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Resource Allocation Plan 1996
r-I u • b e a c h • • • • • • • • • 1995 -96 resource allocation plan PMWO PO:qN The City of Newport Beach was incorporated September 1, 1906 The present City Seal was adopted June 22, 1957 LJ • CITY OF NEWPORT BEACH BUDGET FOR FISCAL YEAR 1995 -96 User's Guide The budget document is intended to provide to the public concise and readable information about the City of Newport Beach's proposed operating and capital budgets, as well as anticipated funding sources, for the fiscal year beginning July 1, 1995. The document is divided into the following five major sections: (The Table of Contents lists every subject covered in the budget document and its page number.) • Introductory Section - includes the Table of Contents, City Organization Chart, List of City Officials, and the City Manager's Letter of Transmittal. Summary Section - includes a table of Miscellaneous Statistics for the City, Revenues by Source, Expenditures by Function, Estimated Fund Balances and Schedule of Fund Transfers. Operating Budgets - includes proposed operating budgets by department. Capital Improvement Program - includes proposed capital improvement budgets by funding source. • Appendix - includes a summary of the Tide and Submerged Land Fund, Land, Structures and Improvements for the City, a summary of Automotive/Rolling Stock, and a Five Year Comparison of Regular Permanent Employees and a listing of Debt Service obligations for the City. For the most part, the General Fund is the portion of the City's operating budget that funds the majority of City services. This fund is used to account for fiscal resources which are dedicated to the general government operations of the City, and which are not required to be accounted for in another fund. Examples of the services funded by the General Fund include Police, Fire and Marine Safety; Rubbish Collection; Community Services such as the public library and recreation programs; much of the City's expenditures on street maintenance; Planning and Building, and Engineering services; as well as the general administration of the City. In addition, many Capital Improvements are funded by the General Fund. This year, we are proposing $5.7 million in General Fund capital improvements, for such projects as street maintenance and repair, Harbor and Tidelands projects, Drainage projects, and other miscellaneous projects. The General Fund and its activities are primarily supported by property, sales, and transient occupancy taxes. In addition, the other revenue sources supporting General Fund activities include Licenses, Fees and Permits; Intergovernmental Revenues; Charges for Services; Fines, Forfeitures and Penalties; Revenue from the Use of Money and Property; Contributions; and Other Miscellaneous Revenue. By far, the City's largest revenue source is property taxes, generating over $19.0 million a year. However, in the past three years the State has shifted over $3.3 million in property taxes from the City to other activities - primarily funding for local schools. This is a permanent shift of funding and the City must learn to live without these taxes in the future. In addition to the City's General Fund, there are numerous other funds which help finance City expenditures, particularly capital improvements. The City's Special Revenue Funds are used to account for the proceeds of special revenue sources which are legally r, h restricted to expenditures for specific purposes. The best example of a special revenue fund is the City's Gas Tax Funds, which are funded by the State Gasoline Tax, and which can only be expended for street repair, construction, and maintenance. The City has many other special revenue funds which are all included in the Proposed Budget. The City employs Internal Service Funds to account for vehicle maintenance and replacement, as well as all general liability, workers' compensation, and other insurance payments. These internal service funds are funded by charging each of the operating 0 departments a rate computed to support these activities. Finally, the Proposed Budget includes Enterprise Funds which are used to account for 0 City operations that are financed and operated in a manner similar to private business • enterprises. The objective of segregating activities of this type is to identify the costs of providing the services, and to finance them through user charges. The two main City . enterprise funds are the City's Water Fund and the Wastewater Fund. Both of these funds are financed by user charges to the customers (residents of Newport Beach). The City Manager is required, by both the City Charter and City Council Policy, to submit a proposed budget for the new fiscal year to the City Council. Subsequent to that submittal the City Council, in budget study sessions, reviews the proposed budget. Each • budget study sessions is open to any member of the public who is interested. After the review of the proposed budget, the City Council holds a public hearing, usually the • second Monday of June in the City Council Chambers, to take public input regarding the proposed spending plan for the upcoming fiscal year. In conjunction with this public . hearing, the City Council adopts the City's Appropriation Limit for the new fiscal year as required by the State Constitution. After receiving the public's input, the City's Annual • Budget is normally adopted at the City Council meeting held the fourth Monday of June. In addition to the Annual Budget, the City's audited financial statements for the prior fiscal years are available in the Administrative Services Department, City Clerk • Department, and each of the City's library branches. z RD E* J m I E* �.j • • • CITY OF NEWPORT BEACH • Resource Allocation Plan 1995 -96 • TABLE OF CONTENTS INTRODUCTION • Tableof Contents ...................................................... ............................... i • List of City Officials ..................................................... .............................ii City Manager's Transmittal Letter .................................. ............................... in • Organization Chart 1993 -94 ....................................... ............................... viii Organization Chart 1995 -96 ......................................... ............................... ix • SUMMARIES • Miscellaneous Statistical Information ................................ ............................... l • Historical & Projected Revenues by Category ...................... ..............................2 Historical & Proposed Operating Expenditures by Function ...... ..............................5 • Operating Expenditures by Department & Type ..................... ..............................6 Historical & Proposed Capital Improvement Expenditures ........ ..............................7 • Summary of Estimated 1994 -95 Year -End Fund Balances ........ ..............................8 Summary of Estimated 1995 -96 Year -End Fund Balances ..... ............................... 12 • Projected Fund Transfers, All Funds .............................. ............................... 16 • DEPARTMENT OPERATIONS • City Council / City Manager ........................................ ............................... 20 • CityClerk ............................................................. ............................... 22 City Attorney ......................................................... ............................... 24 • Administrative Services ............................................. ............................... 26 Police .................................................................. ............................... 30 • Fire& Marine ........................................................ ............................... 34 Planning & Building ................................................. ............................... 38 • General Services ..................................................... ............................... 42 Community Services ................................................ ............................... 46 • Public Works ......................................................... ............................... 50 • CAPITAL IMPROVEMENTS • Capital Improvements ............................................... ............................... 56 • APPENDICES • Tide & Submerged Land Fund ..................................... ............................... 62 Internal Service Fund Program ..................................... ............................... 63 • Fixed Asset Schedule ................................................ ............................... 65 Major Equipment Schedule ......................................... ............................... 69 • Six Year Comparison of Regular Permanent Employees ....... ............................... 71 DebtService.. . ... .............................. ................................................... 72 r. M� L� ii • • lJ NEWPORT BEACH CITY OFFICIALS • City Council • • John W. Hedges Mayor • t • • Norma J. Glover Jan Debay Thomas C. Edwards • Council M ember Mayor Pro Tem Council Member � �€ =a;� �• • n Y'. Jean Watt Dennis D. O'Neil John C. Cox, Jr. Council Member Council Member Council Member • • Principal Administrative Officers • • • pz�l • Kevin J. Murphy City Manager Wanda Raggio Robert H. Burnham . • City Clerk City Attorney • Kenneth J. Delino ................ ............................... Assistant City Manager for Planning & Building Dennis C. Danner .................................. ............................... Administrative Services Director Bob McDonell .............................................................. ............................... Police Chief • Tim Riley ........................................................ ............................... Fire & Marine Director . David E. Niederhaus ................ ............................... .......................: General Services Director • LaDonna Kienitz ................... ............................... ......................Community Services Director Don Webb ....................................................... ............................... Public Works Director • lJ • • • • • L J CITY OF NEWPORT BEACH P.O. BOX 1768, NEWPORT BEACH, CA 92658 -8915 • HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL: • The Final 1995 -96 Budget, as approved by the City Council, is hereby promulgated. As part of the City's Budget, it is customary for the City Manager to submit a Budget Message describing • the major financial trends and issues contained within the document. This year the process of preparing this document has been extremely difficult. It would require many pages to fully • describe all of the issues, but I will attempt to identify the major ones in this Message. • A major change in the 1995 -96 Budget is the new format and presentation that is embodied in . the document you have before you. In years past the City's Preliminary Budget was nearly 500 pages in length with excruciatingly detailed and often repetitive descriptions of every line item • within each Department's operations. In discussions earlier this year with the City Council, a goal was established to create a new Budget document that would be more "user friendly" to the • reader and give a better overall understanding of the financial trends, service delivery issues and individual Department operations. To that end, we have prepared the 1995 -96 Budget in three • Volumes. Volume I incorporates the summaries of the various funds, revenues, expenditures, as well as the goals and major issues within each of the City's Departmental operations. In • discussions with the Mayor and the City Council Finance Committee, it is my understanding that Volume I will be the primary source of financial information used by the City Council in • the policy decision making process. • Volume II provides the line item detail for the reader interested in going through each of the • operations with an eye to detail. These are the detailed pages which were used by the City Departments in preparing their financial work plan for the year, and they were reviewed over • many hours in my office. The appearance of Volume II and the detailed information is slightly different than past budgets, since the City is now making full use of its Pentamation software • system in the Finance Department. However, the same line items are in use within each of the Departments, as is the personnel detail which is provided for the reader. • Volume III contains the Capital Improvement Program for the City for the forthcoming year. It • is similar in style and presentation to the Capital Projects Section of past budgets, but it will contain a little more information. For each of the projects, there will be a brief description of the • improvement and the amount which is proposed for expenditure. Finally, another key element of the modified budget presentation is the incorporation of the • reorganization which was approved by the City Council earlier this year. The Fire and Marine, Public Works and Utilities, and Finance and Personnel Departments have each been blended together in presentation to reflect the new organization that will move forward in the new fiscal year. The significance of the changes in the organizational structure over the three year period from 1993 -94 to 1995 -96 can be seen graphically by comparing the two tables immediately following this transmittal letter. • • 3300 Newport Boulevard, Newport Beach • ry • • • THE CHALLENGE OF BALANCING THE 1995 -96 BUDGET • Each year in January, the City staff prepares a forecast on the close of the current fiscal year and anticipated revenues and expenditures for the next fiscal year. The results of this year's • forecasts were presented previously to the City Council, members of the media, and City employees. In summary, staff projected a $4 million shortfall between the estimated revenues • and anticipated expenditures for fiscal year 1995 -96 in the City's General Fund. • The key assumptions used in preparing this forecast included no growth in the City's largest revenue source, property tax. In addition, we projected a modest two percent growth in the • City's second and third largest revenue sources, sales tax and transient occupancy tax. There were no salary increases for fiscal year 1995 -96 factored into the projections. Finally, staff • projected a transfer of $500,000 to General Fund fund balance to begin rebuilding reserves that have eroded over the past four fiscal years. (At the. time these assumptions were made, we did • not yet know the magnitude of the tipping fee increase. The increase which was built into the budget calculations was only a fraction of the increase that was later approved. The additional • complication caused by this development is discussed below). • As important as the projections are for 1995 -96, they are not very meaningful without being placed in proper context. For the past four consecutive years, the City's expenditures have • repeatedly exceeded revenues in initial budget preparations. The reasons for this include: • • The permanent "redirecting" of over $3 million of City property tax by the State • and the drop in property tax revenues due to the reduction in values and decline in sales. • • The loss of other State subventions beginning in 1989 -90 which in the aggregate • total over $1 million per year. • • The significant one -time drop in sales tax revenues in fiscal year 1991 -92 of $2 • million, and anemic growth in years since 1991 -92. Sales tax receipts of $11.3 million in 1995 -96 equal the City's receipts in 1987 -88. If these revenues had • grown in line with the Consumer Price Index since 1987 -88 the City would be receiving $14 million annually, not $11.3 million. • • • A significant drop in interest earnings due to the reduction in interest rates in the last four years, compounded by the reduction in City reserves due to litigation • settlements and expenses. • • An increase in funds set aside for liability, workers' compensation, employee • accumulated leave benefits, and future vehicle replacements. It is essential for us to more accurately reflect the true costs of these obligations. • • The additional debt service and operating costs associated with the new Central • Library, which approach $1 million annually. • The City Council and staff have dealt with these challenges, by cutting expenses as well as increasing revenues. Revenue changes have been implemented in business license tax, transient • occupancy tax, parking meter rates, citation bail schedules, marine charter permits, and various fee adjustments. • • • • Substantial cutbacks have been made on the expenditure side of the ledger. Inasmuch as our • services are provided through people, the major cost center is in our salaries and benefits. In the last five fiscal years, the City has reduced the full -time employee count by 83, which equates • to 11% of the workforce. These actions have included the reductions at all levels of the organization, from department head to entry level employees. They have been accomplished • through layoff, attrition, early retirement and privatization. • While necessary workforce reductions were imposed, we have also attempted to keep our • employee salaries in a competitive position in the labor market. This has required the City to increase salary and benefit costs to our largest and most publicly visible employees: the Police, • Fire and Marine Department employees. In 1993 -94 Newport Beach's top step Police Officer ranked 21st out of 22 law enforcement agencies in Orange County, and our fire fighters ranked 11th among 16 comparable organizations with regard to pay, retirement and health benefits • combined. During 1994 -95, a salary increase was granted to our public safety employees, and our police officers and fire fighters now rank 5th and 7th, respectively, when compared to other • agencies in Orange County. • While this has kept our public safety employee salaries and benefits competitive, it has had the effect of raising our labor costs