The URL can be used to link to this page

Home My WebLink AboutPerformance Plan 2012GYi- 3, 0r: A Newport Beach, California Performance Plan Fiscal Year 2011 -2012 WOO I �jx' g 0j Prepared for the Newport Beach City Council: Mayor Michael F. Henn Mayor Pro Tem Nancy Gardner Council Member Keith Curry Council Member Leslie J. Daigle Council Member Rush Hill Council Member Steven J. Rosansky Council Member Edward D. Selich Table of Contents Introduction City Officials City Manager's Transmittal Letter Administrative Services Director Budget Summary User's Guide Organization Chart Organizational Values Summaries Revenue Summary Expenditures by Fund Operating Expenditures by Department &Type Operating Expenditures -All Funds Summary of Estimated 2010 -11 Year End Balances Summary of Estimated 2011 -12 Year End Balances Department Budgets General Government City Council City Clerk City Manager Human Resources City Attorney Administrative Services Public Safety Police Department Fire Department Community Development Public Works Municipal Operations Public Works Community Services Library Services Recreation & Senior Services 6 7 11 16 20 21 24 27 28 29 34 37 42 44 46 50 54 58 66 76 82 to 108 114 Other Budgets Description of Internal Service Funds 122 Debt Service & Other Activities 124 Capital Improvements 128 Appendices Tide & Submerged Land Fund 134 Capital Asset Schedule 135 Equipment Maintenance & Replacement Fund 139 Rolling Stock in Service 140 Three -Year Comparison of Full -Time & FTE Positions 141 Historical Capital Projects Spending 142 Glossary of Fund Descriptions & Accounting Terms 143 INTRODUCTION ewport Beac City umcials Council Member Steven J. Rosansky Council Member District 2 Mayor District 1 City Attorney David R. Hunt City Manager Dave Kiff Council Member District 5 Council Member District 7 City Clerk Leilani Brown Dana M. Smith ...................................................................... ............................... ......................Assistant City Manager Tracy M. McCraner ...................................................... ............................... ........................Finance Director /Treasurer Kimberly Brandt ........................................... ............................... ......................Community Development Director MikeMorgan .......................................................................................................... ............................... Interim Fire Chief Terri L. Cassidy .................................................................................... ............................... Human Resources Director Cynthia Cowell ................................................................. ............................... ........................Library Services Director Mark Harmon ............................................................................... ............................... Municipal Operations Director JayJohnson ....................................................................................................................... ............................... Police Chief SteveBadum ................................................................................................. ............................... Public Works Director Laura Detweiler ......................................... ............................... .....................Recreation & Senior Services Director CITY OF NEWPORT BEACH Honorable Mayor Henn and City Council Members City of Newport Beach 3300 Newport Boulevard Newport Beach, California 92663 Dear Mayor Henn and Council Members: As directed by the Newport Beach City Charter, I respectfully submit the 2011 -2012 City Budget. As you know, the Budget is a plan of financial activity for the fiscal year that starts July 1, 2011 and ends June 30, 2012. The budget document is drafted to reflect Council policies, goals, and community priorities. It communicates to citizens and staff the program allocation decisions of the City Council. Values. Listening to the community and your Council, the Management Team (comprised of all department directors) set aside time this past winter to prepare for this budget cycle by identifying the unique qualities and specific city services that contribute towards making the city great. These elements are used as a guide to allocating resources in this budget. We identified, and Council confirmed, these three core values about Newport Beach. We value: • A high quality physical environment — becoming (and staying) the Shining City by the Bay This value encompasses the support and preservation of the natural environment as well as a focus on infrastructure development and maintenance at community centers, parkways and medians, roads, trees, alleys, beaches, and more. We believe that Newport Beach has a different "look" from other communities as you enter it, and we want to maintain that. 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. We acknowledge and celebrate that this is a community that loves its many strong community activities, events, and groups and wants to be engaged with its city government. Resource Prioritization. This is the second year of minimal -to -flat revenue growth. That has required even more attention to priorities and the wise distribution of resources. This budget was prepared to focus on programs and activities that support the values stated above. It also supports a continued focus on transformation of our local government to a more efficient, more accountable and performance -based organization. As such, the executive team is not only improving what we are best at, but also examining 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 and leadership 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 our 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. This is a systemic 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. It's been challenging, especially given limited technology. But we're making progress. 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 and special project status tracking sheets. This year we have transformed the Resource Allocation Plan into a Performance Plan which will continue to report on performance measures while taking the next step in performance budgeting to include more information about departmental programs and goals and tying departmental goals to the organization and to Council. Subsequent changes will allow us to present future budgets to you organized around programs (Program Budgeting) rather than divisions and departments. This type of budgeting is very powerful tool for refined decision - making. As noted, to make this next step will require our financial system to be upgraded to a true enterprise resource program ( "ERP "). This budget reflects movement towards that goal with emphasis on a new IT service fund. Outlook for Fiscal Year 2012 We have survived the recession, but it was not without hard choices and significant budget reductions. We also increased General Fund Reserves, in keeping with the 2010 Fiscal Sustainability Plan, that the Council thoughtfully advanced last year. We've done this during a time when many cities needed to access reserves to balance their budgets. While the recession appears to be over, the recovery is slower than many would hope. Revenue estimates, while increasing, are modest compared to years past. I should not go much further without writing about pensions. Pensions must be addressed aggressively if California's cities are to remain prosperous. To that end, we have been proactively working with our CalPERS actuary to prepare for the projected increases in our pension costs resulting from the market losses of 2008 -2009 and changes in actuarial assumptions (in plain English, retirees are retiring earlier and living longer). Pension costs, for both public safety and miscellaneous employees, are projected to increase by $8 million over a short two years to an estimated $29 million spent per year by FY 2014. This budget reflects our successful negotiations with all non - safety bargaining units who agreed to pick up their entire employee member contribution over an 18 -month period, increasing their contribution to approximately $3 million by FY 2014. We have also successfully negotiated a partial retirement contribution (via a payroll deduction) from public safety bargaining units equaling $1 million per year. Even with these successes, the city's taxpayers are still obligated to pay $25 million to CalPERS for our pensions by FY 2014, an increase from FY 11 of $6.6 million. We also have started "2 n' Tiers' which mandate that new employees pay more for their pensions and participate in a less- generous pension formula. Even these efforts need to be improved upon in upcoming negotiations. All City employees should be paying the share of the pension benefit that PERS suggests they pay — ranging from 8% of pay to 9% of pay. It's likely that we have to go beyond that, too. 0 Pensions v. Capital Improvements This issue inevitably comes up 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's a simple answer to me — it's because this community will only 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 that move us into FY 2011 -12 and beyond: 1. Adhere to and build on 2010's Fiscal Sustainability Plan. 2. Use the 18 -24 months as an opportunity to thoughtfully and methodically change the way our local government does business. 3. Our success includes our investment in our infrastructure. 4. We should stop doing some things: We don't want 10 great programs today to become 10 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. City Council considered the following proposals when adopting the Fiscal Year 2011 -12 Budget: • Close an operating shortfall in the General Fund of approximately 6% or almost $8 million. • Reduce about 34 full -time equivalent positions, with about 10 of those that may result in layoffs. • 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. • Maintain our commitment to Feld -level law enforcement by moving more officers out of specialty assignments and into patrol positions where they are on the streets on a regular basis. • Maintain our fire suppression and EMS services, as well as our well- regarded Community Preparedness programs like CERT. • Reduce some of our full -time lifeguard staff, but maintain a sufficient budget to safely staff days where conditions warrant additional guards on the beaches. • Fully fund our facilities financing plan for the timely replacement of all major facilities. • Reduce some of the benefits and discretionary grant resources allocated to the City Council, to comply with the City Charter and to show the Council's commitment to being part of the overall reduction effort. • Begin to increase the annual General Fund allocations for important infrastructure projects like medians, streets, sidewalks. • Begin to build the critically- important IT replacement fund. • Maintain our library system including Central, Mariner's, Balboa, and CdM. 2012 -13 will see Central grow by about 17,000 square feet, an exciting addition that will further energize one of our most popular resources. • Protect our current level of reserves which was critical in obtaining our AAA credit rating from all three rating agencies. This budget does not use reserves for operating expenses. • Increase programs at the OASIS Senior Center to keep up with customer demand. The budget maximizes existing staff resources and confirms the commitment to maintain the high levels of service that the community expects and deserves. 0 Looking to Fiscal Year 2012 -13 The budget that you see for FY 2011 -12 gets us a little more than half -way to where we need to be if we are to effectively meet our strategic goals. As such, FY 2012 -13 will be another challenging year for us, but an exciting one, too. We have the opportunity to be a part of significant change in local government, where regional collaboration, effective private- sector provision of services, and solid public service provision will ensure the long -term success of our communities. As such, you will see the City Council and management team working on a variety of important initiatives in FY 2012 -13, including but not limited to: An 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 a large range of services, including public safety services. More contracting out — again where it makes sense. I will close with some thoughts about our employees — my colleagues. Downsizing with layoffs is one of the hardest things a city manager has to do. Especially since I work with many of the finest public servants that I've ever seen. They are often overworked and underappreciated — and yet I still pile more work on them. "Can't you squeeze this one more thing in ?" I ask. Almost always they are able to do so, with smiles on their faces. They have a commitment to their professions, to the city government, and to the people of Newport Beach. I admire very much their work ethic and the fact that they have stayed focused on the tasks at hand despite budget reductions, noise from actions in neighboring cities, and worrying about family or friends impacted by the recession and downsizing elsewhere. So let me thank them here — I appreciate you very much and look forward to working with you in the years ahead. Finally, the fine group in the Finance Department deserves my thanks for pulling together a very challenging budget with several moving parts. Parts that still seem to keep moving longer than they should. They did this even while modernizing the look, feel, approach, and data within the budget documents. I saw many a late night or weekend e-mail go out these past months from our Finance team. Thank you and nice job. Respectfully submitted, lvi�dKiff tf City Manager 10 ;II0F_1Z [Wall I Eli x01 to] 7 :III tic1:11 gall 4h4 /_1Zvi 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 program allocation decisions have been made by the City Council. The budget maximizes existing staff resources and confirms the commitment to maintain the high levels of service that the community expects and deserves. Here is a summary of the FY 2011 -12 budgets for all funds: ADOPTED BUDGET - ALL FUNDS Appropriation Operating Budget Capital Improvement Budget Estimated FY 2010 -11 202,666,919 Adopted Increase (Decrease) FY 2011 -12 Amount Percent 204,375,737 1,708,818 0.84% 161,585,341 51,176,740 (110,408,601) - 68.33% 364,252,260 255,552,477 (108,699,783) - 29.84% 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 and post employment medical benefits. Capital project funds account for major facility and infrastructure improvements, such as the new Civic Center and OASIS Senior 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 Overall the economy has continued to modestly recover from the Great Recession. The City's revenues are projected to return to the pre- recession levels of FY 2008 -2009, the year of the national financial crisis. However, the housing market recession is far from over and the unemployment rate remains at record high levels. With this being said, we are projecting FY 2011 -12 General Fund revenues at $149.2 million, which represents an increase of approximately $4.1 million, or 2.8 %, from our FY 2010 -11 estimated revenue. Property tax revenues account for almost 50% of total General Fund revenues and are estimated to increase approximately $1.5 million over FY 2010 -11 budgeted property tax revenues due to modest increases in secured property tax. While the national and state -wide housing figures are still suffering, the City of Newport Beach remains in the positive growth area as it has throughout the recession. Sales tax and Transient Occupancy Taxes (TOT) are the next largest components of the City's General Fund making up a little more than 25% of total General Fund revenues. The FY 2011 -12 sales taxes estimated revenue is $19.3 million, an increase of 8.15% over FY 2010 -11 budget of $17.8 million. Consumer confidence has continued to improve throughout FY 2010 -11 and retail sales are reporting a growth of 7% in a year over year comparison reported in March 2011. Newport Beach has recognized a modest growth in sales tax revenue throughout FY 2010 -11 with the categories of high end auto sales and restaurant activity leading the pack, as is typical within our city. 11 TOT is budgeted to increase over the FY 2010 -11 estimated revenue by 13.5 %, or $1.8 million, to $15.6 million in FY 2011 -12. We have far exceeded the FY 2008 -09 TOT revenue levels primarily as a result of the Pelican Hill Luxury Resort which opened its doors in the height of the economic meltdown during FY 2008 -09. Again, consumer confidence and a recovering economy are noticeably bringing more visitors to Newport Beach. FY 2010 -11 has also been the year when our building and planning permit activity has increased to pre- recession levels. We are estimating an almost 20% increase in building and planning revenue, or $500,000, over the FY 2010 -11 original budget. The FY 2011 -12 budget continues this activity and includes almost $3.5 million for permit revenue, which is projected to continue at FY 2010 -11 levels. 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 Other than 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 2010 -11 2010 -11 2011 -12 Change from Original Amended Budget Adopted Budget Amended $ 70,642,840 $ 71,574,069 $ 72,155,615 0.81% 43,732,841 44,442,039 45,977,167 3.45% 2,678,975 3,456,238 3,781,829 9.42% 1,840,272 2,213,704 1,660,748 - 24.98% 13,878,895 14,861,989 13,858,880 -6.75% 3,651,000 3,668,337 3,604,300 -1.75% 8,282,797 8,032,585 7,801,469 -2.88% 433,050 909,932 364,600 - 59.93% 145,140,670 149,158,893 149,204,608 0.03% 199,820,865 201,446,895 77,051,511 - 61.75% 344,961,535 350,605,788 226,256,119 - 35.47% (13,457,524) (13,457,524) (19,451,741) 44.54% $ 331,504,011 $ 337,148,264 $ 206,804,378 - 38.66% Total City revenues, excluding internal premiums, are expected to decrease $124.3 million, or 35 %, over revised projections for FY 2010 -11, from $350.6 million to $226.3 million. The reason for this decrease is due to the $127 million bond issuance to finance the new Civic Center and potentially other facilities that was transacted last fall. If the revenue related to the bond issuance is removed from the comparison, total FY 2011 -12 City revenues would be $3.5 million, or 1.6 %, over revised FY 2010 -11 estimates. The General Fund contains expenditures for all operating City departments except for the Harbor Resources Division within the Public Works Department, the Oil and Gas Division of the Municipal Operations Department, and Parking Lot operations in the Finance 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, 73 %, by tax revenues. As mentioned in the City Manager's transmittal letter, this budget focuses on programs and activities that support three core qualities that make Newport Beach special: a high quality physical environment; a sense of community enjoyment and safety; and, engagement within the community and with City government. This has caused the City departments to continue to review all programs to ensure they support these core values and at the same time look for departmental operating reductions or increased revenue opportunities. 12 After careful and deliberative review the FY 2011 -12 adopted General Fund expenditures, excluding General Fund capital improvements, total $145.3 million, a modest increase of approximately $500,000 from the original FY 2010 -11 operating budget. This $145.3 million includes increases in pension costs for both miscellaneous and public safety employees, contracted inflation adjustments previously approved by Council, a reduction in operating department budgets of almost $8 million and a reduction of full time city employees of more than 40 full time equivalent positions in addition to many other restructuring efforts. New General Fund capital improvement project funding for FY 2011 -12 will be $2.0 million, however $2.5 million projects will be re- budgeted from FY 2010 -11 to FY 2011 -12. It is also part of the City Manager's long -term planning to increase this annual allocation to General Funded CIP projects back to $5 million per year as was customary before the recession. Total City expenditures in FY 2011 -12, including debt service and capital projects, are projected to be $255.6 million. Excluding internal service premiums charged to fund insurance reserves, equipment maintenance and replacement, and post employment medical benefits, total expenditures will be approximately $236.1 million. The budget variance between total external revenues and expenditures is due to the timing of Capital Improvement Project (CIP) revenues and expenditures. CIP projects often span several fiscal years and it is estimated that $26.2 million in CIP projects will be rebudgeted from a prior fiscal year because the project was delayed or is only partially completed. These funds are reserved in a Capital Appropriations reserve, but when the appropriation is carried forward to the following year, this re- appropriation causes expenditures to exceed revenues in looking at the current year view. As the City moves forward with the IT Strategic Plan we are looking forward to reporting expenditure and appropriation data on a project level versus the annual budget cycle that is currently available. 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 13 2010 -11 2010 -11 2011 -12 Change Original Estimated Adopted from Function and Activities Budget Budget Budget Revised GENERAL FUND BUDGET General Government $ 15,723,625 $ 15,986,684 $ 13,420,800 - 16.05% Public Safety $ 76,878,354 $ 77,141,978 $ 75,560,627 -2.05% Community Development $ 7,910,348 $ 8,231,880 $ 8,849,881 7.51% Public Works $ 28,892,972 $ 29,335,716 $ 30,521,154 4.04% Community Services $ 14,063,479 $ 14,148,521 $ 15,335,929 8.39% Debt Service $ 780,000 $ 765,000 $ 780,000 n/a Non - departmental $ - $ - $ 800,000 n/a Total General Fund Operating Budget $ 144,248,778 $ 145,609,779 $ 145,268,391 -0.23% General Fund CIPs $ 5,054,497 $ 3,387,383 $ 4,567,100 34.83% Total General Fund Budget $ 149,303,275 $ 148,997,162 $ 149,835,491 0.56% TOTAL CITY BUDGET Total Operating Budget $ 187,928,187 $ 202,666,919 $ 204,375,737 0.84% Total CIP Budget $ 52,916,798 $ 161,585,341 $ 51,176,740 - 68.33% Total City Budget $ 240,844,985 $ 364,252,260 $ 255,552,477 - 29.84% Less Internal Charges $ (14,149,469) $ (13,457,524) $ (19,451,741) 44.54% Total City Budget Net of Internal Charges $ 226,695,516 $ 350,794,736 $ 236,100,736 - 32.70% Total City expenditures in FY 2011 -12, including debt service and capital projects, are projected to be $255.6 million. Excluding internal service premiums charged to fund insurance reserves, equipment maintenance and replacement, and post employment medical benefits, total expenditures will be approximately $236.1 million. The budget variance between total external revenues and expenditures is due to the timing of Capital Improvement Project (CIP) revenues and expenditures. CIP projects often span several fiscal years and it is estimated that $26.2 million in CIP projects will be rebudgeted from a prior fiscal year because the project was delayed or is only partially completed. These funds are reserved in a Capital Appropriations reserve, but when the appropriation is carried forward to the following year, this re- appropriation causes expenditures to exceed revenues in looking at the current year view. As the City moves forward with the IT Strategic Plan we are looking forward to reporting expenditure and appropriation data on a project level versus the annual budget cycle that is currently available. 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 13 wastewater improvements. The FY 2011 -12 CIP budget is just approximately $51.2 million, more than $26.2 million in new project funding and approximately $25.0 million in projects that will be re- budgeted or carried forward from FY 2010 -11 to FY 2011 -12. $51,176,740 Specific project plans for this budget year are discussed in more detail in the CIP section of the Budget documents, as well as the printed Capital Improvement Program budget document. There is also a summary of Historical Capital Projects Spending in the Appendix Section of this document. FUTURE OPPORTUNITIES The FY 2011 -12 budget is balanced, but this was not without hard choices and significant changes in our operational structure. The city must continue its multi - pronged approach of looking to enhance program revenues, reduce operating costs without negatively impacting service levels to the community and focusing on our core values. FY 2012 -13 we will continue our restructuring efforts, looking for better and more efficient methods for providing service to our community. We will work with our public safety bargaining units to provide long -term solutions for pension costs, we will continue to look for services which could be provided by contractors and others in a better and less expensive manner, and we will also look at regional efforts and join forces with our partner communities. IN CONCLUSION The development of the City's annual budget takes an enormous amount of staff time and effort, and this year, especially so, given the tough decisions that were made to move the organization forward in a new direction. I am proud of how management staff worked collaboratively to bridge our budget gap and join together to make these very difficult budget decisions. I want to also thank my finance team, their professionalism, dedication and technical abilities are above reproach and it is an honor and a privilege to represent such a great team of professionals. 