund - Used to account for revenues and expenditures related to the City's Community Development Block Grant program. These funds are received from the Federal Department of Housing and Urban Development and must be expended exclusively on programs for low or moderate income individuals or families. Compensated Absence Fund — Used to account for the City's accumulated liability for compensated absences. Contributions Fund - Used to account for revenues received from other government agencies or private developers and expended for specific projects. 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. Fire Station #7 Fund — Used to account for receipt of revenue intended to fund the construction of a new Fire Station 7located in the Santa Ana Heights area of the City. 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. Information Technology Fund - Used to account for the cost of maintaining and replacing the City's information technology (computer) systems. Insurance Reserve Fund - Used to account for the City's self- insured general liability and workers' compensation program. 161 a 0 tn�i P. No Justice Assistance Grant (JAG) Fund— Formerly called the Local Law Enforcement Block Grant Fund. Used to account for federal support of law enforcement activities. Library Debt Service Fund — Used to account for the debt service transactions related to the Certificates of Participation used to finance the construction of the Central Library. Lifeguard Headquarters Fund— Used to account for revenues and expenditures associated with the development and construction of a new Lifeguard headquarters. Marina Park Fund— Used to account for revenues and expenditures associated with the development and construction of Marina Park. Marine Science Center Fund — Formerly called the Back Bay Science Center Fund. Used to account for revenues and expenditures related to construction of the Marine (Back Bay) Science Center. Mariners Library Fund — Used to account for receipt of revenue intended to fund the construction of a new Mariners Branch Library. Measure M Fund— Used to construct transportation improvement and traffic congestion relief projects. Funding is one percent of retail transaction and use tax. Miscellaneous Santa Ana Heights Projects — Used to account for revenue and expenditures related to miscellaneous projects in Santa Ana Heights. Newport Annexation Fund — Used to account for receipt of revenue from the Irvine Ranch Water District intended to repay Newport Coast property owners for a portion of assessment district costs, and for construction of a community center in Newport Coast. Newport Bay Dredging Fund — Used to account for the receipt of permanent endowments intended to fund the ongoing cost of maintaining and dredging of the Upper Newport Bay. OASIS Senior Center Fund — Used to account for revenues and expenditures associated with the development and construction of the new OASIS Senior Center. 162 Office of Traffic Safety Grant (OTS) Fund - Used to account for federal funding of DUI violation enforcement activities. Oil Spill Remediation Fund— Used to account for the receipt of the settlement proceeds from the American Trader Company. These funds must be used on projects affecting the areas damaged by the spill. Police Facility Fund — Used to account for revenues and expenditures associated with the development and construction of a new Police Facility. Proposition 1B Fund — Used to account for state funds available through Proposition 1 B to fund the maintenance and improvement of local transportation facilities. Retiree Insurance Fund — Used to account for the cost of providing post - employment health care benefit. Special Assessment District Fund - Used to account for the receipt and expenditure of funds received from 1911 Act and 1915 Act Assessment Districts for capital improvement projects. State Gas Tax Fund - Accounts for all State Gas Tax related revenues and expenditures, including street repair, construction, and maintenance. State law requires that these funds be used exclusively for maintenance of the street and highway system. Sunset Ridge Park Fund — Used to account for revenues and expenditures associated with the development and construction of Sunset Ridge Park. Supplemental Law Enforcement Services Fund (SLESF) — Used to account for revenues received from the County to be used exclusively for front- line law enforcement activities. Tide and Submerged Land Fund - Used to account for all revenues and expenditures related to the operation of the City's tidelands, including beaches and marinas. 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. 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. Accrual Basis - The basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. The accrual basis of accounting is used to account for all proprietary (enterprise and internal service funds) fund types. Activity - Departmental efforts that contribute to the achievement of a specific set of program objectives; the smallest unit of the program budget. Appropriation - A legal authorization to incur obligations and to make expenditures for specific purposes. Assessed Valuation - The valuation set upon real estate and certain personal property by the Assessor as a basis for levying property taxes. Authorized Positions - Employee positions, which are authorized in the adopted budget, to be filled during the year. Available (Undesignated) Fund Balance - This refers to the funds remaining from the prior year that are available for appropriation and expenditure in the current year. Bonds — A form of borrowing (debt financing) which reflects a written promise from the City to repay a sum of money on a specific date at a specified interest rate. Bond Refinancing - The payoff and re- issuance of bonds, to obtain better interest rates and /or bond conditions. Budget - A plan of financial activity for a specified period of time indicating all planned revenues and expenses for the budget period. 