substantially in the public safety area. Other City labor groups • and key and management employees received an adjustment in only one of the last three years, • and there are no increases factored into the projections for 1995 -96. THE PLAN TO DEAL WITH THE $4 MILLION PROBLEM • In January the City staff formulated a plan to address the $4 million imbalance between • operating revenues and expenditures. First, the staff would reduce expenditures by $2.2 million. The focus would be on support and overhead departments before any reductions to • front -line departments. Second, the City staff would propose a few key revenue adjustments totaling $500,000. Finally, the City would freeze $1.3 million in 1994 -95 capital projects and • rebudget them in 1995 -96. The budget which is transmitted with this Budget Message is in • accordance with this strategy. The reductions which are incorporated in the budget document will have consequences to this • organization in the long term. An additional 25 full -time positions are proposed for elimination through layoff, attrition, or early retirement. This now equates to a 14% reduction in the City's • full time workforce over six fiscal years. The City's negotiating team is continuing to meet and confer with our employee groups on the impacts of these reductions. Until this process is • complete and the success of our early retirement program is known, we will not have a complete picture of the numbers of forced layoffs, reassignments, and reclassifications. This year the • City Council has also authorized the use of a voluntary layoff program to buffer the impact of the reduction, and this will be offered in the next few days to Departments with proposed • position eliminations. • There are no proposed reductions to full -time Police or Fire Safety personnel. There is a proposed elimination of a vacant Marine Safety Officer's position and filling the needed • lifeguarding duties with additional part -time staff. There are eighteen positions proposed for elimination in General Services, three through the complete privatization of the Tree • Maintenance Division, and four from the recent privatization of parkway and median maintenance. The other reductions in General Services will have the effect of reducing the • maintenance of streets, parks, buildings, beaches, street signs, and vehicles. In the Community Services Department, there are three full -time positions being eliminated, two at the Library and • one senior management position in Recreation. (Two positions in Building Maintenance are being transferred to General Services.) The reductions in the Library are being imposed despite • the new demands of the Central Library and increasing circulation and patronage. • • v vi • • • Two senior management positions are proposed for elimination through early retirement in the Planning Department, while one of three full -time positions are being eliminated in the City • Clerk's Office and one of five in the Personnel Department. Any further reductions in support departments (City Clerk, City Attorney, Personnel, City Manager, and Administrative Services) • will adversely effect the basic mission of the organization and the support needed by the front- line service departments (Police, Fire, Marine, Public Works, General Services, and Community Services). • 1995 -96 AND BEYOND • In developing the forecasts for 1995 -96 the City staff also projected revenues and expenditures for 1996 -97. These forecasts revealed that under three different scenarios the City would still • face a shortfall in 1996 -97 of between $500,000 and $2.1 million, depending on what level of growth is forecast for revenues and expenditures. This is in addition to addressing the $1.3 • million of frozen capital projects which were carried forward and rebudgeted in 1995 -96. Therefore, during the next several months the staff will he examining further avenues of • permanently balancing revenues and expenditures with a discrepancy of $1.8 to $3.4 million. • This task has been made even more difficult with the action by the Board of Supervisors to increase the Gate Fee at the local landfills. In preparing the forecasts for 1995 -96 the City staff • anticipated a $5 dollar per ton rate increase for the Gate Fee from $22.75 per ton to $27.75 per ton. However, the County has approved an increase in the Gate Fee from its current level to $35 per ton. With our current contractual arrangement, this increase will have the effect of costing the City an additional $532,000 per year. Because of the late nature of the County's • action these costs are not incorporated into this document. Prior to the City Council's adoption of the 1995 -96 budget the City staff will propose a strategy to deal with this additional cost. • As the City examines further avenues to permanently balance revenues and expenditures in • future years, the cost of major program areas will, by necessity, be on the table. These will include services which are the highest priority to residents and businesses, and those which are • the most visible. We have long ago exhausted the "easy" reductions. • This examination must include a careful look at the City's Refuse program, the costs of which are to be absorbed by the General Fund by virtue of a voter approved Initiative Ordinance in the • 1950's. The City's net cost of the Refuse collection and disposal program before the tipping fee increase is approximately $3.3 million per year, and these costs will grow much higher in future • years. With the permanent reduction by the State over the last three years of City property tax revenues, it is difficult to provide "free" refuse service to residents. We are the only City in • Orange County to do so, and the prospect of cutting other services, more severely, including public safety services, in order to continue to use property taxes to pay for refuse collection is • an imminent reality. • CONCLUSION • The situation now facing the City is complex and challenging. During difficult economic times, our residents rightfully expect us to make budget cuts wisely. Among other things, they expect • us to cut anything perceived as `overhead" first, then actual services which are of low priority, and, only as a last resort, higher priority areas, including public safety services. They also • expect us to maintain the infrastructure, and to increase revenues, when we must, in ways that are fair and equitable. • I believe that our record over the past four years of dealing with this fiscal crisis shows that we • have been mindful of these expectations. At this time, however, I must report to the City Council that I believe our overhead has been cut to the limit. There are certain support and • • • • • • administrative functions which have to be performed in a 650 employee, $90 million public corporation. Financial management and reporting, legal services, risk management, and • personnel administration are examples. We simply have no option but to take care of these functions or lose further dollars due to lack of quality control and oversight. Although it is • appropriate to cut administrative spending first, there is a proper level at which to staff the organization in this area. • In addition, services provided by General Services, Community Services, and Community • Development have been hit hard. Further reductions will result in decreased service delivery that will be very noticeable to our residents, and they will be very unpopular to residents • accustomed to high service levels. Although we will continue to look at privatization as one answer to our fiscal dilemma, we will need to examine all major cost centers, including those • not readily convertible to private sector provision. This will have to include the joint provision of services with other city or regional agencies. It will also include a complete examination of • our salary and benefits structure, inasmuch as we have eight labor agreements expiring either June 30th (1) or December 31st (7). • In short, if we end up having to close another $2 million to $3 million gap next year, which is • very likely, I see no way to do so without affecting public service levels to a greater degree than we have in the past. The magnitude and form of the impact will depend on additional revenue • sources we are able to generate; overall economic improvement (if any); and the outcome of other structural, privatization, and compensation issues under review now and in the near • future. • I look forward to our discussions on these matters, and the contents of this document, during the fiscal year. • Sincerely, • • Kev' J. Murphe� • City Manager • • • • • • • • • • • • vii I— CBUILDING CODE BOARD OF APPEALS LIBRARY BOARD I I r - - -- I I L ©VIL SERVICE BOARD II I II I II I II I PERSONNEL II bea®cAemmun. don I I II II II LIBRARY I Admtoiabvdm IIiMry senkv I I I BUILDING �b MARINE oaa.�uPa�e� naa.,w Bdbof Y 8aaio Ad ®B bm rim 1993 -94 MAYOR COLJNCm CP1Y CLERK T CITYATTORNEY I CP[Y MANAGER 1 DEPUTY 1 UTILITIES W,. Watvnm wa�al Td mmmwi .. G. e OA & ca GENERAL SERVICES Ad B+�s wad a Py.d� T� RRWueeih y fa PUBLIC WORKS v nd5< FIRE Pmaliw 6m�mCPMe�d RVVico H�ardam �1aRaab C - - -I COUNCIL APPOINTED BOARDS & COMNRSSIONS D COUNCIL APPOINTED P.B.t?cR COMMISSION ARTS COMhIISSION JJJJ � I PLANNING COMMI5510� -T -- I { I I I I I PLANNING cv P1 w3 P,.*b Advance Pla.mB I Cods 9ofo.a®m1 I I ( I PARKS, BEACIiES & RECREATION _ J Pub 8 Tttv Gu Pa Seoio.a Pmgwe FINANCE POLICE wnW Thfal Dao wd..S/AWmd C.. W DEPARTAIENTS • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • �— CIVR SERVICE BOARD BUEDING CODE BOARD OF APPEALS H PLANMNG COQ ION I I LLL II 11 11 POLL T 11 II � I & 1 L- I � I I I 1 PUBLIC I ' I I I I L---- - - - - -- 0 1995 -96 ELECTORATE .. ;,. «� M 4 y' M Mill' 4. 4i — ASSISTANT CE servi�o rwd ITdntivc A®al Cmud BUILDING WORKS Oil & Gs P.BAR CON P SS[ON { --r• -� ARTS COMMISSION J-4 1 II LIBRARY BOARD II II II II II FIRE & MARINE I I F6aNwuNV�olSwi® p��p Mmv4 COMMUNITY SERVICES 1 JInn a aiee GENERAL SERVICES P.dumdT. _ J �a T�icSal/adio� ADMINISTRATIVE SERVICES w labQ T 4r I - - -I COUNCIL. APPOINTED BOARDS & COMMISSIONS COUNCIL. APPOINTED 1.7:19,1t11u'l:IJ � 7R z w 7t. ti MISCSTATALS 5:18 PM 05/22/95 COUNCIL - MANAGER FORM OF GOVERNMENT NEWPORT HARBOR Boats 9,000 RESIDENTIAL POPULATION (January 1, 1994) Residential 1,230 Permanent 69,500 Commercial Slips and Side Ties 2,119 Summer 100,000 Bay Moorings 1,221 TOURIST POPULATION 20,000 to 100,000 per day CITY WATER SERVICE CONNECTIONS 24,413 AREA (January 1, 1987) Square Miles NUMBER OF FIRE STATIONS 6 Land 13.87 NUMBER OF CITY LIBRARIES 4 Bay 1.90 Ocean 20.00 NUMBER OF PARKWAY TREES 23,325 TOTAL SQUARE MILES 35.77 RECREATIONAL ACREAGE Acres Acres Ocean Water 12,864 Land 8,876.80 Harbor Waters 1,216 Bay 1,216.00 Parks 154 Ocean 12,864.00 Beaches 224 TOTAL ACRES 22,956.80 TOTAL 14,458 WATER FRONTAGE Miles STREETS AND ALLEYS Streets Alleys Ocean 6.10 Improved 187 Miles 26 Miles Harbor 25.40 Unimproved 8 Miles 2 Miles TOTAL WATER FRONTAGE 31.50 State Highway 11 Miles 0 Miles 206 Miles 28 Miles ASSESSED VALUATION Total $11,571,090,370 DWELLING UNITS January 1, 1993 35,017 TOTAL REVENUE $111,857,227 Occupancy factor per dweling unit 2 OPERATING EXPENDITURES $78,280,915 POPULATION DENSITY Per Square Mile 5,560.56 CAPITAL IMPROVEMENTS $43,814,032 Per Acre 8.45 CERTIFICATES OF PARTICIPATION $0 EMPLOYEES Regular Full Time 659 Total (Including Part Time) 704 1 BUDREVP.XLS 9:05 AM 10/31/95 GENERALFUND PROPERTY TAXES TAXES OTHER THAN PROPERTY LICENSES AND PERMITS INTERGOVERNMENTAL CHARGES FOR CURRENT SERVICES FINES, FORFEITURES & PENALTIES USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL GENERAL FUND ASSET FORFEITURE FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY TOTAL FORFEITURE FUND SCHOLARSHIP FUND USE OF MONEY AND PROPERTY TOTAL SCHOLARSHIP FUND CDBG FUND INTERGOVERNMENTAL TOTAL CDBG FUND STATE GAS TAX FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY TOTAL GAS TAX FUND AHFP FUND INTERGOVERNMENTAL TOTAL AHFP FUND TIDELANDS FUND 22,883,196 21,496,353 20,597,983 19,047,473 19,800,000 3.95% 17,462,370 16,975,423 19,211,155 20,672,356 20,680,130 0.04% 983,456 975,731 986,154 1,112,873 1,404,202 26.18% 3,080,493 4,396,735 3,980,890 7,113,786 3,773,393 - 46.96% 4,605,519 4,587,151 4,970,181 4,883,729 6,131,293 25.55% 2,508,119 2,246,113 2,527,815 3,067,817 2,790,000 - 9.06% 5,849,761 5,676,612 4,750,948 4,936,317 5,664,775 14.76% 447,188 552,157 2,605,612 512,215 428,500 - 16.34% 57.820 102 56,906,274 59,6307-39 61 346 567 --60,67229a .__ -1.10% 632,000 336,757 178,379 88,713 134,360 51.45% 0 0 25,294 29,000 29,000 0.00% .– 632.000 336 757- - 203673 117.713 163.360 38.78% 975 714 677 0 1,000.._ 100.00 %e 975 714 ------- 677 0 100.00 %. 409,149 639,133 -__ 451,395 461,973 _ 534,000 15.59% 409149 639.133 451.395 461.973 534.000 15.59% 1,141,729 1,127,006 1,226,069 1,224,654 1,214,450 -0.83% 152,115 137,417 175,761 269,811 120,000 - 55.52% 1.293.844 1.264.424 1.401.830 1.494.465 1.334.450 - 10.71% 464,636 157,550 0 0 0 0.00% 464.636 157,550 ..._._. 0 -. 0 0 0.00 %° LICENSES, PERMITS AND FEES 893,031 823,602 964,634 980,459 1,115,338 13.76% INTERGOVERNMENTAL 97,810 103,321 110,421 86,217 75,000 - 13.01% CHARGES FOR SERVICES 148,602 116,047 114,047 224,883 232,000 3.16% USE OF MONEY AND PROPERTY 3,650,047 3,788,248 3,672,219 4,077,521 4,312,900 5.77% OTHER REVENUE 133 2,810 27,831 50 1,000 1900.00% TOTAL TIDELANDS FUND 4.789 623 ... 4,834,028 _ 4.889.151 _ 5.369.129 5.736.238 6.84% CONTRIBUTIONS FUND INTERGOVERNMENTAL 0 149,516 454,978 79,349 1,584,198 1896.50% OTHER REVENUE 2,422,332 5,064 31,910 0 3,375,800 100.00% TOTAL CONTRIBUTIONS FUND ..-.2,422,332, .. -- 154.580 486.888 79.349 4.959.998 6150.88% CIRCULATION AND TRANS FUND USE OF MONEY AND PROPERTY 227,014 169,472 187,281 288,394 205,000 - 28.92% OTHER REVENUE 85,943 122,013 298,378 211,337 .4,124,200 1851.46% TOTAL CIRCULATION FUND _.- 312,957 291.485 485.659 499.731 4.329.200 766 31 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • BUDREVP.XLS 9:05 AM 10131/95 • • • • BUILDING EXCISE TAX FUND LICENSES, PERMITS AND FEES 112,936 92,177 95,587 104,854 329,347 214.10% USE OF MONEY AND PROPERTY 35,899 21,073 22,317 1,868 8,000 328.34% TOTAL BET FUND 148,835 113,250 117 904_ - 106.722 337.347 216.10% MEASURE "M" FUND INTERGOVERNMENTAL 0 580,406 2,330,565 1,385,252 9,650,000 596.62% USE OF MONEY AND PROPERTY D 43,228 34,500 28,406 40,000 40.82% . OTHER REVENUE D 0 2,634 0 0 ,. 0.00% TOTAL MEASURE "M" FUND 0 623.634 2,367.699 1 413,858_ _ 9.690.000 _585.46% • ...... AIR QUALITY MGMT FUND INTERGOVERNMENTAL 0 D 75,278 56,105 75,000 33.68% USE OF MONEY AND PROPERTY 0 0 5,906 8,017 5,000 - 37.63 %q . TOTAL AOMD FUND 0 0 81_,184 64.122_ _- 80.000 _24.76% .. WATER ENTERPRISE FUND 14,422,000 5.86% CHARGES FOR SERVICES 10,226,700 10,738,051 12,321,108 13,624,285 USE OF MONEY AND PROPERTY 992,689 740,593 741,399 1,092,959 204,800 - 81.26% . OTHER REVENUE 44,698 81,887 21,232- 52,018 13,000 _75:01% TOTAL WATER FUND 11.264.087 11.566.531_ 13.083 73.9 14 769.262 14 639800 _ - 0.88°L? MARINAPARK ENTERPRISE FUND USE OF MONEY AND PROPERTY 0 D 0 0 0 0.00% OTHER REVENUE 0 0 0 0 0 0.00% TOTAL MARINAPARK FUND 0..- 0 0 0 0 0.00% PARKING FACILITY FUND • USE OF MONEY AND PROPERTY 87,848 105,052 69,810 99,562 _ _ 75,000 - 24.67% TOTAL PARKING FUND 87.848 .__- ._.1,05 052 69,810 99 562. 75,000 ._ -- .- 2.4.67% SEWER ENTERPRISE FUND CHARGES FOR SERVICES 1,732,366 1,809,888 1,791,377 1,928,025 1,696,200 - 12.02% USE OF MONEY AND PROPERTY 0 62,249 99,709 55,205 100,000 81.14% OTHER REVENUE 29,464 28,105 131,369 23,112 35,000 51.44% . TOTAL SEWER FUND 1.761.830 900,242 2.022.455 2 006 342. 1.831.200 - 8.73% • INSURANCE RESERVE FUND WORKERS' COMP PREMIUM 0 0 1,106,661 1,154,694 1,207,294 4.56% GENERAL LIABILITY PREMIUM 0 0 1,500,498 1,502,952 1,529,675 1.78% COMPENSATED ABSENSE PREMIUM 0 0 0 0 930,827 100.00% DISABILITY INSURANCE PREMIUM 0 0 0 0 0 0.00% . OTHER REVENUE 0 0 .,. 44,439 ._. _137,029 _ 0 - 100.00% TOTAL INSURANCE FUND 0 0.. 2 651 598. 2.794 675 _. .3.667.796 _- _.31.24°0 EQUIPMENT MAINTENANCE FUND EQUIPMENT MAINTENENACE 0 0 1,705,259 1,642,222 1,656,192 0.85% • EQUIPMENT REPLACEMENT 0 0 1,486,680 1,572,849_ 1,964,354. 24.89% TOTAL EQUIPMENT FUND 0 ._ ..... ... 0 3 19191- 939 3.215.071 3.620 5A -6 12.61 � 3 BUDREVP.XLS 9:05 AM 10/31195 ACKERMAN TRUST FUND DONATIONS AND CONTRIBUTIONS TOTAL ACKERMAN TRUST FUND TOTAL ALL FUNDS 1e 0 0 185,00b 259,896 185,000 - 28.82% 0 0 185.000 185 000 - 28.820/ _259,896 ,91,321,337 94.098 239 111.857.228 18.87% :81:4 218 76 887 654_ 1995 -96 Revenues by Source I 16% Imo! ■ Property Taxes ■ Saks and Other Taxes 13 Emwprise Fwd Revenues In Use of Moan & Property Fines, Forfeitures, and Penalties ■ Charges for Services ■ Intergovernmental Transfers 13 Licenses. Fees, & Permits ■ Other rd • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • . OP_EKAFA 5:24PM 11/15195 • • • • GENERAL CITY OPERATIONS 0.21% General Government 0100 City Council 0200 City Clerk 0310 City Manager 0500 City Attorney 0600 Administrative Services 0.90% Total General Government $157,348 0.21% $150,535 0.19% $151,023 0.19% $231,219 0.30% $258,965 0.33% $231,135 0.30% $688,153 0.90% $829,589 1.05% $486,324 0.62% $435,056 0.57% $439,659 0.56% $472,043 0.60% $3,943,544 5.14% $4,052,228 5.14 %. $3,860,963 4.93% $5,455,320 7.11% $5,730,976 7.27% $5,201,486 6.64% E PUBLIC SAFETY 1800 Police Department $18,935,641 24.69% $19,578,482 24.84% $20,728,778 26.48% 2300 Fire and Marine $13,749,884 17.93% $14,179,607 17.99% $14,312,659 18.28% • Total Public Safety $32,685,525 42.62% $33, 758.089 42.63% $35,041,437 44.76% • COMMUNITY DEVELOPMENT 2700 Planning $1,426,824 1.86% $1,430,015 1.81% $1,255,465 1.600% • 2900 Building $1,409,417 1.84% $1,418,090 1.80% $1,403,012 1.79% Total Community Development $2,836,241 3.70% $2,848,104 3.61% $2,658,477 3.40% • PUBLIC WORKS • 3000 Public Works $3,993,632 5.21% $3,801,182 4.82% $3,918,903 5.01 %, 3100 General Services $10,982,446 14.32% $10,494,934 13.32% $10,795,705 13.79% . Total Public Works $14,976,078 19.53% $14,296,116 18.14% $14,714,608 18.80% COMMUNITY SERVICES 4000 Community Services $5,953,680 7.76% $5,792,590 7.35% $6,104,939 7.80% Total Community Services $5,953,680 7.76% $5,792,590 7.35% $6,104,939 7.80% • TOTAL CITY OPERATIONS $61,906,844 80.72% $62,425,875 79.20% $63,720,949 81.40% • ENTERPRISE OPERATIONS . 