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. CQ AP Tracy Mc aner Finance Director - Treasurer 14 FY 2011 -12 Category Budget Facilities $3,300,000 Streets and Drainage 16,126,140 Traffic 2,424,300 Parks, Harbors and Beaches 19,918,200 Water Quality and Environmental 3,838,600 Water 3,600, 000 Wastewater 750,000 Miscellaneous 1,219,500 $51,176,740 Specific project plans for this budget year are discussed in more detail in the CIP section of the Budget documents, as well as the printed Capital Improvement Program budget document. There is also a summary of Historical Capital Projects Spending in the Appendix Section of this document. FUTURE OPPORTUNITIES The FY 2011 -12 budget is balanced, but this was not without hard choices and significant changes in our operational structure. The city must continue its multi - pronged approach of looking to enhance program revenues, reduce operating costs without negatively impacting service levels to the community and focusing on our core values. FY 2012 -13 we will continue our restructuring efforts, looking for better and more efficient methods for providing service to our community. We will work with our public safety bargaining units to provide long -term solutions for pension costs, we will continue to look for services which could be provided by contractors and others in a better and less expensive manner, and we will also look at regional efforts and join forces with our partner communities. IN CONCLUSION The development of the City's annual budget takes an enormous amount of staff time and effort, and this year, especially so, given the tough decisions that were made to move the organization forward in a new direction. I am proud of how management staff worked collaboratively to bridge our budget gap and join together to make these very difficult budget decisions. I want to also thank my finance team, their professionalism, dedication and technical abilities are above reproach and it is an honor and a privilege to represent such a great team of professionals. 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. CQ AP Tracy Mc aner Finance Director - Treasurer 14 P LIFpR` 15 CITY OF NEWPORT BEACH BUDGET FOR FISCAL YEAR 2011 -2012 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. 16 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 operating budgets 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; Revenue from the Use of Money and Property; Contributions; and Other Miscellaneous Revenue. By far, 17 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 70% 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, and other insurance payments. Beginning in FY 2011 -12, the City is creating an internal service fund for Information Technology. These internal service funds are funded by charging each of the operating departments a rate computed to support these activities. Finally, the Budget includes Enterprise Funds, which are used to account for City operations that are financed and operated in a manner similar to private business enterprises. The objective of segregating activities of this type is to identify the costs of providing the services, and to finance them through user charges. The two main City enterprise funds are the City's Water Fund and the Wastewater Fund. Both of these funds are financed by user charges to the customers (residents 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 2011 -12, the appropriations limit adopted by the City Council, in accordance with Revenue and Taxation Code Section 7910, was $137,963,210. Calculations determining this amount, which is $29.5 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. In 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. 19 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 — —TRg 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 Accounting /RepoNng /Budgetlng Treasury Management Administration Operations Support Filling &Receivables PayrollfAccounts Payable Equipment Maintenance Field Maintenance Cashiering Parking Lots Administration Water Service Oil &Gas Production Revenue Printing & Postal Services Parks and SVeetTrees Refuse Collection PumhasingB Warehousing Ehdricel 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'Compensation Citywide Training Retiree Counseling & Benefits Civil Service Board Support Grievances & Disciplines O ELECTED OFFICIALS Fiscal Year 2011 -2012 PUBLIC WORKS Engineering CIE Design &Consttudion astmcture 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&VOulh 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 PlaygreunmPark Development Special Events acility Manage menUReservations 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 COUNCILAPPQINTED POSITIONS CITY DEPARTMENTS 20 "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." Organizational Values 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 unityof 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. 21 SUMMARIES REVENUE SUMMARY 2011 -12 2008 -09 2009 -10 2010 -11 2010 -11 2011 -12 Percent Actual Actual Original Revised Proposed Increase Fund /Revenue Category Revenue Revenue Revenue Revenue Revenue (Decrease) GENERALFUND PROPERTYTAXES 70,126,680 71,999,679 70,642,840 71,574,069 72,155,615 0.81% TAXES OTHER THAN PROPERTY 45,086,961 41,357,702 43,732,841 44,442,039 45,977,167 3.45% LICENSES AND PERMITS 2,896,033 2,603,618 2,678,975 3,456,238 3,781,829 9.42% INTERGOVERNMENTAL 2,597,107 2,693,785 1,840,272 2,213,704 1,345,748 -39.21 % CHARGES FOR CURRENT SERVICES 15,230,314 15,210,976 13,878,895 14,861,989 13,925,055 -6.30% FINES, FORFEITURES & PENALTIES 3,711,086 3,739,303 3,651,000 3,668,337 3,604,300 -1.75% USE OF MONEY AND PROPERTY 9,346,556 7,495,504 8,282,797 8,032,585 7,801,469 -2.88% OTHER REVENUE 1,139,755 1,814,044 433,050 909,932 364,600 - 59.93% FISCAL YEAR CLOSING ENTRY 1.000,000 - 100.00% TOTAL GENERAL FUND 150.134.492 146.914,612 145,140.670 150.158.893 148,955,783 -0.80% ASSET FORFEITURE FUND INTERGOVERNMENTAL 105,045 316,650 - 334,600 20,000 - 94.02% USE OF MONEY AND PROPERTY 8,084 7,508 3,689 3,689 60 - 98.37% OTHER REVENUE 0.00% TOTAL FORFEITURE FUND 113.129 324.158 3.689 338,289 20.060 -94 07% OTS GRANT INTERGOVERNMENTAL 239,949 183,538 40,279 227,507 - 100.00% TOTAL OTS GRANT FUND 239,949 183,538 40,279 227,507 - 100.00% SLESF - COPS FUND INTERGOVERNMENTAL 81,004 119,072 80,000 100,569 136,175 35.40% USE OF MONEY AND PROPERTY 659 747 150 150 - 100.00% TOTAL SLESF -COPS FUND 81.663 119.819 80.150 100.719 136.175 3520% JAG FUND (FORMERLY LLEBG) INTERGOVERNMENTAL 13,825 67,672 - 13,322 - - 100.00% USE OF MONEY AND PROPERTY 285 0.00% TOTAL LLEBG FUND 13,825 67,957 13,322 - 100.00% CDBG FUND INTERGOVERNMENTAL 551,715 470,499 385,189 284,615 360,000 26.49% USE OF MONEY AND PROPERTY 0.00% TOTAL CDBG FUND 551,715 470,499 385,189 284,615 360,000 26.49% STATE GAS TAX FUND INTERGOVERNMENTAL 1,731,934 1,384,963 2,179,232 2,025,221 2,263,569 11.77% USE OF MONEY AND PROPERTY 115,341 67,355 31,107 63,247 15,000 - 76.28% OTHER REVENUE 0.00% TOTAL GAS TAX FUND 1,847,275 1,452,318 2,210,339 2,088,468 2,278,569 9.10% PROP IS TRANSPORTATION FUND INTERGOVERNMENTAL 1,252,014 - - - - 0.00% USE OF MONEY AND PROPERTY 51.274 24,109 19,846 3,239 - 100.00% TOTAL PROP I B TRANSPORTATION FUND 1,303,288 24,109 19,646 3,239 - 100.00% TRAFFIC CONGESTION FUND INTERGOVERNMENTAL 718,852 781,202 842,019 197,344 - - 100.00% USE OF MONEY AND PROPERTY 4.458 3,316 2,000 3,380 - 100.00% TOTAL TRAFFIC CONGESTION FUND 723.320 784,518 844,019 200,724 - 100.00% TIDELANDS FUND LICENSES, PERMITS AND FEES 1,311,650 1.271,375 1,370,000 1,484,000 1,370,000 -7.68% INTERGOVERNMENTAL 28,084 - - - - 0.00% CHARGES FOR SERVICES 123,981 82,400 62,000 102,686 62,000 - 39.62% FINES, FORFEITURES 8 PENALTIES 1,704 242 500 500 500 0.00% USE OF MONEY AND PROPERTY 7,654,324 8,630,984 9,512,862 9,272,462 9,219,462 -0.57% OTHER REVENUE 280 (8,992) 21,925 - 100.00% TOTAL TIDELANDS FUND 9,120,023 9,976,009 10,945,362 10,881,573 10,651;962 -2.11% CONTRIBUTIONS FUND INTERGOVERNMENTAL 1,165,289 1,903,669 60,000 2,324,567 841,617 - 63.79% USE OF MONEY AND PROPERTY 185,006 95,625 63,328 63,328 - - 100.00% OTHER REVENUE 83,883 174,020 1,500,000 15,930 1,544,890 9597.99% TOTAL CONTRIBUTIONS FUND 1,434,178 2,173,314 1,623,328 2,403,825 2,386,507 -0.72% CIRCULATION AND TRANS FUND LICENSE, PERMITS AND FEES 859,820 366,087 250,000 378,000 275,000 - 27.25% USE OF MONEY AND PROPERTY 105,443 92,853 63,328 63,328 30,000 - 52.63% OTHER REVENUE 3,675,000 (25,000) 0.00% TOTAL CIRCULATION FUND 965,263 4,133,940 313,328 416,328 305,000 - 26.74% BUILDING EXCISE TAX FUND LICENSES, PERMITS AND FEES 175,830 74,947 - 100,982 75,000 - 25.73% USE OF MONEY AND PROPERTY 9,983 6,469 4,013 4,013 2,000 - 50.17% OTHER REVENUE 0.00% TOTAL BET FUND 185,813 81,416 4,013 104,995 77,000 - 26.66% 24 REVENUE SUMMARY 2011 -12 2008 -09 2009 -10 2010 -11 2010 -11 2011 -12 Percent Actual Actual Original Revised Proposed Increase Fund /Revenue Category Revenue Revenue Revenue Revenue Revenue (Decrease) MEASURE "M "FUND INTERGOVERNMENTAL 1,730,412 1,797,798 5,059,457 1,175,606 2,649,570 125.38% USE OF MONEY AND PROPERTY 169,319 78,546 45,942 58,335 25,000 -57.14% OTHER REVENUE 0.00% TOTAL MEASURE "M" FUND 1,899,731 1,876,344 5,105,399 1,233,941 2.674,570 116.75% AHRPFUND INTERGOVERNMENTAL 670,918 - - - - 0.00% USE OF MONEY AND PROPERTY 0.00% TOTAL AHRP FUND 670,918 0.00% AIR QUALITY MGMT FUND INTERGOVERNMENTAL 98,737 97,868 48,830 100,655 80,000 - 20.52% USE OF MONEY AND PROPERTY 17,778 10,627 3,700 3,700 3,700 0.00% OTHER REVENUE 0.00% TOTAL AQMD FUND 116,515 108,495 52,531 104,355 83,700 - 19.79% ENVIRONMENTAL LIABILITY FUND OTHER REVENUE 497,932 452,063 661,127 446,813 500,000 11.90% USE OF MONEY AND PROPERTY 120,921 73,396 58,307 58,307 60,000 2.90% TOTAL ENVIRONMENTAL LIAB FUND 618,853 525,459 719,435 505,120 560,000 10.86% OIL SPILL REMEDIATION FUND TOTAL OTHER REVENUE - - - - - 0.00% USE OF MONEY AND PROPERTY 700 0.00% TOTAL OIL SPILL FUND 700 0.00% NEWPORT ANNEXATION FUND INTERGOVERNMENTAL - - - - - 0.00% USE OF MONEY AND PROPERTY 439,355 201,059 100,000 85,000 - 15.00% TOTAL ANNEXATION FUND 439,355 201,059 100,000 85,000 - 15.00% ASSESSMENT DISTRICT PROJECTS OTHER REVENUE 8,073,604 5,801,903 - 3,714,156 - - 100.00% USE OF MONEY AND PROPERTY 14,469 52,887 48,883 48,883 30,000 - 38.63% TOTAL ASSESSMENT DIST. FUND 8,088,073 5,854,790 48,883 3,763,039 30,000 - 99.20% FACILITIES FINANCING PLAN FUND OTHER REVENUE - - - - 13,500,000 0.00% USE OF MONEY AND PROPERTY 200,000 275,000 200,000 - 27.27% TOTAL FACILITIES FINANCING FUND 200,000 275,000 13,700,000 4881.82% MAJOR FACILITIES REPLACEMENTS FUND USE OF MONEY AND PROPERTY - - 598,000 209,314 900,000 329.98% OTHER FINANCING SOURCES USES 119,600,000 127,815,300 - 100.00% TOTAL MAJOR FACILITIES FINANCING FUND 120198.000 128.024,614 900.000 - 99.30% CIOSA FUND OTHER REVENUE - - - - - 0.00% USE OF MONEY AND PROPERTY 104,414 40,285 5,000 - 100.00% TOTAL CIOSA FUND 104,414 40,285 51000 - 100.00% BONITA CANYON DEV. FUND OTHER REVENUE 190,500 153,871 - - - 0.00% USE OF MONEY AND PROPERTY 3,322 51 0.00% TOTAL BONITA CANYON DEV. FUND 193,822 151922 0.00% MARINERS LIBRARY INTERGOVERNMENTAL - 318,074 - - - 0.00% OTHER REVENUE - - - - - 0.00% USE OF MONEY AND PROPERTY 592 0.00% TOTAL MARINERS LIBRARY FUND 318,666 0.00% OASIS SR CENTER INTERGOVERNMENTAL 6,512,473 1.569,879 1,611,570 1,685,879 - - 100.00% OTHER REVENUE - - - - - 0.00% USE OF MONEY AND PROPERTY 0.00% TOTAL OASIS SR CENTER 6,512,473 1,569,879 1,611,570 1,685,879 - 100.00% FIRE STATION #7 INTERGOVERNMENTAL - - - - - 0.00% OTHER REVENUE - - - - - 0.00% USE OF MONEY AND PROPERTY 2,318 1,169 0.00% TOTAL FIRE STATION #7 FUND 2,318 1,169 0.00% BACK BAY SCIENCE CENTER INTERGOVERNMENTAL 450,000 300,000 - - - 0.00% OTHER REVENUE 24,370 - - - - 0.00% USE OF MONEY AND PROPERTY 0.00% TOTAL BACK BAY SCIENCE CENTER 474,370 300,000 0.00% 25 REVENUE SUMMARY 2011.12 2008 -09 2009 -10 2010 -11 2010 -11 2011 -12 Percent Actual Actual Original Revised Proposed Increase Fund /Revenue Category Revenue Revenue Revenue Revenue Revenue (Decrease) MISC SAH PROJECTS INTERGOVERNMENTAL - 4,944,909 - 357,686 1,228,632 243.49% OTHER REVENUE - - - - - 0.00% USE OF MONEY AND PROPERTY 18,750 18,750 - 100.00% TOTAL MISC SAH PROJECTS 4,944,909 18,750 376,436 1,228,632 226.39% WATER ENTERPRISE FUND LICENSES, PERMITS AND FEES - - - - - 0.00% INTERGOVERNMENTAL 22,588 - - 18,505 - - 100.00% CHARGES FOR SERVICES 16,878,827 17,269,587 23,680,761 20,001,019 23,233,717 16.16% USE OF MONEY AND PROPERTY 309,339 157,726 103,409 103,409 72,675 - 29.72% OTHER REVENUE (27343) (21,020) 28,000 47,110 35,000 - 25.71% TOTAL WATER FUND 17,183,411 17,406,293 23,812,170 20,170,043 23,341,392 15.72% WASTEWATER ENTERPRISE FUND INTERGOVERNMENTAL - - - - - 0.00% CHARGES FOR SERVICES 3,471,389 3,363,458 3,471,665 3,323,002 3,171,844 4.55% USE OF MONEY AND PROPERTY 130,018 70,790 32,217 39,105 - - 100.00% OTHER REVENUE 8,177 (24,870) 2,000 25,416 3,000 - 88.20% TOTAL WASTEWATER FUND 3,609,584 3,409,378 3,505,862 3,387,523 3,174,844 -6.28% INSURANCE RESERVE FUND WORKERS'COMP PREMIUM 3,199,422 2,769,262 2,769,262 2,769,262 2,771,358 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 - - - 0.00% OTHER REVENUE 1,211,345 636,931 291,859 291,859 - 100.00% TOTAL INSURANCE FUND 7,739,635 6,546,897 6,201,189 6,201,189 5,911,426 4.67% RETIREE MEDICAL FUND CHARGES FOR SERVICES 4,168,095 3,492,096 1,512,000 3,620,000 3,786,000 4.59% USE OF MONEY AND PROPERTY - - - - - 0.00% OTHER REVENUE 1,864,823 2,608,726 2,000,000 2,425,011 2,400,000 -1.03% TOTAL RETIREE MEDICAL FUND 6,052,918 6.100,822 3,512,000 6,045,011 6,186,000 2.33% COMPENSATED ABSENCE FUND INTERGOVERNMENTAL - 12,116 - - - 0.00% CHARGES FOR SERVICES 2,266,002 2,383,307 2,420,702 2,420,702 2,263,728 -648% USE OF MONEY AND PROPERTY 123,792 50,063 43,774 43,774 43,774 0.00% TOTAL COMP. ABSENCE FUND 2,389,794 2,445,486 2,464,476 2,464,476 2,307,502 -6.37% INFORMATION TECHNOLOGY FUND CHARGES FOR SERVICES - - - - 5,816,581 0.00% OTHER REVENUE 0.00% TOTAL INFO TECHNOLOGY FUND 5,816,581 0.00% EQUIPMENT MAINTENANCE FUND INTERGOVERNMENTAL - - - - - 0.00% EQUIPMENT MAINTENANCE 2,318,160 2,295,281 2,222,291 2,222,291 2,012,706 -943% EQUIPMENT REPLACEMENT 2,996,399 3,002,573 2,905,201 2,905,201 3,447,300 18.66% OTHER REVENUE 496,979 343,210 275,000 404,052 275,000 - 31.94% TOTAL EQUIPMENT FUND 5,811.538 5,641,064 5,402,492 5,531.544 5,735,006 3.68% PD EQUIPMENT MAINTENANCE FUND EQUIPMENT REPLACEMENT - - - 691,945 691,945 0.00% OTHER REVENUE 112,775 35,000 - 68.96% TOTAL PD EQUIPMENT FUND 804,720 726,945 -9.66% ACKERMAN FUND USE OF MONEY AND PROPERTY 50,565 25,491 17,117 17,117 6,686 - 60.94% OTHER REVENUE 0.00% TOTAL ACKERMAN TRUST FUND 50,565 25,491 17,117 17,117 6,686 - 60.94% NEWPORT BAY DREDGING FUND USE OF MONEY AND PROPERTY 204,147 104,074 72,942 72,942 48,104 - 34.05% OTHER REVENUES 0.00% TOTAL BACK BAY DREDGING 204,147 104,074 72,942 72,942 48,104 - 34.05% DEBT SERVICE FUND USE OF MONEY AND PROPERTY 22,023 21,999 8,467 1,497,187 2,573,224 71.87% OTHER FINANCING SOURCES USES 10,400,000 3,525,858 - 100.00% TOTAL DEBT SERVICE FUND 22,023 21,999 10,408,487 5,023,045 2,573,224 48.77% TOTAL ALL FUNDS 228,899,090 224,302,688 344,961,535 353,013,493 240,260,668 - 31.94% Less: Internal Premiums (14.108,851) (13,591,127) (13,457,524) (13457,524) (19,451,741) N/A TOTAL ALL CITY FUNDS, NET OF INTERNAL PREMIUMS 214,790,239 210,711,567 331,504,011 339,555,969 220,808,927 - 34.97% 26 EXPENDITURES BY FUND 201 2007418 2008419 2009 -10 2010 -11 2011 -12 % of Total Actual Actual Actual Actual Estimated Proposed Operating Function and Activities Expenditures Expenditures Expenditures Expenditures Expenditures Expenditures Budget GENERAL FUND BUDGET General Government 211,576 482,366 278,959 440,533 316,424 139,060 0.17% City Council 1,184,210 1,531,704 1,188,990 1,163,486 1,053,886 911 0.56% City Clerk 467,725 558,111 469,507 382,360 458,678 546,465 0.24% City Manager 1,521,190 1,426,985 1,779,540 1,502,081 1,795,964 1,921,740 0.96% Human Resources 1,750,807 1,992,697 2,053,500 2,331,841 2.326,746 2,393,166 1.24% City Attorney 1,480,305 1,636,695 2,097,159 2,688,217 2.621,628 2,292,941 1.39% Administrative SeMCes 7,301,824 7,361,911 7,978,960 7,439,653 7,729,782 5,284,343 4.11% Total General Government 13,706,061 14,508,103 15,567,656 15,507,639 15,986,684 13,379,052 8.50% Public Safety 19,035 17,402 16,705 14,342 25,993 9,000 0.01% Police Department 40023,194 42,707,208 44,919,067 43,350,642 42,958,157 41,502,813 22.85% Fire Department 28,609,178 30,296,841 33,356,318 33,411,596 34,183,821 34,353,768 18.18% Total Public Safety 68,632,372 73,004,049 78,275,385 76,762,238 77,141,978 75,856,581 41.03% Community Development - - - - - 7,500 City Manager 549,669 655,139 660,941 563,378 667,205 - 035% Community Development - - - - - 8,939,933 0.00% Planning 2,916,490 3,119,517 3,324,759 3,125,983 3,327,072 - 1.77% Building 4,086,318 4,388,407 4,713,078 4,397,468 4,237,603 63,522,358 2.25% Total Community Development 7,552,477 8,163,063 8,698,778 9,086,829 8,231,880 8,939,933 4.38% Public Works 44,232.205 23.020,561 30,606,727 46,762,962 48,715,957 53,046,450 Municipal Operations 21,587,395 22,134,733 22,440,344 22,160,950 22,121,465 22,987,902 11.77% Public Wori 4,673,057 5,161,516 5,644,502 5,646,082 5,877,961 5,834,035 3.13% Utilities 1,258,650 1,390,610 1,454,692 1,158,994 1,336,290 071% Total Public Works 27,519,102 28,686,859 29,539,538 28,966,026 29,335,716 28,821,937 15.60% Community Sarvices City Council - Centennial 519,466 2,034 - - - - 0.00% Recreation & Sr. SeMces 5,137,147 6,222,052 6,760,245 6,555,331 7,012,633 8,418,226 3.73% Libraries &And 6,392,403 6,415,158 6,521718 6,554,183 7,135,888 61889,590 3.80% Total Community Services 11,749,016 12,639,244 13,281,963 13,109,514 14,148,521 15,307,816 7.52% Fiscal Year Closing Entry - - - - (5,000,000) - -266% General Fund Debt Service 2,000,000 1,642,500 1,571,250 - 765,000 780,000 0.41% Total General Fund Op. Budget 131,159,028 138,643,818 146,934,570 142,432,245 140,609,779 143,885,319 74.78% General Fund CIPS 10,368,748 10,455,571 5,910,047 7,127,010 1,982,000 - 1.05% Total General Fund Budget 141,527,776 149,099,389 152,844,617 149,559,255 142,591,779 143,885,319 75.84% ENTERPRISE FUNDS Water - Operations 15,527,903 15,758,904 16,806079 16,908,256 17,106,085 19;138,975 9.10% Water - CIP 1,899,764 3,303,475 1,433,341 1,714,482 1,563,954 4,637,000 0.83% Water -Debt SerWCe 1,584,900 1,582,765 1,581,325 1,585,000 - - 0.00% Wastewater - Operations 2,402,472 2,677,294 2,792,917 2,711,550 2,593,954 3,050,262 1.38% Wastewater - CIP 1,475,733 486,315 423,255 369,261 2,949,379 901,500 1.57% Total Enterprise Funds 22,990,772 23,808,753 23,036,917 23,288,549 24,213,372 27,727,737 12.88% INTERNAL SERVICE FUNDS Insurance Reserve 5,261,188 5,711,349 6,805,959 5,379784 4,495,992 4,884,705 2.39% Equipment Fund - Operations 3,637,663 3,792,464 3,266,604 3,850,214 4,114,923 4,585,565 2.19% Equipment Fund - CIP 102,270 - 65,709 57,950 74,667 - 0.0,i Equipment Fund - Debt Service 129,513 49,820 - - - - 0.00% PD Equipment Replacement 769,526 456,803 477,300 802,540 570,923 430,000 0.30% Compensated Absences 1,854,659 1,807,046 2,158,082 6,432,776 2,547,885 2,154,247 136% Retiree Medical 3,559,779 14,772,828. 8,249,701 5,720,155 5,848,000 6,259.000 3.11% Information Technology 4,271,669 0.00% Total Internal Service Funds 15,514,598 26,590,310 21,023,355 22,243,419 17,652,390 22,585,186 9.39% OTHER FUNDS Police Grants 211,576 482,366 278,959 440,533 316,424 139,060 0.17% CDBG - Operations 114,062 117,876 124,479 134,720 123,181 113,319 0.07% CDBG - Debt Service 191,224 193,482 196,253 197,535 199,345 201,653 0.11% Armin Svcs. - Parking Lots - - - - 409,979 421,756 Tidelands - Harbor Resources 1,928,465 1,838,903 1,921,292 1,806,717 1.888,623 1,401,485 1.00% Tidelands - Oil and Gas 629,471 720,977 671,273 711,311 838,620 978,325 0.45% Tidelands -Debt Service 237,062 237,062 237,062 237,062 237,062 771,057 0.13% Circulations & Trans Debt SeMCe - - - 183,044 - - 0.00% AOMD 19,035 17,402 16,705 14,342 25,993 9,000 0.01% Environmental Liability 184,685 70,315 123,878 108,537 110,958 139,286 0.06% Newport Annexation - Debt Service 1,200;000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 0.64% Debt Service 566,335 564,480 565,463 569,379 4,781,291 10,626,967 2.54% Civic Center - - - - - 7,500 CIOSA Debt Service - - - - - - 0.00% Ackerman Fund 4,725 1,450 19,350 4,650 5,000 5,000 0.00% All Other CIP 30,385,690 8,775,200 22,774,375 37,494,259 42,145,957 47,507,950 22.42% Total Other Funds 35,672,330 14,219,515 28,129,089 43,102,089 52,282,433 63,522,358 27.81% TOTAL OPERATING BUDGET 171,473,271 190,697,406 194,427,251 191,430,350 188,024,017 204,674,150 100.00% TOTALCIP 44,232.205 23.020,561 30,606,727 46,762,962 48,715,957 53,046,450 TOTALCITYBUDGET 215,705,476 213,717,967 225,033,978 238,193,312 236,739,974 257,720,600 LESS: INTERNAL CHARGES (13,010,465) (13,760,579) (14,108,851) (13,591,127) (13,457,524) (19,451,741) TOTAL BUDGET NET OF INTERNAL CHARGES 202,695,011 199,957,388 210,925,127 224,602,185 223,282,450 238,268,859 27 DEPARTMENT SERVICES City Council City Clerk City Manager Human Resources City Attorney Administrative Services Police Fire Community Development Municipal Operations Public Works Library Services (incl Cultural Arts) Recreation and Sr. Services INTERNAL SERVICES Insurance Reserve Equipment Maint. & Replacement PD Equipment Replacement Compensated Absence Retiree Medical Information Technology DEBT SERVICE General Fund - Non Dept CDBG Balboa Village Loan Balboa Yacht Basin Construction Loan Circulation and Transportation Newport Annexation Central Library Construction Civic Center CIOSA Groundwater Improvement Bonds Rolling Stock Leases OTHER ACTIVITIES Narcotic Asset Forfeiture OTS Grant SLESF LLEBG AQMD Environmental Liability Fund Ackerman Donation Capital Improvement Projects Total Budget Less: Internal Charges Total Budget Net of Internal Charges OPERATING BUDGET Salaries and Benefits Maintenance and Operation Capital Outlay Debt Service Total Operating Budget CAPITAL IMPROVEMENTS TOTAL BUDGET 2011 -12 EXPENDITURES BY DEPARTMENT Maintenance Salaries& %of and %of Capital %of Debt Total %of Benefits Total Operation Total Outlay Total Service Budget Total 217,753 0.18% 720,644 1.10% 2,000 0.06% - 940,397 0.36% 447,204 0.36% 99,261 0.15% - 0.00% - 546,465 021% 1,220,847 1.00% 695,148 1.07% 5,745 0.18% - 1,921,740 0.73% 1,456,569 1.19% 930,597 1.43% 6,000 0.18% - 2,393,166 0.91% 1,578,558 1.29% 708,783 1.09% 5,600 0.17% - 2,292,941 0.87% 4,517,007 3.58% 1,171,092 1.79% 18,000 0.55% - 5,706,099 2.18% 35,125,769 28.65% 6,357,302 9.74% 19,742 0,60% - 41,502,813 15.82% 28,376,473 23.14% 5.763,028 8.83% 214,267 6.54% - 34,353,768 13.10% 7,085,032 5.78% 1,938,020 2.97% 30,200 0.92% - 9,053,252 3.45% 15,191,787 12.39% 30,881,527 47.33% 82,150 2.51% - 46,155,464 17.59% 4,980,142 4.06% 2,232,943 3.42% 22,435 0.68% - 7,235,520 2.76% 4,623,310 3.77% 2,264,280 3.47%. 2,000 0.06% - 6,889,590 263% 4,554,618 3.71% 3,837,158 5.88% 26,450 0.81% - 8,418,226 321% - 0.00% 4,884,705 7.49% - 0.00% - 4,884,705 1.86% 1,392,990 1.14% 709,575 1.09% 2,483,000 75.78% - 4,585,565 1.75% - 0.00% 85,000 0.13% 345,000 10.53% - 430,000 0,16% 2,154,247 1.76% - 0.00% - 0.00% - 2,154,247 062% 6,259,000 5.10% - 0.00% - 0.00% - 6,259,000 2,39% 3,032,409 2.47% 1,225,260 1.88% 14,000 0.43% - 4,271,669 163% 300,000 0.24% 500,000 0.77% - 0.00% 780,000 1,580,000 0.60% - 0.00% - 0.00% - 0.00% 201,653 201,653 0,08% - 0.00% - 0.00% - 0.00% 771,057 771,057 0.29% - 0.00% - 0.00% - 0.00% - - 0.00.% - 0.00% - 0.00% - 0.00% 1,200,000 1,200,000 0.46% - 0.00% 43,000 0.07% - 0.00% 10,583,967 10,626,967 405% - 0.00% 7,500 0.01% - 0.00% - 7,500 0.00% - 0.00% - 0.00%. - 0.00% - - 000% - 0.00% - 0.00% - 0100% - - 000% - 0.00% - 0.00% - 0.00% - - 0.60.