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. Capital Budget - The appropriation of bonds or operating revenue for improvements to facilities, and other infrastructure. Capital Improvements - Expenditures related to the acquisition, expansion or rehabilitation of an element of the government's physical plant; sometimes referred to as infrastructure. Capital Improvements Program (CIP) - A plan for capital outlay to be incurred each year over a fixed number of years to meet capital needs arising from the government's long -term needs. Capital Outlay- Fixed assets which have a value of $500 or more and have a useful economic lifetime of more than one year; or, assets of any value if the nature of the item is such that it must be controlled for custody purposes as a fixed asset. Capital Project - Major construction, acquisition, or renovation activities which add value to a government's physical assets or significantly increase their useful life. Also called capital improvements. Capital Reserve -An account used to segregate a portion of the government's equity to be used for future capital program expenditures. The amount of capital reserve is roughly equal to the government's annual equipment depreciation and an amount identified as being needed for future capital acquisition. Cash Basis - A basis of accounting in which transactions are recognized only when cash is increased or decreased. Charges for Services - Those charges levied to individuals or organizations for the use or consumption of services provided by the City. Budgetary Basis - This refers to the basis of Certificate of Participation — Adebtissuesimilar 5 accounting used to estimate financing sources and uses in the budget. This generally takes one to issuing bonds, but less restrictive. of three forms: GAAP, cash, or modified accrual. 163 W V Consumer Price Index (CPI) - A statistical description of price levels provided by the U.S. Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation). Contingency - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Debt Service - The cost of paying principal and interest on borrowed money according to a predetermined payment schedule. Deficit - The excess of an entity's liabilities over its assets or the excess of expenditures or expenses over revenues during a single accounting period. Department - The basic organizational unit of government which is functionally unique in its delivery of services. Depreciation - Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. Development Fees - Those fees and charges generated by building, development and growth in a community. Included are building and street permits, development review fees, and zoning, platting and subdivision fees. Disbursement - The expenditure of moneys from an account. Distinguished Budget Presentation Awards Program - A voluntary awards program administered by the Government Finance Officers Association to encourage governments to prepare effective budget documents. Employee (or Fringe) Benefits - Contributions made by a government to meet commitments or obligations for employee fringe benefits. Included is the government's share of costs for various pensions, medical and life insurance plans, etc. Encumbrance - The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure. Enterprise Fund — Used to account for City operations that are financed and operated in a manner similar to private business enterprises. 164 The objective of segregating activities of this type is to identify the costs of providing the services, and to finance them through user charges. Expenditure - The payment of cash on the transfer of property or services for the purpose of acquiring an asset, service, or settling a loss. Expense - Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest, or other charges. Fiscal Policy - A government's policies with respect to revenues, spending, and debt management as these relate to government services, programs, and capital investment. Fiscal policy provides an agreed upon set of principles for the planning and programming of government budgets and their funding. Fiscal Year - Atwelve -month period designated as the operating year for accounting and budgeting purposes in an organization. The City of Newport Beach's fiscal year is July 1 through June 30. Fixed Assets - Assets that are intended to continue to be held or used long -term, such as land, buildings, machinery, furniture, and other equipment. Fixed assets are also called capital assets. Full -time Equivalent Position (FTE) -A part-time position converted to the decimal equivalent of a full -time position based on 2080 hours per year. For example, a part-time fiscal clerk working 20 hours per week would be the equivalent to .5 of a full -time position. Function - A group of related activities aimed at accomplishing a major service or regulatory program for which a government is responsible (e.g., public safety). Fund - A fiscal entity with revenues and expenses which are segregated for the purpose of carrying out a specific purpose or activity. Fund Balance - The excess of the assets of a fund over its liabilities, reserves, and carryover. GAAP- Generally Accepted Accounting Principles. Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. General Obligation (G.O.) Bond - This type of bond is backed by the full faith, credit, and taxing power of the government. Goal - A statement of broad direction, purpose or intent based on the needs of the community. A goal is general and timeless. Governmental Accounting Standards Board (GASB) — The ultimate authoritative accounting and financial reporting standard - setting body for state and local governments. Grants - A contribution by a government or other organization to support a particular function. Grants may be classified as either operational or capital, depending upon the grantee. Indirect Cost -A cost necessary for the functioning of the organization as a whole, but which cannot be directly assigned to one service. Infrastructure - The physical assets of a government (e.g., streets, water, sewer, public buildings, and parks). Intergovernmental Revenue - Funds received from federal, state, and other local government sources in the form of grants, shared revenues, and payments in lieu of taxes. Internal Service Charges - The charges to user departments for internal services provided by another government agency, such as equipment maintenance and replacement charges, or insurance funded from a central pool. Lapsing Appropriation - An appropriation made fora certain period of time, generally for the budget year. At the end of the specified period any unexpected or unencumbered balance lapses or ends, unless otherwise provided by law. Levy - To impose taxes for the support of government activities. Line -item Budget — A budget prepared along departmental lines that focuses on what is to be bought. Long -term Debt — Debt with a maturity of more than one year after the date of issuance. Maintenance and Operations — Expendable materials and operating supplies necessary to conduct departmental operations. Modified Accrual Basis —The basis of accounting in which revenues are recognized when they become both "measurable" and "available" to finance expenditures or the current period. All governmental and fiduciary fund types are accounted for using the modified accrual basis of accounting. Net Budget — The legally adopted budget less all interfund transfers and interdepartmental charges. Object of Expenditure — An expenditure classification, referring to the lowest and most detailed level of classification, such as electricity, office supplies, asphalt, etc. Obligations — Amounts which a government may be legally required to meet out of its resources. They include not only actual liabilities, but also encumbrances not yet paid. Operating Revenue — Funds that the government receives as income to pay for on -going operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day -to -day services. Operating Expenses — The cost for personnel, materials, and equipment required fora 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. 165 q q Cul 0 tn�i W V 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 -Abroad statement of the goals, in terms of meeting public service needs, that a department is organized to meet. Reserve - An account used either to set aside budgeted revenues that are not required for expenditure in the current budget year or to earmark revenues for a specific future purpose. Resolution - A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute. Resources - Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances. Revenue - Sources of income financing the operations of government. Revenue Bond -A bond that is backed only by the revenues from a specific enterprise or project, such as a hospital or toll road. Secured Property Tax —Atax 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. Supplemental Appropriation - An additional appropriation made by the governing body after the budget year has started. 166 Tax Levy- The resultant product when the tax rate per one hundred dollars is multiplied by the tax base. Taxes - Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. Transfers In /Out - Amounts transferred from one fund to finance the services for the recipient fund. Transient Occupancy Tax —Atax paid to the City for short-term lodging /residency within the City limits. Short-term is defined as 30 days or less. Unencumbered Balance - The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purposes. Unreserved Fund Balance - The portion of a fund's balance that is not restricted for a specific purpose and is available for general appropriation. Unsecured Property Tax — The property tax on unsecured property such as business inventory or moveable equipment. User Charges - The payment of a fee for direct receipt of a public service by the party who benefits from the service. Working Capital - Excess of readily available assets over current liabilities. Or cash on hand equivalents which may be used to satisfy cash flow needs. ',`ON�P 3300 Newport Boulevard ■ Newport Beach, CA 92663 (949) 644 -3123 www.NewportBeachCA.gov