5000 Public Works - Water Fund $10,846,472 14.14% $11,295,274 14.33% $13,423,758 17.15% 5100 Marinapark $85,742 0.11% $0 0.00% $0 0.00% • 5300 Public Works - Sewer Fund $1,108,406 1.45% $1,175,493 1.49% $1,197,731 1.53% • TOTAL ENTERPRISE OPERATIONS $12,040,620 15.70% $12,470,767 15.82% $14,621,489 18.68% INTERNAL SERVICE FUNDS Workers Compensation $1,768,943 2.31% $1,846,934 2.340/. $1,207,294 1.54% General Liability $2,649,887 3.46% $3,098,429 3.93% $1,529,675 1.95°A Compensated Absence $1,360,194 1.77% $1,640,960 2.08% $930,827 1.19% Equipment Maintenance $2,097,207 2.73% $1,967,295 2.50% $1,662,707 2.12% Equipment Replacement $654,153 0.85% $1,247,640 1.58% $1,794,500 2.29% Adjust for Transfers ($5,785,245) -7.54% ($5,879,624) -7.46% ($7,186,526) -9.18% • TOTAL INTERNAL SERVICE FUNDS $2,745,139 3.58% $3,921,634 4.98% ($61,523) -0.08% • TOTAL ALL CITY OPERATIONS $76,692,603 100.00% $78,618,276 100.00% $78,280,915 100.00% E OPEXFUNP.XLS 1:48PM 11/6/95 City Council City Clerk City Manager City Attorney Administrative Services Police Fire and Marine Building Planning General Services Public Works Community Services Insurance Reserve Equipment Maim & Replacement Adjust for Transfers Taal Operating Budget $104,125 0.21% $46,898 0.18% $0 0.00% $151,023 0.19% $203,291 0.41% $27,844 0.11% $0 0.00% $231,135 0.30% $370,585 0.75% $115,739 0.44% $0 0.00% $486,324 0.62% $433,158 0.87% $38,885 0.15% $0 0.00% $472,043 0.60% $2,922,905 5.89% $818,910 3.12% $119,148 4.99% $3,860,963 4.93% $16,953,362 34.17% $3,203,922 12.19% $571,494 23.92% $20,728,778 26.48% $11,865,274 23.91% $2,299,424 8.75% $147,961 6.19% $14,312,659 18.28% $1,213,999 2.45% $189,013 0.72% $0 0.00% $1,403,012 1.79% $1,126,323 2.27% $125,542 0.48% $3,600 0.15% $1,255,465 1.60% $5,875,881 11.849/6 $4,897,774 18.64% $22,050 0.92% $10,795,705 13.79% $5,084,586 10.259/6 $13,419,041 51.07% $36,765 1.54% $18,540,392 23.68% $3,464,335 6.98% $2,640,104 10.05% $500 0.02% $6,104,939 7.80% $0 0.00% $3,667,796 13.96% $0 0.00% $3,667,796 4.69% $987,017 1.99% $982,830 3.74% $1,487,360 62.26% $3,457,207 4.42% ($987017) -1.99% ($6199509) - 23.60% $0 0.00% ($7,186,526) -9.18% $49,617,824 100.00% $26,274 213 100.00% $2,3885878 100.00% $78,280,915 100.00% TOTAL ALL FUNDS - INCLUDING CAPITAL IMPROVEMENTS: Salaries and Benefits $49,617,824 Maintenance and Operation $26,274,213 Capital Outlay $2,388,878 Capital Improvements $43,814,032 Total $122,094,947 0 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Historical Capital Projects Spending (dollars in thousands) General Projects General Fund Building Excise Tax Projects Federally Funded Projects CDBG Revenue Sharing Cooperative Projects AHFP Tidelands Contributions Circulation OCCTFP Gas Tax Special Projects Assessment District Cannery Village Library Construction Project Enterprise Fund Projects FY 90 -91 FY 91 -92 FY 92 -93 FY 93 -94 FY 94 -95 FY 95 -96 (actual) actual (actual) actual (projected) (r quested) $7,343 $6,002 $9,298 $3,569 $5,977 $5,443 $297 $227 $185 $185 $50 $290 $186 $181 $401 $640 $451 $513 $14 $297 $288 $155 $601 $291 $286 $216 $346 $541 $10,155 $4,478 $1,748 $292 $222 $4,960 $30 $419 $703 $13 $135 $9,673 $940 $1,337 $9,648 $1,545 $1,904 $1,094 $699 $692 $3,272 $3 $1,557 $291 $691 $100 $82 $428 $3 $28 $4 $3,803 $4,629 Water $2,452 $1,318 $1,872 $1,628 $2,527 $8,646 Sewer 521 $663 561 262 202 $74.5 Annual Totals $23,576 $17,339 $16,754 $13,097 $16,669 $43,814 'C 1 111 Y 111 '�111t $15,000 i. 1 111 i 111 $ 7 FNDBAL94.XLS 11/17/95 General Fund Stabilization 5,027,199 61,099,369 5,296,022 Inventories 157,054 41,387 Encumbrances 1,168,969 Tennis 132,512 13,581 Surfboards 12,164 2,846 Senior Citizen Site 6,376 2,148 Park Fees 1,451,421 42,111 Off Street Parking .1,963,335 277,036 Scholarship 11,788 Total 9,930,818 61,478,478 5,296,022 Special Revenue Funds: State Gas Tax Reserve for Encumbrance 126,412 Designated for Special Projects 3,170,994 1,363,722 Total 3,297,406 1,363,722 AHFP Deficit Fund Balance (51,354) 51,354 Narcotic Asset Forfeiture Reserve for Encumbrances 4,804 Designated for Special Projects 437,576 104,627 Total 442,380 104,627 Tide and Submerged Land Reserve for Encumbrances Designated for Special Projects 0 5,371,140 Total 0 5,371,140 Contributions Reserve for Encumbrances Designated for Special Projects 1,373,797 79,348 1,373,797 79,348 Circulation and Transportation Reserve for Encumbrances 90,611 Designated for Special Projects 7,157,685 499,731 Total 7,248,296 499,731 Building Excise Tax Designated for Special Projects 11,124 106,722 OC Combined Trans Funding Prog Reserve for Encumbrances 581,982 Designated for Special Projects 520,297 1,513,721 Total 1,102,279 1,513,721 E • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • FNDBAL94.XLS 11/17195 (945,976) (61,740,610) (4,417,038) (1,172,409) 3,146,557 198,441 1,172,409 2,341,378 (6,500) 139,593 (745) 14,265 (500) 8,024 (225,790) 1,267,742 (872,124) 1,368,247 (11,788) (957,764) (61,748,355) (5,514,952) 8,484,247 202,433 328,845 01.447) (194,11 (4,167) 637 (226,012) 4,167 320,358 (226,012) 320,995 205,800 205,800 (4,500,000) (646,870) (166,819) (205,800) (148,349) (4,500,000) (646,870) (166,819) 57,451. 360,022 360,022 (8,592) 82,019 (224,616) (437,697) 8,592 7,003,695 199A R1 Rl (4g7.8971 7.085.714 (100,000) (908) (23,308) (6,370) 25,647 607,529 we FNDBAL94.XLS 11/17/95 CDBG Designated for Special Projects 461,973 Ackerman Trust Donation Designated for Scholarships 17,300 259,896 AOMD Designated for Capital Projects 203,367 64,122 Debt Service Fund: Central Library Debt Service Reserved for Debt Service 668,754 36,047 589,485 Capital Projects Funds: Capital Improvement Fund 1,100,000 Assessment District Designated for Special Projects (74,570) 285,674 234,981 Central Library Construction Deficit Fund Balance Enterprise Funds: Cannery Village Accumulated Deficit Water Enterprise Fund Operations Reserve Water System Development Water Wells & Transmission Reserved for Debt Service Reserve for Encumbrances Future Water Sources Water Quality Improvement Total Sewer Enterprise Fund Operations Reserve Reserve for Encumbrances Reserve for Sewers Total Internal Service Funds: Insurance Reserve Fund Deficit Fund Balance (226,480) 247,224 (761,384) 99,562 1,471,974 17,010,779 6,000,000 16,217,525 2,990,000 1,000,000. 1,739,505 420,490 1,230,500 100,000 2,000,000 200,000 14,112,964 36,267,809 587,798 1,930,263 224,301 750,000 150,000 1,562,099 2,080,263 (17,039,439) 2,824,274 1,373,797 Equipment Fund Maintenance & Replacement 604,991 3,395,918 10 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • FNOBAL94.XLS 11/27795 (461,973) (76,055) .(162,540) 38,601 (36,922) 230,567 (143608) (589485) 561,193 1,100,000 (45,367) 400,718 (701) (12466) (7,577) (661,822) (16,465,229) 2,017,524 (3,907,769) (3,964,767) (10,916,172) 3,428,817 3,990,000 1,739,505 10,916,172 11,336,662 1,330,500 (1,223,425) (625,742) 23,701 692,595 (23,701) 200,600 (3,692,873) (16,534,241) (362,373) (2,939 561) 698,975 11 95BUDFOB.XLS 11:09 AM 11127195 Stabilization 3,146,557 1,596,196 Appropriation Reserve 0 Reserve for Inventories 198,441 Reserve for Encumbrances 2,341,378 Tennis 139,593 Surfboard 14,265 Senior Citizen Site 8,024 Park Fees 1,267,742 100,000 Off Street Parking 1,368,247 250,000 Scholarship 0 1,000 18,300 ,Ack ( TNSt Fund 77 30 1[85 -0 re J,V e s ; , , , I , , a5 S d " ;; M,w a � °, r dJ � e 4 i 1,:� 1 6 , � � , ;�� d X ,J n� , 1 4' zl d N vil , 4 r Appropriations Reserve 0 ga , 'i . , " , 'Yd g , ,) 1 1 , I , 0 6. 4ii. & , 9 � 4 ; J � 0. � g 0 0 "4), 1 J�,, I . . . . ....... . .. A i-,x; ! t . d , B � d87 d A " de d N 0"ii W., 0 0 0 .,qMUFt)hdy , 000UP I's I I IN I� �� flu llli CZ U4, Appropriations Reserve 3,170,994 Reserve for Encumbrance 126,412 Designated for Capital Projects 0 Appropriation Reserve 520,982 Reserve for Encumbrances 581,982 Designated for Capital Projects 0 Appropriation Reserve 0 Reserve for Encumbrances 0 Designated for Capital Projects 0 . . ..... ......... . ... . V IQ ... I , I - € , " " w � , `� U 4' � " , � i i � F , 1 , s "I ", k , � " , 6 D": i �,, ; � I � "� i" " .. .............. FMew °erz es 'a Reserve for Encumbrances 0 Designated for Capital Projects 0 12 95BUOFDB.XLS 11:09 AM 11/27/95 996,551 3,746,202 0 198,441 1,972,059 369,319 139,593 14,265 8,024 1,211,736 156,006 1,618,247 19,300 0 0 0 0 96,000 a,a = "! °y3<272 2,033,590 040. " <`;. 1,137,404 126,412 0 47754 ? 0' " 43,754 477,228 581,982 0 0 0 0 13 95BUDFDB.XLS 11:WAM 11/27195 Cortnbutlons Appropriations Reserve 1,373,797 Reserve for Encumbrances 0 Designated for Capital Projects 0 ........ .. -Circulation,iA Tra . ....... . Appropriations Reserve 7,157,685 Reserve for Encumbrances 90,611 Designated for Capital Projects 0 n Appropriations Reserve 11,124 48,612 Reserve for Encumbrances 0 Designated for Capital Projects 0 ,CapitaHmprbyeMefff 0 Appropriation Reserve 1,100,000 ............ P 'P P X� 0 CIA, qblpment';IFUh A, • N,� H I, 'A'Al Equipment Maintenance 126,430 1,683,192 Equipment Replacement 888,251 2,075,926 .Watbr Ent&prs e Fund I4711 ,0 14., - 4 ...... .... — Future Water Sources 1,230,000 100,000 Water Quality 2,000,000 200,000 Water Wells & Transmission 2,990,000 1,000,000 Reserve for Encumbrances 420,490 Designated for Capital Projects 0 Water System Development 6,000,000 Cannery VillageEntjrpriseFunde - 761384, -± E , -7500b U,i Z wer, Enterprise BI z Reserve for Sewers 750,000 150,000 Reserve for Encumbrances 224,301 Designated for Capital Projects 0 , � "'sad V � � t� q �, ""I' . P I +n I 04, � F. 0112U,R,� U ; V� I N 111 $7 1',' i S � � m z p g. NaIIaFU n —1, 1 4-414 � N il ' 66-flT Po,�, t,,OH� , 3, 41.,V N�11,m"��,,, �:.:. 1., 11-1. I'll —11, � 2" 4 N, TOTAL 14 39,208,741 108,561,589 26,058,494 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • � � � � � � � � � � � � � � � � � � � � 95BUDFDB.XLS 11 09 AM 11/27195 1,373,797 U 5.848.865 1.813,820 8U,§11 O 59,736 O 1,100,000 0 125.000 1,662.707 O 21.815 125,000 1,794,500 0 1,044,677 1,330,000 2,200,000 3.129.551 860'449 420,490 O 4.127.933 1,872'067 261,531 630.469 224,301 O 26,058,494 82,052,975 45,421,574 20,295,781 15 Bl1DTRAN1.xLS 11:09 AM 11/27195 .General Fund Ackerman Fund General Fund Transfer In (From): Transfer Out (To): Transter Out (To): Transfer Out (To): Stabilization $ 996,551 General Fund - Stabilization $ 996,551 Gas Tax Fund 96,000 Park Fees 100,000 Measure M Fund 86,000 Off Street Parking 250,000 Ackerman Fund 37,200 Fund Balance 1,596,196 - Tidelands Fund 4,381,776 Total Transfers Out $ 2,942,747 Building Excise Tax Fund 128,735 General Fund CDBG Fund 48,900 Total Transfers In $ - Total Transfers Out AOMD Fund 30,000 43,754 i s General Fund Equipment Maintenance Fund 250,000 - Park Fees 100,000 43,754 Total Transfers In $ Off Street Parking 250,000 $ 30,000 Scholarship 18,300 $ 30,000 Capital Outlay Fund 1,100,000 Fund Balance 1,596,196 . Total Transfers In $ 9,119,658 i Ackerman Fund Ackerman Fund State Gas Tax Fund Transfer In (From): Transfer Out (To): Transfer Out (To): General Fund - Library Equip. $ 37,200 General Fund General Fund - Scholarship 96,000 18,300 Total Transfers In $ - Total Transfers Out r. $ 55,500 Total Transfers In $ 2,033,590 CDBG Fund CDBG Fund 2,129,590 Transfer In (From): Transfer Out (To): .s General Fund $ 48,900 Total Transfers In $ - Total Transfers Out $ 48,900 43,754 i s General Fund AQMD Fund AQMD Fund - Transfer In (From): Transfer Out (To): 43,754 Total Transfers In $ 43,754 General Fund $ 30,000 Total Transfers In $ Total Transfers Out $ 30,000 State Gas Tax Fund State Gas Tax Fund Transfer In (From): Transfer Out (To): Gas Tax Fund Balance 2,033,590 I General Fund $ 96,000 Appropriation Reserve 2,033,590 ' Total Transfers In $ 2,033,590 Total Transfers Out $ 2,129,590 O.C. Combined Trans. Fund O.C. Combined Trans. Fund Transfer In (From): Transfer Out (To): Appropriation Reserve 43,754 i s General Fund $ 86,000 - Fund Balance 43,754 Total Transfers In $ 43,754 Total Transfers Out $ 129,754 16 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • BUDTRAMALS 11:09AM 11/27/95 • ,Tidelands Fund Water Fund "Tidelands Fund Water Fund Transfer In (From): Transfer Out (To): Transfer In (From): :. Transfer Out (To): General Fund $ 4,381,776 Total Transfers In $ - Total Transfers Out $ 4,381,776 100,000 .. .... .......... _._.. ....... Circulation Fund - Water Wells _...... - .............. ...... . ......_- Circulation Fund 3,129,551 .....................__, Transfer In (From): 200,000 Transfer Out (To): Water System Development Appropriation Reserve $ 5,843,865 Fund Balance $ 5,843,865 Total Transfers In $ 5,843,865 Total Transfers Out $ 5,843,865 4,127,933 f Capital Outlay Fund Capital Outlay Fund Water Wells Transfer In (From): Transfer Out (To): $ 8,557,484 Total Transfers Out $ General Fund $ 1,100,000 Total Transfers In S - Total Transfers Out $ 1,100,000 Sewer Fund Building Excise Tax Fund Building Excise Tax Fund Transfer In (From): Transfer In (From): Transfer Out (To): Transfer Out (To): BET Fund Balance 48,612 : General Fund - Fire Dept. $ 128,735 261,531 Reserve for Sewers Appropriation Reserve 150,000 48,612 Total Transfers In $ 48,612 Total Transfers Out $ 177,347 261,531 k • .. ........ ,....... Equipment Fund s .. ................. ........... Equipment Fund Total Transfers Out .............. .....: Transfer In (From): Transfer Out (To): $ 26,D58,494 $ General Fund Overhead $ 125,000 General Fund Overhead 125,000 j Total Transfers In $ - Total Transfers Out $ 250,000 J • 17 Water Fund Water Fund Transfer In (From): Transfer Out (To): Water Fund Balance $ 1,300,000 Future Water sources $ 100,000 - Water Wells 3,129,551 Water Quality 200,000 Water System Development 4,127,933 Water Wells 1,000,000 System Development 4,127,933 f Water Wells 3,129,551 Total Transfers In $ 8,557,484 Total Transfers Out $ 8,557,484 ........... ............ ':.___. ..,.,..,., ............ ........... ....... .. Sewer Fund Sewer Fund Transfer In (From): Transfer Out (To): • Reserve for Sewers $ 261,531 Reserve for Sewers $ 150,000 Fund Balance 150,000 Fund Balance 261,531 k • Total Transfers In s 411,531 Total Transfers Out $ 411,531 TOTAL TRANSFERS $ 26,D58,494 $ 26,058,494 J • 17 I � J • t ��(1E(p(pT1%}11P Y9t ! gyrp� y i� L A ro# Y 6 i.� � Y AIA YS eY S iSid �1 r w t CFCw w ? MSS IY� Irr . t a p p4pq�i Y� F " 1, AV d", is � a4� iYtAY MY 4Y e YHt� e $ �w§��J Isla B f pads sx$.Y �5i xPft$: I � J • z 0 h x w a 0 E� z w N a a w A Mission Statement Maintain the delivery of high quality, municipal services and legislate and manage the affairs of the City according to law and for the benefit of residents and property owners. ME CITY COUNCIL/CITY MANAGER ORGANIZATION AND FUNCTIONS The City Council is the legislative body of the City and directly employs (in addition to the City Clerk and the City Attorney) the City Manager who serves as the chief executive officer of the City and who is responsible for the management and administration of all City functions and personnel. The City Council meets twice per month to review, direct and legislate on matters of land use, finance and general governance. Council members also serve on Committees, including some with community members, to review specialized areas and make recommendations to the full City Coun- cil. The City Manager's office is responsible for carrying out all City policies through the supervision and coordination of City departments, the prepa- ration of the annual budget, the preparation of City Council agendas and a variety of programming, organizing, expediting and negotiating activities. The City Manager is responsible for managing the affairs of the City to maximize efficiency, economy and public confidence. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • In addition to the City Manager, this office includes an Executive Assistant, an Assistant to the City Manager and a Secretary to the Mayor who also • serves as secretary to the Assistant to the City Manager. • This year's budget closely resembles last year's. The City Council budget • is virtually unchanged and includes Council stipends and miscellaneous funds for awards, travel and supplies. The Human Services Reserve Fund • ($25,000) is the largest component of the maintenance and operations por- tion of the Council's budget. • • The City Manager's budget includes a new Assistant to the City Manager who replaces the Assistant City Manager which has been transferred to • Planning and Building. This creates salary and vehicle savings. This bud- get includes the Airport Growth Control Fund ($50,000) and funds ($50,000) • for property management expense such as appraisers or repairs. • • • • • • • • • • • • • • • • • CITY COUNCIL Salaries and Benefits Maintenance and Operations Human Services Total CITY MANAGER Salaries and Benefits Maintenance and Operations Scholarship Total 1994 -95 Actual 1995 -96 Proposed $ 99,816 $ 104,125 $ 25,719 $ 21,898 $ 25,000 $ 25,000 150,535 T 151,023 $ 382,675 $ 370,585 $ 446,914 $ 115,739 829,589 486,324 Allocation Plan 21 Mission Statement To provide service to the Mayor and City Council, City Manager Administrative Departments, and public in a timely and efficient manner. 22 Department Function The City Clerk attends all meetings of the City Council and maintains a permanent record of all proceedings; publishes required legal notices, schedules public hearings, executes all ordinances, resolutions, contracts, etc.; updates the Municipal Code on a quarterly basis; serves as the offi- cial campaign filer for all Fair Politi- cal Practices Commission require- ments; maintains an updated list of all Boards and Commission mem- bers, and the Board and Commission and City Council Policy books; con- ducts Municipal Elections. Primary Goals • Provide ongoing Record Destruction Program. • Provide ongoing Microfilming Program for all Vital Records. • Provide refinement of current filing and retrieval system for improved easy reference. • Provide new S -1/2 x 11 version of the Municipal Code. I Y xYjl �}B I F, fs I 'i< y! s g 44 WE, §r 'KIT � � `�.4 � 9 9f •.,t � t� I Primary Goals • Provide ongoing Record Destruction Program. • Provide ongoing Microfilming Program for all Vital Records. • Provide refinement of current filing and retrieval system for improved easy reference. • Provide new S -1/2 x 11 version of the Municipal Code. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Service Indicators 20,000 217 1992/93 96 AC UAL Council Meetings, Regular 23 Council Meetings, Special or Adjourned 6 Resolutions adopted 107 Ordinances adopted 26 Municipal elections 1 Registered voters 47,550 Municipal Code Supplement 201,249 pages distributed 16,998 Claims /Summons and 29,469 Complaints processed 178 Contracts /Agreements processed 96 Notices of Completion/Release $ Bonds 25 Documents processed to $ - Orange County Recorder 44 Letters /Certificates of Appreciation/ Appointment 96 CITY CLERK Salaries and Benefits Maintenance and Operations Capital Outlay Total 1993/94 ACTUAL 23 2 110 30 1 48,597 1994/95 ACTUAL 23 4 105 32 1 45,677 9798 20,000 217 180 96 78 LEI 50 75 32 29 76 1995/96 ESTIMATED 23 6 107 35 0 45,000 21,000 200 85 40 35 87 1992 -93 1993 -94 1994 -95 1995 -96 Actual Actual Actual Proposed $ 210,873 $ 192,718 $ 201,249 $ 203,291 $ 16,624 $ 29,469 $ 56,910 $ 27,844 $ 7302 $ 7,302 $ 806 $ - Department Specific Revenues The City Clerk's Office sell the Municipal Code for $90 each with annual supple- ments at $50, bringing in approximately $1,400 each year; the City also receives approximately $100 annually in duplicating costs. Performance Allocation Plan 23 Mission I Statement I To represents andlor advise I the City Council, Boards, and Commissions, and City Staff with respect to all legal matters pertaining to the City. Allocation Plan 24 1 CITY ATTORNEY � PRIMARY GOALS • To substantially reduce the City's cost of defending tort liability claims and lawsuits by converting a part time contract position to a full time litigation deputy city attorney; • To improve the quality and timeliness of our responses to formal and informal requests for legal assistance and legal advice; • To reduce the amount of our professional and technical budget and reduce our use of contract legal counsel, who specialize in non - municipal areas such as bankruptcy by developing in -house expertise in these areas; and, • To improve our ability to identify legal issues and present reasonable and cost effective solutions to legal problems without compromising the interests of the City, its officers or employees. BUDGET HIGHLIGHTS • Addition of a permanent litigation Deputy City Attorney position, which will increase the amount budgeted for this office, but substantially reduce the cost incurred by the City in retaining private counsel to defend the City and staff in liability cases— we estimate the additional cost of converting the part time contract attorney to a permanent position will be more than offset by these savings. • A substantial reduction in the professional and technical account which represents our commitment to reduce the use of private counsel who specialize in matters outside the scope of a municipal practice, such as bankruptcy, probate and insurance coverage. • 0 0 0 0 • 1992 -93 1993 -94 1994 -95 1995 -96 Actual Actual Actual Proposed CITY ATTORNEY Salaries and Benefits $ 356.819 $ 340,137 $ 388,400 $ 433,158 Maintenance and Operations $ 59394 $ 79,049 $ 47,555 $ 38,885 Capital Outlay .$ $ 15,869 $ 3,704 $ - Total $ 416,213 $ 435,055 $ 439,659 $ 472,043 • 0 0 0 0 • Service Indicators Requests for Opinions/ Advice (in- house) Council, Board, & Commission Meetings Preparation of Contracts, MOUs, Agreements Litigation Caseload Code Enforcement Caseload Development of Resolutions /Ordinances Court and Hearing Appearances Public Assistance (Phone and In- Person) One City Attorney Personnel One Assistant City Attorney One Deputy City Attorney One Legal Secretary II Two part-time Contract Legal Secretaries 1994/95 Est. Histodeal Information 1,750 65 150 30 70 80 65 1,100 1995/96 Est. 2,000 70 200 60 80 100 130 1,250 $450,000 $440,000 __ ■ Adopted $430.000 Budget $420,000 ■ Actual and $410,000 Estimated $4W,000 Expenditures $390,000 1592193 1993194 1994/95 Performance Review 25 aADMINISTRATIVE SERVICES Mission Statement To provide highest quality Management Information Service, Human Resources Management, Financial Management, Risk Management, and a variety of support services for City Officials, the public, and other departments. 26 The New Organization i The Administrative Services Department comes into existence at the beginning of Bud- get Year 1995 -96.. The Department is com- prised of the previous Finance and Personnel y�1>i Departments, in addition to the Telecommu- nications and Geographic Information Sys - itA t terns portions of the Utilities Department, and data processing elements from elsewhere in the City. These assets were consolidated into one department in an effort to make the most efficient use of diminished personnel and other resources in difficult economic times. The consolidation will require a significant realignment of functions, workspaces, and remain- ing personnel. Following is a partial list of functions to be performed within the Adminis- trative Services Department. ExRenditures by Division &Mnditum by Tyne 3% 16% 19% ■ salaries and aeaerda ■cagtal outlay C Maintenance and operatious DDeU service and lease Payments The Challenge The immediate challenge for the new Depart- ment will be to accomplish the consolida- tion with a minimum of disruption to the day to day work product or quality of service to its customers. The long term challenge will be to successfully meld these diverse func- tions into a progressive, innovative organi- zation which delivers first rate municipal ad- ministration service in a smooth and efficient manner. The new Department's mission and day to day activities cover a wide range of func- tions for the City. Its customers consist of a • • • • • • • • • • • • • • r- :in 37% • lrat;oa 8 F ment lnrormatian Services • ■meat services • W.saa sF.am asm s 9 ri.am x sz,am $133 slam s1aBMS Md EWemdkw- • 1��ae�ase���l • • • • • • • • • • • • • • • • • • • • 1992 -93* large number of members of the public, as well as every department in the City. A necessary 1993 -94* function of the organization is to 1994 -95* • 1995.96 Actual Actual focused on customer service and innovation, rather Actual than on enforcing restrictions, in the process of achieving the department's primary goals. Proposed Salaries and Benefits $ 2,747,697 $ 2,787,232 $ 2,457,360 $ 2,922,905 Maintenance and Operations $ 753,261 $ 1,073,349 $ 1,063,901 $ 818,910 Capital Equipment & Debt Service $ 81,486 $ 78,825 $ 98,858 $ 119,148 Capital Projects $ 367,647 $ 344,962 $ 432,109 $0 ** Total $ 3,950,091 $ 4,284,368 $ 4,052,228 $ 3,860,963 Full Time Employees 52 Fixed Asset Tracking 50 Transfers 46 Audit Coordination 46 * Constructed from other departments in prior years. Accounts Payable Employee Training & Regulatory Permits • Debt Administration ** The GIS Project has been reclassified from a capital project expense to an operating expense Financial Reporting within this Department, beginning FY 1995 -96. Receivables & Collections • Internal Control • large number of members of the public, as well as every department in the City. A necessary function of the organization is to impose structure and control on a variety of procedures, • such as billing, recruitment, and data processing service. However, it is important for the Department's energy to be primarily focused on customer service and innovation, rather • than on enforcing restrictions, in the process of achieving the department's primary goals. • • t Accounting E 4wing Revenue • Staffing: 7 FTE Staffing: 9.5 FTE • $494,238 & $563,140 Terminations • General Accounting Employee Awards & Payroll Discipline Municipal Billing • Property Control & Budget Management Intergovernmental Fixed Asset Tracking Risk Management Transfers • Audit Coordination Investment Management Licenses Accounts Payable Employee Training & Regulatory Permits • Debt Administration Development Revenue Development Financial Reporting Benefits Administration Receivables & Collections • Internal Control Management Information Fiscal Services • Systems Staffing: 12 F rE • Staffing: 16 FTE $614,862 $1,454,029 • Computer Applications Cash Management Support Purchasing • Telecommunications Warehousing & Geographic Information Inventory Control • System Printing & Reproduction PC Technical Support Postal Services • Network Management Remittance Processing Database Management • • Allocation Plan Department Organization 27 Primary Goals Administrative Services (continued) The Primary Goals .To provide efficient and secure cash manage- ment and investment service, emphasizing safety, liquidity, and yield, in that order. -To help foster a first -rate work force through optimal recruitment practices and effective awards and discipline programs. -To minimize liability and enhance safety through aggressive and insightful risk manage- ment. -To consolidate, develop, and maintain a dy- namic, progressive, service oriented Manage- ment Information System for the City. This in- cludes hardware, software, and networking. It encompasses PC operations, citywide "main- frame" applications, the Geographic Informa- tion System, and Telecommunications support. -To maintain functional and cost effective pay- roll and benefit services. -To develop and maintain a revenue structure, including tax based revenue, fees, and charges, which is fair, equitable, and efficient. -To provide appropriate municipal licensing and regulatory service as directed. -To develop, operate, and maintain reliable and responsive accounts payable and municipal bill- ing /receivables systems. -To provide thorough, accurate, timely, and award- worthy accounting and financial report- ing. 28 I N w. �B -To provide responsive and cost effective cen- tralized purchasing, contract administration, and fixed asset tracking service. -To insure security of City assets through an effective internal control program, as well as property control, warehouse, and property dis- posal systems. -To provide highly responsive and cost effec- tive printing, duplicating, and postal service for all City departments. -To provide a work environment which encour- ages an innovative spirit, a customer service ori- entation, and a strong sense of responsibility by Department employees. -To help insure coverage of all functions by a diminished work force through increased cross - training and other appropriate measures. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • ACTIVITY FIGURES" • ACTUAL ACTUAL ACTUAL Fsl ATE PROJECTED DE RIPTI N Budget Administered $ 109,200,000 $ 102,000,000 $ 103,100,000 $ 119,700,000 *$ 128,000,000 • Warrants Issued 19,000 25,000 24,000 24,000 24,000 . Value of Payments Processed $ 35,500,000 $ 57,653,000 S 45,600,000 $ 45,000,000 $ 45,000,000 Checks Deposited 240,000 275,000 245,000 240,000 240,000 Value of Currency Deposited $ 1,200,000 S 3,103,240 $ 1,350,000 $ 1,400,000 $ 1,400,000 • Annual Payroll and Benefits $ 50,028,267 S 50,044,605 $ 51,485,328 $ 51,419,024 $ 50,499,630 . Paychecks Processed 29,000 23,000 28,000 27,000 26,500 Purchase Orders 3,039 2,891 3,250 3,150 3,000 . Multilith Impressions 5,343,778 5,354,221 5,358,350 5,435,000 5,420,000 Printing and Binding Jobs 3,925 3,963 3,950 4,000 4,000 . Mail Room Volume 505,923 506,722 506,000 506,000 500,000 Municipal Statements 160,330 157,751 163,326 163,326 190,000 . New Business Licenses 3,892 4,293 4,500 4,500 4,000 Business License Renewals 9,312 9,882 9,000 9,000 9,500 • Dog Licenses Issued 2,230 2,679 3,000 2,200 2.500 Marine Charter Permits 875 1,126 900 2,000 2,100 • Street Closure Permits 567 307 300 475 425 Parking Citations Processed 190,000 148,185 182,000 182,000 190.000 • City Owned Telephone Units 545 567 592 .612 600 Service and Re pair C ']Is 1,325 1,488 1,425 1,550 I,450 • vcra c A Monthl Calls 39,000 40,350 42,000 44,000 42,000 'x(1.995 -96 projection includes re- budgeted capital projects) . * *(Some numbers are approximate) • Revenues • The Administrative Services Department has primary cognizance over a large percentage of the City's revenues. These include transfers from the State and • County, as well as revenue from several sources controlled by our own City • Council. The latter includes Transient Occupancy Tax ($5,916,000), Busi- ness License Tax ($1,961,500), Utility Billing ($16,118,200), and a large num- • her of fees and charges. Recent actions taken by the State and County have had a significant negative impact on the City's revenue; primarily property • tax. In addition to substantial expenditures reductions, the City has also had • to focus more and more on the revenues within its own control. At the direc- tion of the City Manager, this Department does the bulk of the coordination • and analytical staff work for the City Council in deciding on the proper level of taxes, fees, and charges for services. • The Future • During the past few years, the City's focus has been on budget cuts. Reducing • costs, primarily by eliminating staff, while continuing established service lev- ., els, has been the standard. Although this will continue, the Department also hopes to take the • lead in providing some selected new automation and electronic information/com. nications services to the public, the City Council, and other Departments. • • Performance Review 29 Mission Statement The Newport Beach Police Department is committed to providing our Community with the highest quality police services possible to maintain the quality of life that is cherished by those who reside, work and visit here. Our mission is to: • Respond positively to the Community's needs, desires and values and in so doing be recognized as an extension and reflection of those we serve. • Strive to provide a safe and healthy environment for all, free from violence and property loss resulting from criminal acts, and injuries caused by traffic violators. • Manage inevitable change and welcome the challenge of future problems with creative solutions which are financially prudent and consistent with Community values. In support of our mission, the Department will: • Employ a work force comprised of individuals who are committed to excellence and have the highest standard of ethics. • Create a healthy work environment for our employees in order to achieve the highest level of morale possible, while stimulating both personal and professional growth. • Provide effective leadership, training, public education, and current technological support. • Create opportunities for candid exchanges of information, both internally and with the Community in order to foster positive working relationships with those involved in helping us achieve our goals. Crime Solving: The Police Department is proud to have the highest clearance rate for violent Department crimes (homicide, rape robbery, and assault) and property crimes (burglary and larceny /theft) of Highlights 182 California police agencies (as reported by an independent source). We attribute the find- ings, in part, to the exceptional and dedicated personnel we have in the organization, as well as due to the excellent support we receive from the Community. Problem Oriented Policing: The Police Department is also pleased with the excellent results and improved public relations in areas of the City where we have implemented Problem Oriented Policing (POP). The program is designed to encourage innovative solutions to perceived or actual problems by Department personnel in conjunction with community members. POP has been activated in various geographical areas and in the Traffic Division for traffic related issues. There are plans to expand this very successful program in other areas of the City this fiscal year. Improved Technology Resulting in Increased Efficiency: The Department is striving to utilize improved technology in achieving our mission, enhancing the safety of our employees, and improving our efficiency. Implementation of improved computer aided dispatch, records man- agement, and jail management systems are among our top priorities this fiscal year. Equipping our marked police units with mobile data terminals and audio /video capabilities which will im- prove officer safety and reduce the City's exposure to civil liability, are both planned for imple- mentation this fiscal year. Using new alarm monitor- ing equipment at the Police Facility and ensuring com- plete implementation of changes in alarm related Mu- �� 1 �I 4 nicipal Code Ordinances should reduce the drain on y police resources due to an inordinate number of false 1 a 1��; l alarms. 30 Preventing crime, thoroughly investigating those that do occur, expanding Problem Oriented Policing tech- niques, and improving technology and thereby effi- ciency, will be the focus of our energy at the Police Department this fiscal year. 41 49 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Provide ongoing training for all Department personnel on a variety of topics in order to assist us in carrying out our responsibilities. • Begin the implementation of our Strategic Technology Plan, which includes in part, new computer aided dispatch, records and jail management, and Mobile Data Terminal (MDT) systems. • Complete the acquisition and implementation of mobile video surveillance cameras in all of our marked patrol cars in an effort to reduce liability exposure to the City and provide effective support for criminal prosecutions. • Develop new strategies to deal with the unique West Newport policing problems, as well as expand our Community Oriented/Problem Oriented Policing techniques in other segments of the Community. • Improve our capabilities for crime analysis and crime prevention in the organization to make more effective use of our current resources. • Implement recommended changes in the regulation of the massage industry in Newport Beach. • Work to educate other City departments, management staff, City Council, and the Community on the Problem Oriented Policing (POP) Program we're using to effect positive change in the character of our Community. • Focus additional organizational energy on emergency planning issues. • Implement the revisions to the City's Party Ordinance to help improve the quality of life for the neighborhoods affected by those events. • Continue our review of opportunities to civilianize positions within the organization, assuming the necessary attrition rate occurs. • Continue our involvement in the review of City -wide projects which may impact the level of service provided by the Police Department. • Incrementally review other critical policy issues which have a bearing on the Department's effectiveness and efficiency, or when that policy may have a financial or legal consequence if not addressed. • Participate in the County -wide implementation of the 800 MHz Radio Project. • Complete the staff work and introduce a proposed "Security Ordinance" to regulate construction standards and materials in order to implement crime prevention through environmental design. 