% - 0.00% 39,060 0.06%. - 0.00% - 39,060 0.01% - 0.00% - 0.00% - 0.00% - - 0.00% 100,000 0.08% - 0.00% - 0.00% - 100,000 0.04% - 0.00% - 0.00% - 0.00% - - 0.00% - 0.00% 9,000 0.01% - 0.00% - 9,000 0.00% - 0.00% 139,286 0.21% - 0.00% - 139,286 0.05% - 0.00% 5,000 0.01%. - 0.00% - 5,000 0.00% - 0.00% - 0.00% - 0.00% - 57.657,180 21.98% 122,613,715 100.00% 65,247,169 100.00% 3,276,589 100% 13,536,677 262,331,330 100.00%. (5,035,086) (14,416,655) - - (19,451,741) 117,578,629 50,830,514 3,276,589 13,536,677 242,879,589 % %OF % %OF BUDGET TOTAL GENERAL BUDGET TOTAL TOTAL TYPE BUDGET FUND TYPE BUDGET 122,613,715 59.91% 46.74% 103,175,780 71.71% 69.48% 65247,169 31.88% 24.87% 39,563,950 27.50% 26.64% 3,276,589 1.60% 1.25% 365,589 0.25% 0.25% 13,536,677 6.61% 5.16% 780,000 0.54% 0.53% 204,674,150 100.00% 78.02% 143,885,319 100.00% 96.90% 57,657,180 100.00% 21.98% 262,331,330 100.00% 100.00% EM 4,610,730 100.00% 3.10% 148,496,049 101100% 100.00% 11 x17 foldout Op Ex IE 11 x17 foldout Op Ex 31 32 P LIFpR` 33 SUMMARY OF ESTIMATED 2010 -11 YEAR END FUND BALANCES - 149,158,893 Estimated Estimated Estimated Actual Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance Fund /Account 2009 -10 2010 -11 In Out 2010 -11 2010 -11 2010 -11 General Fund - 149,158,893 19,226,127 21,188,502 145,609,779 1,586,739 - Fiscal Year Closing Entries - 2,430,400 - 7,430,400 (5,000,000) - - Nonspendable Reserve for Inventories 238,274 - - - - - 238,274 Reserve for Long term receivables 471,250 - - - - - 471,250 Reserve for Prepaid Items 434,137 - 660,000 434,137 - - 660,000 Restricted Affordable Housing Reserve 1,557,773 - - - - - 1,557,773 Hoag Circulation Improvements 134,760 - - - - - 134,760 Committed Contingency Reserve 18,895,125 - 2,946,342 - - - 21,841,467 Reserve for Facilities Replacement Plan 27,500,000 - 3,800,000 31,300,000 - - - Senior Citizen Site 23,790 - - 23,790 - - - OffStreetParking - - 11,000 11,000 - - - Paramedic Program 479,367 - - - - - 479,367 Recreation Instruction Reserve 419,732 - 105,000 354,000 - - 170,732 Park In Lieu Fees 760,759 - - - - 80 760,679 In Lieu Parking Fees - - 67,000 22,468 - - 44,532 Neighborhood Enhancement Res. A 184,855 - 32,000 - - 23,013 193,842 Neighborhood Enhancement Res. B 50,651 - 293,000 765,000 - 365,419 (786,768) Oceanfront Encroachment 10,488 - 180,000 - - 6,749 183,739 Cable Franchise 1,356,143 - 100,000 100,000 - - 1,356,143 START Video 373,730 - - 12,500 - - 361,230 Encumbrances 2,273,036 - 2,242,860 2,273,036 - - 2,242,860 Capital Reappropriations (CIP rebudgets) 3,993,497 - 2,617,100 3,993,497 - - 2,617,100 City Manager Assignments Reserve for PIERS Rate Changes 5,000,000 - - - - - 5,000,000 Fair Value Adjustment 707,200 - 369,235 707,200 - - 369,235 Lower Bay Dredging - - 2,500,000 - - - 2,500,000 Other City Manager Assignments - - 4,480,000 - - - 4,480,000 Unassigned 17,293,299 784,965 18,078,264 TOTAL 82,157,866 151,589,293 40,414,629 68,615,530 140,609,779 1,982,000 62,954,479 Ackerman Donation Fund - - - - - - - Appropriations Reserve - 17,117 - 9,341 5,000 - 2,776 Appropriations Reserve - Scholarship 150,441 - - - - - 150,441 Appropriations Reserve - Hi Tech 23,821 - - - - - 23,821 Perm Scholarship Endowment Reserve 247,646 - - - - - 247,646 Perm Equipment Endowment Reserve 740,070 - - - - - 740,070 Fair Value Adj. Reserve - - 9,341 - - - 9,341 Reserve for Encumbrance - - - - - - - CDBG Fund - - - - - - Appropriations Reserve (3,458) 284,615 - - 322,526 - (41,369) Reserve for Encumbrance - - - - - - - AQMD Fund - - - - - - Appropriations Reserve 402,526 104,355 - 28,292 25,993 147,708 304,888 Reserve for Encumbrance - - 28,292 - - - 28,292 Asset Forfeiture Fund - - - - - Appropriations Reserve 539,365 338,289 - 5,203 14,460 - 857,991 Fair Value Adj. Reserve - - 5,203 - - - 5,203 Reserve for Encumbrances - - - - - - - OTS Grant Fund (39,952) 227,507 - - 187,923 - (368) Reserve for Encumbrances - - - - - - - SLESF - COPS Fund - 100,719 - - 100,719 - - Justice Assistance Grant (formerly LLEBG) - - - - - - Appropriations Reserve - 13,322 - - 13,322 - - FairValueAdj.Reserve - - - - - - - State Gas Tax Fund - - - - - - Appropriations Reserve 3,473,159 2,088,468 112,432 957,410 - 354,417 4,362,232 Fair Value Adj. Reserve - - 33,313 - - - 33,313 Reserve for Encumbrances 112,432 - 764,097 112,432 - - 764,097 Prop 18 Transportation Fund Appropriations Reserve 375,546 3,239 6,730 - - 365,515 - Fair Value Adj. Reserve - - - - - - - Reserve for Encumbrances 6,730 - - 6,730 - - - Traffic Congestion Relief Fund - - - - - - Appropriations Reserve - 200,724 539,149 - - 739,873 - Fair Value Adj. Reserve - - - - - - - ReserveforEncumbrances 539,149 - - 539,149 - - - 34 SUMMARY OF ESTIMATED 2010 -11 YEAR END FUND BALANCES Estimated Estimated Estimated Actual Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance 'und /Account 2009 -10 2010 -11 In Out 2010 -11 2010 -11 2010 -11 Measure M Fund Turnback 3,343,428 1,233,941 260,774 888,390 - 648,124 3,301,629 Fair Value Adj. Reserve - - 31,687 - - - 31,687 Turnback Encumbrances 260,774 - 856,703 260,774 - - 856,703 Competitive (123,683) - 125,103 - - 478,440 (477,020) Competitive Encumbrances 125,103 - - 125,103 - - - AHRP Fund Appropriations Reserve - - - - - - - Reserve for Encumbrances - - - - - - - Tide and Submerged Land Fund Appropriation Reserve - 10,881,573 2,068,749 8,306,168 3,374,284 1,269,870 - Fair Value Adj. Reserve 38,947 - 42,646 38,947 - - 42,646 Appropriations Reserve (CIP rebudget) 842,538 - 4,280,350 842,538 - - 4,280,350 Reserve for Encumbrances 1,187,264 - 1,067,266 1,187,264 - - 1,067,266 Upper Bay Reserve 45,414 - 90,294 - - - 135,708 Oil and Gas 320,000 - 40,000 - - - 360,000 Contributions Fund Misc Cooperative Projects (1,394,750) 2,403,825 218,530 302,263 - 3,047,630 (2,122,288) Bristol Street Relinquishment 384,809 - 2,505 2,505 - 2,605 382,204 PCH Relinquishment 3,880,538 - 16,297 - - 16,297 3,880,538 Environmental Contributions (137,653) - 13,162 - - 140,692 (265,183) Reserve for Encumbrances 250,494 - 304,768 250,494 - - 304,768 Circulation and Transportation Fund Appropriations Reserve 4,466,761 416,328 737,890 3,006,636 - 2,295,163 319,180 Fair Value Adj. Reserve - - 32,956 - - - 32,956 Reserve for Encumbrances 737,890 - 2,784,440 737,890 - - 2,784,440 Building Excise Tax Fund Appropriations Reserve 283,299 104,995 4,600 2,560 - 58,137 332,197 Fair Value Adj. Reserve - - 2,560 - - - 2,560 Reserve for Encumbrances 4;600 - - 4,600 - - - Environmental Liability Fund Appropriation Reserve 3,487,151 505,120 21,016 174,296 110,958 - 3;728,033 Fair Value Adj. Reserve - - 29,346 - - - 29,346 Reserve for Encumbrances 21,016 - 144,950 21,016 - - 144,950 Oil Spill Remediation Fund Appropriation Reserve - - - - - - - Fair Value Adj. Reserve - - - - - - - ReserveforEncumbrances - - - - - - - Newport Annexation Funds Receipt Fund 8,400,000 100,000 - 1,362,000 - - 7,138,000 Fair Value Adj. Reserve - Receipt - - 62,000 - - - 62,000 Allocation Fund - - 1,200,000 - 1,200,000 - - Fair Value Adj. Reserve- Allocal on - - - - - - - Building Fund - - - - - - - Fair Value Adj. Reserve- Building - - - - - - - ReserveforEncumbrances- Building - - - - - - - Debt Service Fund Appropriation Reserve - 5,023,045 4,774,267 - 4,781,291 - 5,016,021 Reserve for Debt Service 565,655 - - 565,655 - - - Assessment District Projects Appropriation Reserve 4,675,239 3,763,039 194,982 34,709 - 2,977,343 5,621,208 Reserve for Encumbrances 194,982 - 34,709 194,982 - - 34,709 Fair Value Adj. Reserve - - - - - - - Facilities Financing Plan Fund Appropriations Reserve - 275,000 31,300,000 5,855,721 - - 25,719,279 Fair Value Adj. Reserve - - 145,046 - - - 145,046 Major Facilities Replacement Civic Center (32,300,212) 128,024,614 21,772,875 92,666,077 - 24,831,200 - ReserveforEncumbrances- Civic Center 21,772,875 89,140,220 21,772,875 89,140,220 (10,527,337) 128,024,614 110,913,095 114,438,952 - 24,831,200 89,140,220 Manna Park (1,178,259) - 117,344 141,301 - 347,156 (1,549,372) Sunset Ridge Park (903,158) - 149,077 83,536 - 311,622 (1,149,239) Police Facility (22,200) - 20,025 - - - (2,175) Lifeguard Headquarters (30,179) - - - - - (30,179) Reserve for Encumbrances 286,446 - 224,837 286,446 - - 224,837 35 SUMMARY OF ESTIMATED 2010 -11 YEAR END FUND BALANCES 5,000 189,240 - - 545,922 Estimated Estimated Estimated Actual Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance Fund l Account 2009 -10 2010 -11 In Out 2010 -11 201041 2010 -11 CIOSA Fund Appropriation Reserve Fair Value Adj. Reserve Reserve for Encumbrances Bonita Canyon Development Fund Appropriation Be... Reserve for Encumbrances Mariners Library Fund Appropriation Reserve Reserve for Encumbrances OASIS Sr. Center Appropriation Reserve Reserve for Encumbrances Fire Station #7 Fund Appropriation Reserve Reserve for Encumbrances Back Bay Science Center Fund Appropriation Reserve Reserve for Encumbrances MISC SAH Projects Fund Appropriation Reserve Reserve for Encumbrances Newport Bay Dredging Fund Permanent Endowment Appropriation Reserve Fair Value Adj. Reserve Insurance Reserve Fund Workers' Compensation Reserve Liability Reserve Fair Value Adj. Reserve Retiree Medical Fund Operating Fund Conversion Fund Fair Value Adj. Reserve Compensated Absence Fund Appropriation Reserve Fair Value Adj. Reserve Information Technology Fund Appropriation Reserve Fair Value Adj. Reserve Equipment Fund Equipment Maintenance Equipment Replacement - All Other Equipment Replacement- PD Fair Value Adj. Reserve Reserve for Encumbrances Water Enterprise Fund Stabilization 8 Contingency Reserve Infrastructure Replacement Reserve Fair Value Adj. Reserve Reserve for Encumbrances Wastewater Enterprise Fund Stabilization 8 Contingency Reserve Infrastructure Replacement Reserve Fair Value Adj. Reserve Reserve for Encumbrances TOTAL 450,330 5,000 189,240 - - 545,922 (1,352) 100,000 - - - 77,804 22,196 (2,598,614) 1,685,879 5,027,920 801,718 - 3,313,467 - - 801,718 - - - 801,718 53,487 - - 53,487 - - (125,421) - - - - (125,421) (367,847) 376,436 - - - 56,972 (48,383) 3,857,000 - - - - - 3,857,000 905,727 72,942 - 38,313 - - 940,356 - - 38.313 - - - 38.313 14,258,107 2,915,192 1,900,000 - 2,623,400 - 16,449,899 7,616,548 3,285,998 - 3,378,742 1,872,592 - 5,651,212 - - 180,337 - - - 180,337 222,751 6,045,011 - - 5,848,000 - 419,762 1,851,687 2,464,476 1,298,405 10,067 2,547,885 - 3,056,616 - - 10,067 - - - 10,067 - 2,222,291 - - 1,989,686 74,667 157,938 11,956,273 3,309,253 1,892,801 214,999 2,125,237 - 14,818,091 3,185,355 804;720 131,706 115,742 570,923 - 3,435,116 - - 142,529 - - - 142,529 2,024,507 - 188,212 2,024,507 - - 188,212 5,560,103 20,170,043 907,406 4,539,585 17,106,085 - 4,991,882 - - 3,622,500 - - 1,563,954 2,058,546 64,215 - 38,380 64,215 - - 38,380 843,197 878,705 843,191 878,705 6.467.509 20.170.043 5.446.991 5.446.991 17.106.085 1.563.954 7.967.513 1,056,715 3,387,523 2,733,219 796,896 2,593,954 2,949,379 837,228 35,903 - 20,597 35,903 - - 20,597 2,697,316 776,299 2,697,316 776,299 3,789,934 3,387,523 3,530,115 3,530,115 2,593,954 2,949,379 1,634,124 36 SUMMARY OF ESTIMATED 2011 -12 YEAR END FUND BALANCES - - - Estimated Estimated Estimated Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance :und l Account 2010 -11 2011 -12 In Out 2011 -12 2011 -12 2011 -12 General Fund Fiscal Year Closing Entries Nonspendable Reserve for Inventories Reserve for Long tens receivables Reserve for Prepaid Items Restricted Affordable Housing Reserve Hoag Circulation Improvements Committed Contingency Reserve Reserve for Facilities Replacement Plan Senior Citizen Site Off Street Parking Paramedic Program Recreation Instruction Reserve Park In Lieu Fees In Lieu Parking Fees Neighborhood Enhancement Res. A Neighborhood Enhancement Res. B Oceanfront Encroachment Cable Franchise START Video Encumbrances Capital Reappropriations(CIP rebudgets) City Manager Assignments Reserve for PERS Rate Changes Fair Value Adjustment Lower Bay Dredging Other City Manager Assignments unassigned TOTAL Ackerman Donation Fund Appropriations Reserve Appropriations Reserve - Scholarship Appropriations Reserve - Hi Tech Penn Scholarship Endowment Reserve Penn Equipment Endowment Reserve Fair Value Adj. Reserve Reserve for Encumbrance CDBG Fund Appropriations Reserve Reserve for Encumbrance AQMD Fund Appropriations Reserve Reserve for Encumbrance OTS Grant Fund Reserve for Encumbrances Asset Forfeiture Fund Appropriations Reserve Fair Value Adj. Reserve Reserve for Encumbrances SLESF - COPS Fund Justice Assistance Grant (formerly LLEBG) Appropriations Reserve Fair Value Adj. Reserve State Gas Tax Fund Appropriations Reserve Fair Value Adj. Reserve Reserve for Encumbrances Prop 18 Transportation Fund Appropriations Reserve Fair Value Adj. Reserve Reserve for Encumbrances Traffic Congestion Relief Fund Appropriations Reserve Fair Value Adj. Reserve Reserve for Encumbrances 148,955783 7,565,584 8,025,318 143,885,319 4,610,730 238,274 - - - - - 238,274 471,250 - - - - - 471,250 660,000 - - - - 660,000 1,557,773 - - - - - 1,557,773 - - - - - 134,760 21,841,467 - - - - - 21,841,467 - - 11,000 - - - 11,000 479,367 - - - - - 479,367 170,732 - 74,000 76,000 - - 168,732 760,679 - - - - - 760,679 44,532 - 87,000 - - - 131,532 193,842 - 32,000 - - - 225,842 (786,768) - 293,000 780,000 - - (1,273,768) 183,739 - 180,000 - - - 363,739 1,356,143 - 100,000 100,000 - - 1,356,143 361,230 - - - - - 361,230 2,242,860 - - - - - 2,242,860 2,617,100 - - - - - 2,617,100 5,000,000 - - - - - 5,000,000 369,235 - - - - - 369,235 2,500,000 - - - - - 2,500,000 4,480,000 - - - - - 4,480,000 18,078,264 917,506 18,995,770 62,954,479 148,955,783 9,260,090 8,981,318 143,885,319 4,610,730 63,692,984 2,776 6,686 - 150,441 - 23,821 247,646 740,070 9,341 (41,369) 360,000 304,888 83,700 28,292 28,292 - - (368) 857,991 20,060 - 5,203 - 136,175 4,362,232 2,278,569 764,097 33,313 - - 764,097 37 26,292 764,097 - 9,462 5,000 - 145,441 - 23,821 247,646 740,070 9,341 314,972 50,000 (46,341) 9,000 - 407,880 (368) 39,060 - 838,991 - 5,203 100,000 - 36,175 3,960,000 3,444,898 - 33,313 SUMMARY OF ESTIMATED 2011 -12 YEAR END FUND BALANCES Estimated Estimated Estimated 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 Measure M Fund Turnback 3,301,629 1,261,177 856,703 - - 3,403,300 2,016,209 Fair Value Adj. Reserve $1,687 - - - - - 31,687 Tumback Encumbrances 856,703 1,388,393 - 856,703 - - 1,388,393 Competitive (477,020) 25,000 - - - 3,371,400 (3,823,420) Competitive Encumbrances - - - - - - - AHRP Fund Appropriations Reserve - - - - - - - ReserveforEncumbrances - - - - - - - Tide and Submerged Land Fund Appropriation Reserve - 10,651,962 5,390,262 6,589,251 3,572,623 5,880,350 - Fair Value Adj. Reserve 42,646 - - 42,646 - - - Appropriations Reserve (CIP rebudget) 4,280,350 - - 4,280,350 - - - ReserveforEncumbrances 1,067,266 - - 1,067,266 - - - Upper Bay Reserve 135,708 - 104,667 - - - 240,375 Oil and Gas 360,000 - 40,000 - - - 400,000 Contributions Fund Mind Cooperative Projects (2,122,288) 2,386,507 304,768 - - 1,500,000 (931,013) Bristol Street Relinquishment 382,204 - - - - 72,900 309,304 PCH Relinquishment 3,880,538 - - - - - 3,880,538 Environmental Contributions (265,183) - - - - 2,500,000 (2,765,183) Reserve for Encumbrances 304,768 - - 304,768 - - - Circulation and Transportation Fund Appropriations Reserve 319,180 305,000 2,817,396 80,000 - 2,941,500 420,076 Fair Value Adj. Reserve 32,956 - - 32,956 - - - Reserve for Encumbrances 2,784,440 - - 2,784,440 - - - Building Excise Tax Fund Appropriations Reserve 332,197 77,000 2,560 - - - 411,757 Fair Value Adj. Reserve 2,560 - - 2,560 - - - ReserveforEncumbrances - - - - - - - Environmental Liability Fund Appropriation Reserve 3,728,033 560,000 174,296 - 139,286 - 4,323,043 Fair Value Adj. Reserve 29,346 - - 29,346 - - - Reserve for Encumbrances 144,950 - - 144,950 - - - Oil Spill Remediation Fund Appropriation Reserve - - - - - - - FairValueAdj.Reserve - - - - - - - Reserve for Encumbrances - - - - - - - Newport Annexation Funds Receipt Fund 7,138,000 85,000 62,000 1,285,000 - - 6,000,000 Fair Value Adj. Reserve- Receipt 62,000 - - 62,000 - - - Allocation Fund - - 1,200,000 - 1,200,000 - - Fair Value Adj. Reserve - Allocation - - - - - - - Building Fund - - - - - - - Fair Value Adj. Reserve - Building - - - - - - - ReserveforEncumbrences- Building - - - - - - - Debt Service Fund Appropriation Reserve 5,016,021 2,573,224 8,053,743 - 10,626,967 - 5,016,021 Reserve for Debt Service - - - - - - - Assessment District Projects Appropriation Reserve 5,621,208 30,000 34,709 - - - 5,685,917 Reserve for Encumbrances 34,709 - - 34,709 - - - FairValueAdj.Reserve - - - - - - - Facilities Financing Plan Fund Appropriations Reserve 25,719,279 13,700,000 4,161,858 8,053,743 - - 35,527,394 Fair Value Adj. Reserve 145,046 - - 145,046 - - - Major Facilities Replacement Civic Center - 900,000 2,321,800 - 7,500 3,214,300 - Reserve for Encumbmnces -Civic Center 89,140,220 2,321,800 86,818,420 89,140,220 900,000 2,321,800 2,321,800 7,500 3,214,300 86,818,420 Marina Park (1,549,372) - 141,301 - - 9,059,000 (10,467,071) Sunset Ridge Park (1,149,239) - 83,536 - - 9,561,400 (10,627.103) Police Facility (2,175) - - - - - (2,175) Lifeguard Headquarters (30,179) - - - - 400,000 (430,179) Strategic Planning - - - - - 300,000 (300,000) Reserve for Encumbrances 224,837 - - 224,837 - - - m SUMMARY OF ESTIMATED 2011 -12 YEAR END FUND BALANCES - 940,356 Estimated Estimated Estimated 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 CIOSA Fund Appropriation Reserve Fair Value Adj. Reserve Reserve for Encumbrances Bonita Canyon Development Fund Appropriation Reserve Reserve for Encumbrances Manners Library Fund Appropriation Reserve Reserve for Encumbrances OASIS Sr. Center Appropriation Reserve Reserve for Encumbrances Fire Station #7 Fund Appropriation Reserve Reserve for Encumbrances Back Bay Science Center Fund Appropriation Reserve Reserve for Encumbrances MISC SAH Projects Fund Permanent Endowment Appropriation Reserve Newport Bay Dredging Fund Permanent Endowment Appropriation Reserve Fair Value Adj. Reserve Insurance Reserve Fund Workers' Compensation Reserve Liability Reserve Fair Value Adj. Reserve Retiree Medical Fund Operating Fund Conversion Fund Fair Value Adj. Reserve Compensated Absence Fund Appropriation Reserve Fair Value Adj. Reserve Information Technology Fund Appropriation Reserve Fair Value Adj. Reserve Equipment Fund Equipment Maintenance Equipment Replacement - All Other Equipment Replacement- PD Fair Value Adj. Reserve Reserve for Encumbrances Water Enterprise Fund Stabilization 8 Contingency Reserve Infrastructure Replacement Reserve Fair Value Adj. Reserve Reserve for Encumbrances Wastewater Enterprise Fund Stabilization Reserve Future Infrastructure Reserve Fair Value Adj. Reserve Reserve for Encumbrances (1,352) 22,196 801,718 (125,421) - (48,383) 1,228,632 3,857,000 - 940,356 48,104 38,313 - 16,449,899 2,771,358 5,651,212 3,140,068 180,337 - (1,352) 68,200 (46,004) 801,718 - - - 801,718 - 801,718 - - 1,175,600 38,313 - - 38,313 114,448 65,889 419,762 6,186,000 2,314,000 3,056,616 2,307,502 10,067 - - 5,816,581 - 2,535,325 - 2,349,380 - 180,337 - - 6,259,000 2,154,247 - 4,271,669 - (125,421) 4,649 3,857,000 1,026,773 16,800,380 6,507,789 2,660,762 3,209,872 10,067 1,544,912 157,938 2,012,706 38,405 - 2,116,065 - 92,984 14,818,091 3,722,300 214,999 38,405 2,469,500 - 16,247,485 3,435,116 728,945 115,742 - 430,000 - 3,847,803 142,529 - - 142,529 - - - 188,212 - - 188,212 - - - 4,991,882 23,341,392 917,085 3,749,288 19,138,975 - 6,362,096 2,058,546 - 3,749,288 - - 4,637,000 1,170,834 38,380 - - 38,380 - - - 878,705 678,705 7,967,513 23,341,392 4,666,373 4,666,373 19,138,975 4,637,000 7,532,930 837,228 3,174,844 796,896 500,000 3,050,262 951,500 307,206 - - 500,000 - - - 500,000 20,597 - - 20,597 - - - 776,299 776,299 1,634,124 3,174,844 1,296,896 1,296,896 3,050,262 951,500 807,206 39 DEPARTMENT BUDGETS City Council Mission Statement i 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 ewport 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's job to implement it. Goals In Newport Beach, the City Council reviews and approves two primary tools that are critical to implementing policy — the City's yearly budget and the various goals and priorities that the Council sets. For 2011, the Council has identified five goals with multiple associated projects: # 1: JWA SETTLEMENT EXTENSION Work with community stakeholders and the County of Orange to secure the long -term extension of neighborhood - friendly protections at John Wayne Airport. 42 #2: REVITALIZATION To involve the community in revitalizing areas of town that need attention to shine. These areas can include Lido Marina Village and the current City Hall site, West Newport Beach, Balboa Village, Mariner's Mile, Bristol Street in Santa Ana Heights, and the "MacArthur Gateway" to Corona del Mar. Revitalization includes looking at these areas through multiple lenses, like: • Infrastructure (medians, parkways, parking strategies) • Economic development • Code Enforcement • Need for city and community facilities #3: TIDELANDS MANAGEMENT To prepare and adopt a comprehensive management, governance, and investment strategy for the community's tide and submerged lands. This includes addressing long -term capital needs like dredging, beach replenishment, sea walls and sea level rise, revitalization of the City's oil and gas fields, and water quality protections. #4: PENSION REFORM To enact public pension reform that maintains the City's competitiveness but protects the City's long -term financial sustainability. #5: RESTRUCTURING To guide and advise the City Manager in becoming a modern, efficient city government that is responsive and effective. Staffing: Positions FY 2010 -11 FY 2011 -12 Mayor 0.01 0.01 Councilmember 0.06 0.06 Total Staffing 0.07 0.07 Total Citv Council Deoartment Costs Salaries and Benefits Maintenance and Operations Capital Equipment Total *Includes Spheres Issues 2008 -09 2009 -10 2010 -11 2011 -12 Actual* Actual* Estimated Proposed $ 206,926 $ 206,763 $ 215,833 $ 217,753 $ 982,064 $ 956,723 $ 916,558 $ 720,644 $ - $ - $ 1,400 $ 2,000 43 City CIe'K Mission Statement jL o 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 practicesto provide easier access to local government and fulfill our responsibility to the residents of Newport Beach. Department Overview he City Clerk's Office provides service 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 ordinances, resolutions and contracts. Services to the public include assistance with understanding and participating in the decision and policy making process, and assistance with research and retrieval of information and public documents. Goals • Prepare and publish agendas for City Council meetings and record and maintain the proceedings of the City Council meetings. • Maintain the document imaging system in order to reduce staff time in searching, retrieving and copying records, as well as providing storage for permanent records. • Provide staff and the residentswith online accessto the Newport Beach Municipal Code; Council Policy Manual; Boards, Commissions and Committees Manual; applications and vacancy notices for Boards and Commissions; and City Council agendas, minutes and staff reports. • Maintain the Appointive List for Boards and Commissions as required under the Maddy Appointive List Act. Process legal publications, postings and notices. • Ensure accurate codification of City- adopted ordinances. Act as Filing Officer for the Political Reform Act of 1974 regulations (Campaign Disclosure Forms and Statements of Economic Interest.) Receive and open bids for City projects. • Receive and process Claims for Damages, and Summons and Complaints against the City. • Serve as the City's Election Official and receive petitions relating to initiatives, referendums or recalls. • Administer oaths, affirmations and acknowledgements. Process passport applications in accordance with U.S. Department of State procedures. EM Staffing: Positions 2008 -2009 2009 -2010 2010 -2011 2011 -2012 Workload Indicators Actual Actual Estimated Projected Council Meetings, Regular 23 22 22 22 Council Meetings, Special or Adjourned 22 26 25 25 Resolutions adopted 87 115 120 100 Ordinances adopted 17 29 35 30 Claims /Summons and Complaints processed 96 135 130 130 Contracts /Agreements processed 266 375 400 400 Notices of Completion /Release Bonds 32 32 25 25 Documents process to Orange County $ 388,846 $ 382,393 Recorder 41 34 30 30 Passports Processed 329 362 320 300 Staffing: Positions FY 2010 -11 FY 2011 -12 City Clerk 1.0 1.0 Deputy City Clerk 2.0 1.0 Assistant 1.0 a Department Assistant + 7.5% - 1.0 Total Staffing 3.0 4.0 Budget Overview 2011 -2012 ($553,445) ■ Salaries - $316,620 (57%) O Benefits - $137,565 (25 %) 3 ■Advertising /Publications /General Liability - $14,125 (3 %) ®Supplies /Maintenance - $72,635 (13 %) ■Prof /Tech Services - $8,400 (1 %) []Travel/Meetings - $4,100 (1 %) Total City Clerk Department Costs: 1% 1% 45 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 322,353 $ 326,865 $ 306,870 $ 447,204 Maintenance and Operations $ 66,493 $ 55,528 $ 73,531 $ 99,261 Capital Equipment $ - $ - $ - $ - Total $ 388,846 $ 382,393 $ 380,401 $ 546,465 Elections $ 80,661 $ - $ 65,212 $ - Total $ 469,507 $ 382,393 $ 445,613 $ 546,465 45 City Manager Mission Statement i he City of Newport Beach is a premier community featuring top quality, responsive, high value municipal services, and safe neighborhoods that exist in concert with the natural environment. The City Manager's office provides organizational leadership and fiscal stewardship to support Newport Beach as an economically dynamic and physically beautiful community. 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 and information technology divisions. Key Department Programs • City Management • Public Information • Information Technology Goals Provide leadership and strategic direction to the City's 10 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. ER Total City Manager Department Costs: 2008 -09 2009 -10 FY 2010 -11 2010 -11" City Manager 2011 -12A Actual Actual Assistant City Manager Estimated 1.0 Proposed Salaries and Benefits $ 3,052,018 $ 2,785,550 $ 2,224,615 $ 1,220,847 Maintenance and Operations $ 1,291,518 $ 1,083,819 $ 1,211,917 $ 695,148 Capital Equipment $ 18,237 $ 2,970 $ 21,207 $ 5,745 IT Internal Service Fund $ - $ - $ - $ 4,271,669 Total $ 4,361,773 $ 3,872,340 $ 3,457,738 $ 6,193,409 'Parking Lots was transferred to the Revenue Division in FY 2010 -11. ACode & Water Quality Enforcement & Harbor Resources were transferred to Community Development and Public Works Divisions in FY 2011 -12. Programs City Management The Executive staff, led by the City Manager, is responsible for the implementation of Council goals, oversight of day -to -day operations, and delivering a balanced budget. Key goals this year include leading a Council- directed "neighborhood revitalization" effort as well as improving the management of the city's tide and submerged lands. The City Manager will continue to work on modernizing the structure of City Departments to be more efficient and to reduce on -going operational costs and long term financial obligations through selective program reductions, pension adjustments, and selective contracting out. Staffing: Positions FY 2010 -11 FY 2011 -12 City Manager 1.0 1.0 Assistant City Manager 2.0 1.0 Assistant to the City Manager - 1.0 Department Assistant + 7.5% 1.0 - Administrative Assistant 1.0 1.0 Executive Assistant to the City Manager 1.0 1.0 Total Staffing 6.0 5.0 Total City Manager Program Costs: 'ies and Benefits tenance and Operations al Equipment Total 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed $ 969,608 $ 849,150 $ $ 343,044 $ 246,596 $ 954,851 $ 947,481 215,382 $ 583,352 $ 1,314,753 $ 1,097,628 $ 1.175,807 $ 1,532,833 1 47 Programs Public Information Intended Outcome: To communicate proactively and consistently 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 outreach 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. Staffing: Work Plan: • Update and implement the division's strategic communication plan to maximize existing resources and develop newtools and methods to continuously improve the City's communication with residents, businesses and visitors. • Produce key messages to effectively communicate the 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 that is focused on City projects, programs and local events and activities of interest to the Newport Beach community. Positions FY 2010 -11 FY 2011 -12 Public Information Manager 1.0 1.0 — Public Information Coordinator 1.0 1.0 Production Assistant 2.31 - Total Staffing 4.31 2.0 Total City Manager PIO Program Costs: 1101 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 381,270 $ 346,533 $ 293,353 $ 273,366 Maintenance and Operations $ 83,517 $ 57,921 $ 34,491 $ 111,796 Capital Equipment $ - $ - $ 3,745 $ 3,745 Total $ 464,787 $ 404,453 $ 331,589 $ 388,907 1101 Information Technology Intended Outcome: To provide excellent hardware and software support that ensures all City information systems are operational and optimized for use by City staff and residents. Core Functions: Work Plan: • Computer System /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 • Hire a Business Improvement and Technology • Centralized Database Application Develop- Manager to oversee the consolidated ment and Support department. • Development and Administration of the City's . Complete IT Strategic Plan to lay outthe next 5 Internet and Intranet Sites years of IT procurement and support. • GIS data analysis and mapping . Work to help the City move toward a Staffing: streamlined organization that uses modern technology. Positions FY 2010 -11 FY 2011 -12 IT Manager — - 0.0 Business Improvement & Technology Manager - 1.0 GIS Technician - 1.0 GIS Analyst - 2.0 IT Specialist II I - 2.0 Senior IT Specialist - 1.0 IT Operations Supervisor - 1.0 IT Applications Analyst - 3.0 Senior IT Applications Analyst - 1.0 IT Applications Supervisor - 1.0 Telecommunications Specialist - 1.0 GIS Technical Aide - 0.5 Personal Computer /Network Coordinator - 1.0 Applications Coordinator P.D. - 2.0 Electronics Specialist - 1.0 Police Computer Systems Manager - 1.0 Police MIS Specialist - 1.0 Fire Information Systems Administrator - 1.0 Library Information Systems Administrator - 1.0 Total Staffing 0.0 22.5 Total Department Costs: .• 2008 -09 2009 -10 2010 -11 2011 -12" Actual Actual Estimated Proposed Salaries and Benefits $ - $ - $ - $ 3,032,409 Maintenance and Operations $ - $ - $ - $ 1,225,260 Capital Equipment $ - $ - $ - $ 14,000 Total $ - $ - $ - $ 4,271,669 * IT ISF Operations replaced Information Technology in FY 2011 -12. .• Human Resources /Risk Management AM Mission Statement A he Human Resources /Risk Management Department delivers professional customer service by assisting and supporting City departments, employees and the public. Our goal is to help keep focus in the City as we movetoward a vision of excellence, fiscal sustainability and stabilityfor ourworkforce. Key Department Programs • Risk Management/ Benefits • Recruitment /Administration Department Overview At City Council direction, City Manager Dave Kiff and Human Resources Director Terri Cassidy successfully completed the City's collective bargaining process with the Newport Beach bargaining units: City Employees'Association, Firefighters'Association, Fire Management Association, Employees' League, Lifeguard Management Association, Police Association, Police Management Association, and Professional/Technical Association. In addition, benefits and work rules were completed with the unrepresented Key & Management Executive Group and Part -Time Employees. This was a significant and important step toward meeting the City's budget goals while maintaining good communication and labor relations. Human Resources works very closely with the City Manager's Office in moving toward a more streamlined, efficient organization. As the City addressed its financial challenges and complex changes these last two fiscal years (FY 2009 -10 and FY 2010 -11), Human Resources played a key role by working with departments on succession planning, restructuring, strategic thinking and reorganizing. In order to remain a great place to work, the City of Newport Beach must help shape and motivate the workforce to meet and anticipate the needs of the community. This year, Human Resources worked with City departments to hire /promote, compensate and develop an organization dedicated to delivering high quality services, while being mindful of the City's budgetary constraints. We continue to offer good training opportunities and 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 and assessing our benefits program for viability and cost effectiveness. 50 Goals • Minimize the City's liability in employment matters; • Provide in- depth, accurate information and options to all City departments, including City Council and Civil Service Board; • Obtain and provide cost effective, quality employment services; • Provide resources for growth of the organizational culture that supports the City's values; • Create and enhance policies, programs and systems that support sound management practices; • Offer viable and cost effective resources and benefits to City employees; • Provide administrative support to departments to assist with employee retention; • Counsel and advise departments/employees regarding Memoranda of Understanding, contract administration, labor relation matters; and • Training/organizational development support Total Human Resources Department Costs: 2008 -2009 2009 -2010 2010 -2011 2011 -2012 Workload Indicators Actual Actual Estimated Projected Recruiting & Administration Actual Actual Full -time Recruitments 65 78 57 60 Part-time Recruitments 91 108 88 80 Tuition Reimbursement 281 192 164 164 Unemployment Claims 30 45 40 45 Classification & Compensation Studies 24 33 40 35 Benefits & Risk Management Division $ 3,636 $ 6,000 Benefit Transactions 1,889 2,115 2,341 2,425 Retirements 22 55 34 35 General Liability Claims 110 145 100 110 Industrial Disability Retirements 2 3 4 4 Workers' Comp & Disability Claims 142 162 150 154 Total Human Resources Department Costs: 51 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed ties and Benefits $ 1,364,325 $ 1,423,142 $ 1,373,969 $ 1,456,569 tenance and Operations $ 676,716 $ 902,839 $ 754,557 $ 930,597 :al Equipment $ 12,459 $ 5,860 $ 3,636 $ 6,000 Total $ 2,053,500 $ 2,331,841 $ 2,132,163 $ 2,393,166 51 Programs Administration/Recruitment Core Functions: • Coordinate, organize and provide City -wide training to help employees continue to learn and keep current with practices and knowledge. • 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 Grievance Employee Job Counseling Pension Employee Relations Organize and administer City -wide events and programs Employee Recognition Restructuring Assistance Scholarship Program Tuition Reimbursement MOU Contracts Unemployment Personnel Transactions Initiate, coordinate, facilitate and process recruitments and selection of City employees Knowledge and Assistance with NeoGov Recruiting System Pre - employment Physical Exams Background and Screening Job Offers Staffing: Positions FY 2010 -11 FY 2011 -12 Human Resources Director 0.5 0.5 Human Resources Supervisor 1.0 1.0 HR /RM Department Administrator 0.25 0.25 Human Resources Specialist II - 1.0 Human Resources Analyst 1.0 1.0 Administrative Assistant to the HR Director 1.0 1.0 Office Assistant 1.0 1.0 Human Resources Analyst Part-time 1.5 0.75 Total Staffing 6.25 6.5 Total Administration /Recruitment Program Costs: 52 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 861,215 $ 824,357 $ 749,996 $ 775,795 Maintenance and Operations $ 460,181 $ 565,193 $ 424,829 $ 611,056 Capital Equipment $ 12,459 $ 5,860 $ 3,636 $ 6,000 Total $ 1,333,855 $ 1,395,410 $ 1,178,461 $ 1,392,851 52 Risk Management /Benefits Core Functions: • Administer and train employees on the City's benefit programs. Health /Dental/Vision Benefits Disability Benefits Retirement Benefits Deferred Compensation Program Employee Assistance Program 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 Consolidated Omnibus Budget Reconciliation Act (COBRA) Family Medical Leave Act (FMLA) Compliance Health Insurance Portability and Accountability Act (HIPAA) Compliance • Provide counseling and resources for City departments and staff. Employee Health Fair Employee Relations Grievances & Discipline New Hire Orientation Retirement Retiree Medical Insurance Public Agency Retirement Services (PARS) Coordination • Oversee and maintain administrative procedures. General Liability Loss Control Personnel Transactions Records Management Special Events Review Verifications of Employment Property, Casualty and Excess Insurance Procurement Staffing: Positions FY 2010 -11 FY 2011 -12 Human Resources Director 0.5 0.5 Human Resources Supervisor 1.0 1.0 HR/RM Department Administrator 0.75 0.75 Human Resources Specialist 1 1.0 1.0 Human Resources Specialist II 1.0 1.0 Department Assistant 1.0 1.0 Total Staffing 5.25 5.25 Total Risk Management /Benefits Program Costs: 53 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 503,110 $ 598,785 $ 623,974 $ 680,774 Maintenance and Operations $ 216,535 $ 337,646 $ 329,728 $ 319,541 Capital Equipment $ - $ - $ - $ - Total $ 719,645 $ 936,431 $ 953,702 $ 1,000,315 53 Office of the City Attorney Mission Statement o provide excellent, prompt, practical, solution oriented legal advice to the Council, staff, and Boards and Commissions of the City of Newport Beach; to effectively represent the City's interests before all courts and administrative bodies; and to act as the City's chief prosecutor in all code enforcement matters. We seek to integrate the legal function with administrative and policy functions of the City at the most basic levels in order to assist in achieving the Council's policy objectives and protect the City from liability. Department Overview 1. Advise on legal issues; 2. Enforce the City Charter, ordinances and policies as the Chief Prosecutor under the direction of the City Manager as Chief Code Enforcement Officer; 3. Represent the City in legal proceedings; and 4. Administer the legal business of the City either through providing the necessary legal services with in -house resources or overseeing the services provided by outside counsel and managing their relationship with the City. Key Department Programs The functions above are generally divided into two divisions of work, advisory and litigation, with enforcement being considered part of litigation. As represented by the pie chart below, currentlythe vast majority of OCA resources are allocated to providing day -to -day advice on City matters. With the current goal of bringing appropriate litigation in- house, this allocation of resources will change, giving substantially more resources to the representation portion of the services. 13.0 c not 4.s ^% 54 K • Advise • Enforce • Represent • Administer Goals 1. Advise: Provide current, practical, solution- oriented legal services to the Council, staff, and boards and commissions of the City by integrating the legal function into the policy and administrative functions at the most basic levels of City government. In 2011112: Make the provision of advisory services within the City more efficient by reducing the office's involvement in day -to -day issues that do not require legal advice through the development of Citywide procedures and thresholds for OCA involvement, and training on such procedures and thresholds, thus freeing OCA resources for handling core legal functions. 2. Enforce: Successfully support the code enforcement efforts within the City achieving a minimum of a ninety percent (90 %) success rate for any case brought to trial. 3. present: Provide and oversee all civil litigation services provided to the City, reporting at least quarterly to the City Council, supporting the Council in defining the City's goal in litigation, and then achieving a ninety percent (90 %) success rate on civil litigation matters. In 2011112: Bring in -house specialty litigation matters that are within the competence of the office so as to reduce the cost to the City of outside counsel litigation expense. Staffing: Positions FY 2010 -11 FY 2011 -12 City Attorney 1.0 1.0 Assistant City Attorney 2.0 2.0 Deputy City Attorney 2.0 2.0 Paralegal 2.0 1.0 Office Assistant 1.0 - Department Assistant 1.0 2.0 Administrative Assistant to the City Attorney 1.0 1.0 Deputy City Attorney Part-time 0.7 0.7 Budget Intern - 0.1 Total Staffing 10.7 9.8 Total City Attorney Department Costs: 55 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 1,032,398 $ 1,400,520 $ 1,487,991 $ 1,578,558 Maintenance and Operations $ 1,062,001 $ 1,281,610 $ 1,196,555 $ 256,283 Capital Equipment $ 2,760 $ 6,087 $ 5,151 $ 5,600 Outside Litigation $ - $ - $ - $ 452,500 Total $ 2,097,159 $ 2,688,217 $ 2,689,696 $ 2,292,941 55 Workload Indicators There are three areas of workload indicators that are relevant to demonstrate workload. These numbers are reported on a fiscal 2010 -11 to date basis. 1. Advisory: Reviewed and Advised New Ordinances Drafted a) Ordinance Matters 12 10 b) Records Matters Type Number Received Average Response Time in business days Advise staff on or responding to PRAR 188 9.12 Accept Service and Advise staff on Subpoenas 57 3.75 Pitchess Motions 5 31.8' Advisement matters: all other record issues 39 9.48 Total Records Issues Advised on or directly Responded to: 289 ' Response times for Pitchess Motions are dependent on the dates set by the court to appear, not the OCA's responsiveness to the motion. c) Claims d) Contract Matters' El The table below reflects new contract matters received for advisement and review and approval as to form by the OCA between July 1, 2010 and March 30, 2011 and the corresponding average turnaround time for initial comments from the OCA and /or returned to department as approved as to forma. Type Number Received Average Turnaround Time in business days Contracts -Form/ Standard 393 11.481 Contracts - Major/ Non - Standard 52 28.11 4 Total New Contract Matters 4455 2 "Contract Matters" includes the actual processing of contracts themselves as well as RFPs and RFQs, and other such matters. 3 Frequently, the processing of contracts requires multiple interactions between the OCA and the department. The documents can go backand forth more than once in order to achieve completion. The average time reflected in the table includes all time from start to finish, including time the contract was in the department's possession addressing issues. 4 This number includes completed contracts and those in pending status based upon need for further input from the department. 'This equals an average of 11.8 contracts per week 2. Enforcement: 39 new Code Enforcement matters, advisement and covenant agreement preparation. 3. Litigation: We track litigation on a calendar year basis. As of January 1 of each respective year there were 57 cases pending in 2009, 65 pending in 2010 and 36 as of January 1, 2011. Since January 1, 7 new cases were filed and 11 resolved, leaving 32 pending. 56 Programs Intended Outcome: Provide advisory legal services to the City and integrate the legal function into the day -to -day operations of the City. Core Functions: • Provide legal support and advice on daily basis; • Provide and oversee legal support in effort to extend JWA Settlement Agreement; • Oversee and direct defense of the City in the group homes litigation and enforce the ordinance; • Provide legal support and advice regarding development of a comprehensive management, governance and investment strategy for all tidelands and a comprehensive, prioritized multi- year approach to City investment in areas of town that need attention to shine; • Adviseand assisteffortsto updatethe City's personnel system, including enacting public pension reform that maintains the City's competitiveness but protects the City's long -term sustainability. Intended Outcome: Complete revitalization of Office of the City Attorney Work Plan: • Improve and Systemize: Improve service to Council and staff on advisory matters by consolidating the gains of the last two years, and systemize in an efficient manner the provision of legal services, particularly in the area of contract processing. • Systemize OCA and Train: Complete internal SOP standardizing practices to take advantage of the efficiencies available to the OCA, and continue training its attorneys and staff on the operations and culture of the City and the OCA. • Reduce OCA involvement in Day -to -Day Tasks: There are a number of day -to -day quasi - administrative tasks that do not require the continuous involvement of the OCA. These tasks include (1) efficient processing of contracts to achieve the OCA's Charter responsibilities; (2) responding to records requests under the Public Records Act, subpoenas and other means; and (3) claims processing, while still performing its necessary legal role in the risk management function of the City. 57 Finance Mission Statement o provide prudent financial management of publicly entrusted resources and to support the organization with the highest quality financial, administrative, investment and analytical services. Department Overview The Department's primary purpose is to act as the financial steward for the public and to provide a wide variety of support functions generally encompassed by finance, administration, automation and communication. We provide financial information to the entire organization, and members of the public access to city government services and information. These services and financial information 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 revenue performance on a quarterly basis and appropriately calculating cost recovery targets. Key Department Programs Finance and Treasury • Revenue Office of Management and Budget • Accounting Goals Manage investments and provide internal controls to manage, monitor and ensure appropriate use of the City's assets. Provide relevant and reliable information about the City's financial condition to Council, departments and the public to improve accountability and assist in making informed financial decisions. Provide leadership in assisting the City Council, management and departments as we transition to a performance-based program budget. R Performance Measures The following indicators are provided as a means to quantify some of the work accomplished by the Finance Department throughout the year. These measures reflect some of the many responsibilities and actions of staff and are useful as a set of statistics that can be monitored year -by -year, as well as compared to other cities. Purchase Orders Issued 830 2008 -2009 2009 -2010 2010 -2011 2011 -2012 Workload Indicators Actual Actual Estimated Projected Financial Reporting Excellence Award Yes Yes Yes Yes Credit Rating NA NA AAA ' AAA Total Budget Administered 2 $258,128,916 $255,977,982 $240,844,985 $255,552,477 General Fund Budget $152,844,614 $148,559,255 $148,997,162 $148,434,006 Total Value of Payables Processed $139,323,604 $132,000,000 $127,500,000 $130,000,000 Purchase Orders Issued 830 1,200 3 1,300 1,400 Municipal Statements 196,117 177,000 180,000 180,000 New Business Licenses 1,810 2,645 2,500 2,600 Business License Renewals 20,184 17,870 17,000 17,800 Parking Citations Processed 66,248 62,775 62,000 65,000 Administrative Citations Processed 2,338 2,600 2,500 3,800 Adjudications 3,821 5,208 5,000 5,700 Solid Waste Hauler Audit Recovery $ - $ 49,111 $ 1,400 $1,400 Transient Occupancy Tax Audit Recovery $ 85,186 $ 175,042 $ 4,534 $30,000 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 Budget Administered represents the gross budget administered (including internal service charges) 239,294 $ 3 Began including Blanket Agreement and Maintenance Agreements in the total Purchase Orders Issued in FY 2009 -10 Total Total Finance Department Costs: 59 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 6,475,653 $ 6,178,912 $ 6,090,159 $ 4,517,007 Maintenance and Operations $ 1,125,096 $ 913,694 $ 1,317,332 $ 1,171,092 Capital Equipment $ 288,815 $ 263,626 $ 239,294 $ 18,000 Total $ 7,889,564 $ 7,356,232 $ 7,646,785 $ 5,706,099 59 Programs Finance and Treasury Intended Outcome: To prudently manage investments and safeguard City assets to ensure fiscal sustainability. Core Functions: Provide administration and oversight for the Accounting, Revenue and Office of Budget and Management programs. Also, ensure they have the resources necessary to achieve success in the performance of their duties. • Continually work to achieve outstanding customer service to both internal and external customers. • Continue to identify and develop new policies and procedures to support the Council and City Manager's goals. • Prudent financial planning and treasury management. Staffing: Work Plan: Council Goal - Effective Management. Make strategic decisions that support efficient use of resources, intended outcomes ofcityprogroms, and continuous improvement of the services delivered. Decrease number of custodial banks and investment advisors to achieve cost savings and streamline the active management of City investments. Implement an Ethics and Fraud Policy city- wide. Implement an Escheating Policy to advertise unclaimed monies timely and escheat, if applicable, to the General Fund. Positions FY 2010 -11 FY 2011 -12 Finance Director /Treasurer 1.0 1.0 Deputy Finance Director 1.0 1.0 Administrative Support Services Coordinator 1.0 1.0 Graphics & Printing Specialist 1.0 1.0 Printing Services Supervisor 1.0 1.0 Senior Mail Processing Clerk 1.0 1.0 Mail Processing Clerk 1.0 - Total Staffing 7.0 6.0 Total Finance & Treasury Program Costs: 60 2008 -09 2009 -10 2010 -11` 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 514,021 $ 419,634 $ 781,458 $ 808,639 Maintenance and Operations $ 57,316 $ 41,358 $ 8,701 $ 100,843 Capital Equipment $ 4,928 $ 161 $ 161 $ 6,000 Total $ 576,266 $ 461,153 $ 790,319 $ 915,482 'The Print Shop and Mail Room functions were transferred into the Finance & Treasury Division in FY 2010 -11. 