1992 -93 1993 -94 1994 -95 1995 -96 Actual Actual Actual Proposed POLICE DEPARTMENT Salaries and Benefits $ 16,391,755 $ 15,688,188 $ 16,377,188 $ 16,953,362 Maintenance and Operations $ 1,844,022 $ 3,052,227 $ 2,912,450 $ 3,203,922 Narcotics Assets Forfeitures $ 602,416 $ 178,964 $ 226,012 $ 411,926 Capital Outlay $ 275,680 $ 56,732 $ 62,832 $ 157,568 Total $ 19,113,873 $ 18,976,111 $ 19,578,482 $ 20,728,778 Swom Personnel 148 139 133 130 Non -Sworn Personnel 74 71 70 74 Primary Goals Plan 31 Department Organization 32 Police (continued) Resource Distribution The Police Department is currently comprised of the Office of the Chief of Police and three Divisions; Support Services, Patrol/Traffic, and Detective. Under the direction of the Chief of Police, Bob McDonell, each division is headed by a Captain. Included in the Support Services Division are many items that pertain to the entire Department, such as building maintenance, utilities, office equipment, uniforms, training, Dispatch, Records, etc. Of the Police Department's total budget, 83% is comprised of personnel related costs. Of that figure, approximately 82% is attributable to the direct delivery of service to the community, while the remainder involves such costs as records support, personnel and training, clerical support, administrative support, etc. The Police Department is funded almost entirely by General Fund revenue, although a small portion of the budget is funded from the Narcotics Assets Forfeitures Fund. Recently, the alarm fees have been restructured to represent more closely the true cost of toes@ services. Office of the Chief of Police Staffing: 9 Full -Time 411 $903,545 A Professional Standards D.A.R.E. Media Relations Environmental Services Community Relations Legal Affairs ,'Support Services Staffing: 47 Full -Time 6.6 FTEt $4,870,462 Communications Station Maintenance Training Section PlanninglResearch operational Services Computer Systems Personnel Unit Polygraph Unit Range/Armory Video Unit Property Unit Records Section lectr. Equip. Repair Alarms Officer Patrol Staffing: 85 Full -Time 8.3 FTEt $8,414,599 Watch One Watch Two Watch Three Helicopter Section Jail Unit Hostage Negotiation Unit Reserve Officer Unit S.W.A.T. Bicycle Unit Disaster Planning ' Detectives Staffing: 34 Full -Time 0.6 FTEt $3,752,004 Detective Services Crimes Persons Property Crimes Juvenile/Sex Crimes Narcotics Section Economic Crimes Crime Scene Investigations Photo Unit Vice/Intelligence Traffic Staffing: 31 Full -Time 3.8 FTEt $2,788,168 Traffic Services Accident Investigations Motors Parking Control Crossing Guard Traffic Education Animal Control Special Events Planning t FIE = Full Time Equivalents • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Service Indicators • 1992193 1993/94 1994/95 1995196 • ACTUAL ACTUAL ESTIMATED PROPOSED • Adult Arrests 6,500 5,500 3900 3,500 Juvenile Detentions 950 1,200 570 700 • Crime and Miscellaneous Reports 22,500 23,000 17,500 17,000 Calls for Service NotAvadabfe 53,703 52,945 52,000 • Domestic Violence Cases Investigated 192 183 173 160 Number of cases assigned for investigation 8,200 6,711 6,550 6,200 • Number of cases assigned per detective 430 419 364 345 Value of property recovered $3,179,842 $1,167,047 $2,349,332 $2,000,000 • Field interviews conducted 14,946 13,880 9200 8,500 False alarms handled 5,328 5,496 5,420 5,000 • Animals impounded 860 804 695 700 Animal Control Citations issued 1,240 899 1205 1200 • Fatal traffic collisions 2 3 3 2 Injury traffic collisions 592 530 493 400 • Property damage collisions 1,254 1,108 1,045 1,0()0 Moving citations issued 14,162 12,094 12,273 13,000 • Non- moving citations issued 6,672 7,398 6,199 7,000 Parking citations issued 90,631 86,261 88,026 90,000 • • • Future Budget Considerations • The Police Department has completed a major study of its automation and computer systems. • The results of this study have provided a recommendation to upgrade the current Records system, the Computer Aided Dispatch system, and the Jail Management system as part of a • Strategic Information Technology Plan. Included in this plan for future implementation • are: a mobile data computer system for better communication with field units; a document imaging system for department records; full integration and cooperation with other City- wide computer systems, including the Geographical Information System; and participation in the County -wide implementation of the 800 MHz Radio Project. Adherence to this • Strategic Information Technology Plan will provide better efficiency and utilization of • Department personnel resources to carry out essential police services during times of fiscal constraint. • Assuming we are successful in implementing an already proposed Crime Analysis Program, • we will be looking for the fiscal resources to enhance our ability to provide improved crime • prevention services to the community. Both programs are high priorities for the Department in the coming fiscal year and beyond. r1 L J r � M Performance Review Future Budget Considerations 33 Mission I Statement I To reduce the loss of life and property from fire, marine, medical and emergencies through education, hazard reduction and response. To manage the extensive beach, harbor and water resources within the City of Newport Beach. i FIRE & MARINE 1995 -96 Primary Goals Budget Highlights The 1995/96 budget process creates a new challenge: the merger of two departments into a single entity called the Fire and Marine Department. Driven by economic reality and a call for governmental effi- ciency, the merger will strive to balance these two driving forces against the need to maintain the high level of community protection, service and resource management historically provided to citizens of Newport Beach. Given these guidelines, the new Fire and Marine Department will spend the next year exploring ways to capitalize on the organizational efficiencies produced by the consolidation. • Identify and reduce fire, marine and environmental hazards that may threaten life, property and the environment. • Provide a safe, effective and expeditious response to requests for assistance. Develop an adequately trained work force to effectively and efficiently perform their duties. • Educate and train City employees and the community to assist them in maintaining a safe environment. • Participate in the community development planning process to improve fire, marine and life safety. • Encourage department personnel to assume leadership roles in the organization. • Coordinate the planning '.for response to natural and man -made disasters that affect the community. 1992.93 Salaries and Benefits $ 10,982,238 $ Maintenance and Operations $ 1,610,706 $ Capital Outlay $ 332,572 $ Debt Service $ 268,599 $ 'total $ 13,194.115 $ General Tax Revenue $ ),431,674 $ Charges forScrvices S 2,650,402 $ Other Miscellaneous Revenue S 1,112,039 $ Total Revenue S 13.194.115 $ 1993 -94 1994 -95 1995 -96 Actual Actual Proposed 11,415,465 $ 11.,848,199 $ 11,865,274 1,882,209 $ 1,937,044 $ 2,063,044 151,677 $ 157,992 $ 147,961 9,395,856 $ 9.478,471 $ 9,595,529 3,179,678 $ 3,521,550 $ 3,519,880 1.110.189 $ 1.179.586 $ 1,197,250 Personnel,Regular - Fire /Marine 129.00 128.25 121.50 119.75 34 Seasonal - Marine (FTE) 28.67 27.79 25.56 30.19 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Resource Distribution The Fire and Marine Department Budget is currently divided into seven specific budget programs: Ad- ministration, Fire Operations, Fire Prevention, Emergency Medical Services, Training and Education, Tidelands Administration and the Balboa Yacht Basin, and Marine Safety Services. Under the direc- tion of the Fire and Marine Chief, Timothy Riley, these programs are managed by four deputy directors charged with the responsibility to ju- diciously use these budgetary funds to attain our mission. Of the Department's personnel, 86% are as- signed directly to the delivery of emergency services while the re- maining 14% provide management and administrative support. Fire & Marine Chief Staffing: 5 Full -Time 0.5 FTEf $639,194 Apparatus & Equipment Communications Facility Maintenance Budgeting Purchasing and Procurement Management Information Mapping Operations Staffing: 93 Full -Time $10,205,916 Fire Suppression Emergency Medical Service Hazardous Materials Emergencies Hazardous Situation Mitigation Training and Education Fire Prevention Staffing: 4 Full -Time $358,945 Fire Code Enforcement Hazardous Materials Regulation Brush Clearance Knox Box Access System Fire & Arson Investigation Fire Code Plan Checks Fire Code Building Inspections Special Event Management Public Information Staffing: 17 Full -Time 36 FfEt Ocean & Beach Safety Beach Parking Marine Use Regulation • Using the philosophy that taxes are 5Fire ncy Planning Harbor Permits supposed to pay for essential public P epa edness Tidelands Administration • safety services such as fire protec- nspections Bal boa Yacht Basin • tion and marine safety, the majority } FTE =Full Time Equivalents of the Fire and Marine Department's • budget is funded through General Tax Revenue, while a significant portion also comes from Tideland's Revenues. In contrast, the Department has and will continue to develop service fee • systems that pay for services delivered to specific customer groups and administer and manage • the Tideland's resource in such a way as to produce a fair and equitable return for Tideland's Revenues. A few examples of this are the Fire Permit Fee System and the Harbor Facilities • Permit System. • • • 2% • • tt% • • 3% s% N operatiorm Prevention Emergency Medcal Services Training and Education Marine Safety Services Balboa Yadit Barn Department Organization 011 Performance Review 36 • • Fire & Marine (continued) • • Service Indicators 1992/93 1993/94 1994/95 1995/96 Actual Actual Estimated Projected Fire Responses 496 188 141 155 Medical Responses 3,134 3,291 3,319 3,619 Water Rescues 5,532 4,838 5,000 5,000 Lifeguard Medical Aids 2,617 2,481 2,500 2,500 Boats in Distress 1 22 20 20 Preventative Actions 94,959 103,719 95,000 95,000 False Alarm Responses 381 423 471 518 Other Pub] ic Assists 245 272 303 333 Company Training Hours 28,050 28,050 28,050 28,050 Public Education Hours 61 115 175 175 Fire Inspections 3,456 3,256 3,868 4,100 Fire Permits Issued 1,350 * 1,482 187 213 Harbor Permits Issued 591 575 695 700 Tidelands Annual Permits 2,357 2,357 2,357 2,375 Parking Lot Attendance 433,300 389,500 400,000 400,000 Beach Attendance 11,002,400 9,511,900 10,000,000 10,000,000 * This is the last year the Fire Department completed all life safety plan checks. Department Highlights The Fire and Marine Department is proud to highlight two of its most successful programs. The Junior Lifeguard Program continues to be the most popular program during the summer months, drawing about 700 participants each year. It has provided invaluable training in water safety practices and rescue techniques to over 20,000 Newport Beach youths since its incep- tion in 1983, and is a prime source for identifying future lifeguards. Due to its intense popu- larity, it has grown into a self - funded program that provides a significant benefit to our com- munity without any general fund subsidy. The Fire Medics Membership Program provides an opportunity for Newport Beach residents and business people to support their paramedic program while realizing a significant benefit should they ever need emergency medical assistance. People using the Fire Department emer- gency medical services system are assessed either a $155 fee for a basic service or a $255 fee for an advanced service. Under the Fire Medics Membership Program, a citizen may sub- scribe for only $42 per year (or $7 every other month) and cover each member of their house- hold from these higher direct service fees. The best part is that each dollar obtained from the program is put right back into maintaining the high level of emergency paramedic service this city has enjoyed since 1975. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • �' cH • n4 - F . • Future Budget Considerations • Over the next few years, the Fire and Marine Department will focus on clearly identifying the • mission, goals and objectives of this newly formed department. Once presented to and adopted • by the City Council, the Department will focus on the development of a strategic plan to fulfill said mission and the development of an appropriate organizational structure that will • ensure an efficient and effective public service delivery system and asset management pro- gram. High among the list of desired services that will be closely examined are: • • the continued delivery of quality fire, marine and emergency medical life safety services. • a strong emphasis on internal and public education and training in life safety and disaster • preparedness. • a comprehensive review of all existing fire, marine and environmental codes and • regulations to ensure they are compatible with the concerns of Newport Beach today. • the continued stewardship of one of the most important quality of life concerns in Newport Beach: our harbor and beaches. • a thorough examination of the services provided by our department in contrast to City Council directed priorities and ongoing fiscal boundaries. • • Through this process, we will maintain an appreciation of our past accomplishments and use them as stepping stones to a new partnership as the Fire and Marine Department, remaining • dedicated to serving the fire, marine and environmental needs of Newport Beach. • • Future Budget Considerations 37 Mission Plan and manage the develop- ment or use of land and the construction or alter- ation of buildings consistent with law, policy and community goals. 9M • • PLANNING & BUILDING • • BUDGET HIGHLIGHTS This year both departments are united under the supervision of the Assistant City Manager who brings his responsibilities for Economic Development. Nevertheless, the beginning budgets closely duplicate last year's except for two retirements in Planning and the elimi- nation of one position in Building. A major midyear adjustment will finalize reorganization and personnel reallocations. The Planning Director, Current Planning Manager and Secretary to the Planning Commission will be retiring during the year. These departures combined with the reassignment of the Assistant City Manager and the introduction of Economic Development require more time to develop the final staffing plan. Rather than attempt to resolve all these issues at the beginning of the year, the proposed Planning budget includes $157,000 in salary sav- ings which will be satisfied by program or personnel changes involving both departments by year -end. PRIMARY GOALS • Process all plans, permits and inspections in a friendly, efficient, accurate and timely manner. • Enforce standards specified in the various Building Codes and comply with applicable planning, zoning and development laws. • Maintain and implement the various elements of the City's General Plan. Coordinate and implement the City's Economic Development Policy and programs. IMMEDIATE OBJECTIVES • Integrate the duties and functions of both Departments as well as those associated with Economic Development while maintaining and upgrading the current high level of services. • Identify and allocate personnel and other resources to accomplish this integration. • Return midyear to the City Council with an organization plan and staffing requests. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • EXPENDITURES • 1994 -95 1995 -96 Personnel I M &O /CAP Total Personnel M &O / CAP Total • BUILDING $1,307,690 $110,400 $1,418,090 $1,213,999 $189,013 $1,403,012 • PLANNING $1,329,988 $100,027 $1,430,015 $1,126,323 $129,142 $1,255,465 • TOTAL $2,637,678 $210,427 $2,848,105 $2,340,322 $318,155 $2,658,477 • GROSS REVENUE Building $1,400,000 $1,500,000 • Planning $246,000 $466,265 Total $1,646,000 $1,966,265 • • While the Planning and Building Departments coordinate on many matters, they primarily per- form independently. The duties and functions of Economic Development, while coordinated by • the Assistant City Manager, have relied on resources from many departments. Uniting these three functions under common supervision will eventually yield economies and efficiencies • after additional time and study. • PLANNING DEPARTMENT • This Department has previously operated three divisions: Current Planning, Advance Planning and Code Enforcement. With retirements and new priorities, this organization will undergo review in 1995 -96. • Current Planning concentrates on non - discretionary permits, plan checking and discretionary • zoning permits granted by the Modifications Committee or the Planning Commission. This Division is proud of its record of rapid processing, and it is clear that maintaining and improving • this pace must remain a top priority despite the retirement of two key staff members. • Advance Planning concentrates on larger development projects requiring environmental re- view, zone changes, Specific Area Plans, General Plan elements and amendments, and special needs such as housing, fiscal impact, mapping and data base management. This division will be • scrutinized carefully for its ability to complement and/or assume the functions of Economic Development. Here again however, a top priority will be the timely processing of several large • entitlement projects now underway. • Code Enforcement is devoted largely to the inspections required for Residential Building Re- ports, but also investigates violations and enforces the Zoning Code. Next year, an existing program to enforce other parts of the Municipal Code will continue, and perhaps some respon- sibilities will be merged with building inspection. • • • Allocation Plan Organiza- tion and Functions 39 • • Planning & Building (continued) • BUILDING DEPARTMENT 0 This Department is responsible for controlling construction, use and occupancy of buildings and other land alterations such as grading. Primary functions are plan review, permit issuance and on -site inspections. • Plan Check concentrates on processing permits and reviewing code compliance for structural, 0 architectural, grading and fire safety as shown on submitted plans. This division is proud of its quality and timely processing of all construction documents. 