60 Office of Management and Budget Intended Outcome: To ensure effective and efficient allocation of City resources, and to assist departments in adhering to the City's purchasing and procurement policies. Core Functions: • Development and administration of the City's operating budget including monthly monitoring to ensure 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 all analysis as directed by management timely and accurately. Staffing: Work Plan: Council Goal - Fiscal Sustainability: Protect and enhance the City's economic and fiscal health so that the community continues to thrive. Continue to enhance our budget document which reflects a performance budget. Train departments in preparing and using performance budgets and assist in measuring identified performance areas. Report backto Council mid -year to provide a financial update to the budget as compared to actuals and to report on performance measures. Continue to prepare and utilize a five -year budget forecast model to remain aware of economic conditions which impact our community. Positions FY 2010 -11 FY 2011 -12 Budget Manager 1.0 1.0 Senior Fiscal Clerk 1.0 1.0 Fiscal Specialist 2.0 2.0 Buyer 1.0 1.0 Senior Buyer 1.0 - Purchasing Agent - 1.0 Inventory Analyst 1.0 1.0 Budget Analyst 1.0 1.0 Senior Budget Analyst 1.0 1.0 Fiscal Clerk Part-time 0.7 0.5 Student Aide 0.5 0.5 Budget Intern - 0.4 Total Staffing 10.2 10.4 61 Programs Total Office of Management and Budget Program Costs: 2008 -09 2009 -10 2010 -11 "A 2011-12 - Actual Actual Estimated Proposed Salaries and Benefits $ 1,602,448 $ 1,597,903 $ 1,041,655 $ 1,036,469 Maintenance and Operations $ 154,689 $ 146,782 $ 90,086 $ 165,686 Capital Equipment $ 56,371 $ 20,203 $ 2,275 $ 4,000 Total $ 1,813,508 $ 1,764,888 $ 1,134,016 $ 1,206,155 'The Print Shop and Mail Room functions were transferred to the Finance and Treasury Division in FY 2010 -11. AThe Budget and Payroll functions were transferred into OMB in FY 2010 -11. -The Parking Meter function was eliminated in FY 2011 -12. Revenue Intended Outcome: Safeguard and maximize City revenue assets; manage collections timely and equitably; provide excellent customer service. Core Functions: • Implement and enforce Municipal Code revenue programs. • Work with City Council to develop new revenue programs, or enhance and streamline current revenue programs, for the benefit of the public and the Newport Beach business community. Monitor legislative changes impacting municipal services and 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. • Perform compliance reviews of City and contractor /tenant requirements related to City professional service contracts and lease agreements. Provide accounts receivable services to all City departments. 62 Administer City's business tax program pursuant to the Municipal Code including enforcement activities. • Analyze potential and new State and Federal legislation for impact on City's business tax programs, as well as for opportunities to enhance and streamline the tax programs. • Collect revenues through online services (credit card), cashiering (cash), other departments (checks and credit cards), and perform reconciliations. • Maintain accurate records and book keeping for all payments received, ensuring security controls to prevent theft, fraud or mishandling of public funds. • Obtain appraisals and issue Request for Proposals to obtain maximum revenues for City properties pursuant to its City Council recommended use. • Monitor external contracts for parking meter services, sales tax reviews and other to ensure City revenues are maximized and consultants are adhering to contract terms. Work Plan: Council Goal - Tidelands Management: A comprehensive management, governance, and investment strategy for all tidelands. Council Goal - Restructuring: Guide /advise City Manager in moving city government forward, becoming a Great organization. Complete the second phase of the cost -of- services study. Assist Harbor Resources and City Attorney's Office on the conversion from commercial pier permits to agreements. Collaborate with IT staff to upgrade and enhance databases to allow for mass production of non - compliant notices and administrative citations, and seek an electronic, paperless process, related to the appeal process of business tax administrative citations. Staffing: • Improve customer service by creating a one -stop shop - cross -train staff in all departments. • Improve online bill pay functionality and ensure a more user - friendly system. • Work with IT towards paperless recordkeeping. • Provide timely and just adjudication decisions. • Work with consultant on implementation of credit card meter program and customer service. Positions FY 2010 -11 FY 2011 -12 Revenue Manager 1.0 1.0 Fiscal Clerk 4.0 4.0 Senior Fiscal Clerk 4.0 4.0 Fiscal Specialist 2.0 2.0 Fiscal Process Supervisor 1.0 1.0 License Inspector 1.0 1.0 License Supervisor 1.0 1.0 Mail Processing Clerk - 1.0 Revenue Auditor 1.0 1.0 Fiscal Clerk Part -time 0.70 0.90 Fiscal Specialist Part -time 0.45 0.45 Student Aide 0.39 0.39 Review Officer 0.76 0.76 Parking Meter Supervisor 1.0 - Parking Meter Serviceworker 2.0 - Parking Meter Serviceworker Part-time 0.72 - Parking Lot Supervisor 1.0 1.0 Parking Lot Attendant 5.3 5.9 Lead Parking Lot Attendant 1.8 1.2 Total Staffing 29.12 26.60 63 Programs Total Revenue Program Costs: Accounting Intended Outcome: Ensure compliance with GASB, Council, State, and Federal regulations and provide accurate, reliable and timely financial reports. Core Functions: • Prepare, reconcile and present the Comprehensive Annual Financial Report (CAFR) to the external auditors. • Apply for the Government Finance Officers Association "Certificate of Excellence in Financial Reporting" • Coordinate all accounting, financial reporting and audit management. • Monitor and implement new accounting pronouncements to ensure the City adheres to generally accepted accounting practices. RM • Manage general ledger maintenance, debt administration and assessment district administration. • Accounting and reporting for capital assets. • 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 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 1,607,463 $ 1,613,101 $ 2,027,689 $ 2,095,027 Maintenance and Operations $ 281,599 $ 254,754 $ 510,000 $ 730,143 Capital Equipment $ 8,341 $ 2,116 $ 5,854 $ 7,000 Total $ 1,897,403 $ 1.869,971 $ 2,543,542 $ 2,832,170 `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. Core Functions: • Prepare, reconcile and present the Comprehensive Annual Financial Report (CAFR) to the external auditors. • Apply for the Government Finance Officers Association "Certificate of Excellence in Financial Reporting" • Coordinate all accounting, financial reporting and audit management. • Monitor and implement new accounting pronouncements to ensure the City adheres to generally accepted accounting practices. RM • Manage general ledger maintenance, debt administration and assessment district administration. • Accounting and reporting for capital assets. • 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 Work Plan: Council Goal - Fiscal Sustainability: Protect and enhance the City's economic and fiscal health so that the community continues to thrive. Council Goal - Effective Management: Make strategic decisions that support efficient use of resources, intended outcomes of City programs, and continuous improvement of the services delivered. Implement GASB 54, Fund Balance Reporting and Governmental Fund Type Definitions. Lead the financing team to issue Certificates of Participation for funding the new Civic Center Complex. 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. Staffing: • Automate the allocation of interest income on a monthly basis. • Improve on analytical review of all revenues/ expenditures by better utilizing the newly acquired Municast financial database. Positions FY 2010 -11 FY 2011 -12 Accounting Manager 1.0 1.0 Fiscal Specialist 1.0 1.0 Accountant 2.0 3.0 Senior Accountant 1.0 - Fiscal Clerk Part -time 0.25 0.25 Total Staffing 5.25 5.25 Total Accounting Program Costs: 65 2008 -09 2009 -10 2010 -11* 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 1,027,189 $ 1,044,809 $ 591,647 $ 576,872 Maintenance and Operations $ 105,764 $ 84,479 $ 74,570 $ 174,420 Capital Equipment $ 3,537 $ 855 $ 773 $ 1,000 Total $ 1,136,491 $ 1,130,143 $ 666,990 $ 752,292 *The Budget and Payroll functions were transferred to OMB in FY 2010 -11. 65 Police Department Mission Statement .m. he 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 year marks the lowest crime rate 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 collaborators. 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, detention services and helicopter support. 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 and crime scene investigation. Offering administrative, fleet and clerical support to the Police Department is the Support Services Division. Last year, the Division's Communications Bureau was responsible for taking over 228,049 telephone calls and dispatching nearly 70,000 ca I Is for service.The Division's additional responsibilities include the Records Bureau, Property Unit, Personnel and Training, and Fleet Maintenance. The Office of the Chief of Police is responsible for the organization's community outreach programs as well as internal quality control. Total Police Department Costs: 66 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 37,933,300 $ 36,904,322 $ 34,969,783 $ 35,125,769 Maintenance and Operations $ 6,722,495 $ 6,139,606 $ 5,699,219 $ 6,357,302 Capital Equipment $ 256,442 $ 307,224 $ 39,729 $ 19,742 Internal Service Fund $ 477,300 $ 589,753 $ 561,706 $ 430,000 Total $ 45,389,537 $ 43,940,906 $ 41,270,437 $ 41,932,813 66 Key Department Programs • Office of the Chief of Police • Support Services Division • Patrol Division Goals Promote Community Safety • Traffic Division • Detective Division • Fleet Maintenance Division The Police Department has established measurable goals that focus on Enhancing the Feeling of Safety in the Community. These effortswill 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; target 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; explore 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 membersofthe 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 of Family Outreach events for employees; continue interdepartmental relations meeting 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 include the regionalization of services with 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. 67 Performance Measures 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. The Dispatch center handles a wide range of duties, including answering incoming business and emergency calls, dispatching Officers, and monitoring radio traffic, including county-wide frequencies. W 2008 -2009 2009 -2010 2010 -2011 2011 -2012 Workload Indicators Actual Actual Estimated Projected" Part One Crimes* 2,941 2,553 2,485 2,348 Adult Arrests 3,245 2,967 3,093 3,080 Juvenile Detentions 257 224 308 290 Total Crime and Misc. Reports 13,143 12,472 11,590 10,826 Calls for Service 69,911 67,966 60,843 65,443 Field Interviews Conducted 4,195 3,809 3,445 4,1.90 False Alarms Handled 3,444 3,325 3,028 3,353 Vehicle Code CitationsNVarnings Issued 19,774 16,936 14,472 16,256 Other Citations Issued (exclusive of Parking Citations) 3,940 3,694 2,627 3,371 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. The Dispatch center handles a wide range of duties, including answering incoming business and emergency calls, dispatching Officers, and monitoring radio traffic, including county-wide frequencies. W The Police Department Volunteers assist in a wide variety of activities, including Vacation Checks on homes, Community Outreach events, providing Station Tours and clerical work. Motor Officers are assigned to the Traffic Division, and focus on traffic- related activity and enforcement. .• Programs Office of the Chief of Police 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 Division includes Community Relations and Crime Prevention, D.A.R.E., Environmental Services, the Volunteer and Chaplain Programs, and the Color Guard. The Office of the Chief of Police also coordinates the Citizen's Police Academy and Teen Academy programs, investigates complaints and claims against the Department or its employees, tracks personnel data and payroll, issues Press Releases, and works closely with the Community on issues of safety and crime prevention. In Fiscal Year 2010, approximately 1,600 Newport Beach residents participated in some form of Neighborhood Watch, as sponsored by the Police Department. The Office of the Chief of Police welcomes additional Community involvement and encourages residents to utilize our website for further information. Staffing: Positions FY 2010.11 FY 2011 -12 Police Chief 1.0 1.0 Police Lieutenant 2.0 1.0 Police Sergeant 2.0 2.0 Police Officer 2.0 - Police Community Service Officer 1.0 1.0 Administrative Assistant to the Police Chief 1.0 1.0 Crime Prevention Specialist 1.0 2.0 Crime Prevention Specialist Part-time 0.49 - Lifeguard Officer - 0.60 Total Staffing 10.49 8.60 Total Office of the Chief of Police Program Costs: Support Services Division The Support Services Division provides operational support to all Divisions in the Police Department. In addition to sworn staff members, this Division utilizes civilian employees in a variety of positions, which not only reduces staffing costs, but also ensures that sworn Officers are assigned to field positions. Support Services covers a diverse list of responsibilities. Some of 70 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 2,055,503 $ 1,973,549 $ 1,981,851 $ 1,592,104 Maintenance and Operations $ 41,731 $ 108,121 $ 37,694 $ 57,707 Capital Equipment $ - $ - $ - $ - Total $ 2,097,233 $ 2,081,670 $ 2,019,544 $ 1,649,811 Support Services Division The Support Services Division provides operational support to all Divisions in the Police Department. In addition to sworn staff members, this Division utilizes civilian employees in a variety of positions, which not only reduces staffing costs, but also ensures that sworn Officers are assigned to field positions. Support Services covers a diverse list of responsibilities. Some of 70 these are vital internal services which directly affect Department operations, including: personnel & training, planning & research, range operations, facility maintenance, budget preparation and administration, purchasing, warrants, electronics maintenance and repair, video services, and information technology. Other sections conduct daily service with the community: the front desk, dispatch, records & identification, property & evidence, and alarms (residential and commercial). Dispatch and Records are operational 24 hours a day, every day of the year, as a constant resource for the community and Department staff. Support Services also has a role in recruitment and hiring, and administers the Cadet Program and Student Intern Program. In Fiscal Year 2010, approximately 90% of all emergency calls (defined as a present and imminent threat to life or property) were answered by a Dispatcher within 5 seconds. Staffing: Positions FY 2010 -11 FY 2011 -12 Police Captain 1.0 1.0 Police Lieutenant 1.0 1.0 Police Sergeant 1.0 1.0 Police Officer 2.0 1.0 Police Officer Part-time 0.26 0.26 Police Cadet 2.66 1.70 Rangemaster- Armorer 1.0 1.0 Civilian Supervisor 2.0 2.0 Police Fiscal Services /Facilities Manager 1.0 1.0 Police Computer Systems Manager 1.0 - Personal Computer /Network Coordinator 1.0 - Police MIS Specialist 1.0 - Applications Coordinator Police Department 2.0 - Electronics Specialist 1.0 - IT Technician Part-time 0.76 - Police Community Service Officer 19.0 18.0 Police Community Service Officer Part-time 0.94 0.94 Senior Police Community Service Officer 3.0 2.0 Station Officer 1.0 1.0 Police Support Services Division Administrator 0.0 1.0 Police Dispatcher 12.00 11.0 Police Dispatcher Part-time 2.22 2.22 Senior Police Dispatcher 3.0 3.0 Total Staffing 59.84 49.12 Total Support Services Program Costs: 71 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 6,945,561 $ 6,566,017 $ 6,389,409 $ 5,412,686 Maintenance and Operations $ 3,434,740 $ 3,234,904 $ 2,678,600 $ 3,604,283 Capital Equipment $ 236,206 $ 300,046 $ 30,540 $ 12,694 Total $ 10,616,509 $ 10,100,966 $ 9,098,548 $ 9,029,663 71 Patrol Division 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. The Patrol Division is actively involved in the Community through responding to Calls for Service, conducting preliminary Investigations on all reported crimes, controlling crowds, and enforcing laws and ordinances. Patrol Officers also work diligently on preventative measures to actively stop crime and disturbances before they occur. Specialized teams within this Division — the Gang Suppression Unit, S.W.A.T. Unit, Crisis Negotiation Team, Bicycle Unit, and Canine Officers— have specific training and expertise to augment regular Patrol functions. The Patrol Division is also responsible for Jail Operations, the ABLE Helicopter Program, and the Reserve Officer Program. The Explorer Unit, which is affiliated with the Boy Scouts of America, is a volunteer unit of persons between the ages of 14 and 20, and is under the control of the Patrol Division Commander. The Explorer Program not only gives local youth valuable insight into a career in law enforcement, but also provides the City with a trained and coordinated group of young people to assist in various functions throughout the year. In Fiscal Year 2010, the average response time to a top priority call was 2.8 minutes from the moment the call was received until an Officer arrived on scene. Also, an Officer arrived on scene within 5 minutes in 95% of all Emergency calls (which involve a Police response with lights and sirens). Staffing: Positions FY 2010 -11 FY 2011 -12 Police Captain 1,131,914 $ 1.0 1.0 Police Lieutenant R 3.0 4.0 Police Lieutenant (Heliocopter) 1.0 - Police Sergeant 10.0 12.0 Police Officer 66.0 68.0 Police Officer Heliocopter 2.0 2.0 Police Reserve Officer 4.17 4.17 Civilian Custody Supervisor 1.0 1.0 Custody Officer 9.00 8.0 Custody Officer Part-time 0.12 - Police Community Service Officer 1.0 1.0 Heliocopter Mechanic 2.0 2.0 Senior Heliocopter Mechanic 1.0 1.0 Heliocopter Facilities Maintenance Worker 1.0 - Total Staffing 102.29 104.17 Total Patrol Program Costs: and Benefits ince and Operations al Equipment Total 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed $ 16,291,878 $ 16,011,093 $ 15,218,613 $ 17,275,247 $ 1,228,483 $ 1,131,914 $ 997,957 $ 779,333 R A A R 72 Traffic Division The primary purpose of the Traffic Division is Traffic Law enforcement. This Division also provides collision investigation, follow -up investigation on traffic- related felony arrests, parking enforcement, and animal control services. The Division works activelyto investigate publicconcerns and complaints regarding traffic issues and to increase the traffic awareness of all members ofthe community through traffic education programs. The Traffic Division also reviews and makes recommendations on special events that may adversely affect the City, or warrant additional Police Department presence. As a recipient ofgrants funds from the Office of Traffic Safety, the Traffic Division is also able to aggressively pursue the prevention and enforcement of DUI's.The Division conducts DUI Checkpoints throughout the year, and conducts increased DUI patrols on a regular basis. In Fiscal Year 2010, the Traffic Division handled 3 Fatal Traffic Collisions, 443 Injury Traffic Collisions, and 720 Property Damage Traffic Collisions. 51,074 Parking Citations were issued throughout the City for various infractions. Also, Animal Control Officers impounded 416 stray or injured animals and 362 Animal Control Citations were issued. Staffing: Positions FY 2010 -11 FY 2011 -12 Police Lieutenant 1.0 1.0 Police Sergeant 2.0 2.0 Police Officer 16.0 11.0 Animal Control Officer 3.0 2.0 Senior Animal Control Officer 1.0 1.0 Civilian Supervisor 1.0 - Police Community Service Officer 7.0 4.0 Police Community Service Officer Part-time 3.74 2.69 Senior Police Community Service Officer 1.0 1.0 Total Staffing 35.74 24.69 Total Traffic Program Costs: 73 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 4,721,037 $ 4,769,466 $ 4,409,128 $ 3,936,284 Maintenance and Operations $ 282,222 $ 262,954 $ 332,466 $ 316,773 Capital Equipment $ 2,923 $ - $ - $ - Total $ 5,006,181 $ 5,032,421 $ 4,741,594 $ 4,253,057 73 Detective Division The Detective Division conducts follow -up investigation on all reported crimes and (non - traffic related) felony arrests occurring within the City. The Detectives in this Division apprehend suspects, recover stolen property and prepare cases for presentation in Court. The Division also monitors massage establishments and pawn shop transactions, gathers and tracks crime statistics, liaisons with the Harbor Judicial District, and - through grant funding - monitors establishments that are licensed by the California Alcoholic Beverage Control. Specialized Units and Sections in this Division are responsible for: burglary, theft and grand theft auto; Crime Scene Investigation; narcotics and special investigations; crime suppression; crimes against persons; economic crimes; and juvenile and sexual assault investigations. School Resource Officers, who provide a Police presence in local schools and coordinate the grant - funded "Every 15 Minutes" DUI Awareness Program, are also provided by this Division. In Fiscal Year 2010, 5,898 were assigned for Investigation, including 196 Domestic Violence Cases. On average, each Detective was assigned 421 cases throughout the year. Investigations resulted in the recovery of property valued at $2,440,232. Staffing: Positions FY 2010 -11 FY 2011 -12 Assistant Police Chief - 1.0 Police Captain 1.0 - Police Lieutenant 1.0 1.0 Police Sergeant 6.0 5.0 Police Officer 27.0 22.0 Police Reserve Officer 0.19 0.19 Crime Scene Investigator 4.0 4.0 Senior Crime Scene Investigator 1.0 1.0 Senior Crime Analyst 1.0 1.0 Police Community Service Officer 2.0 2.0 Total Staffing 43.19 37.19 Total Detective Program Costs: 74 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 7,708,936 $ 7,374,848 $ 6,754,746 $ 6,687,790 Maintenance and Operations $ 136,923 $ 114,252 $ 116,363 $ 118,429 Capital Equipment $ 17,311 $ 7,178 $ 9,190 $ 7,048 Total $ 7,863.170 $ 7,496.278 $ 6,880.298 $ 6.813.267 74 Fleet Maintenance Division The Fleet Maintenance Division maintains all fleet vehicles within the Police Department. Staff is on -hand daily to perform routine maintenance, conduct repairs, and track the service history of all fleet vehicles. Police Department vehicles are operated under harsh and rugged conditions, around the clock on a daily basis, and are outfitted with sophisticated equipment, including Mobile Video Systems, Mobile Data Computers, and 800 MHz radios. The Division supports these systems, and conducts significant maintenance, allowing the field officers to operate efficiently and effectively with minimal "down time" The Police Department fleet consists of marked Police Cars and SUV's, marked Police Motorcycles, unmarked vehicles, ATV's (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. Staffing: Positions FY 2010 -11 FY 2011 -12 Police Mechanic II 1.0 1.0 Senior Police Mechanic 1.0 1.0 Total Staffing 2.00 2.00 Total Fleet Maintenance Program Costs: 75 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 210,386 $ 209,349 $ 216,036 $ 221,658 Maintenance and Operations $ 1,598,396 $ 1,287,462 $ 1,536,140 $ 1,480,777 Capital Equipment $ - $ - $ - $ - Total $ 1,808,781 $ 1,496,811 $ 1,752,176 $ 1,702,435 75 Fire Department Mission Statement 1 o reduce the loss of life and property from fire, medical, marine and environmental emergencies through education, prevention, hazard reduction and response. The mission statement above provides the framework for all of the goals and activities of the Newport Beach Fire Department. The Department's 156 full -time employees and over 225 seasonal employees provide 24 -hour protection and response to the City's residents and visitors. Key Department Programs • Administration • Prevention and Preparedness • Emergency Medical Services and Fire Lifeguard Operations Operations Goals Identify and reduce fire and environmental hazards that may threaten life and property. Provide a safe, effective, and expeditious response to requests for assistance. Provide emergency ambulance transportation with licensed Firefighter Paramedics capable of basic and advanced life support. Develop an adequately trained work force to effectively perform their duties. Participate in the community development planning process to improve fire and life safety. Encourage department personnel to assume leadership roles in the organization. Plan for response to natural and man -made disasters that affect the community. Educate and train City employees and the community to assist them in maintaining a safe environment. 2011 -2012 Emphasis With strong roots and a long history, the Fire Department continues to develop and enhance its mission of superior safety, service, and professionalism. The Fire Department continues to build on past successes and strives to meet the future demands of a unique and expanding community. Today, the Newport Beach Fire Department places emphasis on Emergency Services, Fire Prevention, Disaster Preparedness, and the Training and Education of those who serve as well as those to be served. 76 Total Department Costs: 2008 -2009 2009 -2010 2010 -2011 2011 -2012 Workload Indicators Actual Actual Estimated Projected Fire Responses 371 338 335 350 Medical Responses 6,804 6,985 7,148 7,200 Fire Medics Membership 6,200 6,000 6,000 6,000 Water Rescues 4,809 4,352 2,203 4,000 Lifeguard Medical Aids 6,056 6,099 5,035 6,000 Boats in Distress /Warnings 25 120 100 100 Preventive Actions 86,223 101,207 76,249 87,000 Fire Alarm Responses 1,232 1,739 1,244 1,500 Other Emergency Responses 930 2,198 2,271 2,200 Public Education Contacts 6,324 10,348 11,659 12,000 Fire Inspections 6,912 7,000 7,282 7,300 New Construction Inspections 992 865 883 900 Beach Attendance 7,681,651 9,885,521 7,102,150 7,750,000 Total Department Costs: 77 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 28,214,273 $ 28,217,618 $ 27,551,513 $ 28,361,794 Maintenance and Operations $ 4,815,522 $ 4,704,972 $ 4,971,124 $ 5,868,611 Capital Equipment $ 333,352 $ 488,456 $ 142,031 $ 223,893 Total $ 33,363,147 $ 33,411,046 $ 32,664,668 $ 34,454,298 77 Programs Administration Core Functions: • Overall management of department and personnel Staffing: Positions FY 2010 -11 FY 2011 -12 Fire Chief 1.0 1.0 Fire Captain + 7.5% 1.0 - Fire Information Systems Coordinator 1.0 - Fire Support Service Manager 1.0 - Lifeguard Battalion Chief 1.0 - EMS Manager 0.5 0.5 Administrative Analyst - 1.0 Senior Fiscal Clerk 1.0 - Administrative Assistant to the Fire Chief 1.0 1.0 Office Assistant 1.0 - Support Services Aide Part-time 1.0 1.0 Total Staffing 9.5 4.5 Total Administration Program Costs: ME 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 1,463,735 $ 1,095,366 $ 832,716 $ 648,135 Maintenance and Operations $ 157,064 $ 154,155 $ 162,480 $ 584,736 Capital Equipment $ 21,510 $ 13,133 $ 7,391 $ 5,000 Total $ 1,642,309 $ 1,262,653 $ 1,002,587 $ 1,237,871 ME Emergency Medical Services and Fire Operations Core Functions: • All risk emergency response Training and education • Pre - hospital care and emergency transport Advanced life support Basic life support Fire cause determination Staffing: Positions FY 2010 -11 FY 2011 -12 Fire Deputy Chief 1.0 0.0 Assistant Fire Chief 0.0 1.0 Fire Line Battalion Chief 3.0 3.0 Fire Captain 30.0 30.0 Fire Engineer 30.0 30.0 Fire Paramedic 24.0 24.0 Firefighter 30.0 30.0 EMS Manager 0.5 0.5 Fire Division Chief 1.0 0.0 Fire Battalion Chief 0.0 1.0 Department Assistant $ 2.0 2.0 Total Staffing 121.5 121.5 Total Emergency Medical Services and Fire Operations Program Costs: 79 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 21,241,566 $ 21,716,256 $ 21,663,264 $ 23,072,070 Maintenance and Operations $ 3,153,596 $ 3,085,901 $ 3,372,671 $ 3,579,640 Capital Equipment $ 290,030 $ 437,216 $ 88,418 $ 154,077 Total $ 24,685,192 $ 25,239,373 $ 25,124,354 $ 26,805,787 79 Programs Prevention and Preparedness Core Functions: • Mitigate threats to life, health, and property • 6,500 commercial occupancy inspections • Technical inspections • Wildland interface property inspections • Building plan review • Maintain hazardous materials disclosure records • Prepare citizens through CERT programs and other community education opportunities Staffing: Positions FY 2010 -11 FY 2011 -12 Fire Marshall 1.0 0.0 Fire Division Chief 0.0 1.0 Fire Marshall Deputy 1.0 0.0 Community Education Coodinator 0.0 1.0 Fire Prevention Specialist Non -Sworn 1.0 1.0 Fire Prevention Plans Examiner Non -Sworn 2.0 2.0 Department Assistant 1.0 1.0 Lifeguard Captain 1.0 1.0 Lifeguard Battalion Chief 0.5 0.5 Lifeguard Cadet - 0.48 Lifeguard 1 2.88 2.88 Lifeguard 11 3.79 3.79 Lifeguard 111 0.72 0.99 Emergency Services Coordinator 1.0 0.5 Community Preparedness Coordinator 1.0 - Total Staffing 16.9 16.14 Total Prevention and Preparedness Program Costs: 80 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed ies and Benefits $ 1,846,078 $ 1,834,441 $ 1,662,691 $ 1,782,873 tenance and Operations $ 762,165 $ 769,864 $ 758,190 $ 868,719 :al Equipment $ 12,784 $ 29,982 $ 38,109 $ 45,640 Total $ 2.621.028 $ 2,634.286 $ 2.458.990 $ 2.697.232 80 Lifeguard Operations Core Functions: • Ocean and beach safety • Aquatic rescue • Public education through Junior Lifeguard Guards and other programs • Specialized training • Enforce water safety regulations Staffing: Positions FY 2010 -11 FY 2011 -12 Lifeguard Battalion Chief 2.5 2.5 Lifeguard Captain 6.0 3.0 Lifeguard Captain Boat 2.0 1.0 Lifeguard Supervisor Part -time - 1.72 Lifeguard Officer 4.0 - Lifeguard 1 12.5 12.5 Lifeguard 11 7.78 7.78 Lifeguard III 1.38 1.11 Department Assistant 1.0 - Lifeguard Cadet 0.96 - Lifeguard Trainee 2.12 2.149 Total Staffing 40.24 31.73 i Total Lifeguard Operations Program Costs: 9E 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 3,662,895 $ 3,571,555 $ 3,392,842 $ 2,873,395 Maintenance and Operations $ 742,697 $ 695,053 $ 677,783 $ 729,933 Capital Equipment $ 9,027 $ 8,127 $ 8,113 $ 9,550 Total $ 4.414.619 $ 4.274.734 $ 4.078.738 $ 3.612.878 9E 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 range of services encompass revitalization of targeted areas, retaining and attracting businesses to Newport Beach, creating and maintaining residential neighborhoods to ensure that Newport Beach provides safe, economically vital and aesthetically pleasing places in which to live, work, and visit. The Community Development 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, economic development, and code enforcement. The Department also oversees the Community Development Block Grant (CDBG) program. Key Department Programs Building Code Enforcement Planning Department Goals 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. • Continue to refine and improve internal and external customer service and streamline the development review process. • Develop an implementation plan to expand upon new and enhanced technologies. Continue to improve document storage and retrieval for all department records. Implement the General Plan and Zoning Code to ensure quality neighborhoods and businesses throughout the City. Prepare revitalization and vision plans for areas directed by the Council and City Manager. Manage the preparation of Environment Impact Reports for the following: • Newport Banning Ranch • Newport Beach Country Club • Conexant residential development • Koll Center Newport residential development m Workload Indicators Division City Council / Planning Commission Zoning Administrator Planning Director / Staff ilding Division Plan Submittals Total Plan Checks: Building /Combination Permits Grading Permits Electrical Permits Plumbing Permits Mechanical Permits Pool /Spa Permits Harbor Permits Residential Building Records Permits Fire Permits Total Permits Issued., 2008 -2009 2009 -2010 Actual 2010 -2011 2011 -2012 Estimated *" Projected *" 46 39 45 40 80 55 65 60 49 2,462 2.500 2,500 2,232 2,324 2,200 2,200 2,301 2,393 2,700 2,700 0* 0* 1 1* 487 * 520 * 800 * 800 409 * 409 * 500 * 500 315 * 348 * 390 390 90 105 102 102 70 76 52 52 615 650 900 900 414 477 480 480 4,699 * 4.978- 5,925 5,925 Building Code Enforcement 397 148 15 15 Inspections Related to Complaints 1,441 2,880 2,200 2,000 RBR Inspections 250 1,042 985 1,000 Construction Inspections 23,956 21,254 27,000 27,000 Code Enforcement Division Administrative Citations Issued 254 393 150 200 Notice of Violations Issued 943 1,117 900 1,200 * Significant number of additional permits are included with the combination permits. Seasonal conditions and economic factors can significantly affect future projections. Total Department Costs: 2008 -09 2009 -10 2010 -11 2011 -12 Actual* Actual* Estimated* Proposed Salaries and Benefits $ 6,595,452 $ 6,642,891 $ 6,129,609 $ 7,085,032 Maintenance and Operations $ 1,416,897 $ 884,694 $ 826,503 $ 1,824,701 Capital Equipment $ 25,488 $ 6,721 $ 3,466 $ 30,200 CDBG Fund $ 124,479 $ 134,720 $ 101,462 $ 113,319 Total $ 8,162,316 $ 7,669,026 $ 7,061,040 $ 9,053,252 *CDD is a new Department that combines the Building, Code Enforcement and Planning Divisions. AIn FY 2012, Code Enforcement was split between Community Development and Public Works, previously combined as one in the City Manager's Department. 9E Programs Planning Division Core Functions: • Interpreting and applying the provisions of the General Plan, Zoning Code, Local Coastal Program and related codes. • Continue to work with customers in determining appropriate uses of properties, in identifying suitable site plan configurations and in designing buildings of size, scale and character consistent with traditions of excellence that define Newport Beach. • Planners provide the staffing support for the Planning Commission and the City Council for a variety of land use and development projects requiring public hearings pursuant to the Newport Beach Municipal Code. • Continue to evaluate discretionary case processing and plan check for improved efficiencies. • Continue to develop and implement the City's economic development policies and programs and continue to work with and support the Business Improvement Districts (BID'S) and associations. Staffing: Positions FY 2010 -11 FY 2011 -12 Planning Director 1.0 - Community Development Director - 0.5 Deputy Community Development Director - 1.0 Planning Manager 1.0 1.0 Planning Systems Administrator 1.0 - Systems & Administrative Manager - 1.0 Planning Technician 2.0 2.0 Assistant Planner 6.0 6.0 Associate Planner 3.0 3.0 Senior Planner 2.0 2.0 Principal Planner 1.0 1.0 Administrative Assistant 1.0 1.0 Administrative Analyst - 0.5 Department Assistant + 7.5% 2.0 2.0 Student Aide 0.4 0.4 Economic Development Coordinator 1.0 - Economic Development Administrator 1.0 - Total Staffing 22.4 21.4 Total Planning Program Costs: 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 2,536,501 $ 2,579,086 $ 2,314,326 $ 2,556,920 Maintenance and Operations $ 780,269 $ 546,022 $ 479,108 $ 898,935 Capital Equipment $ 7,989 $ 982 $ 2,153 $ 2,000 CDBG Fund $ 124,479 $ 134,720 $ 123,181 $ 113,319 Total $ 3,449,238 $ 3,260,810 $ 2,918,768 $ 3,571,174 84 Code Enforcement Division Core Functions: Continue public outreach and education on City and State - mandated programs and policies. Preventing and abating nuisance violations at residential and commercial properties. In commercial areas, focus on non- compliant use permits, unpermitted signage, unpermitted uses and property maintenance. Current Code Enforcement Division Workload Other Municipal Code Nuisance Properties Violations NBMC Title 10 In residential areas, focus on property NOMC Title 14 maintenanceand nuisance conditions, investigate and ensure compliance with Zoning Code, and monitor and ensure compliance with use permits and development agreements. • Investigate inquiries regarding illegal dwelling units and abate violations. • Assist in public outreach and enforcement of water quality regulations. staffing: Positions ■ 10 36.2% ■ 1a 1ta% ■ 20 27.1% ■ 6 ATitle20 JW.t.,quality 10.2% ■ tethers 15.0% L Total: Violations 100.0% In residential areas, focus on property NOMC Title 14 maintenanceand nuisance conditions, investigate and ensure compliance with Zoning Code, and monitor and ensure compliance with use permits and development agreements. • Investigate inquiries regarding illegal dwelling units and abate violations. • Assist in public outreach and enforcement of water quality regulations. staffing: Positions FY 2010 -11 FY 2011 -12 Code & Water Quality Enforcement Division Mgr 1.0 - Code Enforcement Supervisor - 1.0 Code & Water Quality Enforcement Officer 2.0 1.0 Senior Code & Water Quality Enforcement Officer 1.0 1.0 Code & Water Quality Enforcement Trainee 1.0 1.0 Office Assistant, Part-time 0.25 0.25 Total Staffing 5.25 4.25 Total Code EnforcementProgram Costs: 92 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed' Salaries and Benefits $ - $ - $ - $ 416,787 Maintenance and Operations $ - $ - $ - $ 63,147 Capital Equipment $ - $ - $ - $ 2,000 Total $ - $ - $ - $ 481,934 'Code Enforcement is a new Division split between Community Development and Public Works, previously combined as one in the City Manager's Department. 92 Building Division Core Functions: • Continue to provide high quality customer service; process utility releases; process applications for requests for modifications, alternate material or method of construction; and provide FEMA flood zone determinations. • Review construction documents for compliance with structural, architectural, grading, and fire safety code requirements. • Building Inspectors ensure compliance with approved plans, applicable codes, local ordinances, and investigate customer complaints on building safety. • Assist customers with retrieving archived records; including plans, permits and support documents from microfiche and the digital database. • Evaluate opportunities to continue to implement streamlined permitting and plan check procedures. • Continue to evaluate and implement, if appropriate, electronic plan submittal and review. Staffing: Positions FY 2010 -11 FY 2011 -12 Building Director 1.0 _ Deputy Building Official 1.0 _ Building Manager /Chief Building Official - 1.0 Community Development Director - 0.5 Chief Building Inspector 1.0 1.0 Principal Building Inspector 2.0 2.0 Senior Building Inspector 4.0 3.0 Residential Building Records Inspector 1.0 1.0 Building Inspector II 3.0 3.0 Subtrade Plans Examiner - 1.0 Principal Civil Engineer 2.0 2.0 Senior Civil Engineer Plan Check 6.0 6.0 Building Department Specialist 1.0 1.0 Permit Counter Supervisor 1.0 1.0 Permit Technician 1 1.0 1.0 Permit Technician 11 3.0 3.0 Permit Technician II Part-time 0.5 0.5 Records Specialist 1.0 1.0 Administrative Assistant 1.0 1.0 Administrative Analyst - 0.5 Department Assistant 1.0 1.0 Office Assistant 1.0 1.0 Student Aide 0.66 0.66 Total Staffing 32.16 32.16 ffm N, Plan Check / Inspections 35% Permit Services 48% .i Administration 17% $300 e $250 $200 � a e = $150 1a � c —% $100 co U $50 $0 Building Division Construction Valuation $5.0 c $4.0 c — o $3.0 c c u $2.0 m A o9 ° o' a ti 01 00 o°j� � ° ;• Fiscal Years 'Estimated "Projected (includes Civic Center) (includes 650 NCD) Building Total Program Costs: $1.0 $0.0 Number of Customers Assisted 18,559 Total Customers Jan. 2010 to Jan. 2011 2009 -10 �ustomersassisted 2010 -11 Customers assisted I byan engineer by a permit 36% Actual technician Actual 62% Estimated Customers who 'ies and Benefits waited more - than 30 minutes 4,063,805 2% Building Division Revenue A0 A° o ti IF Fiscal Years M 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed 'ies and Benefits $ 4,058,951 $ 4,063,805 $ 3,815,283 $ 4,111,325 tenance and Operations $ 636,628 $ 338,672 $ 347,395 $ 862,619 lal Equipment $ 17,499 $ 5,739 $ 1,313 $ 26,200 Total $ 4,713,078 $ 4,408,216 $ 4,163,992 $ 5,000,144 M Municipal Operations Department Mission Statement ur o provide clean, safe, and responsive utility and infrastructure maintenance services to the community of Newport Beach. Department Overview Responsible 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 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. • Reduce thevolume and duration of streetlight 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. 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. RN Workload Indicators Actual Actual Residential Refuse Collected (tons) 32,013 33,851 Beach Debris Collected (tons) 1,540 1,853 Diversion Rate 52% - Sidewalk Repair (square feet) 49,644 49,540 Curb & Gutter Replacement (linear feet) 4,641 2,879 Street Sweeping (cubic yards) 5,941 6,225 Street & Pavement Marking (linear feet) 223,397 33,915 Graffiti Incidents 1,268 2,769 Parks Maintained 55 56 Landscaped Acres Maintained 608 621 Trees Trimmed 16,000 12,654 Street Light Cable Installed /Pulled (miles) 3.1 2.7 2010 -2011 2011 -2012 Estimated Projected 33,800 34,000 1,076 1,800 39,972 2,708 6,001 453,863 857 56 684 11,879 1.9 1 42,000 3,200 6,200 300,000 2,000 57 641 7,950 2.0 Electrical Emergency Responses 85 132 120 115 Electrical Service Requests 1,195 1,082 1,061 1,100 Oil Produced (barrels) 30,954 27,280 30,100 30,100 Gas Produced (MCF) 14,832 14,279 14,050 14,050 Barrels of Water Injected 403,211 392,034 401,000 401,000 Water Purchased /Produced (acre feet) 17,155 16,012 15,841 ' 16,000 Reclaimed Water Used (acre feet) 300 432 370 420 Fire Hydrants Serviced /Repaired 473 1,200 2,750 2,750 Water Meters Read 161,503 161,715 161,805 161,900 Main Breaks 8 13 24 22 Water Service Requests 1,415 1,775 2,000 2,200 Pipe Cleaned (miles) 209 200 235 240 Pipe Video Inspected (miles) 24 27 21 22 Dig Outs 44 53 51 50 Wastewater Service Requests 584 440 311 _ 400 Per SB1018, diversion rate has been replaced by per capita disposal equivalent beginning with the 2009 report. MCF = one thousand cubic feet = 7,481 gallons Acre Foot = 325,850 gallons maintaining a beautiful urban forest. RE Total Municipal Operations Department Costs: 99 These CNG- powered refuse trucks are the newest additions to the City's alternative fuel Fleet. 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed General Fund Salaries and Benefits $ 10,770,424 $ 10,743,294 $ 10,143,280 $ 9,500,928 Maintenance and Operations $ 13,117,591 $ 12,558,871 $ 13,292,092 $ 13,591,824 Capital Outlay $ 7,022 $ 17,778 $ 25,150 $ 25,150 General Fund Total $ 23,895,036 $ 23,319,944 $ 23,460,522 $ 23,117,902 Water Fund Salaries and Benefits $ 4,174,246 $ 3,824,526 $ 4,029,435 $ 4,117,707 Maintenance and Operations $ 12,552,548 $ 13,057,511 $ 16,134,173 $ 15,000,268 Capital Outlay $ 84,360 $ 31,069 $ 26,400 $ 21,000 Water Fund Total $ 16,811,155 $ 16,913,107 $ 20,190,007 $ 19,138,975 Wastewater Fund Salaries and Benefits $ 1,515,122 $ 1,506,063 $ 1,576,980 $ 1,573,152 Maintenance and Operations $ 1,248,078 $ 1,195,846 $ 1,650,782 $ 1,441,110 Capital Outlay $ 29,717 $ 9,767 $ 27,800 $ 36,000 Wastewater Fund Total $ 2,792,917 $ 2,711,676 $ 3,255,562 $ 3,050,262 Tidelands Fund Salaries and Benefits $ - $ - $ - $ - Maintenance and Operations $ 671,273 $ 711,311 $ 838,620 $ 798,325 Capital Outlay $ - $ - $ - $ - Tidelands Fund Total $ 671,273 $ 711,311 $ 838,620 $ 798,325 Operations - All Funds $ 44,170,380 $ 43,656,038 $ 47,744,711 $ 46,105,464 Internal Service Fund Equipment Fund $ 3,266,604 $ 3,604,978 $ 4,404,760 $ 4,585,565 Capital Improvement Projects (CIP) Water $ 1,433,341 $ 1,807,575 $ 2,647,050 $ 4,637,000 Wastewater $ 423,255 $ 489,526 $ 1,747,854 $ 901,500 CIP Total $ 1,856,596 $ 2,297,102 $ 4,394,904 $ 5,538,500 Total $ 49,293,580 $ 49,558,117 $ 56,544,375 $ 56,229,529 99 These CNG- powered refuse trucks are the newest additions to the City's alternative fuel Fleet. Programs Administration Intended Outcome: administrative support, customer service, and regulatory compliance Core Functions: • Provide administrative support for department staff • Manage contracts staffing: Positions FY 2010 -11 FY 2011 -12 Director 1.0 0.5 Deputy Director 1.0 1.0 Administrative Manager - 0.5 Management Assistant 1.0 1.0 Administrative Assistant 1.0 1.0 Department Assistant 1.0 1.0 Administrative Analyst 1.0 - Total Staffing 6.0 5.0 Total Administration Costs: Electrical Intended Outcome: electrical maintenance of pump stations, control systems, and streetand outdoor lighting Core Functions: • Provide electrical maintenance services for water /wastewater systems, streetlights and city facilities 91 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 778,874 $ 782,021 $ 835,499 $ 665,740 Maintenance and Operations $ 87,166 $ 84,723 $ 68,943 $ 126,120 Capital Equipment $ 933 $ 1,500 $ 2,500 $ 2,500 Total $ 866,973 $ 868,244 $ 906,942 $ 794,360 Electrical Intended Outcome: electrical maintenance of pump stations, control systems, and streetand outdoor lighting Core Functions: • Provide electrical maintenance services for water /wastewater systems, streetlights and city facilities 91 Total Electrical Program Costs: 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 Staffing: Positions FY 2010 -11 2008 -09 Equipment Maintenance Superintendent 2009 -10 1.0 2010 -11 1.0 2011 -12 Equipment Mechanic 1 3.0 Actual Equipment Mechanic 11 Actual 6.0 Estimated 1.0 Proposed Salaries and Benefits $ 529,067 $ 460,636 $ 374,570 $ 1.0 Maintenance and Operations $ 922,648 $ 694,614 $ 958,071 $ 771,334 Capital Equipment $ 2,977 $ 3,745 $ 3,650 $ 3,650 Total $ 1,454,692 $ 1,158,994 $ 1,336,290 $ 774,984 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 Staffing: Positions FY 2010 -11 FY 2011 -12 Equipment Maintenance Superintendent 1.0 1.0 Equipment Maintenance Supervisor 1.0 1.0 Equipment Mechanic 1 3.0 1.0 Equipment Mechanic 11 4.0 6.0 Senior Equipment Mechanic 1.0 1.0 Automotive Parts Buyer 1.0 1.0 Automotive Stock Clerk 1.0 1.0 Fiscal Clerk 1.0 1.0 Maintenance Aide 0.75 0.75 Total Staffing 13.75 13.75 Total Equipment Maintenance Program Costs: 92 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 1,520,219 $ 1,459,423 $ 1,346,019 $ 1,392,990 Maintenance and Operations $ 741,193 $ 692,257 $ 709,579 $ 709,575 Capital Equipment $ 1,005,192 $ 1,453,298 $ 2,349,162 $ 2,483,000 Total $ 3,266,604 $ 3,604,978 $ 4,404,760 $ 4,585,565 92 Field Maintenance Intended Outcome: maintenance and repair of public streets and sidewalks Core Functions: • Inspect and repair asphalt and concrete surfaces including roadways, sidewalks, curbs and gutters Staffing: Positions FY 2010.11 FY 2011.12 Field Maintenance Superintendent 1.0 1.0 Street Maintenance Supervisor 1.0 1.0 Street Maintenance Crew Chief 1.0 1.0 Concrete Supervisor 1.0 1.0 Concrete Maintenance Crew Chief 1.0 1.0 Concrete Finisher 2.0 2.0 Traffic Painter 1.0 1.0 Equipment Operator 1 3.0 2.0 Equipment Operator II 5.0 5.0 Maintenance Worker 1 1.0 1.0 Maintenance Worker II 5.0 5.0 Temporary Labor 0.75 0.75 Total Staffing 22.75 21.75 Total Field Maintenance Program Costs: 93 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 2,131,590 $ 2,232,048 $ 2,144,476 $ 2,188,570 Maintenance and Operations $ 1,660,355 $ 1,334,773 $ 1,333,047 $ 1,253,450 Capital Equipment $ - $ 614 $ 2,000 $ 2,000 Total $ 3,791,944 $ 3,567,436 $ 3,479,523 $ 3,444,020 93 Oil & Gas Intended Outcome: safe operation and maintenance of oil and natural gas production Core Functions: • Ensure the safe operation and economic stability of the City's oil field Total Program Costs: .. 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ - $ - $ - $ - Maintenance and Operations $ 671,273 $ 711,311 $ 635,955 $ 978,325 Capital Equipment $ - $ - $ - $ - Total $ 671,273 $ 711,311 $ 635,955 $ 978,325 .. Operations Support Intended Outcome: street sweeping, storm drains, tide valves, beaches, traffic signs and public facilities Core Functions: • Facilities Maintenance • Storm Drain and Tide Valve Operation and Maintenance • Street Sweeping • Beach Maintenance • Graffiti Abatement Staffing: Positions FY 2010 -11 FY 2011 -12 Operations Support Superintendent 1.0 1.0 Storm Drain /Street Sweeping Supervisor 1.0 1.0 Storm Drain /Street Sweeping Crew Chief 1.0 1.0 Beach Maintenance Supervisor 1.0 1.0 Facilities Maintenance Crew Chief 1.0 1.0 Facilities Maintenance Worker II 3.0 - Electrician - 1.0 Carpenter 2.0 - Sign & Paint Shop Technician 2.0 - Equipment Operator 1 1.0 1.0 Equipment Operator 11 6.0 6.0 Maintenance Worker 1 4.0 4.0 Maintenance Worker II 3.0 3.0 Temporary Labor 1.5 2.0 Facilities Maintenance Tech - 4.0 Total Staffing 27.5 26.0 Total Operations Support Program Costs: 95 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 3,044,520 $ 2,958,436 $ 2,710,044 $ 2,652,035 Maintenance and Operations $ 2,608,908 $ 2,676,866 $ 2,996,291 $ 3,140,492 Capital Equipment $ 997 $ 10,133 $ 14,000 $ 14,000 Total $ 5,654,425 $ 5,645,436 $ 5,720,335 $ 5,806,527 95 Parks & Trees Intended Outcome: maintenance of the City's urban forest, parks and landscaped areas Core Functions: • Parks, Trees and Median Maintenance Staffing: Positions FY 2010 -11 FY 2011 -12 Park & Tree Superintendent 1.0 1.0 Park Maintenance Supervisor 2.0 2.0 Park Maintenance Crew Chief 2.0 3.0 Pest Control Technician 1.0 - Irrigation Specialist 1.0 1.0 Groundsworker 1 5.0 4.0 Groundsworker II 3.0 3.0 Urban Forester 1.0 1.0 Total Staffing 16.0 15.0 Total Parks & Trees Program Costs: 92 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 1,759,935 $ 1,737,239 $ 1,461,597 $ 1,560,944 Maintenance and Operations $ 4,768,489 $ 4,753,343 $ 4,200,475 $ 4,856,577 Capital Equipment $ 1,901 $ 1,787 $ 1,293 $ 3,000 Total $ 6,530,324 $ 6,492,369 $ 5,663,365 $ 6,420,521 92 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 NC Residential Contract • Compliance with State Diversion Mandate Staffing: Positions FY 2010 -11 FY 2011 -12 Refuse Superintendent 1.0 1.0 Refuse Supervisor 1.0 1.0 Transfer Station Crew Chief 1.0 - Refuse Worker) 8.0 8.0 Refuse Worker II 14.0 14.0 Total Staffing 25.0 24.0 Total Refuse Program Costs: IUUB -Uy 2UUV -'I Actual Actual ies and Benefits $ 2,526,438 $ [enance and Operations $ 3,070,026 $ :al Equipment $ 214 $ Total $ 5.596.678 $ 97 2,572,914 $ 3,014,551 $ - R 2u Iu -I -I 2u "1'1 -12 Estimated Proposed 2,486,044 $ 2,433,639 3,341,376 $ 3,293,851 5.827.420 $ 5.727.490 Water Intended Outcome: delivery of safe drinking water Core Functions: • Provide safe, cost - competitive drinking water for the community • Maintain water transmission system • Comply with State water requirements Staffing: Positions FY 2010 -11 FY 2011 -12 General Services Director - 0.5 Utilities Director 1.0 - Deputy Utilities Director 1.0 - Utilities General Manager - 1.0 Water Production Supervisor 1.0 1.0 Water Production Operator 3.0 3.0 Water Quality Coordinator 1.0 1.0 Junior Civil Engineer 1.0 1.0 Engineering Technician 1.0 1.0 Utilities Supervisor 2.0 2.0 Utilities Crew Chief 5.0 5.0 Utilities Safety Officer 1.0 1.0 Utilities SCADA Coordinator 1.0 1.0 Utilities Equipment Specialist 1.0 - Utilities Specialist 10.0 10.0 Senior Utilities Specialist 4.0 5.0 Electrician 0.75 2.0 Administrative Analyst 1.0 - Administrative Manager - 0.5 Administrative Assistant 1.0 1.0 Department Assistant 1.0 1.0 Management Assistant - 1.0 Office Assistant Part-time 0.5 0.5 Water Conservation Coordinator 1.0 - Total Staffing 38.25 38.50 Total Water Program Costs: 98 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 4,174,246 $ 3,824,526 $ 4,029,435 $ 4,117,707 Maintenance and Operations $ 12,552,548 $ 13,057,511 $ 16,134,173 $ 15,000,268 Capital Equipment $ 84,360 $ 31,069 $ 26,400 $ 21,000 CIP $ 1,433,341 $ 1,807,575 $ 2,647,050 $ 4,637,000 Total $ 18,244,495 $ 18,720,682 $ 22,837,057 $ 23,775,975 98 Wastewater Intended Outcome: safe collection and delivery of wastewater for treatment Core Functions: • Provide safe collection and delivery of wastewater for treatment Staffing: Positions FY 2010 -11 FY 2011 -12 Utilities Operations Manager 1.0 1.0 Utilities Supervisor 1.0 1.0 Utilities Crew Chief 3.0 4.0 Utilities SCADA Technician 1.0 1.0 Utilities Video Technician 1.0 - Utilities Specialist 5.0 5.0 Senior Utilities Specialist 2.0 2.0 Senior Equipment Mechanic 1.0 1.0 Electrician 0.25 - Total Staffing 15.25 15.0 Total Wastewater Program Costs: •. 