0 Inspection conducts on -site inspections of all construction activity including electrical, me- chanical and plumbing. Using hand held computers, inspectors input and maintain all records electronically. This enables them to have all information readily available at the building site and to down load records quickly. This division is proud of both its technical proficiency and high productivity. 40 1 * estimated/proposed • • • • • ECONOMIC DEVELOPMENT • This function concentrates on re- sponding to the twenty -four member • Economic Development Committee, its three major subcommittees and its • five task forces. The Service Sub- committee is involved with permit streamlining and the revising of regu- lations. The Marketing Subcommit- tee is involved with the retention and • promotion of business. The Execu- tive Committee reviews and refers items to the various committees and • task forces. The five Task Forces address the needs of, and include rep- resentatives from, the targeted indus- tries of Restaurants, Hotels, Business Districts, Boats/Harbor, and General • Office Commercial. Currently, the Assistant City Manager staffs the en- tire Committee, all subcommittees • and task forces except the Service Subcommittee which is staffed by the • Building Director. • • While this function will include many - s programs, some of the more specific items for implementation during the 1995 -96 budget year include: • .Establish Business Improvement Districts in all major community commercial centers. • • *Complete a market study of the City's retail commercial uses. • -Create a market position or "vision" statement for each community commercial center. • -Finalize the City's Fiscal Impact Model. • -Amend the zoning code to streamline processing. • .Establish benchmark reporting. • • *Complete the study program of the Balboa Peninsula Planning Advisory Committee. 11 41 Mission Statement To provide optimal services and support to the residents, community, and other City departments through dedication and excellence in safety, performance, and cost containment. 42 GENERAL SERVICES Annual Department Goals • Maintain high levels of Citywide cleanliness • Expand management, technical, and safety training • Maximize the utilization of the Refuse Transfer Station • Maintain expedient graffiti eradication • Develop an automated facility status and inventory system • Commence reforestation program • Standardize City fleet for cost containment of training, parts, and maintenance productivity • Investigate cost - saving alternatives to vehicle and equipment acquisition and utilization • Improved disaster preparation and coordination • Research means of reducing energy consumption Citywide • Continue to assess the privatization of services Budget Highlights The General Services Department FY 9'i-96 budget proposal would result in over $500,000 in reductions from FY 94 -95 levels and includes a loss of 14 full -time positions. Department forces will be stretched to the limit to provide the level of service which citizens and other City Departments have become accustomed. Aside from the aforementioned reductions, the major changes in the Department opera- tions are the transfer of two Community Services employees involved in building maintenance into the Building Maintenance Division, and the privatization of the Street Tree Division, with the exception of the Urban Forester position. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Administration Number of FTE Personnel : 4.77 Proposed Budget: $398,319 Building Maintenance Number of FTE Personnel : 7.19 Proposed Budget: $546,308 Operations Support Number of FTE Personnel : 8 Proposed Budget: $630,573 Parks Maintenance Number of FTE Personnel : 24 Proposed Budget: $1,710,852 Equipment Maintenance Number of FTE Personnel : 18.28 Proposed Budget: $1,662,707 Field Maintenance Number of FTE Personnel : 35 Proposed Budget: $3,161,251 Refuse Number of FTE Personnel : 29 Proposed Budget: $3,916,380 Street Trees Number of FTE Personnel : 1 Proposed Budget: $432,022 IEquipment Replacement I Number of FTE Personnel : 0 Proposed Budget: $1,794,500 Resource Distribution The General Services Department is comprised of nine divisions, one of which is unmanned: Administration, Building Maintenance, Field Maintenance, Operations Support, Refuse, Parks Maintenance, Street Trees, Equipment Maintenance, and Equipment Replacement (un- manned). All the Divisions are funded from General Fund revenues, with the exception of the Equipment Maintenance and Replacement Divisions. Those two divisions are funded from revenues paid into the Internal Service Fund for Equipment Maintenance and Replace- ment by departments which use vehicles and equipment. Departments are assessed a monthly rate for each piece of equipment they utilize; this assessment pays for the maintenance and ultimate replacement of the equipment. The $3.5 million ISF is managed by the General Services Department. The only revenue source for the Department is a monthly recycling surcharge which currently produces $625,000 annually. 1992 -93 (1) 1993.94 (2) 1994 -95 (3) 1995 -96 (4) Actual Actual Actual Proposed Salaries and Benefits $ 5,813,191 $ 7,511,888 $ 7,242,662 $ 6,862,898 Maintenance and Operations $ 2,927,813 $ 5,043,194 $ 4,857,194 $ 5,573,604 Capital Outlay $ 554,480 $ 565,986 $ 1,916,224 $ 1,510,410 Debt Service (5) $ $ $ 236,987 $ 306,000 Total (6) $ 9,295,484 $ 13,121,068 $ 14,253.067 $ 14,252,912 Personnel 117(l) 148 142 123 (1) Does not include Parks & Street Tree division. (2) Includes transfer of Parks and Street Tree Divisions, and commencement of Intemal Service Fund for vehicle maintenance and replacement. (3) Includes transfer of Auto Parks personnel from the Finance Department. (4) Includes transfer of building maintenance personnel from the Community Services Department. (5) Payments on leases of vehicles. (6) Includes Equipment Maintenance Fund Expenditures. 43 Budget Reductions 44 General Services (continued) Budget Reductions In preparing the FY 95 -96 Budget, Department staff examined the delivery of services and attempted to minimize the negative effects on citizens and other departments. In the Building Maintenance Division, for instance, we have reduced funding for contracted janitorial maintenance of City Hall and the City Yard, so those facilities will be cleaned three days per week, instead of the usual five. In other Divisions, personnel reductions will hurt our ability to repair the City's infrastructure. We anticipate substantial reductions in the level of work completed by Department forces in the next fiscal year. In the new budget we did, however, look to increase our ability to maintain our workload under the new budget constraints through the use of privatization. While contracted ser- vices save a large amount of money, we had to balance the savings with the potential cus- tomer complaints with the lack of flexibility from not having in -house personnel. To this end, we are proposing to delete two specialty positions in the Parks Maintenance Division, and in turn apply a portion of the salaries of the positions into private sector services. In the Street Tree Maintenance Division, we are proposing to delete the last three tree trimmer positions, and apply the majority of the savings to the tree trimming contract with West Coast Arborists, Inc. In doing so, the tree trimming cycle can be returned to a three -year cycle which is one of the department goals. As noted by the attached service level indica- tors, productivity will start declining due to the third consecutive year of personnel reduc- tions. Further Reductions If the Department is required to further reduce its FY 95 -96 Budget, we will have to seri- ously consider reductions in the level of street sweeping, the further privatization of Parks maintenance functions, and a further deletion of positions resulting in longer delays in filling potholes, repairing sidewalks, graffiti removal, litter cleanup, etc. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Graffiti Incidents Refuse (# of homes or businesses serviced) 26,093 Refuse Collected (tons) 36,729 Number of Parks Maintained Number of Trees Trimmed ■ 900 26,393 36,000 38 38 8,700 7,480 1050 1992 -93 1993 -94 1994 -95 1995 -96 40,000 Actual Actual Estimated Estimated Public restrooms serviced 41 41 42 44 City restrooms serviced 77 78 82 82 City buildings serviced 64 65 65 65 Street Patching (tons of mix) 4,394 4,000 4,200 4,000 Sidewalk Repair (square feet) 54,592 40,000 45,000 40,000 Street Sweeping (miles) 44,324 44,000 46,000 40,000 Beach Cleaning (tons of refuse) 11,463 9,500 9,500 9,500 Regulatory Signs Posted 6,521 5,700 6,350 6,000 Street & pavement marking (lineal ft.) 477,956 370,000 415,000 370,000 Graffiti Incidents Refuse (# of homes or businesses serviced) 26,093 Refuse Collected (tons) 36,729 Number of Parks Maintained Number of Trees Trimmed ■ 900 26,393 36,000 38 38 8,700 7,480 1050 2,400 26,400 26,400 38,500 40,000 39 40 5,200 7,000 Performance Revew 45 Mission Statement To meet the essential needs of all individuals of the community by providing a range of quality library, recreational, cultural and senior services. Expenditures by Division .• • COMMUNITY SERVICES BUDGET HIGHLIGHTS In the 1995/96 budget year, the Community Ser- vices staff will continue to maximize resources by utilizing an intra - department approach to service provision. The budget presents a reduced staffing complement, but has been carefully developed to respond positively to the needs of the community with less staff. Within divisions there have been reassignments of responsibilities to achieve this goal. In the Library Division this requires critical balancing of Branch and Central Library Services. The Recreational Services budget has also been effected by the reassignment to General Services Annual Corona del Mar of the responsibilities for janitorial and mainte- Sccnic 5K Race and 2 -Mile Fun Walk nance services for the recreation facilities. 1995/96 BUDGET GOALS • Utilize the synergy of the respective functions of Arts, Library, Recreational and Senior Services to enhance service programs through cooperative efforts. • Meet the informational and cultural needs of the diverse audiences in the community through the Central Library and the branches; utilize information sharing and electronic technology for maximum cost savings. • Identify and meet the recreational and leisure needs of the residents of the community. • Provide a broad range of recreational opportunities for the youth of the community. • Participate in the planning of new parks and facilities and the revision of the Recreation and Open Space Element of the General Plan. • Provide the focal point where older adults can participate in activities and services which enhance dignity, support independence and encourage continued involvement in the community. • Increase the awareness of the arts and cultural opportunities in the community. • Support the work of the City Arts Commission, the Board of Library Trustees, and the Parks, Beaches and Recreation Commission. 5% 4% 1% 26% � WW164% RESOURCE DISTRIBUTION • Library 64% • Recreation 26% Senior Services 5% 0 Administration 4% ■ Arts & Cultural 1 % The Community Services Department provides services through the four functioning divisions and through intra- department cooperative activities. Under the direction of the Community Ser- vices Director /City Librarian, the respective divisions are managed by the Arts Coordinator, As- sistant City Librarian, Senior Recreation Manager and the Senior Services Manager. Three City Council appointed Boards and Commissions provide critical roles in the provision of services through the Department Director. The City Arts Commission is charged with acting in an advisory capacity to the City Council in matters pertaining to artistic, aesthetic and cultural ac- tivities of the City; the Board of Library Trustees, with administration and policy decisions for • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • the Newport Beach Public Library; the IN �M a tt, altts 114 t'iL.... wat .. Parks, Beaches and Recreation Com- s < =aGawvti =, �aztalaia '.� ° a i °araa � 11),M ia.. ia`da� eN "'s § €e' aet mission, with an advisory role for the �� ...... e"• __ . 3.a.a. provision of recreational and senior services and the development of parks, A04 Cy Iturul �ervt gc ,' I rb�aaty 5 r�tsea Staitmg T5pTE StaiS bi34I"f� recreational facilities and open space. s?b,17� sub,lsi ,a. a =! Over 96% of the department budget M., INFORMATION &REFERENCE SERVICES provides direct public services. These STAFFING CHILDREN'S SERVICES services are exponentially increased by ANNUAL JURIED ART Sirows CUSTOMER & TECHNICAL SERVICES CITY HALL GALLERY CENTRAL LIBRARY & BRANCHES direct efforts of individual volunteers, ART$ & CctnlRAL GRANTS SUPPORT FOR BOARD DY LIBRARY volunteer groups, community sports SUPPORT FOR CITY ARTS COMMISSION TRUSTEES organizations, the Friends of OASIS & SISTER CITY ASSOCIATION COOPERATION wrru FRIENDS OF THE at the Senior Center, the Friends of the LIBRARY Library and the Newport Beach Pub- & NEwRoRT BEACH PUBuc LIBRARY lic Library Foundation. The Arts bud- get includes $40,000 in Arts and Cul- tural Grants for support of the arts in the community. Over one -third of the entire Depart- ment budget comes from outside sources, including fee -based programs, state funding, fines and fees, and ma- jor gifts. Included in the non - General Fund support of the Library budget is $325 000 of state funding primarily @yp, ,OerquC orgje1}r.�m _ry ^, �iPE`i6N1 taY,ag 4.0, ^ 9 %Rt � :d7 t...%:.G; u.: Kei?� %Ut4kw M14l+T i'eq �+r3. RECREATIONAL PROGRAM & EDUCATIONAL CLASSES NooN.TIME MEALS TRANSPORTATION PROGRAM HUMAN SERVICES SPECIAL EVENTS COOPERATION WITH FRIENDS OF OASIS • to support nonresident library services provided by the City. Eighty -five percent of the Recre- ational Services budget is directly funded by fee -based programs coordinated or conducted by the division. Twenty -five percent of the Senior Services budget is also direct income from fee- based programs; in addition, the Friends of OASIS provide other service programs, expending $100,000 annually. The publication Newport Navigator serves as the advertising arm for the • fee -based activities of the department. • • • • • • • • • Organization Allocation Plan 47 1992 -93 1993 -94 1994 -95 1995 -96 Actual Actual Actual Proposed Salaries and Benefits $ 3,407,377 $ 3,387,985 $ 3,598,051 $ 3,464,335 Maintenance and Operations $ 2,165,528 $ 2,423,729 $ 2,162,832 $ 2,640,104 Capital Outlay $ 95,162 $ 61,511 $ 31,707 $ 500 Total Expenditures $ 5,668,067 $ 5,873,225 $ 5,792,590 $ 6,104,939 General Tax Revenue $ 4,134,958 $ 3,864,637 $ 3,758,959 $ 4,049,569 Fees for Services $ 1,142,529 $ 1,540,891 $ 1,442,995 $ 1,465,670 Other Miscellaneous Revenue $ 390,580 $ 467,697 $ 590,636 $ 589,700 Total Revenue $ 5,668,067 $ 5,873,225 $ 5,792,590 $ 6,104,939 Personnel 89.67 FTE 90.35 FTE 96.78 FTE 89.28 FrE Organization Allocation Plan 47 Performance Review EU Community Services (continued) SERVICE INDICATORS Art Exhibitions & Juried Art Shows Cultural Grants Awarded Library Circulation of Materials Library Customers Served Library Reference Questions Library Programs Library Card Holders Recreation Youth Sports & Special Events Co- Sponsored Youth Programs Recreation Fee -Based Programs Senior Programs / Classes Senior Client Services Senior Transportation Services Senior Lunches Served Senior & Referral Services 1992/93 ACTUAL 8 $51,000 1,134,136 758,937 181,485 20,882 68,115 1993/94 1994/95 1995/96 ACTUAL ESTIMATED PROJECTED 8 $40,600 1,150,000 750,000 183,000 20,000 73,000 18 $40,000 1,270,000 900,000 190,000 22,000 72,200 20 $40,000 1,300,000 1,000,000 195,000 20,000 72,500 38,050 39,050 40,050 40,050 124,200 124,200 124,400 124,600 264,000 266,000 269,500 270,000 53,000 54,000 54,500 56,000 10,000 1.0,500 11,000 11,500 9,000 9,500 9,800 10,500 13,000 13,500 14,000 14,000 12,500 12,500 12,500 12,500 DEPARTMENT HIGHLIGHTS Community Services provides direct pub- lic one -on -one services. However, tech- nology and automation have been major tools in responding positively to demands for services with decreased staff. Within Recreational Services, the auto- mation of class registration provides cus- tomers with 24 -hour convenience for class sign -ups. Registrations also are ac- cepted by fax, mail and walk -in. The fa- cility- booking module of this system soon will be fully operational as well. Com- puter generated class lists and revenue reports have improved both accountabil- ity and services. Within the Library Division, the sharing of resources through electronic technol- ogy and communication media has vastly increased the cost effectiveness and timeliness of service. The use of on -line services and networked CD -ROM products provides quality services with reduced expenditures. The Local Area Network, including the interactive, multimedia encyclopedias so popular with young customers, soon will be available at each branch. Also available at the branches are "hot lines" providing direct link to the Central Library telephone reference for faster reference response to branch customers. The implementation of the automated renewal functions later in the year will decrease the demands on staff time. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • FUTURE BUDGET CONSIDERATIONS Long-term planning and budget considerations are a year -round activity within the • Department. In Senior Services, the curtailment of special transportation programs for seniors by the Orange County Transit Authority has greatly impacted the Care -A- • Van and Senior Shuttle programs, co- funded by Senior Services and the Friends of • OASIS. Recreational Services continues to evaluate programs to respond to customer demand and needs to assure maximum services and revenue. The Library is studying the impact of nonresident use of the City libraries balanced by • the State reimbursement for this service, looking at creative alternatives to the ten- sions between increasing demands, state funding, and quality services for the City's residents and businesses. In the near fu- f ture, the Newport Beach Public Library • Foundation is expected to complete the • establishment of an endowment to be used for ongoing development of library • collections. • Each of the functioning divisions contin- ues to be aggressive and successful in developing grant proposals for additional funding. • i '.5.. C .....�. • • Considering the Future M Mission Statement To provide quality, cost effective public works and services on behalf of the citizens of the City of Newport Beach. NX PUBLIC 1995 -96 Primary Goals • To improve the quality and delivery of the Capital Improvement Program. • To enhance communications and image with internal and external customers. • To develop a "Business Friendly" approach to the delivery of services. • To develop a short and medium range plan for the reorganization and operations of the Department. Budget Highlights During Fiscal Year 1994 -95, the Department focused on capital projects involving arterial high- ways and local streets; drainage, and facility improvements. One of the major highway projects is MacArthur Boulevard widening. The scope of the project extends from Coast Highway to Ford Road. Construction will be accomplished in two segments. Segment 1 construction will begin in summer 1995. The Balboa Boulevard Reconstruc- tion contract was also awarded in the amount of $826,016.50. The project provides for complete street reconstruction; drainage, and land- scape improvements between 12th Street and 14th Street. The con- struction of one of the City's ma- jor drainage concerns, Riverside Avenue/Tustin Avenue also com- menced. The project, awarded in the amount of $788,231, provides for installation of new storm drain facilities, street reconstruction and landscape improvements. The project began in spring 1995 and will be completed in early fall 1995. Various facility improvements to provide for disabled access, were also completed during the fiscal year. Modifications were made to City parks, and buildings to remove architectural barri- ers and facilitate access to public facilities, Cooperative agreements with various federal, state and local agencies were also entered into, which provide for the planning and implementation of the Upper Bay Dredging Project, the West the Newport Beach Sand Replenishment Project, and a commercial development with an automobile dealership. One of the major projects in the Traffic and Parking Division was a $775,000 project to upgrade and interconnect traffic signal control equipment. The completion of the project allows the Traffic Engineering staff to both coordinate signals and monitor their operation to facilitate quicker response to signal problems. 40 • • • • • • • • Overview • • The Department of Public Works formerly consisted of Engineering, Traffic and Parking and Administrative operations. Effective July 1, 1995, the Department will be reorganized to in- clude Water, Wastewater, Electrical, and Oil and Gas, operations formerly under the Utilities Department. • • Engineering: The principal functions of the Engineering Division are project management, planning, design, construction, inspection and contract management of arterial highways, local • street, storm drain, bay, coastal, and public facility capital projects; right -of -way acquisition; preparation and processing of environmental impact reports; participation in the development • and implementation of the National Pollutant Discharge Elimination System; administration of • assessment districts; and administration of right -of -way and oceanfront encroachments. • Traffic Engineering and Parking: The principal functions of the Traffic and Parking Division are traffic engineering, planning and operations; preparation of parking studies; maintenance • of traffic accident records; review of new subdivision street systems; installation and mainte- nance of traffic control devices; design and operation of traffic signals; and parking meter maintenance and revenue collection. • Administration: Oversees all operations of the department and provides support services, in- eluding operating and capital budget preparation and administration; personnel administra- tion; secretarial support and special projects. The preparation of the Public Works Program Plan and its implementation were also undertaken. The Plan is a tool for establishment of the • short and long term goals of the Department • • • • • • • • • • • • 1992 -93 1993 -94 1994 -95 1995 -96 Actual Actual Actual Proposed PUBLIC WORKS ENGINEERING Salaries and Benefits $ 1,617,096 $ 1,570,458 $ 1,492,957 $ 1,603,489 Maintenance and Operations $ 234,828 $ 238,123 $ 258,754 $ 260,040 Capital Outlay $ 40,062 $ 3,075 $ 17,680 $ 4,000 Total $ 1,891,986 $ 1,811,656 $ 1,769,391 $ 1,867,529 PUBLIC WORKS TRAFFIC & PARKING Salaries and Benefits $ 624,781 $ 616,250 $ 550,197 $ 546,174 Maintenance and Operations $ 243,427 $ 303,231 $ 305,325 $ 336,950 Capital Outlay $ 11,417 $ 358 $ - $ 3,000 Total $ 879.625 $ 919.839 $ 855.522 $ 886,124 Allocation Plan 51 Mission Statement To provide economical and efficient water, sewer, street lighting and electrical services to the residents and City facilities in Newport Beach. To produce oil and gas from the Tidelands Oil Wells in a manner which maximizes long -term net revenue to the City. 52 Public Works/Utilities Budget Highlights The 1995 -96 Utilities Division Budget includes expenditures for the Electrical, Oil & Gas, Wastewater and Water Sections. The only General Fund portion, the Electrical Section, was forced to reduce it's full -time workforce by 25 percent in order to meet the budget ceiling. The staffing deficiency will be aided by part -time electricians and private contractors. The Oil & Gas Section will operate with no expenditure increases. The Wastewater Section budget has increased due to internal service fund benefit costs. The Water Section budget r # has increased by approximately - $850,000 due to a rate increase from Metropolitan Water District (MWD). �_ z Other than the MWD increase, the Water Section budget was reduced by el approximately $50,000. This budget will reflect a reduction of three full -time G.I.S. employees who are now part of a +: centralized MIS operation in Administrative Services. • Provide the City's water customers with a reliable, safe, clean, potable and wholesome domestic water supply. • Operate and maintain the City's water, sewer and street lighting systems in an efficient and progressive manner • Continue implementation of the Groundwater Development Project, which will bring an alternate source of potable water to the City. • Respond to emergency calls with highly trained and well equipped personnel capable of restoring water, sewer and electrical services with a minimum delay. • Manage sewer replacement, cleaning, repair and inspection programs. • Manage and implement the capital program for operating, replacing and upgrading wastewater pump stations • Reduce the amount of energy required to operate the street lighting system. • Operate the oil wells in a manner that maximizes long -term net income. • Produce and sell methane gas from the City's oil wells to maximize revenue. Allocation Plan Salaries and Benefits Maintenance and Operations Capital Outlay Debt Service Total Expenditures Charges for Services Use of Money & Property Sales of Oil & Gas Transfer from Reserves General Fund Revenue Bond Proceeds Other Revenue Total Revenue Personnel 1992.93 1995 -96 1993.94 Actual $ 3,153,948 Actual $ 2,785,070 $ 2,922,655 $ 8,501,590 $ 10,259,887 $ 78,941 $ 67,288 $ 4,480,000 $ 1994 -95 1995 -96 Actual Proposed $ 3,153,948 $ 2,934,924 $ 10,445,731 $ 11,397,051 $ 47,357 $ 29,765 $ 12,547,939 $ 14,112,485 $ 16,124,000 $ 16,118,200 $ 802,842 $ 841,108 $ 404,800 $ 304,800 $ 739,506 $ 605,065 $ 610,000 $ 660,000 $ 3,450,000 $ 4,480,000 $ 1,900,000 $ 1,000,000 $ 1,847,681 S 1,584,159 $ 1,582,894 $ 1,585,601 $ _ $ - $ 15,000,000 $ - • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 54.75 54.00 55.75 51.75 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Resource Distribution UTILITIES The Utilities Division is currently divided into four sections: Electrical, Oil & Gas, ELECTRICAL OIL & GAS Water and Wastewater. Under the direction of the Utilities Manager, these Oil a Gas Production oil ea Street Light Main[rnance programs are managed by two Water and Sewer Pump Station VOC&FugC eIL isicn Oil Maintenance Control Program superintendents who have the City Facility Maintenance Maintain Tidelands Oil Facilities responsibility of administering the budget Is Yr. Stre� og a „` °la`emrnl Methane Gas Monito ng Prog am Telemetry System Maintenance Pnroleum Royalty & Pass - Throng to attain the division's mission. The Easement Program majority of the division's expenditures relate to the operation and maintenance of the Water Section, with the largest WATER 7LatmlIwM1latiom EWATER expense being the purchase of water. The Water Section is divided into four Meter Reading Program n Maintenance Fire Hydrant Replacement Program ain Cleaning subsections: Water Operations, Water Water Main Maintenance llnstallations Pump Station Maintenance on Mainten ance Meters, Water Quality and Big Canyon Re.,ervnir Maintenance lnspection Reservoir. The current restructurin has Water Quality Monitoring tem Operations g Water Inspections er Pump Station eliminated G.I.S. personnel and the Underground Smice Alert Replacement Program Backilow Prevention Progmm Telecommunications Section from the Utilities Division. In addition, part of the division's mandated budget reduction eliminated one of four positions from the Electrical Section. The Oil & Gas Section operations are performed under contract by Sampson Oil Company. The Water and Wastewater Sections are entirely funded by user fees. The Oil & Gas Section produces and sells oil and gas, which covers the costs of all operations, as well as generating revenue for other Tide and Submerged Land operations. The Electrical Section is a general funded operation, which due to economic declines, has reduced its staffing level over the past two years by 40 percent. Division Highlights The division will continue to implement the Groundwater Development Project. This project will provide the City with an alternate source of potable water equaling about 70 percent of its supply. This will allow the City to become less dependent on MWD. The overall benefit to the customers will be • delivery of higher quality water at a reduced price. In addition, the department will continue to implement its extensive capital improvement programs, including covering Big Canyon Reservoir and sewer pumping station upgrades • Expenditures 53 • • • • • Fi z w w 0 x a a N a U ra z CAPUAL Overview of 1995 -96 Program 6V The City of Newport Beach Capital Improvement Program (CIP) serves as a plan for the provi- sion of public improvements, and special and ongoing maintenance programs. Projects in- cluded in the CIP include arterial highways; local streets; storm drains, bay and beach work; park and facility construction; and administrative programs. The Fiscal Year 1995 -96 CIP totals $43,814,032 and consists of over 100 projects. The CIP was developed with input from various City departments who identified needs in there respec- tive areas of responsibility. The needs were then reviewed by the Public Works Department and City Manager's Office. The CIP is funded by eleven separate funds. These eleven funds are listed below with their respective proportions of the program. Capital Improvement program by Fund r o mgt. 22.01 General Fund 1.7% 13.1%12% A% 1.2% 10.8% 0.7% 22.0% s General Fund (13.1%) ■ CDBG (1.2 %) o Gas Tax (7.4 %) ® Tide and Submerged Lands (1.2 %) ■Contributions Fund (10.8 %) ■ Circulation and Transportation (22.0 %) ■ Building Excise Tax (0.7 %) 13 OCCfFP (22.0 %) • Assessment District (0.2 %) • Water Enterprise (19.7 %) • Sewer Enterprise (1.7 %) General Fund There are 51 General Fund projects totaling S5,443,488. Projects funded by the General Fund include harbor and tidelands; storm drains; streets, library, and park projects. Major projects within this fund include: • Upper Newport Bay Sediment Control and Restoration Project ($100,000) • Storm Drain. Improvement Program ($150,000) • 15th Street Rehabilitation - Old Newport Boulevard to Irvine Avenue ($450,000) • Sidewalk, Curb, and Gutter Replacement Program - Public Works /General Services $472,000) Irvine Avenue Improvement, Santiago Avenue to University Drive ($421,375) • Street Light Replacement Program ($190,000) • Castaways Active and Passive Parks ($1,200,000) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Community Development Block Grant Fund • Community Development Block Grant (CDBG) funds are allocated to local governments from CDBG • the federal government, based upon a formula and are required to be used within broad func- tional areas for community rehabilitation and housing. CDBG funds will be used for the Struc- tural Americans With Disabilities Act (ADA) Improvements project ($513,478). This project provides for the removal of architectural barriers to public facilities, as well as improved ac- cess to public facilities. • Gas Tax Fund The State Gas Tax Fund accounts for all State Gas Tax related revenues and expenditures, • including street repair, construction, and maintenance. Gas Tax funded projects total $3,272,040. Gas Tax • Most of the projects funded by Gas Tax also have additional funding sources, such as Measure M. Major projects include: • • Annual Street Maintenance Program ($300,000) ' • Birch/Mesa Realignment ($350,000) Birch Street Bridge Widening ($300,000) • MacArthur Boulevard Widening ($600,260) • Bridge Retrofit Program ($373,680) • • Tide and Submerged Lands Fund • The Tide and Submerged Lands Fund is used j A to account for all revenues and expenditures • related to the operation of the City's tide - rr�� !• lands, including beaches and marinas. • Projects in this fund total $541,400. Major • projects include: • Oil Field Improvement ($350,000). This project provides for modifications and improvements to existing oil wells, oil pumping equipment, tank farm production Tide & • and storage facilities, and the oil, water and gas transmission lines associated with Submerged • the City oilfield. • Beach Replenishment Program ($70,000). Lands • Newport Harbor Entrance East Jetty Repair ($50,000). This project provides for repairs to maintain the structural integrity of the jetty. This is the City's share of a • larger Corps of Engineers' Project. • 57 • • • Capital Improvement Program (continued) • • Contributions Contributions Fund • The Contributions Fund is used to account for revenues received from other governmental • Fund agencies or private developers and expended for specific street or highway construction projects. Projects in this fund total $4,959,998. The majority of the funding is earmarked for the • MacArthur Boulevard Widening Project ($4,140,000). This project provides for the widening, reconstruction and landscaping of MacArthur Boulevard. • • Circulation and Transportation Fund Circulation The Circulation and Transportation Fund is derived from fair share fees collected from devel- • and opers and restricted for capital improvement projects that are a part of the circulation element in the City's General Plan. Projects in this fund total $9,673,065. A portion of these funds are • Transportation also earmarked for the MacArthur Boulevard Widening Project ($5,258,515). Funds are also • appropriated for: • • Birch Street Bridgt Widening ($300,000). This project provides for the design and right -of -way acquisition to result in double left turn lanes from • Birch Street to Northbound and Southbound Bristol Street. • • Irvine Avenue Improvements, University to Bristol ($350,000) • El Pasco Storm Drain ($2,800,000 CIOSA contribution) • Building Excise Tax Fund • Building The Building Excise Tax Fund is used to account for revenues received from builders and • Excise Tax developers on building and remodeling projects within the City. Expenditures from this fund are used exclusively for fire safety, libraries, parks, beaches, or recreational activities. Projects • in this fund total $290,000 and will be used for public facility improvements. Included are: • • Fire Department Equipment and Facilities ($130,000) • • Playground Equipment Replacement Program ($100,000) • Bonita Creek Park Improvements ($60,000) • Orange County Combined Transportation Funding Program • OCCTFP The Orange County Combined Transportation Funding Program (OCCTFP) combines funding • from multiple sources, such as Measure M Local and Turnback, Intermodal Surface Transpor- tation Efficiency Act (ISTEA), and Surface Transportation Program (STP). Proposed projects • total $9,647,754. Major projects include: • • MacArthur Boulevard Widening Improvement ($6,670,427) • • Birch Street Bridge Widening ($1,000,000) • Assessment District Fund Assessment The appropriations in this fund ($82,309) are used for administrative costs associated with the • District establishment of utility underground assessment districts, as well as utility undergrounding • costs of City property. The City is reimbursed by the districts for the administrative costs, upon 