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 1,515,122 $ 1,506,063 $ 1,576,980 $ 1,573,152 Maintenance and Operations $ 1,248,078 $ 1,195,846 $ 1,650,782 $ 1,441,110 Capital Equipment $ 29,717 $ 9,767 $ 27,800 $ 36,000 CIP $ 423,255 $ 489,526 $ 1,747,854 $ 901,500 Total $ 3,216,172 $ 3,201,202 $ 5,003,416 $ 3,951,762 •. Public Works Mission Statement �L rotecting and providing quality public improvements and services Department Overview he City of 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, harbor 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 parking and transportation system. Public Works adds quality and safety to our lives through the use of engineered controls and measures such as traffic signals, signage, bicycle and pedestrian facilities and pavement maintenance. Public Works also oversees, manages and 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 Management Services • Storm Water Quality and Environmental • Administration Programs 100 Goals Oversee, develop and maintain updated infrastructure master plans that reflect the community's goal of quality public infrastructure that are sustainable into the future with emphasis on facilities, transportation, environmentaI/Water quality and tidelands. • 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 the community, City Council, external partners and agencies, and employees to achieve community goals with 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 CIP funds managed* CIP projects completed within two months of baseline schedule- target 85% CIP projects completed within awarded contract value, plus 10% contingency - target 95% Plan checks completed within target date Actual Actual Estimated* Projected* $30,606,727 $48,403,166 $50,943,789 $51,176,740 90% 77% 92% Total full -time department personnel ** 33 Does not include assessment district project funds nor encumbered funds for work in Total Public Works Department Costs: 89% 92% 90% 75% 90% 90% 93% 95% 95% 32 37 34 ass; actual data reflects amounts expended. 101 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed* Salaries and Benefits $ 4,644,788 $ 4,679,009 $ 4,690,514 $ 5,147,874 Maintenance and Operations $ 948,435 $ 955,972 $ 1,163,211 $ 2,232,943 Capital Equipment $ 51,279 $ 11,101 $ 24,235 $ 22,435 Total $ 5,644,502 $ 5,646,082 $ 5,877,960 $ 7,403,252 *Code & Water Quality Enforcement & Harbor Resources were transferred to Public Works in FY 2011 -12. 101 Programs Capital Improvement Program Delivery Intended Outcome: Plan, manage and oversee design and construction 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 Work Plan: Council Goal. Community Enhancement • Oversee projectand construction management of scheduled Capital Improvement Program projects including Council priorities such as the Civic Center project, Sunset Ridge Park, Marina Park, Traffic Signal Modernization and pavement condition. • Work with various stakeholders and other City departments to plan capital projects that address Neighborhood Revitalization efforts and Tidelands management. • Complete the widening of Jamboree Road bridge over SR 73 and improvements to Jamboree Road atthe intersection of MacArthur Boulevard between Bristol North and Fairchild Road. • Continued efforts to update infrastructure master plans that reflect the community's goal of quality public infrastructure that are sustainable into the future with emphasis on facilities, transportation, environmental /water Staffing: quality, and tidelands. Positions FY 2010 -11 FY 2011 -12 Deputy Public Works Director /City Engineer 1.0 1.0 Assistant City Engineer 2.0 2.0 Principal Civil Engineer 1.0 1.0 Senior Civil Engineer 3.0 3.0 Assoc 5% Civil Engineer 2.0 2.0 Associate Civil Engineer 1.0 1.0 Junior Civil Engineer 1.0 1.0 Construction Inspection Supervisor 1.0 1.0 Senior Engineering Technician 1.0 - Senior Public Works Inspector 2.0 2.0 Public Works Inspector II 1.0 - Contract Civil Engineer 0.26 0.26 Public Works Technical Aide 0.85 0.85 Total Staffing 17.11 15.11 102 Total Capital Improvement Program Delivery Program Costs: Harbor Resources Intended Outcome: Protect and improve the facilities and resources of Newport Harbor, Upper Newport Bay, and ocean beaches for life, recreation and commerce. Core Functions: • Permit issuance and administration for private pier, marina and mooring operations • Coordination and execution of Newport Harbor and Upper Bay dredging • Habitat protection and water quality improvement • Regulatory compliance • Harbor Commission and Tidelands Management Committee support • Balboa Yacht Basin property management • Studies, planning, permitting and master plans • Beach sand replenishment projects • Interagency coordination and planning Staffing: Work Plan: Council Goal: Fiscal Sustainability, Economic Sustainability, Environmental Sustainability and Effective Management • Continue efforts to update the City's harbor fees and pursue other funding opportunities for harbor related projects and amenities. • Carry out capital project priorities in the harbor area such as dredging the Lower Bay, Semeniuk Slough and Rhine Channel and bulkhead and seawall repairs. • Create a plan for responding to future sea level changes that may affect public and private properties. • Initiate a comprehensive management, governance, and investment strategy for all tidelands, including dredging, beach replenishment, long -term capital plan, sea level rise, oil and gas and water quality master plan. Positions FY 2010 -11 2008 -09 Harbor Resources Manager 2009 -10 1.0 2010 -11 1.0 2011 -12 Harbor Resources Technician II 1.0 Actual Special Projects Consultant Actual - Estimated 3.17 Proposed Salaries and Benefits $ 2,555,259 $ 2,523,878 $ 2,528,616 $ 2,481,649 Maintenance and Operations $ 291,659 $ 277,094 $ 399,085 $ 368,621 Capital Equipment $ 35,179 $ 9,429 $ 13,300 $ 4,200 Total $ 2,882,097 $ 2,810,401 $ 2,941,001 $ 2,854,470 Harbor Resources Intended Outcome: Protect and improve the facilities and resources of Newport Harbor, Upper Newport Bay, and ocean beaches for life, recreation and commerce. Core Functions: • Permit issuance and administration for private pier, marina and mooring operations • Coordination and execution of Newport Harbor and Upper Bay dredging • Habitat protection and water quality improvement • Regulatory compliance • Harbor Commission and Tidelands Management Committee support • Balboa Yacht Basin property management • Studies, planning, permitting and master plans • Beach sand replenishment projects • Interagency coordination and planning Staffing: Work Plan: Council Goal: Fiscal Sustainability, Economic Sustainability, Environmental Sustainability and Effective Management • Continue efforts to update the City's harbor fees and pursue other funding opportunities for harbor related projects and amenities. • Carry out capital project priorities in the harbor area such as dredging the Lower Bay, Semeniuk Slough and Rhine Channel and bulkhead and seawall repairs. • Create a plan for responding to future sea level changes that may affect public and private properties. • Initiate a comprehensive management, governance, and investment strategy for all tidelands, including dredging, beach replenishment, long -term capital plan, sea level rise, oil and gas and water quality master plan. Positions FY 2010 -11 FY 2011 -12 Harbor Resources Manager 1.0 1.0 Harbor Resources Supervisor 1.0 1.0 Harbor Resources Technician II 1.0 1.0 Special Projects Consultant 0.17 - Total Staffing 3.17 3.0 103 Programs Total Harbor Resources Management Program Costs: al Equipment Total y - y - y - 1P IL,V22 $ - $ - $ - $ 1,401,485 Water Quality and Environmental Programs Intended Outcome: Ensurethatthe citizens and guests of Newport Beach enjoythe best environ menta I 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 Council Goal: Environmental Sustainability and management practices Community Enhancements • Management and enforcement of local, state • Implement the Buck Gully Stabilization and and federal laws, policies and regulations Flood Control project to reduce erosion, • Environmental programming and capital restore habitat, and improve water quality. planning including the pursuit of funding • Pursue Measure M2 funding to construct opportunities and collaborative public / various catch basin filters and water quality private partnerships. filtration units citywide. • Participate in regional planning and Continued coordination with regional coordination with the community, other watershed stakeholders and the Regional public agencies, regulatory agencies, and Water Quality Board to develop a sustainable various environmental stakeholders water quality strategy with achievable goals within the current economic environment. staffing: Positions Actual Actual Estimated Total Staffing Proposed and Benefits $ - $ - $ - $ 418,559 nice and Operations $ - $ - $ - $ 970,926 al Equipment Total y - y - y - 1P IL,V22 $ - $ - $ - $ 1,401,485 Water Quality and Environmental Programs Intended Outcome: Ensurethatthe citizens and guests of Newport Beach enjoythe best environ menta I 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 Council Goal: Environmental Sustainability and management practices Community Enhancements • Management and enforcement of local, state • Implement the Buck Gully Stabilization and and federal laws, policies and regulations Flood Control project to reduce erosion, • Environmental programming and capital restore habitat, and improve water quality. planning including the pursuit of funding • Pursue Measure M2 funding to construct opportunities and collaborative public / various catch basin filters and water quality private partnerships. filtration units citywide. • Participate in regional planning and Continued coordination with regional coordination with the community, other watershed stakeholders and the Regional public agencies, regulatory agencies, and Water Quality Board to develop a sustainable various environmental stakeholders water quality strategy with achievable goals within the current economic environment. staffing: Positions FY 2010 -11 FY 2011 -12 Code & Water Quality Enforcement Division Manager Water Conservation Coordinator - 1.0 - 1.0 Total Staffing 0.00 2.00 104 Total Storm Water Quality and Environmental 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 • Surveying and mapping • Encroachment permits and temporary street closures Work Plan: Council Goal: Community Enhancements 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 5 of the Traffic Signal Modernization Program addressing the Fashion Island /Newport Center area. • Review, manage and implement traffic, bicycle and pedestrian safety and operation improvements. • Explore acquisition of Coast Highway between Jamboree and the Santa Ana Riverand Newport Boulevard from Finley to West Channel Bridge; create a process for initiating a longer range planning process for Mariner's Mile Traffic, Pedestrian, and Parking Comprehensive Plan. • Continue efforts to process the transportation planning and associated environmental processes for the Irvine Company's North Newport Center project. 105 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ - $ - $ - $ 274,440 Maintenance and Operations $ - $ - $ - $ 56,508 Capital Equipment $ - $ - $ - $ 2,000 Total $ - $ - $ - $ 332,948 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 • Surveying and mapping • Encroachment permits and temporary street closures Work Plan: Council Goal: Community Enhancements 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 5 of the Traffic Signal Modernization Program addressing the Fashion Island /Newport Center area. • Review, manage and implement traffic, bicycle and pedestrian safety and operation improvements. • Explore acquisition of Coast Highway between Jamboree and the Santa Ana Riverand Newport Boulevard from Finley to West Channel Bridge; create a process for initiating a longer range planning process for Mariner's Mile Traffic, Pedestrian, and Parking Comprehensive Plan. • Continue efforts to process the transportation planning and associated environmental processes for the Irvine Company's North Newport Center project. 105 Programs Staffing: Positions FY 2010 -11 FY 2011 -12 City Traffic Engineer 1.0 1.0 Senior Civil Engineer 2.0 2.0 Assoc 5% Civil Engineer 2.0 2.0 Junior Civil Engineer 1.0 1.0 Senior Traffic Engineering Technician 1.0 1.0 Student Aide 1.0 1.0 Total Staffing 8.0 8.0 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: • Strategic planning • Team development and guidance • Implementation of City Council and management directives and policies • Budget development and administration CIP management • Contracts and grants administration • Customer service and communications 106 Permit issuance Office management Records and GIS management 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 1,055,907 $ 1,082,891 $ 1,096,854 $ 1,116,010 Maintenance and Operations $ 565,340 $ 599,142 $ 613,597 $ 625,755 Capital Equipment $ 10,778 $ 1,073 $ 6,700 $ - Total $ 1,632,025 $ 1,683,106 $ 1,717.151 S 1,741,765 Administration Intended Outcome: Lead and support department's organizational development and strategic planning and provide administrative support for Public Works divisions. Core Functions: • Strategic planning • Team development and guidance • Implementation of City Council and management directives and policies • Budget development and administration CIP management • Contracts and grants administration • Customer service and communications 106 Permit issuance Office management Records and GIS management Work Plan: Council Goal. Fiscal Sustainability, Effective Management 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. Provide quarterly reports to City Council on performance measurements and project priorities. Enhance customer service and communica- tions through improved information access, Staffing: friendly service, community outreach, and prompt professional responses. Continuethe movementto electronic records to improve efficiency and enable improved access to information for accountability and transparency. Guide citywide plans and preparations for move to new Civic Center Positions FY 2010 -11 FY 2011 -12 Public Works Director 1.0 1.0 PW Finance /Admin Manager 1.0 1.0 City Surveyor 1.0 1.0 Management Assistant 1.0 1.0 GIS Analyst 1.0 - Engineering Technician 1.0 1.0 Public Works Specialist 3.0 2.0 Office Assistant Part-time 0.47 0.47 Total Staffing 9.47 7.47 Total Administration Program Costs: and Benefits 3nce and Operations al Equipment Total 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed $ 1,033,621 $ 1,072,241 $ 1,065,044 $ $ 91,436 $ 79,736 $ 137,689 $ $ 5,322 $ 599 $ 4,235 $ 857,216 211.133 $ 1,130,379 $ 1,152,576 $ 1,206,968 $ 1,072,584 107 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 on -line 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 Central 42% Arts & Culture 3% �E • Library Administration • Technical Processing • Literacy Services • Arts and Cultural Services �rlmincrr�rinn wm 3% Adminstration Tech Pro Balboa ■ CDM ■ Mariners i Pro ■ Central % ■ Arts & Culture Goals 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 2,000,000 2008 -2009 2009 -2010 2010 -2011 2011 -2012 Workload Indicators Actual Actual Estimated Projected Circulation 1,575,518 1,819,122 1,770,683 1,806,097 Customers Served in the Library 1,200,664 1,268,585 1,247,690 1,272,644 Reference Questions Asked 181,315 211,742 210,302 222,708 Program Attendance 43,419 48,606 49,940 50,938 2,000,000 1,800,000 1,600,000 1,400,000 Actual 1,200,000 Actual 1,000,000 ■ 2008 -2009 Actual 800,000 • 2009 -2010 Actual 600,000 ■ 2010 -2011 Estimated 400,000 2011 -2012 Projected 200,000 $ 4,662,245 ■ 0 — 4,871,732 Circulation Customers Reference Program 4,899,846 Served in the Questions Asked Attendance 4,623,310 Library $ Total Library Department Costs: ries and Benefits itenance and Operations ital Equipment Subtotal Total funded through donations' 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed $ 4,662,245 $ 4,871,732 $ 4,899,846 $ 4,623,310 $ 1,501,295 $ 1,386,548 $ 1,585,762 $ 2,264,280 $ 133,974 $ 93,607 $ 74,281 $ 2,000 6.351.887 $ $ 224,204 $ 176,425 $ 583,449 $ - donations are used to enhance Library programs and services and are not considered shing the City's operating budget. 109 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 technology training and computer assistance to customers • Plan and host programs for children, teens and adults throughout the year • Create and update the Library's website to keep it user - friendly and informative Staffing: Positions FY 2010 -11 FY 2011 -12 Librarian II 1.0 - Library Assistant Part-time 0.75 0.75 Library Clerk I Part-time 1.38 1.33 Library Page Part-time 0.78 0.78 Library Assistant 1.0 1.0 Library Clerk 1 1.0 1.0 Librarian I Part-time 0.48 - Library Page Part-time 0.48 0.48 Librarian 1 2.0 2.0 Librarian II 1.0 1.0 Library Assistant 2.0 2.0 Library Clerk 1 1.0 1.0 Library Clerk II 1.0 1.0 Library Clerk I Part-time 2.71 2.61 Library Page Part-time 2.2 2.2 Librarian 1 4.0 4.0 Librarian 11 5.0 5.0 Librarian 111 1.0 1.0 Library Assistant 3.0 3.0 Library Clerk 1 2.0 2.0 Library Clerk II 2.0 2.0 Senior Library Clerk 1.0 1.0 Librarian I Part-time 1.93 - Library Assistant Part-time 1.62 1.62 Library Clerk I Part-time 4.76 4.71 Library Page Part-time 6.0 4.44 Total Staffing 51.09 45.92 110 Total Public Service Program Costs: Librar 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, recordkeeping and marketing. • Oversee the maintenance of the Library facilities. Monitor the budget and financial planning and expenditures. Staffing: Positions FY 2010 -11 2008 -09 Library Services Director 2009 -10 1.0 2010 -11 1.0 2011 -12 Librarian III 2.0 Actual Facilities Maintenance Worker II Actual 1.0 Estimated 1.0 Proposed Salaries and Benefits $ 3,194,815 $ 3,321,325 $ 3,349,712 $ 3,218,668 Maintenance and Operations $ 473,468 $ 452,414 $ 489,927 $ 509,263 Capital Equipment $ 16,991 $ - $ - $ - Total $ 3,685,274 $ 3,773,739 $ 3,839,639 $ 3,727,931 Librar 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, recordkeeping and marketing. • Oversee the maintenance of the Library facilities. Monitor the budget and financial planning and expenditures. Staffing: Positions FY 2010 -11 FY 2011 -12 Library Services Director 1.0 1.0 Library Services Manager 1.0 1.0 Librarian III 2.0 2.0 Facilities Maintenance Worker II 1.0 1.0 Administrative Assistant 1.0 1.0 Office Assistant 1.0 1.0 Librarian I Part-time 1.12 - Library Clerk I Part-time 0.72 - Marketing Specialist Part -time 0.65 0.65 Department Assistant Part -time 0.5 0.45 Total Staffing 9.99 8.10 Total Administration Program Costs: 111 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 908,832 $ 935,286 $ 926,700 $ 949,766 Maintenance and Operations $ 793,948 $ 691,968 $ 814,644 $ 1,663,819 Capital Equipment $ 14,337 $ 26,786 $ 2,181 $ 2,000 Total $ 1,717,117 $ 1,654,040 $ 1,743,524 $ 2,615,585 111 Programs Technical Processing Intended Outcome: To ensure that the libraries have new materials to fi ll the needs of the customers. Core Functions: • Order, receive and process materials • Process the payments for materials • Mend and maintain collections Staffing: Positions FY 2010.11 FY 2011 -12 Senior Library Clerk 1.0 1.0 Library Clerk 1 1.0 1.0 Library Clerk 11 2.0 2.0 Total Staffing 4.00 4.00 Total Technical Processing Program Costs: Literacy Service Intended Outcome: To provide tutoring for adult literacy learners. Core Functions: • Assess the needs of prospective learners • Recruit and train literacy tutors Newport /Mesa ProLiteracy • Support small group classes and book groups A program of the Newport Beach • Assist in community awareness and fundraising efforts • Support the Literacy Board Members 112 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 249,878 $ 301,638 $ 314,742 $ 322,557 Maintenance and Operations $ 12,557 $ 15,779 $ 18,262 $ 19,267 Capital Equipment $ - $ - $ - $ - Total $ 262,435 $ 317,417 $ 333,004 $ 341,824 Literacy Service Intended Outcome: To provide tutoring for adult literacy learners. Core Functions: • Assess the needs of prospective learners • Recruit and train literacy tutors Newport /Mesa ProLiteracy • Support small group classes and book groups A program of the Newport Beach • Assist in community awareness and fundraising efforts • Support the Literacy Board Members 112 Staffing: Positions FY 2010 -11 FY 2011 -12 Literacy Coordinator Part-time 0.4 0.4 Total Staffing 0.4 0.4 Total Literacy Services Program Costs: Arts & Cultural Services Intended Outcome:To support the City Arts Commission Core Functions: • Arrange art exhibits at City Hall, the Central Library and at Juried Art Shows • Plan and execute programs and cultural arts events • Administer departmental grants Staffing: Positions FY 2010 -11 FY 2011 -12 Cultural Arts Coordinator 1.0 1.0 Total Staffing 1.0 1.0 Total Arts & Cultural Services Program Costs: 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 76,667 $ 75,627 $ 71,157 $ 28,843 Maintenance and Operations $ 10,531 $ 9,312 $ 8,389 $ 276 Capital Equipment $ - $ - $ - $ - Total $ 87,198 $ 84,939 $ 79,546 $ 29,119 Arts & Cultural Services Intended Outcome:To support the City Arts Commission Core Functions: • Arrange art exhibits at City Hall, the Central Library and at Juried Art Shows • Plan and execute programs and cultural arts events • Administer departmental grants Staffing: Positions FY 2010 -11 FY 2011 -12 Cultural Arts Coordinator 1.0 1.0 Total Staffing 1.0 1.0 Total Arts & Cultural Services Program Costs: 113 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed Salaries and Benefits $ 99,029 $ 101,613 $ 100,735 $ 103,476 Maintenance and Operations $ 95,038 $ 74,925 $ 97,729 $ 71,655 Capital Equipment $ - $ - $ - $ - Total $ 194.067 $ 176.537 $ 198.464 $ 175.131 113 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 of the 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 a 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. • Seek partnerships and opportunities to enhance services while minimizing impacts to the general fund. • Explore and implement upgraded technology to improve operational efficiency, communication and enhance customer service. 114 • Implement the Marine Life Protection Act. • Complete the Traveling Tidepool outreach program to educate the community about the Robert E. Badham Marine Protected Area and Newport Coast ASBS. • Increase public access and programming at the Back Bay Science Center. • Develop a successful marketing plan to insure optimum usage of the OASIS Fitness Center. • Promote the OASIS facility as a premier location for rentals. • Broaden our outreach to the senior community by offering resource expos. • Evaluate customer satisfaction of programs and the OASIS facility after being open for one year. Key Department Programs • Administration • Recreation • Senior Services 1 • Total Recreation & Senior Services Department Costs: 2008 -2009 2009 -2010 2010 -2011 2011 -2012 Workload Indicators Actual Actual Estimated Projected Recreation Services Actual Actual Special Event Permits 248 207 225 225 Facility Rentals 1,444 1,393 1,500 1,500 Program Attendance 329,501 400,000 400,000 400,000 Community Youth Sports Programs. 318,000 350,000 350,000 350,000 Senior Services 3,103,217 $ 2,749,026 $ Programs /Classes 72,672 75,085 80,000 111,000 Human Services 23,225 26,712 27,000 37,000 Transportation Services 16,035 15,458 16,000 17,000 Total Recreation & Senior Services Department Costs: 115 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated" Proposed Salaries and Benefits $ 3,555,036 $ 3,755,790 $ 4,216,713 $ 4,582,729 Maintenance and Operations $ 3,103,217 $ 2,749,026 $ 3,505,759 $ 3,837,158 Capital Equipment $ 101,992 $ 50,515 $ 32,576 $ 26,450 Total $ 6,760,245 $ 6,555,331 $ 7,755,048 $ 8,446,337 'OASIS Fitness Center was added to Recreation and Senior Services in FY 2010 -11. AMarine Protection and Education was added to Recreation & Senior Services in FY 2011 -12. 115 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. 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 ten community facilities and coordinates Special Event Permits by processing over 200 permits per year for large and small scale events. The Carroll Beek Community Center is one example of the Department's facilities which was recently renovated with input from the Balboa Island Improvement Association. The facility re- opened in the spring of 2011 and will serve the community well for years to come with classes for participants of all ages and a facility to hold community meetings and events. The newly acquired Marine Protection and Education program supplements the City's commitment to providing its residents with pristine natural areas that will be appreciated and coveted for generations to come. With a staff of one full -time supervisor, 6 part -time employees and over 30 volunteers, this group works to educate residents and visitors to Newport Beach 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. 116 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 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 Staffing: Positions FY 2010 -11 FY 2011 -12 Recreation & Senior Services Director 1.0 1.0 Budget Intern - 0.5 Marketing Specialist 1.0 1.0 Administrative Assistant 1.0 1.0 Senior Fiscal Clerk Part-time 0.5 0.5 Total Staffing 3.50 4.00 Total Administration Program Costs: Recreation Staffing: Positions FY 2010 -11 2008 -09 Recreation Superintendent 2009 -10 1.0 2010 -11 2.0 2011 -12 Recreation Supervisor 5.0 Actual Senior Recreation Leader 1 Actual 4.74 Estimated 8.96 Proposed Salaries and Benefits $ 395,352 $ 421,256 $ 459,886 $ 513,540 Maintenance and Operations $ 191,957 $ 160,288 $ 183,211 $ 240,588 Capital Equipment $ - $ 4,500 $ - $ - Total $ 587,309 $ 586,044 $ 643,097 $ 754,128 Recreation Staffing: Positions FY 2010 -11 FY 2011 -12 Recreation Superintendent 1.0 1.0 Recreation Manager 2.0 2.0 Recreation Supervisor 5.0 5.0 Senior Recreation Leader 1 4.74 4.74 Recreation Leader 8.96 8.13 Recreation Clerk 0.01 0.01 Assistant Recreation Coordinator Part-time 3.52 3.52 Pool Lifeguard 0.25 0.01 Senior Pool Lifeguard 0.96 0.96 Pool Swim Instructor 3.35 3.59 Pool Swim Instructor Trainee 0.39 0.39 Marine Protection & Education Supervisor - 1.0 Tidepool Ranger Part-time - 1.5 Park Patrol Officer 1.75 1.75 Lead Park Patrol Officer 1.0 1.0 Groundsworker 11 2.0 2.0 Facilities Maintenance Worker 11 2.0 2.0 Department Assistant 2.0 2.0 Office Assistant Part-time 3.2 3.2 Total Staffing 42.13 43.80 117 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 11 full -time members which include professionals in the fields of Gerontology, Recreation, Transportation, Health and Fitness and Administration. In addition, the division includes one full -time building maintenance worker, one part -time recreation professional, and seven part -time staff who work in the Fitness Center, assisting with events and rentals, and work in the facility during evening and weekend activities. 118 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated Proposed' Salaries and Benefits $ 2,296,153 $ 2,419,419 $ 2,581,285 $ 2,749,665 Maintenance and Operations $ 2,671,831 $ 2,399,359 $ 2,763,234 $ 2,874,027 Capital Equipment $ 99,864 $ 45,276 $ 19,816 $ 17,950 Total $ 5,067,848 $ 4,864,054 $ 5,364,335 $ 5,641,642 '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 11 full -time members which include professionals in the fields of Gerontology, Recreation, Transportation, Health and Fitness and Administration. In addition, the division includes one full -time building maintenance worker, one part -time recreation professional, and seven part -time staff who work in the Fitness Center, assisting with events and rentals, and work in the facility during evening and weekend activities. 118 After re- opening the OASIS Center this past year, the participation in classes and activities has increased by 33 %. Knowing that the interest in the Center would be high, the Department added 38 contract classes, 10 volunteer led classes and additional special lectures in order to accommodate the varying needs of the Newport Beach community. The Friends of OASIS membership has grown from 3000 to 6500 persons. Additionally, the staff and Friends have trained approximately 130 new volunteers to perform various duties around the OASIS from meals on wheels drivers to managing the travel office. 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. OASISBreezeway OASISPatioArea OASIS Library Staffing: Positions FY 2010 -11 FY 2011 -12 Senior Services Manager 1.0 1.0 Recreation Supervisor 3.0 3.0 Facilities Maintenance Worker II 1.0 1.0 Department Assistant 1.0 1.0 Recreation Leader 0.13 - Recreation Leader OASIS 2.43 2.91 Assistant Recreation Coordinator Part-time 0.75 0.75 Senior Recreation Leader 1 1.18 1.84 Office Assistant Part-time 0.75 0.75 Recreation Coordinator 1.0 1.0 Senior Services Van Driver 4.0 4.0 Senior Services Van Driver Part-time 0.50 0.50 Total Staffing 16.74 17.75 Total Senior Services Program Costs: 119 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Estimated* Proposed Salaries and Benefits $ 863,532 $ 915,115 $ 1,175,541 $ 1,319,524 Maintenance and Operations $ 239,428 $ 189,378 $ 559,314 $ 722,543 Capital Equipment $ 2,128 $ 739 $ 12,760 $ 8,500 Total $ 1,105,088 $ 1,105,232 $ 1,747,616 $ 2,OSQ567 *OASIS Fitness Center was added to Recreation and Senior Services in FY 2010 -11. 119 OTHER BUDGETS Description of Internal Service Fund 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 iftherewas no ISF mechanism. Fundsarethen 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, beginning in FY 2011 -12, 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 attorney costs, payments for judgments and settlements, and all other expenses connected with this function. The amounts paid into this Fund by the individual Departments vary. Each Department's budget base for Liability expenses was established by examining a ten -year history of claims and determining each Department's appropriate share, based on the nature of the claims themselves.That share was then used to establish each Department's percentage of the funding being set aside in the Insurance Reserve Fund for anticipated Liability expenses this year, and to address at least part of any reserve deficiencies. This year's contribution by departments, which constitutes revenue to the ISF, is projected to be $3,140,527. This should constitute sufficient resources to fund short term expenditures and accumulate resources to pay long -term claims. Each Department's share of the City's anticipated Workers' Compensation expenses was determined by an analysis of claims history by labor class in Newport Beach as compared to the same information for the State as a whole. Based on this data, appropriate rates were established for each labor class in the City. These rates were then used to determine the budget base needed in each Department to accumulate the total anticipated Insurance Reserve Fund requirementto payall Workers'Compensation claims and related expenses for this budget year (approximately $2,535,325). Similar to the situation with Liability, there is an accumulated deficit for Workers' Compensation. Therefore $2,771,158, or a projected excess of $235,833 is being collected to cover the deficit. Retiree Medical Insurance Fund. In January 2006, the City has implemented a new defined contribution Retiree Medical Insurance Fund instead 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 $1,175,925. 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 $2,250,309. Any amounts collected in excess of the annual expense, reduce the long -term unfunded liability in this fund. 122 Equipment Maintenance and Replacement Fund. The Equipment Maintenance and Replacement Fund is used to provide funding forthe 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 fully fund 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 otherdivisions. 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 is redefining the IT services department. All IT staff and budgets will be centralized within the City Manager's Office in order to allow for a Citywide vision and shared implementation process that serves all City departments in a coordinated manner. As part of this new structure all IT budgets will be consolidated within the centralized IT department using an Internal Service Fund model. The Departmental payments into the Information Technology Internal Service Fund are based on the number of computers and required technological support. That contribution amountissetata level which will accumulate a sufficient monetary base within the fund to accommodate current year expenses. This year's contribution level is $5,816,581. Any amounts collected in excess of the annual expense, reduce the long -term unfunded liability in this fund. In addition, a $1 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 CAD /RMS system, and a new permitting system. For Fiscal Year 2011 -2012, City expenditures from Internal Service Funds are projected as follows: Information Compensated Equipment Technology bsences gy 100 Maintenance 19% 9% Workers' Compensation* Equipment 11% - Replacement _ - 13% Retiree Medical General Liability* Insurance* 10% *Includes legal services, insurance premiums, contract administration, claims & settlements, and payments to providers of medical service. 123 Debt Service & Other Activit 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. 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 coverthe payment of principal and interest of the Certificates. Interest on the Certificates is payable semiannuallyon January 1 and July 1 of each year.TheCity hasdesignated the5eries2010B Certificates as "Build America Bonds' (BABs) under the provisions of the American Recovery and Reinvestment 124 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, 2011, amounted to $20,085,000 and the Series B Certificates outstanding at June 30, 2011, amounted to $106,575,000. Boating and Waterways Loan The City also has 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,OOO.This loan is 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 is funded entirely by Tide and Submerged Lands Fund revenue sources. The City plans to pay 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 bywhicheverfund 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. 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 125 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, 2011, $7,200,000 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, 2011, the outstanding balance of this loan was $1,788,000. Debt service Estimates 2011 -12 2012 rearof Original Balance Balance Total Principal Final Issuance 0710112011 Additions Deletions 0 613 0/2 01 2 Payments Interest Paid to Data Payment Balboa Parking Lot Loan (608 E, Balboa) 11500,000 750,000 - (750,000) - 780,000 30,000 1,502000 2012 Balboa Marina Loan 3,457,930 737,854 - (]3],854) - ]71,05] 33,203 3,457,930 2016 Pre- Annexetlmn Agreement 18004000 7,200000 - (1,2001 6 01 1,200,000 - 12,000;000 2017 2010 Crvlc Center COP Senes A 20,085,000 20,085,000 - (2,690,000) 17,395,000 3,340,550 650,550 2,690,000 2041 2010 Civic Center COPS. is B' 106575,000 106,575,000 - - 106,575,000 ],243,41] ],243,41] - 2041 Section 108 Loan 2,400,000 1,788,000 (102,000) 1,686,000 201,653 99,653 714,000 2024 Total Debt Service 152,017,930 137,135,554 15,4]9,854) 131,856,000 13,5388]] 8058823 22161,930 'Expected SAB smaidy for FY 20011 -12 of $2,535,196 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 126 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. 127 Capital Improvement Progra 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 2011 -12 CIP consists of 56 projects representing more than $26 million in new appropriations and over $31 million in rebudgeted funds for a total CIP budget of $57,497,180. Major funding initiatives include harbor and bay dredging, traffic signal and signage improvements, water transmission main improvements and environmental restoration. Significant work continues this fiscal year on major facilities projects such as the Civic Center and Park, Marina Park and Sunset Ridge Park. Parks Miscellaneous; $1,270 Wastewater, $800 1 Facilities, $3,964 donors in thousands Projects are organized by primaryfunction 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, as shown in the chart above. 128 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 are presented to the City Council for consideration. Funding of capital projects is derived from multiple funding sources. Highlights of the adopted CIP budget for FY 2011 -12 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 exceed $3.9 million and include: • Civic Center construction and insurance ($3,214,300) • Lifeguard Headquarters replacement design ($400,000) • Master Facilities planning efforts ($300,000) • Balboa Yacht Basin improvements ($50,000) 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 $16.3 million and major highlights include: • Street and alley construction and rehabilitation, including Abalone and Crystal Avenue pavement rehabilitation, Bay Avenue pavement rehabilitation, Dover Drive and Peninsula Point pavement design, Harbor View Hills and Newport Heights pavement rehabilitation, Irvine Avenue realignment, Jamboree Road improvements, major arterial streets repair program, Newport Boulevard and 32nd Street modification and Peninsula Point alley replacement ($10,875,400) • Slurry seal projects ($2,220,000) • Drainage and tide structures ($1,652,000) • Streetlighting ($1,000,000) • Sidewalk and concrete improvements ($500,000) • Landscape improvements ($72,900) 129 Traffic Projects organized under Traffic include traffic signal system maintenance and improvements, neighborhood traffic management, pedestrian improvements and signage. Projects within this category exceed $2.4 million and major highlights include: • Traffic signal modernization ($1,619,300) • Traffic signal rehabilitation ($575,000) • Traffic striping, signage and assessment ($230,000) 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 $23.9 million and major highlights include: • Park improvements — Sunset Ridge Park, Marina Park and Bonita Canyon Sports Park ($18,688,600) • Harbor improvements — Balboa Marina public pier feasibility study, Balboa Yacht Basin mooring support services improvements, bulkhead repairs, sealing and groin rehabilitation, Eelgrass mapping and dredging of Linda Isle, Lower Harbor, Rhine Channel and Semeniuk Slough ($5,180,350) • Beach improvements — China Cove and Little Island beach management ($50,000) 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 approximate $5.2 million and major highlights include: • Buck Gully Canyon stabilization and flood control project ($1,759,600) • Big Canyon Wash Restoration ($1,575,000) • Newport Coast Protection Implementation Program ($1,775,000) • Irrigation - citywide central computer system ($90,000) 130 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 $4.4 million and major highlights include: • Water transmission and main improvements ($3,600,000) • Sewer main improvements ($700,000) • Wasterwater master planning ($100,000) 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 $1.2 million and highlights include: • Santa Ana Heights utility undergrounding ($1,175,600) • Underground Utility Credits ($94,130) 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 2011 -2012 is budgeted and appropriated. Subsequent phases of a project and 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 future success. Schedule Updated project information is available online. Real -time information on capital projects, such as schedules, budget and contacts, can be searched by location (map format) or by title (log format). Projects can be filtered by phase including planning, design, construction, completion. Information on projects being done within the City's limits by other public agencies is also included on the City's construction map. To access the Public Works construction map, go to www. newportbeachca.gov /publicworks. 131 APPENDICES TIDE AND SUBMERGED LAND FUND Information will be updated and included in the final Performance Plan 134 CAPITAL ASSET SCHEDULE as of June 30, 2010 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 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 $15,413,666 Corona del Mar 1958 $240,465 Mariners 1957 $6,961,878 Harbors, Beaches, and Recreation 15th Street Restrooms 1956 $532,415 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 $131,581 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 $245,489 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 135 CAPITAL ASSET SCHEDULE as of June 30, 2010 (cont.) Year of Description Acquisition Historical 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 Boise 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 $2,357,628 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 136 CAPITAL ASSET SCHEDULE as of June 30, 2010 (cont.) Year of Description Acquisition Historical 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 $3,500,000 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 137 CAPITAL ASSET SCHEDULE as of June 30, 2010 (cont.) Infrastructure Road 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 1995 $1,034,462 Rolling Equipment various $22,932,751 Other Equipment various $5,441,224 Infrastructure Road System various $1,808,065,619 Storm Drain System various $55,969,979 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 Water Reducers various $82,094 Water Meters various $1,469,828 Water Lines /Mains various $72,548,080 Fire Hydrants various $488,661 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 $291,888 Sewer System Sewer Lines /Mains various $34,167,889 Pump Stations various $8,457,500 TOTAL $2,388,686,908 " Leasehold improvements made by Lessee not valued 138 EQUIPMENT MAINTENANCE AND REPLACEMENT FUND Schedule of Rolling Equipment Replacement Public Safety Departments Police Department Motorcycles (2) $ 48,000 Sedans (6) $ 170,000 Truck (1) $ 36,000 Station Wagon, 4x4 (2) $ 66,000 Sub Total $ 320,000 Fire Department Pumper Ladder Truck Medic Unit Sub Total $ 555,000 $ 1,060,000 $ 178,000 $ 1,793,000 PUBLIC SAFETY TOTAL OTHER DEPARTMENTS TOTAL TOTAL ALL DEPARTMENTS Other Departments Municipal Opearations Department Beach Cleaner $ 75,000 Truck, 3/4 Ton Pickup $ 30,000 Truck, 1 1/2 Ton Dump $ 40,000 Sewer Hydrocleaner (CNG) $ 300,000 Truck, 1/4 Ton $ 22.000 Sub Total $ 467,000 Recreation and Senior Services Department Station Wagon /Crossover $ 30,000 Utility Trailer $ 3,500 Sub Total $ 33,500 139 $2,113,000 $500,500 ROLLING STOCK IN SERVICE Police Department Passenger Cars Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Trucks 2009 -10 2009 -10 2010 -11 2011 2011 -12 2012 Motorcycles Changes & Final Changes & Final Changes & Final General City Operations Adjustments Inventory Adjustments Inventory Adjustments Inventory Special Equipment 0 7 0 7 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 0 59 Trucks 0 19 0 19 0 19 Motorcycles 0 17 0 17 0 17 Trailers 0 1 0 1 0 1 Special Equipment 0 7 0 7 0 7 Total Police Department 0 103 0 103 0 103 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 -15 441 * Includes vehicles in both the Water and Wastewater Sections 140 THREE -YEAR COMPARISON OF FULL -TIME AND FTE POSITIONS 2009 -10 2010 -11 2011 -12 PUBLIC SAFETY Police Fire Total COMMUNITY DEVELOPMENT City Manager - Code Enforcement Public Works - Code Enforcement Planning Building Code Enforcement Total PUBLIC WORKS Public Works Municipal Operations - Utilities Electrical Municipal Operations - General Services Total COMMUNITY SERVICES Library Arts & Cultural Recreation Senior Services Recreation 8 Senior Services Admin Total GENERALFUND TIDELANDS FUND City Manager - Harbor Resources Public Works - Harbor Resources Admin Services - Parking Lots Recreation - Tidepools WATER ENTERPRISE FUND y14r11c71:Y140=414 X111. I,] EQUIPMENT FUND INFORMATION TECHNOLOGY FUND TOTALS 238.00 15.55 156.00 35.26 394.00 50.81 6.00 F/T FTE F/T FTE FIT FTE GENERAL CITY GOVERNMENT 0.00 0.00 59.00 1.81 City Council 0.00 0.07 0.00 0.07 0.00 0.07 City Clerk 3.00 0.00 3.00 0.00 4.00 0.00 City Manager 8.00 2.31 8.00 2.31 7.50 0.00 Human Resources 10.00 1.50 10.00 1.50 11.00 0.75 City Attorney 8.00 0.40 10.00 0.70 9.10 0.70 Administrative Services 52.00 4.97 53.00 4.97 36.40 3.75 Total 81.00 9.25 84.00 9.55 68.00 5.27 PUBLIC SAFETY Police Fire Total COMMUNITY DEVELOPMENT City Manager - Code Enforcement Public Works - Code Enforcement Planning Building Code Enforcement Total PUBLIC WORKS Public Works Municipal Operations - Utilities Electrical Municipal Operations - General Services Total COMMUNITY SERVICES Library Arts & Cultural Recreation Senior Services Recreation 8 Senior Services Admin Total GENERALFUND TIDELANDS FUND City Manager - Harbor Resources Public Works - Harbor Resources Admin Services - Parking Lots Recreation - Tidepools WATER ENTERPRISE FUND y14r11c71:Y140=414 X111. I,] EQUIPMENT FUND INFORMATION TECHNOLOGY FUND TOTALS 238.00 15.55 156.00 35.26 394.00 50.81 6.00 0.25 0.00 0.00 22.00 0.40 31.00 1.16 0.00 0.00 59.00 1.81 32.00 2.58 4.00 0.00 98.00 2.75 134.00 5.33 40.00 26.48 1.00 0.00 15.00 27.83 10.00 1.35 3.00 0.50 69.00 56.16 737.00 123.36 5.00 8.77 0.00 0.00 0.00 0.00 0.00 0.00 5.00 8.77 36.00 6.28 14.00 1.75 225.00 13.42 156.00 33.13 381.00 46.55 5.00 0.25 0.00 0.00 20.00 0.40 31.00 1.16 0.00 0.00 56.00 1.81 32.00 2.58 4.00 0.00 95.00 2.25 131.00 4.83 40.00 26.48 1.00 0.00 15.00 27.13 11.00 5.74 3.00 0.50 70.00 59.85 722.00 122.59 4.00 1.67 0.00 0.00 1.00 7.10 0.00 0.00 5.00 8.77 37.00 0.50 15.00 0.00 213.00 12.17 139.50 34.37 352.50 46.54 0.00 0.00 2.00 0.00 21.00 0.40 31.00 1.16 4.00 0.25 58.00 1.81 29.00 2.58 0.00 0.00 89.00 2.75 118.00 5.33 38.00 20.42 1.00 0.00 15.00 26.30 11.00 6.75 3.50 0.50 68.50 53.97 665.00 112.92 0.00 0.00 3.00 0.00 1.00 7.10 1.00 1.50 5.00 8.60 38.00 0.50 15.00 0.00 13.00 0.75 13.00 0.75 13.00 0.75 0.00 0.00 0.00 0.00 22.00 0.50 805.00 140.91 792.00 132.61 758.00 123.27 141 Historical Capital Projects Spending (doIIarsinthousands) 2005 -06 2006 -07 2007 -08 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Actual Actual Actual Estimated Protected General Fund Projects General Fund 6,505 5,369 9,776 5,910 7,127 6,015 4,567 Special Revenue CDBG 704 77 50 165 142 50 50 Gas Tax 2,231 1,065 1,362 1,866 471 4,020 3,800 Prop 1B - - - 1,355 945 308 - Tidelands 942 1,092 854 2,846 1,197 6,474 2,000 Contributions 1,837 6,720 2,499 1,016 1,649 5,707 2,712 Circulation & Transportation 1,616 869 907 587 684 5,862 2,942 Building Excise Tax 297 252 152 163 56 55 - Measure M 1,607 2,208 246 1,710 2,088 7,394 6,573 Bike & Trailways - - - - - - - AHRP Fund 72 1,219 361 310 - - - Cooperative Projects Environmental Liability - - 613 67 - - - Traffic Congestion Relief 255 736 - 334 639 815 - American Trader Oil Spill Remediation 802 101 - 10 - - - Misc SAH Projects 102 62 282 136 4,895 1,256 1,177 Air Quality Management District - - - - - 176 - Facilities I Parks Newport Coast Community Center 850 6,032 113 - - - - Mariners Library 4,219 311 86 - - - - Fire Station #7 575 6,569 425 28 - - - Civic Center 417 37 67 1,694 8,777 123,302 2,550 Marina Park - - 140 718 321 3,307 9,000 Sunset Ridge Park - - - 243 660 9,956 9,500 Police Facility - - - 2 - 20 - Lifeguard Headquarters - - - 30 - - 400 OASIS Senior Center - - 531 2,282 9,654 4,354 - Back Bay Science Center 450 5,895 742 217 5 16 - SAH Community Center 101 - - - - - - Strategic Planning - - - - - - 300 Special Assessment Projects Assessment Districts 504 1,327 1,660 6,708 4,221 6,804 - CIOSA Development 225 - - 268 1,485 450 - Bonita Canyon Development 22 93 - - 1,032 100 68 Enterprise Fund Projects Water 4,395 1,900 3,303 1,433 1,808 2,917 4,637 Sewer 1,213 1,510 486 423 490 3,951 902 Internal Service Fund Equipment Maintenance 348 102 - 66 58 66 - Annual Totals 30,286 43,565 24,654 30,607 48,403 193,396 51,177 142 Glossary H -tio 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. 143 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. 144 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. Budgetary Basis - This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual. Budget Calendar- The schedule of key dates that a government follows in the preparation and adoption of the budget. Budgetary Control - The control or management of a government in accordance with the approved budget for the purpose of keeping expenditures within the limitations of available appropriations and resources. 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. Certificate of Participation —A debt issue similar to issuing bonds, but less restrictive. 145 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. 146 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. 147 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. 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.