58 formation of the districts. • • • • • • • Water Enterprise Fund • Funds for capital projects in the Water Enterprise Fund are derived from water service charges Water and are used for the rehabilitation and expansion of the City's water service. Projects in this Enterprise • fund total $8,645,500. The projects encompass distribution and piping; water system repairs; • pumping and operating; and groundwater development. Major projects include: • Construction of Water Wells and Transmission Pipelines ($1,750,000). This project is a critical part of the groundwater development program which will provide for the • construction of water wells and over 4 miles of large diameter transmission pipelines • to connect the wells to the City water supple and distribution piping system. • 16th Street Reservoir and Site Improvements ($1,275,000). This project provides for implementation of Phases II and III of the 16th Street Reservoir Site Improvement Project and is a part of the groundwater development program. • 16th Street Water Transmission Main ($1,540,000). This project provides for the • installation of a new 36 -inch diameter water pipeline, parallel to the existing 14 -inch diameter water main in 16th Street form Monrovia Avenue to Superior Avenue and is • the beginning of the system that will carry water from the groundwater development program facilities to the easterly side of the bay. • Sewer Enterprise Fund • Projects in this fund total $745,000 and include sewer main lines and sewer pump station Sewer • improvements. Specific projects include: Enterprise • • Sewer Main Replacement, West Newport Alleys 24th to 28th Streets ($221,600) • Jamboree Road and Bison Avenue Pump Station Abandonment ($126,600) • • Sewer Pump Station Improvement Program ($298,000) • Conclusion 1995 -96 Capital Improvement Program • Even though it is constrained by a tight budget, the City's FY 1995 -96 Capital oMacAnhur Widening (37.9 %) • Improvement Program is ambitious and • Other Arterial construction (17.4%) • wide ranging. The projects are important 37.9% o lnfrastmctme Rehabilitation and Maintenance (5.2 %) and diverse, and they will serve all dis- 6s% o Stmm Drain lmprowntents(6.7 %) 1Rp 1 • tricts in the City. 1.5% • Water Facility Improvements • Many of the projects have multi -year :0: „ (19.7 %) terms to completion. In those cases, only 3' % o (1 �Facility Improvements • those phases of the projects scheduled 1.7% 197% s2% 74% 67% a Park Facility lmprovements(7.1 %) during FY 1995 -96 are budgeted and ap- O Harbor and Tidelands Work (1.5%) • propriated this fiscal year. On the other ■omer(6.8 %) • hand, projects scheduled and budgeted in a given fiscal year have historically not • all been completed during that fiscal year, for a variety of reasons. It is the City's policy to identify and appropriate sufficient funds for all projects scheduled during the coming budget Conclusion • year. If projects are not either completed or funds encumbered by contract award, they are 59 • reviewed as part of the following fiscal year budget process. • • i • • /4 �I n z w 2 • • • • CITY OF NEWPORT BEACH • 1995 -96 RESOURCE ALLOCATION PLAN • DESCRIPTION OF INTERNAL SERVICE FUNDS • Again this budget year, the City will provide for the financing of certain functions through the • use of internal service funds. 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, as they had previously done. Funds are then collected from each Department at the pre - determined rate by the Internal Service Fund • during the course of the year. All actual expenditures for the function in question (for the City as a whole) are then made from the Internal Service fund. • The City has established two Internal Service Funds, the Insurance Reserve Fund and the • Equipment Maintenance and Replacement Fund. The Insurance Reserve Fund is used to pay all Workers' Compensation, Liability, and Compensated Absences expenses of the City. This • includes insurance premiums, consultant fees, medical expenses, contract attorney costs, payments for judgments and settlements, accumulated leave settlements, and all other expenses • connected with this function. The amounts paid into this Fund by the individual Departments vary. Each Department's budget base for Liability expenses was established by examining a ten • year history of claims and determining each Department's appropriate share, based on the nature of the claims themselves. That share was then used to establish each Department's percentage of • the funding being set aside in the Insurance Reserve Fund for anticipated Liability expenses (approximately $1,500,000). • Each Department's share of the City's anticipated Workers' Compensation expenses was • determined by an analysis of claims history by labor class in Newport Beach as compared to the same information for the State as a whole. Based on this data, appropriate rates were established • for each labor class in the City. These rates were then used to determine the budget base needed in each Department to accumulate the total anticipated Insurance Reserve Fund requirement to • pay all Workers' Compensation claims and related expenses for this budget year (approximately $1,200,000). • Departmental payments into the Insurance Reserve Fund for Compensated Absences are based • on a percentage of salary (approximately 2.7 %) necessary to generate a sufficient monetary base within the fund to accommodate current year expenses, and begin building a stronger reserve for • the future. • The Equipment Maintenance and Replacement Fund is used to provide funding for the maintenance of almost all of the City's fleet of Rolling Equipment, and to accumulate • "depreciation" funds for the eventual replacement of that equipment. Based on the City's maintenance experience, anticipated equipment life span, and projected replacement costs, rates • were established for each class and type of equipment. These rates function much like vehicle rental rates from the perspective of the using Departments. • • • • • 63 64 • • • Funds for replacement, on the one hand, and maintenance, on the other, remain segregated. • Maintenance funds are used to fully fund the General Services Equipment Maintenance Division, including the Auto Parts Warehouse, and certain other General Services Department overhead • expenses which are directly attributable to rolling equipment maintenance, but are contained in • the budgets of other divisions. Each Department Budget unit's share of this cost, based on the equipment it has in service, are contained on line 8022 of the respective M &O budget sheets. • Recommendations for rolling stock replacement are made by each Department to the City Manager through the General Services Director. The City Manager then includes his final • recommendation for Equipment Replacement action to the City Council as part of the annual budget submission. Money accumulated in the Equipment Replacement portion of this Fund can • only be used for equipment replacement unless specifically reprogrammed by the City Manager. Each Department Budget unit's "contributions" to this fund, based on the equipment it has in • service, can be found on line 8024 of the respective M &O budget sheets. • During Fiscal Year 1995 -96, the City projects the following expenditures from Internal Service • Funds: Equipment Maintenance: $1,662,707 • Equipment Replacement: $1,794,500 • Compensated Absences: $ 930,827 • Workers' Compensation: $1,207,294* • General Liability: $1,529,675* • • *Includes legal services, insurance premiums, contract • administration, claims & settlements, and payments • to providers of medical service. • • • • • • • • • • • • • • • FIXED ASSET SCHEDULE • • Schedule of General Municipal Property as of June 30, 1994 • Year of Historical • Description Acquisition Cost • Civic Center • City Hall 1948 1,341,003 Police Station 1973 2,138,517 • Professional Building 1983 1,129,351 • Fire Stations Balboa Boulevard 1962 109,802 • Headquarters # 2 1952 479,534 Jamboree and Santa Barbara # 3 1971 595,597 • Balboa Island # 4 1993 825,614 Corona del Mar # 5 1948 57,535 • Irvine Avenue # 6 1958 102,866 • Marine • Lifeguard Headquarters 1965 163,987 • Libraries Balboa 1920 144,238 • Corona del Mar 1958 148,295 Mariners 1963 151,727 • Multipurpose Room at Mariners 1966 42,035 Central Library • Land 1992 7,400,000 Structures 1994 8,000,000 • • Warehouse 1973 77,028 American Legion Property 1929 127,285 • Beacon Bay 1929 3,309,895 City Yard 1919 4,307,296 • 19th 1905 24,250 China Cove Lots 1952 36,522 • N Street Beach Lots - 500,000 26th Street Parking 1965 38,390 • Balboa Parking Lot 1925 319,818 Palm Street Lot 1995 776,934 • Ocean Front Parking Lot - 25,693 Corona del Mar Beach Parking Lot 1957 159,470 • Corona del Mar Beach Concession 1957 81,183 • Corona del Mar Beach Restrooms 1957 70,996 • • • 65 .. • • Year of Historical • Description Acquisition Cost • 15th Street Restrooms 1962 28,917 • 19th Street Restrooms 1935 2,000 Washington Street Restrooms 1935 60,441 • Balboa Pier Restrooms 1957 12,869 • Newport Pier Restrooms 1958 36,211 West Newport Restrooms 1955 25,263 • Orange and Seashore Restrooms 1976 55,800 Voluntary Action Center (VAC) 1919 120,976 • Channel Place Park 1958 56,005 Newport Island Park 1938 159,653 • 38th Street Park 1925 422,729 Cliff Drive Park 1960 699,478 • Mariners Mile Park 1957 146,995 Galaxy Park 1962 60,000 • Westcliff Park 1962 210,215 • Las Arenas Park 1919 295,480 Lido Park - 123,335 • Peninsula Park 1929 81,869 Eastbluff Park 1965 438,133 • Irvine Terrace Park 1960 491,842 Community Youth Center 1962 855,208 • Begonia Park 1926 267,049 Buck Gully Beach Park 1926 127,687 • Buffalo Hills Park 1969 839,309 Balboa Bay Club Land Site 1928 10 • 30th and Newport Parking Lot - 105,999 Boy Scout House 1958 316 • Girl Scout House 24,665 • 15th Street Pier 1968 9,710 Newport Pier 1922 186,745 • Balboa Pier 1925 83,877 Little Island Bridge 1972 1,870 • Harbor Hills View Park 1972 89,379 San Joaquin Hills Park 1972 388,454 • Balboa Island Park 1973 196,494 Cliff Drive View Park 1973 345,739 • Harbor View Nature Park 1974 424,089 Ensign View Park 1975 929,726 • Balboa Island Park 1974 175,260 San Miguel Park 1983 488,291 • Oil Well Facilities 1982 1,147,988 • Balboa Yacht Basin 1982 3,386,666 North Ford Park 1984 112,103 • Kings Road View Park 1975 110,000 West Newport Triangle 1975 55,000 • • • • Other Equipment 9,939,360 General Municipal Property Total 65,505,322 67 Year of Historical Description Acquisition Cost Senior Citizen Facility 1975 1,254,659 Mariners Mile Parking Lot 1976 614,250 Balboa Peninsula Lot 1976 47,250 West Newport Park 1977 975,772 Bayside Drive Park 1978 133,209 Spyglass Hill Park 1978 101,972 Inspiration Point 1979 881,990 Bonita Creek Park 1987 1,860,394 30th and Villa Parking Lot 1987 12,500 Galley Cafe 1988 44,100 West Newport Community Center 1988 1,581,459 Lincoln Athletic Field 1988 614,568 Balboa Parking Lot 1994 885,133 Total 55,565,962 Other Equipment 9,939,360 General Municipal Property Total 65,505,322 67 FIXED ASSET SCHEDULE Equipment 510,227 Construction in progress 1,241,886 Total Water Utility 35,664,854 Wastewater Utility Mains 25,806,155 Pumping Stations 5,567,911 Total Structures and Improvements 31,374,066 Equipment Total Wastewater Utility Fleet Management Fleet Other equipment Total Fleet .: 323,576 20,311,390 16,631,831 4,219,534 20,851,365 Net Book Value 7,900,407 989,067 1,154,843 141,530 1,176,834 620,075 1,619,961 322,210 13,924,927 186,651 1,241,886 15,353,464 9,174,324 1,348,377 10,522,701 31,460 7,865 23,595 31,405,526 20,859,230 10,546,296 4,976,541 4,897 4,981,438 1,148,394 1,224 1,149,618 3,828,147 3,673 3,831,820 Proprietary Fund Type Schedule of Structures, Improvements and Equipment as of June 30, 1994 Historical Accumulated Cost Depreciation Water Utility Mains 23,787,833 15,887,426 Meters 3,015,190 2,026,123 Wells 1,324,713 169,870 Pumping Stations 447,117 305,587 Reservoirs: Big Canyon 2,341,677 1,164,843 Spyglass Zone 2 & 3 639,011 18,936 16th Street 1,974,355 354,394 San Joaquin 382,845 60,635 Total Structures and Improvements 33,912,741 19,987,814 Equipment 510,227 Construction in progress 1,241,886 Total Water Utility 35,664,854 Wastewater Utility Mains 25,806,155 Pumping Stations 5,567,911 Total Structures and Improvements 31,374,066 Equipment Total Wastewater Utility Fleet Management Fleet Other equipment Total Fleet .: 323,576 20,311,390 16,631,831 4,219,534 20,851,365 Net Book Value 7,900,407 989,067 1,154,843 141,530 1,176,834 620,075 1,619,961 322,210 13,924,927 186,651 1,241,886 15,353,464 9,174,324 1,348,377 10,522,701 31,460 7,865 23,595 31,405,526 20,859,230 10,546,296 4,976,541 4,897 4,981,438 1,148,394 1,224 1,149,618 3,828,147 3,673 3,831,820 EQUIPMENT MAINTENANCE AND REPLACEMENT FUND Schedule of Rolling Equipment Replacement (FY 1995 -96) (Includes Special Set Up Costs. Does Not Include Lease Payments.) Public Safety Departments Other DeUartments Fire Deoartme Pumper (Lease - $323,250) $82,000 Suburban (4x4) $40,000 Station Wagon (4x4) $27,000 314 ton Pickup $22,000 Truck, 1/4 ton (4x4) $19,000 Lifeguard Jeeps (3) $58,500 Sub Total $248,500 Police Patrol/Traffic Sedans (I 1) $44,500 Note: Ten of the vehicles were purchased with FY $154,000 94 -95 Funds; budget figure represents setup costs for $80,100 those units plus the purchase cost of 1 additional unit. $73,000 Detective Sedans (6) $106,500 Surveillance Van $56,000 Parking Control Vehicles (4) $54,000 Animal Control Vehicles (2) $44,000 Motorcycles (3) $39,000 Van, 15 passenger $30,000 Station Wagon (4x4) $25,600 3/4 ton Pickup $20,500 Four Wheel ATVs (3) $13,500 Sub Total $433,600 PUBLIC SAFETY TOTALS $682,100 General Services Department Packers, rear- loading (2) $154,000 Tractor, Beach $80,100 Truck, l0 -yard dump $73,000 Beach Cleaner $62,000 Truck, 1 1/2 ton service body $35,000 Truck, Combination Paint Striper/Message Painting/Curb Painting (Lease - $130,000) $30,500 Street Sweeper (Lease - $126.000) $29,000 Trailers, Equipment (2) $26,800 Truck, I ton stakebed $26,000 Van, 1/2 ton $20,000 Truck, 1/2 ton pickup (40) $20,000 Truck, 1/2 ton with dump bed $18,000 Air Compressor $15.400 Sub Total $589,800 Public Works Backhoe with breaker attachment $80,000 Bobcat $37,000 Trucks, 1/4 ton Extended Cab Pickup (2) $31,000 Mini -Van $21,000 Sedan, compact $15,000 Trailer, Equipment $10,00-0 Sub Total $194,000 OTHER DEPARTMENT TOTALS $783,800 GRAND TOTAL ALL DEPARTMENTS X1.465.900 69 ROLLING STOCK AND AIRCRAFT IN SERVICE Utility Enterprise Fiscal Year Fiscal Year Fiscal Year Fiscal Year Passenger Cars Fiscal Year 1994 -95 1994 -95 1995 -% 1995 -96 Trucks 1993 -94 Budgeted Projected Budgeted Projected Tractors and Graders Final Changes & Final Chanes & Final General City Operations Inventory Adi'stm'ts Inventory Adj'stm'ts Inventory Helicopters 2 0 2 0 2 Pass Cars 109 -5 104 -1 103 Jeeps 10 -1 9 0 9 Motorcycles 17 0 17 0 17 Trucks 112 -3 109 -4 105 Fire Trucks 11 0 11 0 11 Loadpackers 24 0 24 0 24 Street Sweepers 6 0 6 0 6 Tractors and Graders 6 0 6 0 6 Backhoes and Loaders 7 -2 5 0 5 Beach Cleaners 3 0 3 0 3 Trailers 36 -2 34 -1 33 Trailer, Office 2 0 2 0 2 Special Equipment 34 -2 32 -3 29 Total General City Operations 379 -15 364 -9 355 Utility Enterprise Passenger Cars 5 1 6 -1 5 Trucks 35 0 35 -1 34 Tractors and Graders 2 0 2 0 2 Backhoes and Loaders 6 0 6 -1 5 Trailers 14 0 14 0 14 Special Equipment 14 0 14 0 14 Total Utility Enterprise* 76 1 77 -3 74 GRAND TOTAL 455 -14 441 -12 429 * Includes vehicles in both the Water and Wastewater Sections 70 5YEARP.XLS 11:59 AM 05/22/95 GENERAL CITY GOVERNMENT City Council 0.00 0.00 0.00 0.00 0.00 0.00 City Clerk 4.00 4.00 4.00 3.00 3.00 3.00 City Manager 2.00 2.00 2.00 2.00 2.00 4.00 Deputy City Manager 2.00 2.00 2.00 2.00 2.00 0.00 Personnel 6.00 5.00 5.00 5.00 5.00 0.00 City Attorney 4.00 4.00 4.00 4.00 3.00 4.00 Finance 38.00 39.00 41.00 39.00 35.00 0.00 Administrative Services 0.00 0.00 0.00 0.00 0.00 46.00 Telecommunication 2.00 2.00 2.00 2.00 2.00 0.00 Total 58.00 58.00 60.00 57.00 52.00 57.00 PUBLIC SAFETY Police 223.00 224.00 221.00 210.00 203.00 204.00 Fire 115.00 110.00 108.00 109.00 104.00 0.00 Marine 20.00 20.00 20.00 18.00 18.00 0.00 Fire and Marine 0.00 0.00 0.00 0.00 0.00 120.00 Total 358.00 354.00 349.00 337.00 325.00 324.00 BALBOA YACHT BASIN 1.00 COMMUNITY DEVELOPMENT 1.00 1.00 1.00 1.00 WATER ENTERPRISE FUND 31.00 Planning 23.00 23.00 22.00 20.00 18.00 17.00 Building 22.00 22.00 21.00 19.00 18.00 17.00 Total 45.00 45.00 43.00 39.00 36.00 34.00 PUBLIC WORKS Public Works 36.00 35.00 35.00 29.00 29.00 0.00 Utilities - Electircal 5.00 5.00 5.00 5.00 4.00 0.00 Public Works and Utilities 0.00 0.00 0.00 0.00 0.00 32.00 General Services 162.00 161.00 166.00 148.00 141.00 123.00 Total 203.00 201.00 206.00 162.00 174.00 155.00 COMMUNITY SERVICES Library 42.00 42.00 42.00 38.00 35.00 33.00 Administration 2.00 2.00 2.00 2.00 3.00 2.00 Recreation 11.00 11.00 12.00 11.00 10.00 8.00 Senior Citizens 5.00 5.00 5.00 4.00 4.00 4.00 Total 60.00 60.00 61.00 55.00 52.00 47.00 BALBOA YACHT BASIN 1.00 1.00 1.00 1.00 1.00 1.00 WATER ENTERPRISE FUND 31.00 32.00 32.00 32.00 33.00 30.00 MARINAPARK ENTERPRISE FUND 0.00 0.00 0.00 0.00 0.00 0.00 SEWER ENTERPRISE FUND 11.00 11.00 11.00 11.00 11.00 11.00 TOTAL PERMANENT EMPLOYEES 767.00 762.00 763.00 714.00 684.00 659.00 71 Debt Service Estimates 1995 -96 1996 Original Balance Balance Total Principal Issuance TIM Additions Deletions 6/30/96 Payments Interest Paid to Date Library Certificates of Participation 7,500,000 7,235,000 (145,000) 7,090,000 591,385 446,385 410,000 Balboa Marina Loan 3,457,930 3,019,238 (100,506) 2,918,732 236,372 135,866 539,198 Tax Revenue Anticipation Note 4,300,000 4,300,000 (4,300,000) - 4,515,000 215,000 4,300,000 Water Revenue Bonds 17,100,000 16,280,000 (845,000) 15,435,000 1,721,840 876,840 1,665,000 Computer Leases 768,397 200,260 (149,527) 50,732 157,248 7,720 717,664 Other Office Equipment Leases 91,983 48,036 (18,038) 29,998 21,333 3,295 61,985 Rolling Stock Leases 1,073,913 724,650 (199,273) 525,377 236,987 37,714 548,536 Total Debt Service - (5,757,345) 8,242,383 1,722,820 7,480,164 26,049,840 31,807,184 34,292,223 72 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •