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The City of Newport Beach was incorporated September 1, 1906
The present City seal was adopted June 22, 1957
CITY OF NEWPORT BEACH
. BUDGET FOR FISCAL YEAR 1997 -98
User's Guide
• Each year the City prepares and adopts, by formal Resolution, an annual budget as required by
the City's Charter. The budget is the operating and capital expenditure plan for the City for
the fiscal year beginning on July 1 and ending on June 30 of the following year.
• Budget Process - During December of each year, the Administrative Services Department
. prepares preliminary fund balance estimates for the current year and preliminary revenues
estimates for the next fiscal year. In January of each year, the Administrative Services
. Department prepares a budget calendar and issues budget instructions and expenditure detail to
each department for use in preparation of the next year's City budget. Included in these
. instructions are budget guidelines and appropriation limits for each department. These
guidelines are developed by the Administrative Services Director and approved by the City
. Manager.
. After submission of revenue and appropriation requests by each department, the Administrative
Services Department summarizes the requests for review by the City Manager and department
. heads. After review at the City Manager level, the Administrative Services Department prepares
the City's proposed budget for the next fiscal year and submits it to the City Council as
. required by the City's Charter and the Budget Instructions. Thereafter, the City Council holds
as many budget study sessions as it deems necessary. All proposed Council changes in the
. City Manager's proposed budget are added to a budget check list. Subsequent to Council
review and prior to its final adoption, the City Manager provides each Council Member with an
. itemized list of all proposed changes to permit a roll call vote by the City Council on each item
during the budget hearing at the regular Council meeting. The City Council holds the budget
. hearing and adopts the budget on or before June 30 as required by the City Charter
.
The Budget is prepared on a modified accrual basis with all appropriations lapsing at the close
of the fiscal year. If an expenditure of an appropriation is required but unexpended at the close
.
of the fiscal year, the appropriation must be rebudgeted or reappropriated by the City Council.
Administration of the Annual Budget - During the budget year, Department Heads and their
designated representatives may only authorize expenditures based on appropriations previously
. approved by City Council action, and only from accounts under their organizational
responsibility. In addition, budget expenditures may only be authorized in the year
appropriated. Department Heads are responsible for not authorizing expenditures above
budget appropriations in any given area, without additional appropriation or transfer as
. specified below.
. New Appropriations. During the Budget Year, the City Council may appropriate additional
funds for special purposes by a City Council Budget Amendment. The City Manager has
authority to approve requests for budget increases not to exceed $1,000 in any Budget Activity
or Capital Project. (This must be specifically included in each year's Budget Resolution to
. remain valid.) All budget amendments exceeding $30,000 shall be referred to the City Council
Finance Committee for review and recommendation before acted upon by the City Council,
. except (a) projects that have received prior City Council approval; (b) donations on projects
from sources other than City funds; (c) emergencies in which time does not permit prior City
. Council Finance Committee review.
. Transfers. During the fiscal year, actual expenditures may exceed budget appropriations for
specific expenditure line items within departmental budgets. If a total departmental budget,
I
within a specific Classification, is not exceeded, the Administrative Services Director has the
authority to transfer funds within that Classification and department, to make the most efficient
use of funds appropriated by the City Council. (Salaries and Benefits, Maintenance and
Operation, and Capital Outlay are the City's three Classifications.) .
Realignments. Further, funds may be realigned between one Department Budget Activity and
another, within the same Classification, with City Manager approval. For example, if a Fire & .
Marine Department function and the employee who accomplishes it are replaced by a slightly
different function assigned to the Police Department, the City Manger may authorize the
transfer of appropriate salary and benefit funds to support this function. .
Reprogramrning. Any reprogramming of funds among the three Classifications (Salaries and
Benefits, Maintenance and Operation, and Capital Outlay) requires the City Manager's
approval by Budget Amendment. The City Manager may authorize up to $30,000 into or out
of any Classification within any department budget activity during the budget year. Any
reprogramming of funds in excess of $30,000 requires City Council approval. ,
Capital Projects. The Department Head having primary responsibility for a Project, usually the
Public Works Director, is authorized to actually encumber and approve subsequent
expenditure of City funds for Capital Projects. However, contracts in excess of $30,000
require specific City Council authorization at the time of contract award. In addition, any .
contracts not of format and wording already approved by the City Attorney require specific
City Attorney review and approval prior to contract award. .
The budget document is intended to provide the public concise and readable information about
the City of Newport Beach's proposed operating and capital budgets, as well as anticipated ■
funding sources.
The document is actually prepared in three separate volumes: The Resource Allocation Plan,
the Budget Detail and the Capital Improvement Program. .
The Resource Allocation Plan is designed to be the summary "user friendly" document for
the public. It is divided into the following five major sections: (The Table of Contents lists .
every subject covered in the budget document and its page number.)
Introductory Section - includes the Table of Contents, City Organization Chart, List of
City Officials, and the City Manager's Letter of Transmittal. .
Summary Section - includes a table of Miscellaneous Statistics for the City, Revenues by
Source, Expenditures by Function, Estimated Fund Balances and Schedule of Fund
Transfers. .
Operating Budgets - includes proposed operating budgets by department. ,
Capital Improvement Program - includes proposed capital improvement budgets by
funding source. ,
Appendix - includes a summary of the Tide and Submerged Land Fund; Land, Structures
and Improvements for the City; a summary of Automotive/Rolling Stock; a Six Year .
Comparison of Regular Permanent Employees; a listing of Debt Service obligations for the
City; and a Glossary of accounting terms and definitions of terms used in the Newport
Beach Budget document.
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Both the Budget Detail volume and the Capital Improvement Program volume are
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 restricted to expenditures
for specific purposes. The best example of a special revenue fund is the City's Gas Tax Fund,
which is funded by the State Gasoline Tax, and which can only be expended for street repair,
construction, and maintenance. The City has many other special revenue funds which are all
included in the Budget.
The City employs Internal Service Funds to account for vehicle maintenance and replacement,
as well as all compensated absences, general liability, workers' compensation, and other
insurance payments. These internal service funds are funded by charging each of the operating
. departments a rate computed to support these activities.
Finally, the Budget includes Enterprise Funds which are used to account for City operations
that are financed and operated in a manner similar to private business enterprises. The
objective of segregating activities of this type is to identify the costs of providing the services,
. and to finance them through user charges. The two main City enterprise funds are the City's
Water Fund and the Wastewater Fund. Both of these funds are financed by user charges to
the customers (residents of Newport Beach).
e Appropriation (Gann) Limit - Article XIIIB of the California Constitution (Proposition 4)
specifies that tax based appropriations of government entities (with certain exclusions) may
increase annually only by a limited amount (primarily to allow for population increases and
inflation). Newport Beach has been under its Gann Limit by a comfortable and increasing
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designed to provide the reader more detail on the proposed operating and capital improvement
expenditures. The Capital Improvement Program volume also serves as a Five Year
.
Proposed Capital Improvement Plan.
For the most part, the General Fund is the portion of the City's operating budget that funds the
majority of City services. This fund is used to account for fiscal resources which are dedicated
to the general government operations of the City, and which are not required to be accounted
for in another fund. Examples of the services funded by the General Fund include Police, Fire
and Marine Safety; Rubbish Collection; Community Services such as the public library and
recreation programs; much of the City's expenditures on street maintenance; Planning and
Building, and Engineering services; as well as the general administration of the City. In
Capital Improvements General Fund. This
addition, many are funded by the year, we are
proposing $4.6 million in General Fund capital improvements, for such projects as street
Harbor Tidelands drainage
maintenance and repair, and projects, 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 $20.0 million a year. However, in the past three years the State
has shifted over $3.3 million annually in property taxes from the City to other activities -
primarily funding for local schools. This is a permanent shift of funding and the City must
learn to live without these taxes in the future. The City's second largest single revenue source
is Sales Tax, projected to generate $13.5 million in 1997 -98, followed by Transient Occupancy
Tax estimated to generate nearly $7.0 million in 1997 -98. Together, these three revenue
sources provide nearly 60 percent of total General Fund revenues.
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 restricted to expenditures
for specific purposes. The best example of a special revenue fund is the City's Gas Tax Fund,
which is funded by the State Gasoline Tax, and which can only be expended for street repair,
construction, and maintenance. The City has many other special revenue funds which are all
included in the Budget.
The City employs Internal Service Funds to account for vehicle maintenance and replacement,
as well as all compensated absences, general liability, workers' compensation, and other
insurance payments. These internal service funds are funded by charging each of the operating
. departments a rate computed to support these activities.
Finally, the Budget includes Enterprise Funds which are used to account for City operations
that are financed and operated in a manner similar to private business enterprises. The
objective of segregating activities of this type is to identify the costs of providing the services,
. and to finance them through user charges. The two main City enterprise funds are the City's
Water Fund and the Wastewater Fund. Both of these funds are financed by user charges to
the customers (residents of Newport Beach).
e Appropriation (Gann) Limit - Article XIIIB of the California Constitution (Proposition 4)
specifies that tax based appropriations of government entities (with certain exclusions) may
increase annually only by a limited amount (primarily to allow for population increases and
inflation). Newport Beach has been under its Gann Limit by a comfortable and increasing
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margin each year. This year, the appropriations limit adopted by the City Council, in
accordance with Revenue and Taxation Code Section 7910, was $64,945,648. Calculations
determining this amount, which is almost $20 million greater than the budgeted proceeds of
taxes (even without adjusting for exclusions) are verified as part of the City's annual audit.
The Gann Limit is therefore not foreseen as an issue for Newport Beach in the near future.
In addition to the Annual Budget, the City's audited financial statements for the prior fiscal
years are available in the Administrative Services Department, City Clerk Department, and each
of the City's library branches.
Fund Balance Policy - The City Council has adopted an official policy (Policy F -2 in the City
of Newport Beach Council Policy Manual) which states that "The City Council has
determined that a General Fund Stabilization Reserve be created and that the balances in the
.
Stabilization Reserve shall be maintained with not less than fifteen percent (15 %) of the
appropriation budget total within the General Fund of the City's annual approved budget"
.
The balance in the Stabilization Reserve is currently less than the required fifteen percent of
General Fund appropriations and the City Council has endorsed an informal policy of adding
,
at least $500,000 annually to the Stabilization Reserve until the fifteen percent requirement is
met. At that rate, it will take several more years to reach the required reserve level within the
.
General Fund.
In addition to the General Fund's Stabilization Reserve, other reserve levels have been
established for the City's Water Enterprise Fund and the Wastewater Enterprise Fund. The
reserves in these funds are designed to guarantee their operation and are to be used for
emergency repairs of the systems. The City Council has not officially designated reserve
levels for the other funds of the City, however, prudent reserve levels are maintained to ensure
their continued operation.
Debt Administration - The City currently has no outstanding General Obligation Bonds, and
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has no plans to issue any in the foreseeable future. On June 1, 1992 the Newport Beach
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Public Facilities Corporation issued $7,500,000 of Certificates of Participation to finance the
construction of the new Central Library. In turn, the City entered into a project lease with
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the Newport Beach Public Facilities Corporation to lease certain property, facilities,
improvements and equipment.
The lease payments to be made by the City will be held by a trustee who will make semi- •
annual payments on the certificates of participation. The lease payments began May 15,
1994 and are in amounts sufficient to cover the payment of principal and interest of the .
certificates. Principal payments range from $135,000 to $560,000 from June 1, 1995
through June 1, 2019 at an interest rate from 6.0% to 6.2 %. At June 30, 1996, the City has ,
a required cash reserve balance for debt service of $579,731, which is recorded as a restricted ,
asset and reservation of fund balance in the Debt Service Fund. The certificates outstanding
at June 30, 1996 amounted to $7,090,000. ,
The City also has a note payable consisting of a note to the California Department of Boating .
and Waterways for a 1987 loan in the original amount of $3,300,000. This note was issued
for the purchase and rehabilitation of the Balboa Yacht Basin. The note is payable in thirty
annual principal and interest installments of $236,372 at a 4.5 percent rate of interest which
began on August 1, 1987. The outstanding balance at June 30, 1996 amounted to $2,918,733. ,
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In the current and prior fiscal years, the City has entered into several lease- purchase
agreements as lessee for financing the acquisition of a geographic information system and
. upgrades of equipment and software to the financial management and data processing systems.
The terms of the leases range from three to five years and are payable monthly. The interest
. rates on these obligations range from 5% to 9 %. These lease agreements qualify as capital
leases for accounting purposes as the title transfers at the end of the lease term or the lease
. contains a bargain purchase option. All assets acquired with capital leases total $860,380.
. In 1995, the City issued $17,100,000 of water revenue bonds to finance the construction and
acquisition of water storage and transmission facilities. The bonds are secured by a pledge of
. net revenues of the water fund. The bonds bear interest ranging from 5.375 percent to 5.4
percent. At June 30, 1996, the City had a required cash reserve balance of $1,710,000 which is
. recorded as a restricted asset. Fifteen annual principal payments are payable on August 1, and
semiannual interest payments are payable on February 1 and August 1. At June 30, 1996, the
. outstanding principal balance was $16,280,000, and accrued interest payable was $438,420.
Cash Management - The City pools all cash and investments of all funds, except for funds
required to be held by outside fiscal agents under the provisions of certificates of
participation and investment funds in its deferred compensation plan. Under the provisions
of the City's investment policy, and in accordance with Section 53601 of the California
Government Code, the City may deposit and invest in the following:
• Certificates of Deposit (or Time Deposits)
• Negotiable Certificates of Deposit
• Bankers Acceptances
• U.S. Treasury Issues
• Federal Agencies Securities
• Commercial paper
• Repurchase Agreements and Reverse Repurchase Agreements
• Passbook Savings Accounts
• Local Agency Investment Fund (State of California Investment Pool)
• County Investment Pools (Los Angeles and Orange)
• Medium Term Notes
• Asset - backed securities
• Asset/Investment Management Agreements
The City allocates interest to all funds as required by Federal, State, County, or local code.
Each fund allocated interest is indicated on the Revenue Summary of the Budget Detail book.
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CITY OF NEWPORT BEACH
Resource Allocation Plan
1997 -1998
TABLE OF CONTENTS
INTRODUCTION
Tableof Contents .................................................................................... ..............................1
Listof City Officials ............................................................................... ..............................2
City Manager's Transmittal Let ter .......................................................... ..............................3
BudgetCertificates ................................................................................. .............................16
Organization Chart 1997 -1998 .............................................................. .............................17
SUMMARIES
Miscellaneous Statistical Information ....................................................
.............................21
Historical & Projected Revenues by Category .......................................
.............................22
Historical & Proposed Operating Expenditures by Function .................
.............................25
Operating Expenditures by Department & Type ....................................
.............................26
Historical & Proposed Capital Improvement Expenditures ....................
.............................27
Operating Expenditures - All Funds ......................................................
.............................28
Summary of Estimated 1996 -1997 Year End Fund Balances .................
.............................32
Summary of Estimated 1997 -1998 Year End Fund Balances .................
.............................34
Projected Fund Transfers, All Funds.. ... — — . — .........................................
— ....................... 36
DEPARTMENT OPERATIONS
City Council / City Manager .................
CityClerk .............. ...............................
City Attorney ......... ...............................
Administrative Services .........................
Police..................... ...............................
Fire & Marine ........ ...............................
Planning & Building .............................
General Services .... ...............................
Community Services .............................
Public Works ......... ...............................
CAPITAL IMPROVEMENTS
CapitalImprovements ............................................................................ .............................84
APPENDICES
Tide & Submerged Land Fund .............................................................. .............................90
Internal Service Fund Program .............................................................. .............................91
Fixed Asset Schedule - General Municipal Property ............................. .............................93
Mapof Income Property ........................................................................ .............................96
Fixed Asset Schedule - Proprietary Fund Type ..................................... .............................98
Major Equipment Schedul e .................................................................... .............................99
Six Year Comparison of Regular Permanent Employees ...................... ............................101
DebtService ........................................................... ............................... ............................102
Glossary................................................................ ............................... ............................103
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NEWPORT BEACH CITY OFFICIALS
Assistant City Manager/Director of Community & Economic Development
City Council
Peggy Ducey ...................................................
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Dennis C. Danner .....................................
............................... Administrative Services Director/Treasurer
BobMCDonell .......................................................................................
Y
TimRiley ......................................................................................
............................... Fire & Marine Chief
Jan Debay
.
Mayor
�R
J�RSFLR`�i
............................... Community Services Director /City Librarian
Sharon Wood... .....................
Assistant City Manager/Director of Community & Economic Development
Peggy Ducey ...................................................
............................... ........... Assistant to the City Manager
.
Dennis C. Danner .....................................
............................... Administrative Services Director/Treasurer
BobMCDonell .......................................................................................
............................... Chief of Police
TimRiley ......................................................................................
............................... Fire & Marine Chief
.
David E. Niederhaus .............................................................
............................... General Services Director
LaDonna Kienitz ....................................
............................... Community Services Director /City Librarian
.
PatriciaL. Temple .............................................................................
............................... Planning Director
JayElbettar ........................................................................................
............................... Building Director
Don Webb ...........................................................
............................... Public Works Director /City Engineer
.
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City Manager's Transmittal Letter
HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL:
In accordance with the provisions of the Newport Beach City Charter, I hereby submit
the 1997 -98 City Budget to the City Council for its review, deliberation and adoption.
Each year I try to provide in a few pages a summary of the key issues embodied in the
lengthy and complex budget document.
■
Again this year we are providing to the City Council and members of the community a
■ budget encompassing three documents. The first, in which this message is contained,
■ is known as the Resource Allocation Plan and is intended to give a good overview of
■ the City's fiscal operations, trends in revenues, expenditures and the operations of City
departments.
■
■ The second document is titled Budget Detail and provides a multi -year listing of each
City revenue category and expenditures by fund, department, division and account.
■ This document is intended for the reader desiring the most intimate of details of our
■ fiscal operations.
■ The third and final document is titled Capital Improvement Program and provides
■ both a summary as well as the detail of all capital improvement projects by fund. Each
individual improvement project includes a location map, a general description of the
■ project and the sources of monies proposed to be utilized to fund the project.
■ BUDGET OVERVIEW
■
■ The total estimated City revenues for 1997 -98 are $115 million, down $17.3 million or
13.1% from the 1996 -97 estimated revenues. This decrease is a result of fewer one-
time grants or contributions from other entities for capital improvement projects.
■ Total City expenditures in 1997 -98 are proposed to be $104.5 million which is a decrease
■ of $25.1 million from 1996 -97 or 19.3 %. 1996 -97 was a high water mark for the City
■ in capital improvement projects while 1997 -98 returns to a more normal capital project
program level.
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■ In the City's General Fund operations, which comprises nearly 70% of total expenditures
and include all of the major City departments (Police, Fire and Marine, Community
■ Services, General Services, Planning, Building, Public Works, Administrative Services
. and General Government operations), the proposed 1997 -98 budget is balanced and
sets aside nearly $600,000 into the Stabilization Reserve. This transfer to reserves is a
■ continuation of our budgetary practices over the last three fiscal years to restore our
■ Stabilization Reserve to more prudent levels. If the City hadn't been required to pay
■
Total
Overall
Revenues:
$IISM
Expenditures:
$104.SM
General
Fund -
Balanced
Budget &
$600K to
Reserves
an arbitration judgment on the dispute related to the construction of the Central Library
during the current fiscal year, our Stabilization Reserve would have reached $6.6 million
and slightly exceeded our former 10% reserve policy. With the judgment and the
transfer to reserves in 1997 -98, we are estimating our Stabilization Reserve on June
30, 1998 to be $6.2 million or 9.4% of expenditures. The current City Council reserve
policy of 15% of budgeted expenditures will take several additional fiscal years to
achieve.
The need to restore our Stabilization Reserve results from the extreme economic
pressures faced by the City in the early 1990's. Fortunately, the City had a sufficient
reserve to help mitigate the adverse fiscal effects. It is critical that during a period of
better economic activity that the City restore its reserve to have the resources to weather
the next inevitable dip in economic activity or other local fiscal emergencies.
How has the City recovered from State shifts of property taxes, adverse legal judgments
Recovery and settlements, reduced economic activity and higher operating costs from new
Strategies facilities? It has aggressively undertaken a comprehensive program with a short, and
more importantly, a long range view of instituting fiscal stability including:
1. Reducing its workforce by 15 %.
2. Merging 13 City departments into 8; realigning functions provided in
multiple departments into one; eliminating or reducing managerial or
supervisory levels.
3. Privatizing services after completing careful analysis of savings and
efficiencies.
Economic
Development 4. Creating an aggressive economic development program to attract and
retain businesses, streamline regulations and identify long term revenue
strategies.
5. Merging services with other cities for cost savings.
6. Implementing new technologies to improve communications in a smaller,
leaner workforce and help our employees enhance their efficiency.
Income 7• Negotiating new leases on key City income properties to produce short
Properties and long term gains.
8. Negotiating new comprehensive agreements with seven of eight employee
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associations focusing on keeping a very competitive salary and reducing
. the rapidly increasing costs of leave and other benefits.
9. Placing on the ballot a measure to eliminate our costs of providing refuse
services to a small portion of the business sector and capping our current
free curbside residential refuse program to current City corporate
boundaries.
2 10. Increasing selected revenues: Business License Tax, Transient Occupancy
Tax (TOT), Marine Charter Tax, and parking meter rates and locations.
. During 1996 -97 the City comprehensively reviewed and adjusted over
150 different fee related services to gauge the cost of the service versus
the offsetting revenue for the first time in many years.
11. Purchasing commercial insurance policies for general liability and
workers' compensation coverage above a prudent deductible and
e enhancing our risk management activities to reduce the risk of losses.
■ 12. Creating internal service funds to establish appropriate charges to
. departments for the long term costs of fleet replacement, compensated
employee absences (accrued vacation, sick and flex leave), workers'
■ compensation and general liability charges.
• 13. Managing and monitoring overtime expenses resulting in reductions of
■ usage.
• 14. Reducing by 100 the total size of (and cost to maintain, replace, fuel and
insure) the City's fleet of rolling equipment. This includes the reduction
. in the number of City vehicles commuting to and from work
0 15. Budgeting for certain key personnel costs previously paid from salary
. savings due to attrition and turnover, including police holiday and master
officer pay.
. 16. Investing the City's idle cash to substantially reduce the non - interest
bearing funds in the City's demand deposit accounts, while increasing
interest earnings.
17. Creating multi -year master plans for public improvements to water, sewer,
■ road and other facilities to prudently plan for their refurbishment,
rehabilitation and replacement.
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Measure Q -
1996
KPMG Fee
Study
Fleet
Reductions
Infrastructure
Master Plans
5
Effects of
The process of adopting and implementing these changes has had varying effects on
Change
different groups. Users of our services have been shifted from one department to
another or faced with new or reduced staff to provide a service. Residents, businesses
and employees recall the past when money and staff was plentiful. Some question
what has prompted the changes. Our reduced workforce is stretched and stressed to
produce quality services with fewer resources and without excuses.
Continual
Change is difficult and challenging and yet the one thing that is constant today in the
Improvement
public and private corporate world is change. Our organization will continue to adapt,
Philosophy
evolve and change. In the popular vernacular, this is referred to as continual
improvement. The City staff is committed to continually improving and refining the
services we provide the Newport Beach community. The 1997 -98 budget reflects a
continuation of this trend as you'll note in the remaining descriptions of key revenue,
expenditure, capital improvements and City goals.
REVENUES
General Fund revenues are projected to grow 3.8% in 1997 -98 or $2.5 million. An
Modest
examination of our revenues over seven fiscal years indicates that while property, sales
Genera[
and transient occupancy taxes continue to provide the three largest sources of revenue,
Fund
Revenue
the combination of all General Fund charges for services has grown the greatest
Growth
percentage ( 57% ) during this period. On a comparative basis ' property ' tax revenue
(3 89,6)
during the same period has declined by 9.3% in real non -CPI adjusted dollars. The
City's sales tax revenue since declining $2.0 million between 1990 -91 and 1991 -92
has finally grown to surpass its level of eight years ago.
Property Tax
Our secured property taxes are projected to grow 2% in 1997 -98 due primarily to new
Growth
housing units at Castaways, Harbor Cove, the Colony and Baypoint. Sales tax revenues
are projected to grow by 3.85% due in large measure to improved activity in all retail
segments and the addition of Bloomingdales, the summer /fall opening of the new
Fletcher Jones Motorcars and the expansion/reopening of BMW and Land Rover
automobile dealerships. The TOT revenues are anticipated to rise by 2% as occupancies
remain relatively high with modest increases in room rates.
New building permit activity is anticipated to decline slightly from the peak of 1996-
97, while park fees are anticipated to grow ($700,000) and be placed into a restricted
park improvement reserve as a segment of Pacific Bay Homes pulls building permits
and commences construction.
Business license revenue is projected to grow by 5.3% due to a fully staffed inspection
staff, following a period of turnover and vacancy. The 1997 -98 revenue estimates
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reflect a full year's implementation of the ambulance transportation program in
EMS
conjunction with the previously provided paramedic service. This has resulted in a
Revenues
$270,000 increase in service fees which are now providing approximately $60,000 per
.
month to fully offset program costs. This is an area which five years ago was totally
subsidized with taxes and generated no revenue.
.
In Tidelands revenues the City has reflected significantly larger revenues from the
Balboa Bay
Balboa Bay Club to reflect their improved economic activity and increased percentage
Club
rent under the current lease. The Balboa Bay Club, pursuant to the 1995 re- negotiated
Revenues and
■
groundlease, could exercise their five year option period and extend their current lease
Redevelopment
by pulling building permits on their approved redevelopment plan. Once this action is
taken, the new base rent of $1,125,000 would be discounted by 50% for a maximum of
.
thirty- months during the phased construction activity on the property. This revenue
loss has not been factored into the 1997 -98 revenue forecasts, but it could impact
■
revenues in subsequent years once building and financing plans are completed.
The final significant revenue issue is the increase in sewer service fees in the Sewer
Sewer Service
■
Enterprise Fund. These are projected to grow by $475,000 based upon a previous
Fees
.
Council approved multi -year adjustment made to the sewer service fee to provide
sufficient restricted revenues to maintain and replace our aging sewer pump stations
■
around the City in a coordinated and phased program.
EXPENDITURES
■
.
As mentioned previously, the City's total expenditures are substantially smaller (19.3 %)
in 1997 -98 due to a 52% reduction in large one -time capital improvement projects
Salary &
■
such as MacArthur Boulevard Phase I and II and the Arches Bridge Replacement
Benefit Costs
projects. Overall salaries and benefits are projected to grow 5% or $2.5 million in all
Projected to
funds due primarily to the full impact of the safety employees' salary adjustment and a
Increase 5/0
■
$500,000 increase spread among all departments for workers' compensation expenses.
•
Of note, total City Maintenance and Operation expenses are down nearly $2.0 million
■
or 7.2% resulting primarily from the projected mid -year implementation of the
.
Groundwater Development Project and the lower costs of buying or producing drinking
water for our retail customers.
As a total percentage of City expenditures, only the Public Safety portion (Police, Fire
Public Safety
and Marine) has increased in any substantial way, growing from 43% to 45 %. In real
Grows to 45%
dollars, Public Safety expenditures are projected to grow by nearly $2.0 million, while
of Total City
■
all other non - enterprise operational segments of the City are projected to grow a total
Expenditures
.
of $475,000. This is again primarily due to the full impact of multi -year salary
agreements and higher workers' compensation premiums for Public Safety employees.
7
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0
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MAJOR GOALS AND PRIORITIES .
In early 1997 the City Council established nine major areas for prioritization in 1997-
98. These nine areas are described below including how they are reflected in the
recommended 1997 -98 budget.
.
Airport
The City continues to have a two pronged approach to airport issues. This includes
Airport.
P
protection and extension of the current provisions of the 1985 City/County Airport
JWA/El Toro
Settlement Agreement and development and implementation of a long term regional
.
airport alternative to JWA at MCAS El Toro. In 1993 the City worked successfully to
place MCAS El Toro on the Federal Base Realignment and Closure list. Since then the
City has legally assisted in the defense of Measure A passed by Countywide voters in .
1994, which provides for County General Plan policies and programs which require
aviation uses, if feasible, at El Toro. In 1995 Measure S was defeated by the voters
which would have repealed Measure A. In December 1996 the City successfully .
participated at all governmental levels to ensure the County Board of Supervisors'
approval of a Community Reuse Plan (CRP) at El Toro calling for a commercial airport
as the preferred use of the site. .
In 1997 -98 the City has allocated $500,000 in its Capital Projects Program to continue
to work in all areas to result in approval by the Board of Supervisors in late 1999 of an .
Aviation Master Plan for John Wayne and El Toro Airports. Several South County
cities, through a JPA known as El Toro Reuse Planning Authority (ETRPA), have vowed
to spend in excess of $2 million per year to stop this Board action by developing a non- .
aviation alternative. It will take considerable time and effort by the City and aviation
supporters to keep the process embodied in Measure A and the CRP on track. Should
this effort fail, the expiration of the City/County Settlement Agreement in 2005 could .
leave the City vulnerable to substantial noise impacts, in sharp contrast to the 18,000
acre no home area around El Toro.
Financing Forecasting
In each of the last three years the City Council has addressed our fiscal issues, in one .
form or another, as a top priority or goal. For 1997 -98 the City Council has requested
that City staff devote time and resources to longer range forecasting. ■
•
In January of the last five years, the City staff has prepared a forecast of revenues and
expenditures for the current fiscal year and the following budget year. This information ■
was submitted to the City Council in advance of the formal budget. In addition to .
8
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keeping the Council informed, the purpose of these forecasts is to give direction to
Department Directors as they prepare their budgets for the new fiscal year. Even this
■
two year snapshot in such a dynamic fiscal world is very challenging, and yet the long
■
range fiscal effects of policy actions by the City Council should be known to set good
long range policies.
■
■
To this end, City staff has completed a complex ten year forecast of the City's fiscal
Ten Year
picture which could be annually updated for changing events. Senior City staff have
Fiscal
not completed a thorough review of the key assumptions used to prepare the forecast
Forecasting
■
at this time, but it is our goal to submit the ten year forecasts during May to the City
Council to allow time for review and consideration so that it could be conceptually
■
approved prior to June 30th and incorporated into the Resource Allocation Plan. The
■
forecast reflects estimated revenues, expenditures and fund balance /reserves for ten
years, broken down by City fund. Thus, in adopting this and future fiscal year budgets,
■
and considering key forecast assumptions, the City Council and staff can gauge impacts
■
of decisions made today on future City budgets.
Advanced Planning -Annexation
■
■
In 1996 -97 one of the City's five major goals was Downcoast Annexation. By the
close of the current fiscal year we hope to present a completed fiscal analysis of the
Decision
■
possible annexation. Recently City staff presented a preliminary analysis to the
Time on
■
Legislative Committee which concluded that the annexation would be fiscally positive
Newport
Coast
for the City, but final numbers can't be concluded without a full understanding of the
■
split of future property tax revenues between the City, County General Fund, the Orange
Annexation
■
County Fire Authority and the County Library District. City staff will be pursuing this
information from these entities and then presenting a complete analysis to the City
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Council for approval to proceed with meetings with Newport Coast property owners,
■
homeowner associations and finally LAFCO with an annexation application.
■
In 1997 -98 the City Council has directed that this process continue forward to a
■
conclusion. Within the recommended expenditures are limited funds in the City
Manager's budget to proceed with further fiscal analysis; however, if a determination
■
is made to formally file an application fee and utilize any specialized legal counsel
■
then a budget amendment would be necessary.
■
Economic Development
■
The 1997 -98 budget continues a separate and distinct division within the Planning
■
Department devoted to this issue which is intended as an arm of the City to keep our
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tax and revenue base strong to continue to provide high quality public services.
9
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Economic
During 1996 -97 several key milestones have been accomplished with adoption of a
■
.
Development
complete revision to the City's massive and complex Zoning Ordinance to make it
Milestones
easier to read, understand, utilize and enforce. In addition, City staff supported the
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efforts of the Balboa Peninsula Advisory Committee ( BPPAC) in their presentation of
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a long term work program to revitalize the Peninsula. During 1997 -98 a key goal will
be the study, review and consideration of implementing actions in the BPPAC plan.
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Traffic
Staff continues work on the 1996 -97 goal to consider revision to the Traffic Phasing
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Phasing
Ordinance (TPO) to make sure it fairly assesses the future traffic impacts of development
Ordinance
proposals and yet permits the City to retain quality employers desiring to expand in the
■
competitive global economy, such as Rockwell International. Action by the City Council
should occur in June or July on this key goal.
■
In early 1997 the City Council indicated a desire to develop a long range plan for
Newport Center. An initial implementation plan was presented and approved by the
■
City Council for further evaluation and analysis in April 1997. The key focus of this
.
effort will be to study and implement a plan which assures the City and the property
Newport
owner a viable retail, office and residential center well into the next century as
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Center/
competitors in the region attempt to lure users to other locations. Newport Center/
.
Fashion
Fashion Island today produces 20% of the City's total sales tax revenue and a substantial
Island
portion of the commercial property tax revenue. By early 1998 the goal would be to
■
Master Plan
have completed studies and acted upon an entitlement plan which not only keeps
.
Newport Center viable for decades, but offers resolution to other key City goals such
as open space and affordable housing.
■
•
Employee Relations
■
The City Council in 1996 -97 adopted comprehensive Memorandums of Understanding
.
with seven of eight employee associations which for the first time tackled the growing
costs of fringe benefits. These fringe benefits impact the City's fiscal ability to provide
■
future quality services. To provide quality services the City must have top quality
personnel, and to attract and retain these employees requires a competitive wage in the
labor market.
■
•
Labor
The process of reaching new agreements with the employee associations has been
Negotiations
contentious and utilized the City's past labor negotiation's practices. The City Council
has requested that in 1997 -98 City staff explore alternative methods of bargaining
which, if utilized in the future, could complete negotiations for both parties based on
the long term interests of the parties as opposed to excessive focus on immediate
.
positions. Work has commenced on this goal and it should be completed for City
■
Council review of alternatives and discussion with employee groups early in the fiscal
10
year.
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■ Marine Environment and Bay Water Quality
The finalization of a financing package to fund the dredging of Upper Newport Bay is
. another key priority in 1997 -98. Extensive work has been completed to date on this
issue with our own State legislators and other key State leaders.
. All of the necessary environmental clearances have been obtained and the plans will
be ready for bidding upon completion of a funding package. Time is of the essence as
the sediment buildup since the 1986 dredging is substantial and will continue to de-
. grade Upper Bay animal and plant species until corrected. The total cost of the dredg-
ing is $5.0 million and the financing package must be in place early in the fiscal year.
The City's 1997 -98 budget has assumed funding from other sources and City adminis-
tration of the dredging project by the Public Works Department.
Water Service Delivery
This priority is to complete the long awaited Groundwater Development project by
October 1997. All phases of work are nearing completion at this time and barring
unforeseen circumstances should be accomplished.
The 1997 -98 budget in the Water Enterprise Fund reflects reduced water costs as a
. result of an October completion date, and consequently the extensive capital program
will cease and reserves in the Water Fund be rebuilt over the next decade. The City
Council has already approved holding 1996 -97 water rates through the 1997 -98 fiscal
. year.
Tidelands Management/Administration
• The eighth priority is the examination of the current City/County tidelands areas and
boundaries, and following this activity early in the fiscal year, an examination of the
responsibilities of the City and County in providing harbor services.
0 Funds have been allocated in the Capital Projects budget to undertake the legal and
survey work on the boundary issues. Staffing for this project is being coordinated by
the Fire and Marine Tidelands Division.
Crime Prevention
Over the last ten years the incidents of crime have dropped by over 14% in Newport
Beach and by similar substantial amounts in the immediate region. Despite these
. positive results in fighting crime, residents and businesses aren't feeling less likely of
becoming a crime victim.
Upper
Newport Bay
Dredging
Groundwater
Development
Completion -
October 1997
11
Improvement
First, commencing in fiscal year 1993 -94 as City General Fund revenues continued to
■
■
Issues
The City Council established this priority to re- emphasize within the community what
■
■
the residents, businesses and City can do by working together on crime prevention and
■
analysis to further reduce Newport Beach's crime rate, vulnerability to crime and
■
increase the perception and reality of safety.
■
Crime
Within the 1997 -98 Police budget are staffing and supplies to add a position for the
■
Falls 14%
first time dedicated only to crime prevention. In addition, during 1997 -98 this new
■
position, which is grant funded, will undertake an extensive public outreach in
coordination with the department's patrol, traffic, detective and crime analysis efforts.
■
continue to be deferred, creating a larger and longer backlog of projects.
■
Supplemental
Capital Improvements
and
Supplemental and Unfunded Priorities which identifies priorities which were not able
■
Unfunded
Again in 1997 -98 the City is able to allocate substantial City financial resources to
■
Total Capital
undertaking over 100 Capital Improvement Projects. The vast majority of the $23.6
Improvements:
million in projects are funded through restricted revenues allocated to the City for
■
$23.6M
specific purposes or projects.
.
In the third document titled Capital Improvement Programs, a summary and detail of
■
these projects are provided for the interested reader. Noted below are items which I
■
believe are significant for the City Council as they begin review of these projects.
.
Canital
early next fiscal year.
■
Improvement
First, commencing in fiscal year 1993 -94 as City General Fund revenues continued to
■
Issues
decline, the City staff initiated a prioritization and categorization of projects (A to D)
to assist the City staff and City Council in ranking projects in a period when worthy
■
and needed projects exceed available funding. In the last three fiscal years only A or B
.
priority projects have been able to be funded with the approximate $4 million allocated
to General Fund Capital Projects. As revenues have begun to improve in the last three
■
years, they have been utilized to keep salaries competitive or restore reserves. My
.
point is simply that there are numerous worthy and necessary projects to keep our
facilities and equipment in good and safe operating condition which simply must
■
continue to be deferred, creating a larger and longer backlog of projects.
■
Supplemental
As a result of this dilemma, this year I have created a separate document titled
and
Supplemental and Unfunded Priorities which identifies priorities which were not able
.
Unfunded
to be funded. These include not only Capital Improvement Projects, but other activities
.
priorities
and programs which in some cases could improve services or make operations more
efficient. All of these projects have been prioritized by a three member panel of executive
■
staff members, chaired by the Assistant City Manager. This document will be submitted
.
later this month for City Council Finance Committee and City Council review. The
intention of this effort is to identify projects or priorities which, if revenues received at
the close of the current fiscal year exceed projections, could be considered for funding
.
12
early next fiscal year.
■
■
■
■
■
The City Council in your review may determine that one or more of these Supplemental
and Unfunded Priorities should take priority over other recommended projects or
■
programs. This is understandable as the choices have become increasingly difficult
■
and perplexing.
■
Several specific areas of concern should be highlighted for your information. The City
Facilities
■
has allocated a mere $325,000 for the maintenance of our aging City Hall, Police,
Maintenance
Corporation Yard, Beach Restrooms and Recreation/Senior Center facilities. All of
■
these facilities are heavily used and essential to our central public service mission such
■
that continued deferral will eventually effect services.
■
Second, the proposed allocation to residential street and sidewalk repairs will slow our
Street
■
elimination of a backlog of slurry, overlay and concrete repairs. Contract sidewalk
Sidewalks,
repairs, which supplement our two City crews, have been reduced from $285,000 to
Curbs, &
■
$150,000. In residential street, alley and bikeway repairs, the Public Works staff is
Gutter Repair
currently administering a Pavement Management contract to inventory the status of all
residential asphalt areas and prioritize those in greatest need. It is believed that the
■
$450,000 currently proposed in the Capital budget (Pages 17 and 19) will be insufficient
■
to address priorities identified in the inventory.
Third, the City's street lighting system operates many light fixtures which are not the
most energy efficient, and conduit and poles which are aging and deteriorating, creating
Street
Lighting
more outages and repairs than normal. In the early 1990's it was identified that this
Repair
backlog totaled $11.25 million in repairs and conversions necessitating spending
Backlog
■
$750,000 each year for fifteen years. Between 1993 -94 and 1996 -97 this work was
funded at $250,000 per year and in the proposed budget has been deleted altogether
.
due to other priorities. The long term issue must be addressed in the near term or in the
future face a serious backlog of repairs and replacements.
Fourth, in maintaining our 340 acres of parks, medians and parkways we have allocated
park
just $523,000 in capital dollars to address irrigation, turf, walkways, lights, slopes and
Maintenance
■
other issues. The General Services Department has identified multi -year priority
projects, but insufficient funding prevents its systematic implementation.
■
.
Finally, within individual City Departmental budgets and the Capital Program are
Automation
allocations to provide upkeep and replacement for our automation equipment. Given
Schedule
our reliance on the automation systems, this fiscal year we will begin examining the
■
creation of an internal service fund to set aside adequate resources to replace hardware
and software on a schedule in accordance with the Strategic Information Report prepared
■
by the Warner Group in 1995. It will be our goal to implement this program during the
■
1998 -99 budget. The City should also periodically update this plan to keep a view of
where we want to be in five and ten years with our automation equipment.
13
■
■
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SIGNIFICANT 1997 -98 PROJECTS
■
Bridge
The largest Capital Improvement Project in 1997 -98 will be the Upper Newport Bay
■
Seismic
Dredging project ($5,200,000) provided Federal, State, County or other local funding
■
Retrofitting
can be assembled. Other large projects for 1997 -98 include the seismic retrofitting of
.
three bridges onto Newport, Balboa and Lido Islands ($2,058,958), the rehabilitation
of San Joaquin Hills Road - Jamboree Road to the east City limits ($512,500), and the
■
rehabilitation of Balboa Boulevard -A to G Streets ($250,000) following the
■
undergrounding of utilities in this area. There are several projects along the coast
which are budgeted and contingent on the resolution of the oil spill litigation (Balboa
■
Pier Railing replacement, the replacement /rehabilitation of the Oceanfront sidewalk
.
and street lights, and the replacement of lifeguard towers). Projects funded through
the oil spill litigation settlement must be beach recreation oriented and improve facilities
and areas impacted by the oil spill in 1990.
■
During 1997 -98 several major capital improvement projects funded and commenced
■
in 1996 -97 will continue to completion, including the Arches Bridge replacement, the
■
MacArthur Boulevard Widening Project Phase II from San Joaquin Hills Road to Ford
Road, and the construction of the Castaways Passive Park on Dover Drive.
■
River Avenue
In the General Fund/Streets program we will undertake the reconstruction of River
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Reconstruction
Avenue north of Balboa Boulevard ($206,400) followed next fiscal year by Neptune
■
Avenue. Both of these streets are in very poor condition and require substantial work.
.
Nearly $825,000 of the $4 million General Fund Capital Program is allocated to cover
■
the second of five installments on two projects initiated in the current fiscal year. These
.
are the City's participation in a Countywide radio communications improvement project
known as the 800 megahertz program and the comprehensive upgrading of the Police
■
Department's computer hardware and software system which was originally approved
■
by the City Council in 1995 -96.
■
This year, after discussion with State Lands Commission staff, the City has placed all
■
Grand Canal
marine, harbor and tidelands capital projects into the Tide and Submerged Land section
Dredging
of the Capital Improvement Program. The two largest priorities in this area in 1997 -98
■
are the dredging of the Grand Canal ($100,000) between Balboa and Little Balboa
.
Islands and $150,000 to improvements to our oil field to keep production and revenue
flowing.
■
■
In the Water Enterprise Fund, we will complete the Groundwater Proj ect and our Capital
programs will return to normal levels of replacement of mains, meters and fire hydrants.
■
One large project, the Corona del Mar alley and water main replacement ($750,000)
.
14
■
■
■
■
■ will complete the total replacement of all mains and alleys in Old Corona del Mar
south of Pacific Coast Highway. In addition, the City will be funding its required
■ share of the Reclaimed Water program ($750,000), and undertake the modification of
■ the Big Canyon Reservoir disinfecting system to bring consistency to the systems at
Big Canyon and the new facility at the Utilities Yard.
■
■ SUMMARY AND CONCLUSION
■ During 1997 -98 the City continues to see our revenues improve when compared to the
■ past five fiscal years. The growth in our revenues is matched by the growth in our
expenditures in the General Fund. While our maintenance and operation accounts and
■ capital allocations remain flat, we have allocated a small portion of the growth in
revenues to reserves ($600,000) and the remainder to increasing our allocation to
workers' compensation and salaries and benefits to keep pace with the marketplace.
■
■ As indicated earlier, our end of the fiscal year receipts in property and sales tax revenues
may be larger than forecast and could pen-nit the City Council to reconsider allocations
■ to reserves or other worthy projects which are identified in a Supplemental and Unfunded
■ Priorities document which will be delivered in mid -May. It would be my
■ recommendation that the City Council defer actual action on these supplemental projects
and priorities until City staff has a better idea on whether these enhanced revenues
■ actually materialize. In addition, it will be my recommendation that we give priority
■ in the use of these monies to one -time capital or operational expenses so that, should
revenues decline in the future, we haven't become reliant on the higher revenue base
■ which could require cuts in programs or staff.
■ Finally, in closing let me again stress this fiscal year that the City must continue to
■ pursue efficiencies and economies in its operation to guarantee the best use of our
■ limited resources. Additionally, we must continue to look at areas and operations
which can produce greater revenues for the City to continue to provide a high level and
■ quality of public services to the Newport Beach residents, businesses and visitors. I'm
■ committed to undertaking these fiscal challenges under the policy guidance of the City
Council.
■
■ Sincerely,
■ Z4� %ALA %��
■ Kevin J. Murphy (/
■ City Manager
■
■
15
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation
Award to the City of Newport Beach for its annual budget for the fiscal year beginning July 1, 1996. In order to receive this award,
a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a
financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget
continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
/ A \
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Newport Beach,
California
For the Fiscal Year Beginning
July 1, 1996
ret AZ
Pres. Exeoufl a Director -
The California Society of Municipal Finance Officers ( CSMFO) was founded in 1957, and is a statewide organization serving all California
municipal finance professionals. CSMFO promotes excellence in financial management through innovation, continuing education and the
professional development of members. The City of Newport Beach was recognized for excellence in budgeting for Fiscal Year 1996 -97.
- California Society of
Municipaf Finance Officers
Certificate of Award.
Excellence in Public Communications 1996 -97
Presented to
City of Newport Beach
This certificate recognizes the achievement of excellence in producing a Public Communications document which enhances
general pablic understanding of city government and encourages citizen participation -
s
Cusimso, Bdeoine6 Fioantil Meo,caust erttidmt, CSMFO
ocean anaeaing &Fln.nemM eem.nt
5764" 24, 7497 -. -.-
a6 Dedicated to Excellence in Municipal Financial Management a8
16
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1997 -1998
ELECTORATE
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COUNCIL
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ASSISTANT
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COUNCIL - MANAGER FORM OF GOVERNMENT
NEWPORT HARBOR
STREETS AND ALLEYS Streets
■
Ocean
Boats
9,000
26 Miles
RESIDENTIAL POPULATION
(January 1, 1996)
Residential
1,230
2 Miles
Permanent
71,000
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
$115,576,429
Occupancy factor per dwelling unit
2
Ocean
20.00
NUMBER OF PARKWAY TREES
23,325
■
TOTAL SQUARE MILES
35.77
Per Square Mile
5,641.67
CAPITAL IMPROVEMENTS
RECREATIONAL ACREAGE
Acres
■
■
Acres
Ocean Water
12,864
Land
8,876.80
Harbor Waters
1,216
■
Bay
1,216.00
Parks
154
670
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
$12,330,205,468
DWELLING UNITS
January 1, 1993
35,017
■
TOTAL REVENUE
$115,576,429
Occupancy factor per dwelling unit
2
OPERATING EXPENDITURES
$81,004,223
POPULATION DENSITY
■
Per Square Mile
5,641.67
CAPITAL IMPROVEMENTS
$23,865,454
Per Acre
8.45
■
CERTIFICATES OF PARTICIPATION
$0
EMPLOYEES
■
Regular Full Time
670
Total (Including Part Time)
800
■
■ Newport Beach is one of Southern California's most scenic and dynamic communities. It
surrounds Newport Bay, well known for its picturesque islands and one of the greatest natural
■ yacht harbors in the world, accommodating over 9,000 boats of all types docked within its 25
square mile harbor area. This bay area and the 6 miles of ocean beach offer outstanding fishing,
■ swimming, surfing and aquatic sports activities. The City has a permanent population of 71,000.
■ During the summer months, the population grows to over 100,000 with 20,000 to 100,000 tourists
daily. There are fine residential areas, modern shopping facilities and a quality school system. A
■ major campus of the University of California is located immediately adjacent to the City, and eight
■ other colleges are within a 30 mile radius. Located 50 miles south of Los Angeles in Orange
County, Newport Beach offers one of the finest climates in the United States.
■
■
■
21
F: \HOME \BUGGET98 \ReV19798 1:09PM 9/17197
REVENUE SUMMARY 1997 -98
199738':.
199233 199334. 1994 -H 199936
199637
Revenue..,
Percent
.. Actual Actual, Actual Actual
Estimated)
Budget,:-
Increase
FundlRevenue Category Revenue Revenue Revenue Revenue
Revenue
Estimate
(Decrease)
GENERALFUND
PROPERTYTAXES
21,496,353
20,597,983
19,047,473
20,633,538
20,530,000
20,970,600
2.15%
TAXES OTHER THAN PROPERTY
16,975,423
19,211,155
20,672,356
22,219,941
24,131,000
24,776,000
2.67%
LICENSES AND PERMITS
975,731
986,154
1,112,873
1,663,469
1,651,010
2,005,731
21.49%
INTERGOVERNMENTAL
4,396,735
3,980,890
7,113,786
4,728,972
4,295,381
4,313,040
0.41%
CHARGES FOR CURRENT SERVICES
4,689,273
5,064,259
5,091,518
6,230,168
7,222,178
7,186,472
-0.49%
FINES, FORFEITURES 8 PENALTIES
2,246,113
2,527,815
3,067,817
2,795,045
2,512,000
2,652,000
5.57%
USE OF MONEY AND PROPERTY
5,676,612
4,750,948
4,936,317
5,792,454
5,567,875
6,082,320
9.24%
OTHER REVENUE
552,157
2,605,612
512,215
331,013
372,500
379,500
1.88%
TOTAL GENERAL FUND
57,008,396
59,724,817
61,554,355
64 394,601
A6 944
68,365,663
3.14%
ASSET FORFEITURE FUND
INTERGOVERNMENTAL
336,757
178,379
88,713
60,018
120,000
230,000
91.67%
USE OF MONEY AND PROPERTY
0
25,294
15,914
16,637
5,000
5,000
0.00%
TOTAL FORFEITURE FUND
336,757
203,673
104 ,627
76,655
125,000
235,000
88.00%
SLESF - COPS FUND
INTERGOVERNMENTAL
0
0
0
0
160,721
160,721
100.00%
USE OF MONEY AND PROPERTY
0
0
0
0
0
0
100.00%
TOTAL SLESF - COPS FUND
0
0
0
0
160,721
150,721
100.00%
SCHOLARSHIP FUND
USE OF MONEY AND PROPERTY
714
677
0
0
0
0
0.00%
TOTAL SCHOLARSHIP FUND
714
677
0
0
0
0
0.00%
CDBG FUND
INTERGOVERNMENTAL
639,133
451,395
461,973
209,797
582,900
582,900
0.00%
TOTAL CDBG FUND
639,133
451,395
461,973
209,797
582,900
582,900
0.00%
STATE GAS TAX FUND
INTERGOVERNMENTAL
1,127,006
1,226,069
1,224,654
1,252,643
1,214,450
1,214,450
0.00%
USE OF MONEY AND PROPERTY
137,417
175,761
269,811
266,041
120,000
120,000
0.00%
TOTAL GAS TAX FUND
1,264,424
1,401,830
1,494,465
1,518,684
1,334,450
1,334,450
0.00%
AHFPFUND
INTERGOVERNMENTAL
157,550
0
0
0
0
0
0.00%
TOTAL AHFP FUND
157,550
0
0
0
0
0
0.00%
TIDELANDS FUND
LICENSES, PERMITS AND FEES
823,602
964,634
980,459
1,073,715
1,168,066
1,189,865
1.87%
INTERGOVERNMENTAL
103,321
110,421
86,217
72,371
43,108
21,554
- 50.00%
CHARGES FOR SERVICES
13,925
19,969
17,094
26,447
25,000
25,000
0.00%
USE OF MONEY AND PROPERTY
3,788,248
3,672,219
4,077,521
4,193,233
4,543,175
5,067,500
11.54%
OTHER REVENUE
2,810
27,831
50
2,219
1,500
1,500
0,00%
TOTAL TIDELANDS FUND
4,731,906
4,795,074
5,161,340
5,367,986
5,780,849
6,305,419
9.07%
CONTRIBUTIONS FUND
INTERGOVERNMENTAL
149,516
454,978
79,349
734,147
8,189,546
8,848,958
8.05%
USE OF MONEY AND PROPERTY
0
0
0
3,103
0
50,000
1.00%
OTHER REVENUE
5,064
31,910
0
758,821
0
0
0.00%
TOTAL CONTRIBUTIONS FUND
154,580
486,888
79,349
1,496,071
8,189,546
8,898,958
8.66%
CIRCULATION AND TRANS FUND
USE OF MONEY AND PROPERTY
169,472
187,281
268,394
500,000
250,000
0
- 100.00%
OTHER REVENUE
122,013
298,378
211,337
1,799,458
500,000
250,000
- 50.00%
TOTAL CIRCULATION FUND
291,485
485,659
499,731
2,299,458
750,000
250,000
- 66.67%
22
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
F:IHOMEIBUOGET981R.09798 1:09 PM 9/12197
REVENUE SUMMARY 1997 -98
2,330,565
1,385,252
MEASURE "M "FUND
199798
INTERGOVERNMENTAL
199293 1993 -94 199495 199596
199697 Revenue
Percent
Actual Actual Actual Actual
Estimated Budget
Increase
Fund /Revenue Category Revenue Revenue Revenue Revenue
Revenue Estimate
(Decrease)
BUILDING EXCISE TAX FUND
LICENSES, PERMITS AND FEES
USE OF MONEY AND PROPERTY
TOTAL BET FUND
■
2,330,565
1,385,252
MEASURE "M "FUND
■
INTERGOVERNMENTAL
- 94.03%
USE OF MONEY AND PROPERTY
34,500
OTHER REVENUE
■
TOTAL MEASURE "M" FUND
■
AIR QUALITY MGMT FUND
0
INTERGOVERNMENTAL
■
USE OF MONEY AND PROPERTY
0
TOTAL AQMD FUND
■ ENVIORNMENTAL LIABILITY FUND
92,177 95,587 104,854 226,989 400,000 100,000 - 75.00%
21,073 22,317 1,868 2,459 10,000 5,000 - 50.00%
113,250 117,904 106,722 229,449 410,000 105,000 - 74.39%
580,406
2,330,565
1,385,252
1,220,025
12,519,188
747,000
- 94.03%
43,228
34,500
28,406
46,275
40,000
40,000
0.00%
0
2,634
0
0
0
0
0.00%
623,634
2,367,699
1,413,658
1,266,301
12,559,188
787,000
- 93.73%
0 75,278 56,105 96,790 75,000 75,000 0.00%
0 5,906 8,017 15,975 5,000 5,000 0.00%
0 81,184 64,122 112,765 80,000 80,000 0.00%
■
■ 23
OTHER REVENUE
0
0
0
88,219
275,000
275,000
0.00%
■
TOTAL ENVORNMENTAL LIAB FD
0
0
0
88,219
275,000
275,000
0.00%
■
CIOSA FUND
OTHER REVENUE
0
0
0
5,351,572
8,950,000
0
- 100.00%
USE OF MONEY AND PROPERTY
0
0
0
162,389
150,000
0
- 100.00%
■
TOTAL CIOSA FUND
0
0
0
5,513,961
9,100,000
0
- 100.00%
■
WATER ENTERPRISE FUND
LICENSE PERMITS AND FEES
0
0
0
22,720
0
0
0.00%
■
INTERGOVERNMENTAL
39.503
0
0
23,863
0
0
0.00%
CHARGES FOR SERVICES
10738,051
12,321,108
13,624,285
14,719,601
16,227,231
16.199,000
-0.17%
USE OF MONEYAND PROPERTY
740,593
741,399
1,092,959
1,332,157
205,000
205,000
0.00%
■
OTHER REVENUE
42,384
21,232
52,018
46,965
58,000
45,000
- 22.41%
TOTAL WATER FUND
11,560,531
13,083,739
14,769,262
16,145,306
16,490,231
16,449,000
-0.25%
■
PARKING FACILITY FUND
■
USE OF MONEY AND PROPERTY
TOTAL
105,052
69,810
99,562
75,860
75,000
75,000
75,000
0.00%
PARKING FUND
105,052
69,810
99,562
75,860
75,000
0.00%
■
SEWER ENTERPRISE FUND
INTERGOVERNMENTAL
0
0
0
7,247
0
0
0.00%
■
CHARGES FOR SERVICES
1,809,888
1,791,377
1,928,025
2,180,818
2,250,200
2,685,200
19.33°%
USE OF MONEY AND PROPERTY
62,249
99,709
55,205
108,255
100,000
100,000
0.00°%
■
OTHER REVENUE
TOTAL SEWER FUND
28,105
131,369
23,112
12,235
10,000
2,360,200
10,000
2,795,200
0.00°%
1,900,242
2,022,455
2,006 ,342
2,308,556
18.43%
■
INSURANCE RESERVE FUND
WORKERS' COMP PREMIUM
0
1,106,661
1,154,694
1,200,821
1,551,273
2,034,029
31.12%
■
GENERAL LIABILITY PREMIUM
0
1,500,498
1,502,952
1,529,675
1,801,388
1,921,041
6.64%
COMPENSATED ABSENSE PREMIUM
0
0
0
928,350
966,040
530,783
- 45.06%
■
DISABILITY INSURANCE PREMIUM
0
0
0
0
284,972
312,809
9.77%
OTHER REVENUE
0
44,439
137,029
6,093
0
0
0.00%
TOTAL INSURANCE FUND
0
2,651,598
?,794,675
1.664,939
4,603,673
4,798,662
4.24%
■
EQUIPMENT MAINTENANCE FUND
■
INTERGOVERNMENTAL
0
0
0
12,953
0
0
0.00%
EQUIPMENT MAINTENANCE
0
1,705,259
1,642,222
1,647,275
1,721,820
1,721,820
0.00%
EQUIPMENT REPLACEMENT
0
1,486,680
1,572,849
1,914,593
2,031,636
2,031,636
0.00%
■
OTHER REVENUE
0
0
0
250,975
140,000
140,000
0.00%
TOTAL EQUIPMENT FUND
0
3,191,939
3,215,071
3,825,796
3,893,456
3,893,456
0.00%
■
■ 23
F:IHOIAMBU0GET981Rev19798 3:35 PM 9117197
REVENUE.SUMMARY:1997 98
.
199738 '
199233 199334 ; 199495 '' - 199536
1996.97 'Revenue ,
Percent
Actual ' Actual. Actual Actual
Estimated ; Budget
Increase:
Fund/Revenue Category Revenue Revenue :' Revenue ,: Revenue,.
Revenue'. Estmlet0:
:(Decrease)
ACKERMAN FUND
.
USE OF MONEY AND PROPERTY
0
0
0
7,728
0
0
0.00%
OTHER REVENUE
0
185,000
259,896
185,000
185,000
185,000
0.00%
TOTAL ACKERMAN TRUST FUND
0
185,000
259,896
192,728
185,000
185,000
0.00%
TOTALALLFUNDS
78,887,654
91,321,337
94,085,153
108,787,132
133,237,158
115,576,429
- 13.26%
1997 -98 Revenues By Source
Internal Service Fund
Revenue Property Taxes
B% 1B%
Enterprise Fund Revenue
17%
Licenses, Fees, "^=? ..........3:.:..��..:
& Permits
Sales & Other Taxes
21%
Intergovernmental Other Revenue
Revenue 1%
t4% Charges for Services
6% Fines, Forfeitures, 8
Use of Money &Property
Penalties 10%
2%
24
■
■
■
■
■
■
■
■
Op_ex.afa 3:55PM 9/9/97
OPERATING EXPENDITURES - ALL FUNDS
199334 199496 199536 199647 199738
Account Actual Actual Actual Estimated Proposed % of
Code Function and Activities Expenditures Expenditures Expenditures Expenditures Expenditures. Total
GENERAL CITY OPERATIONS
INTERNAL SERVICE FUNDS
General Government
0100
City Council
0200
City Clerk
0310
City Manager
0500
City Attorney
0600
Administrative Services
Equipment Replacement
Total General Government
■
INTERNAL SERVICE FUNDS
$182,297
Workers Compensation
.
PUBLIC SAFETY
■
1800
Police Department
Disability Coverage
2300
Fire and Marine
$773,895
Equipment Replacement
Total Public Safety
•
$468,728
0.58%
$435,056
$439,659
COMMUNITY DEVELOPMENT
■
2700
Planning
$3,946,769
2900
Building
$4,026,534
$4,157,711
Total Community Development
.
$5,718,316
$5,621,443
$5,382,945
$5,507,364
PUBLIC WORKS
■
3000
Public Works
($7,024,895)
3100
General Services
.
$0
Total Public Works
$0
$0
COMMUNITY SERVICES
.
4000
Community Services
Total Community Services
■
TOTAL CITY OPERATIONS
.
.
ENTERPRISE OPERATIONS
5000
Public Works -Water Fund
.
5100
Marinapark
5300
Public Works - Sewer Fund
.
TOTAL ENTERPRISE OPERATIONS
.
INTERNAL SERVICE FUNDS
$182,297
Workers Compensation
.
General Liability
$231,219
Compensated Absence
$228,998
Disability Coverage
.
Equipment Maintenance
$773,895
Equipment Replacement
.
Adjust for Transfers
■ TOTAL INTERNAL SERVICE FUNDS
. TOTAL ALL CITY OPERATIONS
■
■
■
■
■
$157,348
$150,535
$182,297
$158,178
$169,869
0.21%
$231,219
$258,966
$228,998
$246,917
$201,264
0.25%
$773,895
$829,590
$597,034
$448,681
$468,728
0.58%
$435,056
$439,659
$500,590
$502,635
$509,792
0.63%
$3,946,769
$4,039,566
$4,112,523
$4,026,534
$4,157,711
5.13%
$5,544,287
$5,718,316
$5,621,443
$5,382,945
$5,507,364
6.80%
$18,935,641 $19,578,481 $20,645,163 $21,204,579 $22,478,778 27.75%
$13,749,885 $14,179,607 $14,291,800 $14,470,005 $15,387,868 19.00%
$32,685,526 $33,758,088 $34,936,963 $35,674,584 $37,866,646 46.75%
$1,426,824 $1,255,465 $1,174,471 $1,108,664 $1,193,187 1.47%
$1,409,417 $1,418,090 $1,542,241 $1,594,127 $1,643,529 2.03%
$2,836,241 $2,673,555 $2,716,712 $2,702,791 $2,836,716 3.50%
$4,008,907 $3,832,344 $3,731,835 $4,019,552 $4,043,803 4.99%
$10,982,447 $10,494,935 $11,027,328 $11,189,757 $11,323,390 13.98%
$14,991,354 $14,327,279 $14,759,163 $15,209,309 $15,367,193 18.97%
$6,009,180 $5,646,091 $5,570,171 $6,196.674 $6,251,190 7.72%
$6,009,180 $5,848,091 $5,670,171 $6,196,674 $6,251,190 7.72%
$10,846,472
$11,295,274
$12,278,316
$13,848,854
$11,815,751
14.59%
$0
$0
$0
$0
$0
0.00%
$1,108,406
$1,175,493
$1,186,535
$1,334,889
$1,359,363
1.68%
$0
$0
$0
$286,236
$312,809
0.39%
$11,954,878
$12,470,767
$13,466,852
$15,183,743
$13,175,114
16.26%
$1,768,943
$1,846,934
$2,472,986
$1,128,831
$1,994,743
2.46%
$2,649,887
$3098,429
$2,431,599
$1,395,414
$1,313,940
1.62%
$1,360,194
$1,640,960
$1,337,344
$600,000
$530,783
0.66%
$0
$0
$0
$286,236
$312,809
0.39%
$2,097,207
$1,967,295
$1,561,464
$1,571,164
$1,467,836
1.81%
$654,153
$1,247,640
$1,788,968
$2,043,250
$2,030,800
2.51%
($8,530,384)
($9,801,258)
($9,592,361)
($7,024,895)
($7,650,911)
-9.45%
$0
$0
$0
$0
$0
0.00%
$74,021,466 $74,796,096 $77,171,303 $80,350,046 $81,004,223 100.00%
25
Opedunp 3:34 PM 9WW
9 -98 OPERATING
EXPENDITURES
0.19%
BY-DEPART MENT
0.28%
Maintenance.'
0.00%
$0
salaries &.' %of
and
%of
Other %of Capital %Or '' %'of
iepartment Benefits Total
Operation'
Total
Charges Total. Outlay Total... Total Total
City Council
$99,005
0.19%
$70,854
0.28%
s0
0.00%
$0
0.00%
$169,869
0.21%
City Clerk
$162,054
0.31%
$37,210
0.15%
SO
• 0.00%
$2,000
0.37%
$201,264
0.25%
City Manager
$371,591
0.70%
$95,137
0.38%
SO
0.00%
$2,000
0.37%
$468,728
0.58%
City Attorney
$450,066
0.85%
$58,126
0.23%
50
0.00%
$1,600
0.30%
$509,792
0.63%
Administrative Services
$3,240,050
6.11%
$878,661
3.52%
s0
0.00%
$39,000
7.22%
$4,157,711
5.13%
Police
$19,347,620
34.61%
53,851,633
15.45%
SO
0.00%
5279,525
51.73%
$22,478,778
27.75%
Fire and Marine
512,786,057
24.12%
52,286,079
9.17%
$236,372
9.36%
$79,360
14.69%
$15,387,868
19.00%
Building
$1,360,995
2.57%
$282,534
1.13%
50
0,00%
$0
0.00%
$1,643,529
2.03%
Planning
$1,069,913
2.02%
$121,774
0.49%
s0
0.00%
$1,500
0.28%
$1,193,187
1.47%
General Services
$6,134,750
11.57%
$5,172,630
20.75%
50
0.00%
$16,010
2.95%
$11,323,390
13.98%
Public Works
$5,379,991
10.15%
$10,095,386
40.49%
$1,699,390
67.32%
$44,150
8.17%
$17,218,917
21.26%
Community Services
$3,605,609
660%
$1,961,727
795%
$588,685
23.32%
$75,169
13.91%
$6,251,190
7.72%
Insurance Reserve
$0
0.00%
$4,152,275
16.65%
s0
0.00%
$0
0.00%
$4,152,275
5.13%
Equipment Maint B Replacement
$867,304
1.67%
$591,532
2.37%
SO
0.00%
$2,019,800
373.82%
$3,498,636
4.32%
Adjust for Transfers
($887,304)
-1.67%
($4,743,807)
- 19.03%
$0
0.00%
($2,019,800)
- 373.82%
($7,650,911)
-9.45%
Total Operating Budget
$53,007,701
100.00%
$24,931,761
100.00%
$2,524,447
100%
$640,314
100.00%
$81,004,223
100.00 -A
TOTAL ALL FUNDS - INCLUDING CAPITAL IMPROVEMENTS
Salaries and Benefits
$53,007,701
Maintenance and Operation
$24,931,761
Other Charges
$2,524,447
Capital Outlay
$540,314
Capital Improvements
$23,865,454
Total $104,869,677
1997 -98 Expenditure Distribution
Capital Improvements
23%
Capital Outlay
1%
Other Charges
2%
Salaries and Benefits
50%
Maintenance and Operation
24%
930
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
Historical Capital Projects Spending (dollars in thousands)
Annual Totals $15,783 $'16,463 512,407 $J4,838 $33,120 $47,853 $23,865
27
FY
FY
FY
FY
17Y
FY
FY
1991 -92
1992 -93
1993 -94
1994 -95
1995 -96
1996 -97
1997 -98
actual
actual
actual
actual
actual
projected
aonroved
General Projects
General Fund/ISF
$67002
$9,298
$3,569
$5,515
$4,138
$4,603
$5,158
Building Excise Tax Projects
$227
$185
$185
$23
$76
$1.34
$227
Federally Funded Projects
CDBG
$181
$401
$640
$462
$151
$534
$528
Cooperative Projects
AllFP
$297
$288
$155
Tidelands
$291
$286
$216
$167
$322
$350
$776
Contributions
$4,478
$1.749
$292
$1,952
$1,231
$8,190
$8.899
Cimutation
$419
$703
$13
$438
$674
$4,485
$350
OCCTFP
$940
$1,488
$4,152
$12,976
$741
Gas Tax
$1904
$1,094
$699
$194
$1,628
$1,885
$1,562
Special Projects
Cannery Village
$3
$28
$4
Library Construction Project
$3,803
$8
CIOSA
$2,826
$4.074
$100
Enterprise Fund Projects
Water
$1,319
$1,872
$1,628
$3,965
$17,233
$9,838
$2,784
Sewer
$yu
J5bl
$262
Jk2k
$690
mgr
$2,740
Annual Totals $15,783 $'16,463 512,407 $J4,838 $33,120 $47,853 $23,865
27
OPERATING EXPENDITURES - ALL FUNDS
Acct
Code Activity /Function
0100
0200
0310
0500
0600
1800
2300
2700
Council
Clerk
City Mgr.
City Atty,
Admin. Svc.
Police
Fire/Marine
Planning
7DDO SALARIES - MISC
12D.286
302,494
363,161
2,426,238
1278,512
431,611
800,675
7010 SALARIES - SAFETY
8,263,667
6,872,196
7020 SALARIES - PERM PART TIME
13,697
168.189
556,164
172,973
54,923
71)30 SALARIES - TEMPORARY
621,628
7D4D OVERTIME, MISC
1,000
111,500
4,000
2,500
7D41 OVERTIME, SAFETY
552,075
7042 OVERTIME, PLANNED
121,675
7043 OVERTIME. VACATION RELIEF
789,104
7044 OVERTIME, UNCONTROLLED
325,221
7059 ONE MAN PACKER PAY
7060 SPECIAL ASSIGNMENT PAY
14,519
7062 NIGHT DIFF, MISC
47,009
SD,251
125
7064 HAZ MAT PAY
28,800
7070 SCHOLASTIC ACHIEVEMENT
226,368
185,220
7072 HOLIDAY PAY, MISC
100,642
7074 HOLIDAY PAY, SAFETY
342,609
172,083
1080 CALL BACK PAY
7084 MASTER OFFICER
580,000
7095 SALARY REIMBURSEMENT
150,721
7099 SALARY SAVINGS
39,000
112,000
7100 COUNCIL ALLOWANCES
75,880
7210 HEALTHIOENTALMSION
4,060
12,149
20,249
198,438
826,151
487,997
56,697
7220 HEALTH INSURANCE, MISC
20,000
7225 RETIREE INSURANCE, MISC
726
1,633
1,9%
17,963
74,572
45,179
5,080
7230 DENTAL INSURANCE, MISC
3,000
7290 LIFE INSURANCE
125
342
675
801
7,443
32,985
21,357
2,196
7320 DISABILITY INSURANCE
1,082
2,723
3,269
21,505
101,757
65,198
6,444
7370 WORKERS' COMP, MISC
2,137
4,825
5,792
57,604
50,272
84.892
14,989
7371 WORKERS' COMP, SAFETY
650,385
338,373
7373 COMPENSATED ABSENCES
1,804
4,537
5,447
36,394
176,528
111,226
12,010
7425 MEDICARE FRINGES
1,238
4,388
3,527
27,084
91,310
30,179
7,861
7439 PERS EMPLOYEE CNTRBN
9,054
22,769
27,335
187,15D
241,228
32,655
63,088
7440 PERS EMPLOYER CNTRBN
6,124
15,400
18,489
126,582
180.515
22,087
42,670
7441 PERS EMPLOYER CNTRBN -SAFE
996,327
826.065
7442 PERS EMPLOYEE CNTRBN -SAFE
828,449
696,509
7460 RETIREMENT PART TIME/TEMP
514
4,460
20,674
35,058
&A
SUBTOTAL SALARIES & BENEFITS
99,005
162,054
371,591
450,066
3,240,050
18,347,620
12,766,058
1,069,912
8010 ADVERT & PUB RELATIONS
25,000
4,800
15,000
19,410
3,50D
1,750
8020 AUTOMOTIVE SERVICE
3,000
1,000
3,400
143,400
64,809
1,000
8022 EQUIPMENT MAINTENANCE
2,460
2,364
16,823
289,483
269,092
4,802
8024 EQUIPMENT REPLACEMENT
3,571
2,786
18,807
376,046
518,971
4,404
8030 MAIM & REPAIR -EQUIP
150
1,700
250
1,700
169,500
122,500
63,470
B4ODD
8050 PSTGE,FREIGHT,E %PRESS NOC
1,800
800
2,500
37,500
42,000
13,500
7,000
8060 PUBLICATIONS & DUES NOC
14,500
350
2,000
1,600
6,397
17,917
6,597
2,500
8070 RENTAL/PROP & EQUIP NOC
5,500
23,350
135,830
13,100
7,250
8076 SERVICES - ACCOUNTING
35,000
8077 SERVICES - AUDIT
42,000
8080 SERVICES - PROF &TECH NOC
7,500
12,000
65,000
30,000
177,750
349,533
643,580
31,000
8091 SERVICES - COMPUTER CONSULT
52,398
8100 TRAVEL & MEETINGS NOC
7,500
1,500
7,000
3,000
11,650
5,500
36,455
6,000
8105 TRAINING
12,000
3,000
24,500
92,150
18,300
4,000
8106 TRAINING, POST
81,724
8107 TRAINING, CITY WIDE
13,000
6110 UTILITIES NOC
135,000
1,500
146,400
5,500
8112 UTILITIES - TELEPHONE
95,100
8114 UTILITIES - NATURAL GAS
2,000
8116 UTILITIES - ELECTRICITY
91,500
8118 UTILITIES - WATER
4,000
16,800
8140 SUPPLIES - OFFICE NOC
1,000
9,000
3,700
2,500
51,400
42,000
19,150
10,000
8141 SUPPLIES -COMP SOFTWARE
32,000
8142 SUPPLIES - COMPUTER
16,000
8144 SUPPLIES -COPY MACHINE
16,200
8145 SUPPLIES -AUTO PARTS EXPNS
8146 SUPPLS- CHKVINVOICES/FRMS
6,000
8150 SUPPLIES - JANITORIAL NOC
100
8,000
9,450
8160 MAINT & REPAIR MATRLS NOC
200
J,250
70,000
26,784
1,000
8164 MAINT- LAND IMPROVMENTS
8165 MAINT- IRRIGATION REPAIR
9166 MAINT -STORM DRAINS
8167 MAIM - DRNKNG FOU REPAIR
m
P41
2900
1 3100
1 4000
1 5000
6010
61DO
Total AdlvBy[Function
Building
I General Svc.
f Comm. Svc.
I Public Works
Ins. Reserve
Equip, ISF
1,056,759
4.248,776
1984,OSO
3,882,400
636,967
19,531,959 SALARIES - MISC
15.135,865 SALARIES- SAFETY
9,308
62,065
656,988
234.016
22,412
1,950,735 SALARIES - PERM PART TIME
326,684
1,148,312 SALARIES - TEMPORARY
12,00)
266,762
54,000
9.000
460,762 OVERTIME, MISC
552,075 OVERTIME, SAFETY
121,675 OVERTIME, PLANNED
789,104 OVERTIME, VACATION RELIEF
325,221 OVERTIME, UNCONTROLLED
51,000
51,000 ONE MAN PACKER PAY
14,519 SPECIAL ASSIGNMENT PAY
1,600
98,985 NIGHT RIFF, MISC
28,800 HAZ MAT PAY
411,588 SCHOLASTIC ACHIEVEMENT
-
-
100,842 HOLIDAY PAY, MISC
514,692 HOLIDAY PAY, SAFETY
6,500
53,000
300
59,800 CALL BACK PAY
580,000 MASTER OFFICER
150,721 SALARY REIMBURSEMENT
- 151,000 SALARY SAVINGS
75,880 COUNCIL ALLOWANCES
76,945
421,175
178,189
287,533
60,746
2,630,319 HEALTHADENTALMSION
20,000 HEALTH INSURANCE, MISC
6,895
39,010
16,148
27,397
5,080
241,679 RETIREE INSURANCE, MISC
3,000 DENTAL INSURANCE, MISC
2,888
13,959
6,354
11,457
2,034
102,716 LIFE INSURANCE
9,511
36,931
15,998
33,802
5,131
303,352 DISABILITY INSURANCE
29,803
355,189
67,983
215,653
51.173
940,312 WORKERS' COMP, MISC
988,758 WORKERS' COMP, SAFETY
15,851
63,696
18,366
58,126
9,555
513,542 COMPENSATED ABSENCES
7,244
32,554
35.216
27,747
3,988
272.434 MEDICARE FRINGES
79,542
319,23D
159,902
289.312
48,037
1,479,302 PERS EMPLOYEE CNTRBN
53,800
215,916
108,163
195,681
32.491
997,908 PERS EMPLOYER CNTRBN
1,821,392 PERS EMPLOYER CNTRBN -SAFE
1,524,958 PERS EMPLOYEE CNTRSNSAFE
349
1,887
31,547
8,265
390
103,798 RETIREMENT PART TIME(TEMP
1,360,995
6,134,750
3.605,609
5,379,991
887,304
53,895,005 SUBTOTAL SALARIES & BENEFITS
1,000
43,715
3,000
117,175 ADVERT & PUB RELATIONS
6,392
168,200
9,000
58,850
5,000
465,151 AUTOMOTIVE SERVICE
25,008
626,602
27,337
198,662
19,900
1,482,533 EQUIPMENT MAINTENANCE
19,254
681,883
32,521
297,988
11,500
1,967,729 EQUIPMENT REPLACEMENT
16,000
22,208
87,818
165,700
6,500
665,496 MAINT &REPAIR - EQUIP
2,000
600
47,750
58,000
213,450 PSTGE,FREIGHT,EKPRESS NOC
1,800
1,115
6,035
11,750
2,500
75,061 PUBLICATIONS & DUES NOC
1,500
25ASO
23,145
20,600
255,725 RENTALIPROP &EQUIP NOC
35,000 SERVICES -ACCOUNTING
42,000 SERVICES -AUDIT
175,000
848,318
670,517
244,000
10,000
3,264,198 SERVICES - PROF &TECH NOC
52,398 SERVICES - COMPUTER CONSULT
3,000
2,750
6,825
10,750
4,200
108,130 TRAVEL & MEETINGS NOC
8,000
2,850
11,200
19,600
5,000
200,600 TRAINING
81,724 TRAINING, POST
13,000 TRAINING, CITY WIDE
9,500
110,750
231,362
1,286,200
16,000
1,942,212 UTILITIES NOC
85,100 UTILITIES - TELEPHONE
2.000 UTILITIES - NATURAL GAS
91,500 UTILITIES - ELECTRICITY
439,300
36,169
3,794
500,063 UTILITIES -WATER
5,000
3,976
43,750
15,900
207,376 SUPPLIES- OFFICE NOC
32,000 SUPPLIES- COMP SOFTWARE
18,000 SUPPLIES- COMPUTER
16,200 SUPPLIES COPY MACHINE
310,DDO
311 SUPPLIES -AUTO PARTS EXPNS
6,000 SUPPLSCHKSANVOICESIFRMS
48,000
10,600
1,DD0
77,160 SUPPLIES - JANITORIAL NOC
3D,100
10,900
225,000
307,234 MAINT & REPAIR MATRLS NOC
200
200 MAINT - LAND IMPROV&4ENTS
2.000
2,000 MAINT -IRRIGATION REPAIR
28,000
28,000 MAINT - STORM DRAINS
500
-
500 MAINT - DRNKNG FOU REPAIR
P41
OPERATING EXPENDITURES - ALL FUNDS
AW
Code Activ'4y/Funcllon
0100
0200
0310
0500
0600
1BD0
2300
2700
Council
Clerk
C8y Mgr.
Cky. ABy.
Admin. Svc,
Police
Fire/Madne
Planning
8158 MAINT- PIERS 8 FLOATS
8170 MAINT- BEACH CLEANING
8172 MAINT - BRIDGES&VIADUCTS
8173 MAINT- BLDGIPLYGRND ED RPR
8176 MAINT - TRAFFIC CONTROL
8178 MAINT - HELICOPTER
319,423
8179 REPLACE - HELICOPTER
250,000
8180 MAINT -OUTSIDE LABOR
8181 MAINT -COMP SOFTWARE
51,924
8182 MAINT -COMP HARDWARE
35,632
8200 SPECIAL DEPT SUPPLIES NOC
2,539 10,000
43,000
77,539
250,360
5,500
8202 COMPUTER SUPPLIES
20,000
8204 UNIFORM EXPENSE
105,000
8206 PRISIONER CUSTODY EXPENSE
60,650
8208 PHOTO EXPENSE
20,000
8209 SHOOTING RANGE SUPPLIES
28,600
8210 S.W.A.T. SUPPLIES
7,550
8211 CANINE SUPPLIES
11,190
8212 STREET CLEANING EXPENSE
8214 CARPENTER SHOP SUPPLIES
8216 SAFETY EQUIPMENT
350
6220 SIGN SHOP SUPPLIES
6222 TRAFFIC SUPPLIES
8224 ROADWAY PAINTS 8 BARS
8226 DEVICE PAINTS
8228 SIGNS
8230 SIGN MATERIALS
8232 SIGN INSTALLATION MATRLS
8234 INSCTCDESIHRBCDESIFNGCDES
8240 TOOLS. INSTRUMENTS, ETC
2,850
4,000
2,1 D0
150
8250 SPECIAL DEPT EXPENSE NOD
100
30,500
51,625
10,080
8254 QUALITY OF LIFE
500
8255 TUITION REIMBURSEMENT
18,000
8256 EMPLOYEE ASSISTANCE
16,000
6257 SISTER CITIES
8258 IDEA PROGRAM
500
8259 EMPLOYEE RIDESHARE PRGM
8295 IMPORTED WATER EXP - MWD
8296 IMPORTED WATER EXP - OCWD
8298 OTHER AGENCY FEES
8305 TMA DUES
8330 SVC CHARGE- ADMINISTRATIVE
6340 GENERAL INSURANCE
175 360 356 676
7,434
805,434
90,036
11,838
NIA WORKERS COMPENSATION
NIA GENERAL LIABILITY
NIA COMPNESATED ABSENSES
NIA DISABILITY INSURANCE
SUBTOTAL MAINT. &OPERATION
70,864 37,210 95,137 58,126
878,661
3,851,633
2,286,079
121,774
9000 OFFICE EQUIPMENT
2,000 2,000 1,600
23,000
3,500
19,000
9010 COMPUTER EQUIPMENT
50,175
9100 ROLLING EQUIPMENT
9102 CONTRACTED SET UP
9104 SET UP SUPPLIES
9106 EQUIPMENT RENOVATION
9200 SHOP EQUIPMENT
3,000
9300 EQUIPMENT, N.O.C.
185,450
60,380
9400 OFFICE FURNITUREIFIXTURES
40,400
1,500
SUBTOTAL CAPITAL OUTLAY
2,000 2,000 1,600
26,000
279,525
78,360
1,500
TOTAL BEFORE DEBT SERVICE
169,869 201,264 468,728 509,792
4,144,711
22,478,778
15,151,497
1,193,186
9904 DEBT SERVICE EXPENDITURE
13,000
236,372
ADJUSTMENT FOR TRANSFERS
Io ®r 155,559 201,264 468,728 509,792 4,157,711 22,475,778 15,387,669 1,193,186
30
7,Ypi,DeY
17,32j,399 9,251,190 17,218,917 4,152,275 3,498,835 81,004,223
31
2900 3
3100 4
4000 5
5000 6
6010 6
6100
Total Activity /Function
Building G
General Svc. C
Comm. Svc. P
Public Works I
Ins. Reserve E
Equip. ISF T
1.500 1
1,500 MAINT - PIERS & FLOATS
9.000 9
9,000 MAINT - BEACH CLEANING
200 2
20D MAINT - BRIDGES &VIADUCTS
5.000 5
5,000 MAINT- BLDGIPLYGRND ED RPR
5,600 5
5,600 MAINT - TRAFFIC CONTROL
319,423 MAINT- HELICOPTER
250,000 REPLACE - HELICOPTER
110,000 1
110,000 MAINT - OUTSIDE LABOR
51,924 MAINT -COMP SOFTWARE
35,632 MAINT -COMP HARDWARE
6,000 3
31,850 1
108,909 2
210,400 3
31,000 7
777,097 SPECIAL DEPT SUPPLIES NOC
20,000 COMPUTER SUPPLIES
9,000 1
114,000 UNIFORM EXPENSE
60,650 PRISIONER CUSTODY EXPENSE
20,000 PHOTO EXPENSE
28,600 SHOOTING RANGE SUPPLIES
7,550 S.WA.T. SUPPLIES
11,190 CANINE SUPPLIES
17,000 1
17,000 STREET CLEANING EXPENSE
1,750 1
1,750 CARPENTER SHOP SUPPLIES
7,636 7
7,986 SAFETY EQUIPMENT
7,090 7
7,090 SIGN SHOP SUPPLIES
10,000 1
10,000 TRAFFIC SUPPLIES
21,000 2
21,000 ROADWAY PAINTS & BARS
500 5
500 DEVICE PAINTS
7,500 7
7,500 SIGNS
8,000 8
8,000 SIGN MATERIALS
7,600 7
7,600 SIGN INSTALLATION MATRLS
10,000 1
10,000 INSCTCOESIHRBCOES /FNGCOES
8,950 8
8,400 3
3,600 3
30,050 TOOLS, INSTRUMENTS, ETC
1,567,113 5
534,935 1
130,000 1
14,000 2
2,338,353 SPECIAL DEPT EXPENSE NOC
500 DUALITY OF LIFE
18,000 TUITION REIMBURSEMENT
16,000 EMPLOYEE ASSISTANCE
3,000 3
3,000 SISTER CITIES
500 IDEA PROGRAM
25.000 2
25,000 EMPLOYEE RIDESHARE PRGM
4,2DD,000 4
4,200,000 IMPORTED WATER EXP - MWD
800,(X%1 8
800,000 IMPORTED WATER EXP - OCWD
85,000 8
85,000 OTHER AGENCY FEES
15,000 1
15,000 TMA DUES
1,611,410 1
1,611,410 SVC CHARGE - ADMINISTRATIVE
4,080 3
391,539 3
36,239 3
389,284 4
42,332 1
1,779,783 GENERAL INSURANCE
1,994,743 1
1,994,743 WORKERS COMPENSATION
1,313,940 1
1,313,940 GENERAL LIABILITY
530,783 5
530,783 COMPNESATEDABSENSES
312,809 3
312,809 DISABILITY INSURANCE
282,534 5
5,172,630 1
1,981,727 1
10,095,386 4
4,152,275 5
591,532 2
29,675,568 SUBTOTAL MAINT. & OPERATION
1,300 1
11,600 1
14,400 7
78,400 OFFICE EQUIPMENT
3,150 6
61,400 1
114,725 COMPUTER EQUIPMENT
1,175,900 1
1,175,900 ROLLING EQUIPMENT
10,000 1
10,000 CONTRACTED SETUP
1,000 1
1,000 SET UP SUPPLIES
92,000 9
92,000 EQUIPMENT RENOVATION
5,400 1
1,000 1
17,800 2
27,200 SHOP EQUIPMENT
5,860 2
2,169 2
27,750 5
500 2
282,089 EQUIPMENT, N.O.C.
300 1
1,000 1
1, 600 4
44,800 OFFICE FURNITUREIFIXTURES
16,010 7
75,169 4
44,150 1
1,298,800 1
1,826,114 SUBTOTAL CAPITAL OUTLAY
1,643,529 1
11,323,390 5
5,662,505 1
15,519,527 4
4,152,275 2
2,777,636 8
85,398,687 TOTAL BEFORE DEBT SERVICE
588,685 1
1,699,390 7
721,000 3
3,258,447 DEBT SERVICE EXPENDITURE
(7,650.911) ADJUSTMENT FOR TRANSFERS
17,32j,399 9,251,190 17,218,917 4,152,275 3,498,835 81,004,223
31
F:IH0ME \aUDGET97 \6udfdba3 4:D2PM 919)97
SUMMARY OF ESTIMATED 1996 -97 YEAR END FUND BALANCES
.
: Estimated.;:.
Estimated
Estimated''
Actual Estimated
Budget
".
Capital
Year End
Fund B alance Revenue Transfers
Transfers :. Expenditures
3,132,366
Improvements
FundBalance
'und l Account,.' , 711196 199637 In
Out ..i.i 199657
199637
.199657.
■
■
■
■
■
■
General Fund
0
66,281,944
7,085,387
3,132,366
64,349,779
5,885,186
0
Stabilization
5,773,728
817,934
0
950,000
5,641,662
■
Appropriation Reserve
0
0
Reserve for Inventories
139,614
139,614
Reserve for Encumbrances
2,129,127
173,493
2,129,127
173,493
.
Paramedic Program (Hoag)
286,156
286,156
Public Library Fund
12,500
-
12,500
■
Reserve for Radio System
320,000
174,985
145,015
Tennis
110,154
110,154
Surfboard
15,519
15,519
■
Senior Citizen Site
5,075
5,075
Park Fees
636,432
979,234
0
1,615,666
0
■
Off Street Parking
1,602,369
250,000
75,000
1,777,369
Long Term Receivable
for Helicopter
200,000
200,000
■
Reserve Replace.
0
0
Ackerman Donation Fund
0
185,000
36,628
0
221,628
0
■
Appropriations Reserve
0
0
Reserve for Encumbrance
36,628
36,628
0
■
CDBG Fund
0
582,900
48,900
0
534,000
0
Appropriations Reserve
0
0
■
AOMD Fund
317,594
80,000
30,000
34,000
0
333,594
■
NAF Fund
0
125,000
123,427
0
1,573
■
SLESF - COPS Fund
0
160,721
159,585
1,136
•
State Gas Tax Fund
0
1,334,450
2,101,667
434,000
0
3,002,117
0
Appropriations Reserve
3,258,376
0
987,586
2,270,790
■
Reserve for Encumbrances
1,114,081
338,000
1,114,081
338,000
Reserve for Capital Projects
0
0
0
■
OC Combined Trans Funding Prog
0
12,559,188
931,350
126,000
0
13,364,538
0
Appropriation Reserve
0
0
0
■
Reserve for Encumbrances
931,350
40,000
931,350
40,000
Reserve for Capital Projects
0
0
0
■
Tide and Submerged Land Fund
0
5,780,849
0
4,340,360
1,223,432
217,057
0
Appropriation Reserve
0
0
■
Reserve for Encumbrances
0
50,000
0
50,000
Reserve for Capital Projects
0
0
0
■
Contributions Fund
0
8,189,546
0
81,838
0
8,107,708
0
■
Appropriations Reserve
- 81,838
81,838
0
Reserve for Encumbrances
0
0
0
Reserve for Capital Projects
0
0
0
■
■
■
■
■
32
■
■
F:tH0MEI8UOGET9nBudfdba3 4:02 PM 919/97
■
■
■
■
■
SUMMARY OF ESTIMATED 1996 -97 YEAR END FUND BALANCES
Estimated
'Estimated
Estimated -,
.. ' Actual I :.. Estimated
,.: Budget
Capital ,
, •; Year End
.. Fund Balance,:::.. Revenue
Transfers Transfers :. Expenditures .
Improvements
Fund Balance
Fund 7 Accounts 71lf96 199657
In out "': 199697
1 : 199657
....199697 .
■
Circulation and Transportation Fund
0
750,000
4,439,985
350,000
0
4,839,985
0
■
Appropriations Reserve
8,620,329
4,098,230
4,522,099
Reserve for Encumbrances
341,755
350,000
341,755
350,000
Reserve for Capital Projects
0
0
■
Building Excise Tax Fund
0
410,000
0
310,436
0
99,564
0
.
Appropriations Reserve
- 16,012
162,673
146,661
Reserve for Encumbrances
0
67,763
0
67,763
■
Reserve for Capital Projects
0
0
0
Environmental Liability Fund
0
275,000
106,292
110,000
0
58,708
■
Appropriation Reserve
- 106,292
106,292
0
■
CIOSA Fund
0
9,100,000
3,572,804
346,151
10,010,014
2,316,639
Appropriation Reserve
0
150,000
150,000
Reserve for Encumbrances
3,572,804
196,151
3,572,804
196,151
.
Reserve for Capital Projects
0
0
0
■
Insurance Reserve Fund
Appropriation Reserve
- 5,439,880
4,603,673
911,705
3,410,481
0
- 3,334,983
■
Equipment Fund
0
Equipment Maintenance
0
1,721,820
150,656
1,571,164
0
0
■
Equipment Replacement
370,482
2,171,636
25,656
125,000
2,043,250
110,000
289,524
■
Water Enterprise Fund
0
16,490,231
13,729,991
1,300,000
14,148,854
14,771,368
0
Future Water Sources
1,330,000
100,000
1,430,000
0
Water Quality
2,200,000
200,000
2,400,000
0
■
Water Wells & Transmission
3,880,223
1,000,000
3,899,991
980,232
Reserve for Encumbrances
0
0
0
■
Water System Development
6,000,000
6,000,000
0
Reserve for Capital Projects
0
0
0
■
Cannery Village Enterprise Fund
- 585,962
75,000
0
0
- 510,962
■
Wastewater Enterprise Fund
0
2,360,200
290,346
150,000
1,334,889
1,165,657
0
Reserve for Sewers
2,370,275
150,000
290,346
2,229,929
■
Reserve for Encumbrances
0
0
0
Reserve for Capital Projects
0
0
0
■
TOTAL
39,344,587
133,237,158
38,338,897
38,338,897
68,730,489
64,847,844
19,003,412
■
■
■
■
■
■
■
33
■
F:IH0MEIBIJDGET9718udfdba3 4:03 PM 919197
SUMMARY OF ESTIMATED 1997.98 YEAR END FUND; BALANCES.
Estimated ''.. Estimated � Estimated
Estimated Estimated }: Budget Capitah -Year End
Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance
Fund Account 7Nl97 .199798 In. Out 199758 ; .199738..199758.1,
■
■
■
■
■
■
■
General Fund
0
68,365,663
5,084,754
1,583,735
67,483,486
4,383,196
0
Stabilization
5,641,662
769,735
0
6,411,397
■
Appropriation Reserve
0
0
Reserve for Inventories
139,614
139,614
Reserve for Encumbrances
173,493
173,493
0
.
Paramedic Program (Hoag)
286,156
0
286,156
Public Library Fund
12,500
12,500
■
Reserve for Radio System
145,015
145,015
Tennis
110,154
110,154
■
Surfboard
15,519
15,519
Senior Citizen Site
5,075
5,075
Park Fees
0
700,000
0
353,000
347,000
.
Off Street Parking
1,777,369
0
75,000
357,000
1,345,369
Long Term Receivable
200,000
200,000
■
Reserve for Helicopter Replace.
0
100,000
100,000
Ackerman Donation Fund
0
185,000
0
185,000
0
.
Appropriations Reserve
0
0
Reserve for Encumbrance
0
0
■
CDBG Fund
Appropriations Reserve
0
582,900
48,900
0
528,000
6,000
■
D
0
AQMD Fund
333,594
80,000
30,000
34,000
349,594
.
NAF Fund
1,573
235,000
229,144
0
7,429
■
SLESF - COPS Fund
1,136
160,721
160,721
1,136
.
State Gas Tax Fund
0
1,334,450
338,000
110,450
0
1,562,000
0
Appropriations Reserve
2,270,790
14,450
0
2,285,240
■
Reserve for Encumbrances
338,000
338,000
0
Reserve for Capital Projects
0
0
0
.
CC Combined Trans Funding Prog
0
787,000
40,000
86,000
0
741,000
0
Appropriation Reserve
0
0
0
■
Reserve for Encumbrances
40,000
40,000
0
Reserve for Capital Projects
0
0
0
■
Tide and Submerged Land Fund
0
6,305,419
64,000
4,245,361
1,347,758
776,300
0
Appropriation Reserve
0
0
■
Reserve for Encumbrances
50,000
14,000
64,000
0
Reserve for Capital Projects
0
0
0
■
Contributions Fund
0
8,898,958
0
0
8,898,958
0
■
Appropriations Reserve
0
0
Reserve for Encumbrances
0
0
0
Reserve for Capital Projects
0
0
0
■
■
■
34
■
■
F:IH 0ME1B UDG ET9TB u dfdba
■
■
■
■
■
4:03 PM 919197
SUMMARY OF ESTIMATED 1997 -98 YEAR END FUND BALANCES
.. Estimated Estimated . . Estimated,:
Estimated Estimated Budget;; - Capital Year End
.. Fund Balance Revenue Transfers Transfers `. Expenditures Improvements Fund Balance
and /Account 7!1197 :199738 In Out 199738. 199738 1997381:'
■ Circulation and Transportation Fund
■ Appropriations Reserve
Reserve for Encumbrances
Reserve for Capital Projects
■
Building Excise Tax Fund
■ Appropriations Reserve
Reserve for Encumbrances
■ Reserve for Capital Projects
Environmental Liability Fund
■ Appropriation Reserve
■ CIOSA Fund
Appropriation Reserve
Reserve for Encumbrances
■ Reserve for Capital Projects
■ Insurance Reserve Fund
Appropriation Reserve
■ Equipment Fund
Equipment Maintenance
■ Equipment Replacement
■ Water Enterprise Fund
Future Water Sources
■ Water Quality
Water Wells 8 Transmission
Reserve for Encumbrances
■ Water System Development
Reserve for Capital Projects
■ Cannery Village Enterprise Fund
■ Wastewater Enterprise Fund
Reserve for Sewers
■ Reserve for Encumbrances
Reserve for Capital Projects
■ TOTAL
■
■
■
■
■
■
■
■
0
250,000
350,000
4,522,099
4,522,099
0
0
350,000
12,424
188,984
350,000
0
0
289,524
0
0
105,000
214,424
80,000
146,661
40,000
0
146,661
67,763
0
2,784,000
67,763
0
100,000
0
58,708
275,000
0
0
0
200,000
200,000
0
2,316,639
0
346,151
2,522,790
150,000
0
2,522,790
150,000
196,151
0
196,151
0
0
0 350,000
250,000
4,522,099
0
0
0 227,000
12,424
188,984
0
65,000
0
289,524
0
0 0
333,708
2,030,800
0
100,000
40,000
16,449,000
2,522,790
1,300,000
0
2,784,000
0
- 3,334,983 4,798,662 4,152,275 0 - 2,688,596
0
0
1,721,820
188,984
1,467,836
65,000
0
289,524
2,171,636
63,984
125,000
2,030,800
0
369,344
0
16,449,000
300,000
1,300,000
11,815,751
2,784,000
849,249
0
100,000
100,000
0
0
200,000
200,000
0
980,232
1,000,000
0
1,980,232
0
0
0
0
0
0
0
0
0
- 510,962
75,000
0
0
- 435,962
0
2,795,200
1,454,163
150,000
1,359,363
2,740,000
0
2,229,929
150,000
1,454,163
925,766
0
0
0
0
0
0
19,003,412
115,576,429
13826,451
13826,451
90,266,134
23,865,454
20,448,253
35
Budtranl 4:04 PM 919197
General Fund
Transfer In (From):
Stabilization $
769,735
Gas Tax Fund
96,000
Measure M Fund
86,000
Ackerman Fund
-
Tidelands Fund
4,245,361
Building Excise Tax Fund
80,000
CDBG Fund
48,900
AQMD Fund
30,000
Equipment Maintenance Fund
250,000
Park Fees
700,000
Off Street Parking
75,000
Reserve for Encumbrances
173,493
Reserve for Capital Projects
-
Reserve for Helicopter Replace.
100,000
Total Transfers In $
6,654,489
General Fund
Transfer Out (To):
General Fund - Stabilization $
769,735
Park Fees
700,000
Reserve for Encumbrances
173,493
Reserve for Helicopter Replace.
100,000
Park Fees
75,000
Off Street Parking
0
Tidelands Capital Project
14,000
Total Transfers Out $
1,832,228
Ackerman Fund Ackerman Fund
Transfer In (From): Transfer Out (To):
General Fund - Library Equip.
General Fund - Scholarship
Total Transfers In $ Total Transfers Out $
CDBG Fund
Transfer In (From):
Total Transfers In $
CDBG Fund
Transfer Out (To):
General Fund $ 48,900
Total Transfers Out $ 48,900
AQMD Fund AQMD Fund
Transfer In (From): Transfer Out (To):
General Fund $ 30,000
Total Transfers In $ Total Transfers Out $ 30,000
ate Gas Tax Fund
Transfer In (From):
Reserve for Encumbrances
Reserve for Capital Projects
Appropriation Reserve
Total Transfers In
36
$ 338,000
14,450
$ 352,450
State Gas Tax Fund
Transfer Out (To):
General Fund
Appropriation Reserve
Fund Balance
Total Transfers Out
$ 96,000
14,450
338,000
$ 448,450
Budtrant 4:04 PM 919197
Combined Trans. Fund
Transfer In (From):
Reserve for Encumbrances
Reserve for Capital Projects
Appropriation Reserve
Total Transfers In
$ 40,000
$ 40,000
O.C. Combined Trans. Fund
Transfer Out (To):
General Fund
Appropriation Reserve
Fund Balance
Total Transfers Out
$ 86,000
40,000
$ 126,000
Tidelands Fund Tidelands Fund
Transfer In (From): Transfer Out (To):
Reserve for Encumbrance $ 64,000 General Fund $ 4,245,361
General Fund Cap Project 14,000 Fund Balance 64,000
Total Transfers In $ 78,000 Total Transfers Out $ 4,309,361
Contribution Fund
Transfer In (From):
Reserve for Encumbrance $
Reserve for Capital Projects
Total Transfers In $
Circulation Fund
Transfer In (From):
Appropriation Reserve
Reserve for Encumbrances
Reserve for Capital Projects
Total Transfers In
Building Excise Tax Fund
Transfer In (From):
Reserve for Encumbrances
Reserve for Capital Projects
Fund Balance
Total Transfers In
CIOSA Fund
Transfer In (From):
Reserve for Encumbrance
Reserve for Capital Projects
Fund Balance
Total Transfers In
350,000
$ 350,000
$ 214,424
$ 214,424
$ 2,522,790
346,151
$ 2,868,941
Contributions Fund
Transfer Out (To):
Fund Balance
Total Transfers Out $
rculation Fund
Transfer Out (To):
Fund Balance
Total Transfers Out
Building Excise Tax Fund
Transfer Out (To):
General Fund
Appropriation Reserve
Fund Balance
Total Transfers Out
CIOSA Fund
Transfer Out (To):
Fund Balance
Appropriation Reserve
Total Transfers Out
$ 350,000
$ 350,000
$ 80,000
146,661
67,763
$ 294,424
$ 2,522,790
346,151
$ 2,868,941
Budtranl 4:04 PM 9!9197
Equipment Fund
Transfer In (From):
Appropriation Reserve
Total Transfers In
Water Fund
Transfer In (From):
Future Water Sources
Water Quality
Water Wells & Transmission
Reserve for Encumbrances
Water System Development
Reserve for Capital Projects
Future Water Sources
Water Quality
Fund Balance
Total Transfers In
$
63,984
$
63,984
Reserve for Sewers $ 150,000
Reserve for Sewers $ 150,000
Reserve for Sewers -
Fund Balance 1,454,163
$
100,000
200,000
1,000,000
300,000
$
1,600,000
Total Transfers In $ 1,604,163
Total Transfers Out $ 1,604,163
Equipment Fund
Transfer Out (To):
General Fund Overhead
General Fund Overhead
Appropriation Reserve
Total Transfers Out
Water Fund
Transfer Out (To):
Future Water Sources
Water Quality
Water Wells
Fund Balance
Total Transfers Out
$ 125,000
125,000
63,984
$ 313,984
$ 100,000
200,000
1,000,000
300,000
$ 1,600,000
Sewer Fund
Sewer Fund
Transfer In (From):
Transfer Out (To):
Reserve for Sewers $ 150,000
Reserve for Sewers $ 150,000
Reserve for Sewers -
Fund Balance 1,454,163
Reserve for Encumbrances -
Reserve for Capital Projects 1,454,163
Total Transfers In $ 1,604,163
Total Transfers Out $ 1,604,163
TOTAL TRANSFERS
Mi
$ 13,826,451
$ 13,826,451
z
0
H
x
w
a
0
E�
z
w
H
x
a
w
A
Mission
Statement
Maintain the
delivery of
high quality
municipal
services and
legislate and
manage the
t {ffairs of'
the City
according to
City Council / City Manager
law and for Organization and Functions
the benefit of The Newport Beach City Council is the governing body of the City, .responsible
for establishing policy and legislative direction for the City. The City Manager
residents is responsible to the City Council for the proper administration of all affairs of
and the City.
property
owners. The Newport Beach City Council has seven members, each residing in
geographical districts, elected at- large, for four -year terms. Councilmembers
are limited to two terms in office. Each year, the Council elects the Mayor from
among the members to serve as the presiding officer. Some of the duties of the
City Council are to enact local laws and ordinances, approve City programs,
adopt the City operating budget, and provide general policy direction to the
City Manager as to the current and future direction of the City. The City Council
meets twice monthly, and Councilmembers also serve on special committees
that review specific issues and make recommendations to the full City Council.
The City Manager has administrative power and authority to manage the daily
operations of City government and is responsible for ensuring that policies set
by the City Council are implemented. On -going responsibilities include
enforcement of City ordinances, direction and administration of City activities,
appointment and supervision of City administrative officers and employees,
preparation of the annual operating budget, and planning for current and future
40 needs of the City.
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
The City Manager's staff includes an
Assistant to the City Manager, an
Executive Assistant to the City
Manager, and an Executive
Secretary. The Manager's staff is
also augmented by volunteers that
assist with general office operations
and citizen inquiries. The FY 97/98
proposed City Manager's budget
closely resembles the FY 96/97
allocation. The City Council budget
is also consistent with last year's
budget and includes Council
stipends and miscellaneous
operating expenses, as well as the
Human Services Reserve Fund
($25,000) established by Council
Policy A -12, and training funds
($12,000) for strategic planning
efforts.
♦ . 4
vih
Allocation
Plan
41
1994 -95
1995 -96
1996 -97
1997 -98
Actual
Actual
Estimated
Proposed
CITY COUNCIL
Salaries and Benefits
$
99,816
$
100,752
$
100,280
$
99,005
Maintenance and Operations
$
25,439
$
56,575
$
32,898
$
45,864
Human Services
$
25,000
$
25,000
$
25,000
$
25,000
Total
150,255
182,327
158,176
169,869
CITY MANAGER
Salaries and Benefits
$
382,675
$
335,590
$
371,591
$
371,591
Maintenance and Operations
$
193,912
$
90,922
$
93,649
$
95,137
Capital Outlay
$
3,018
$
-
$
4,621
$
2,000
Total
579,605
426,512
S
469,861
468,728
Allocation
Plan
41
Mission
Statement
Department
Functions
Allocation
Plan
42
City Clerk
To provide service to the Mayor and City Council, City Manager,
Administrative Departments, and the public in a courteous, timely, and
efficient manner while remaining neutral and impartial.
To improve the administration of the affairs of the City Clerk's office
consistent with applicable laws and through sound management practices
to provide easier access to local government and
fulfill our responsibility to the residents of Newport Beach.
The City Clerk attends all meetings of the City Council and serves as Clerk of
the Council. Some of the primary functions performed by the City Clerk are:
— Record and maintain proceedings of Council meetings
— Prepare Council agendas
— Publish legal notices
— Publish and mail notices of public hearings
— Execute all ordinances, resolutions and contracts
— Maintain municipal code
— Maintain City Council Policy and Board and Commission Manuals
— Process claims for damage
— Custodian of records
— Custodian of City Seal
— Maintain index of City Council actions
— Conduct elections
— Receive petitions relating to initiative, referendum or recall
— Administer oaths, affirmations and acknowledgments
— Filing officer for the Political Reform Act of 1974 regulations
(campaign disclosure forms and statements of economic interest)
— Maintain appointive list as required under Maddy Appointive List Act
(for Boards, Commissions and Committees)
— Receive and open bids
— Develop and maintain a records management program
— Answer inquiries and provide information as requested by the public
and staff
Salaries and Benefits
Maintenance and Operations
Capital Outlay
Total
Elections
Grand Total
1994 -95 1995 -96 1996 -97 1997 -98
Actual Actual Estimated Proposed
$ 201,249 $ 186,250 $ 162,182 $ 162,054
$ 46,460 $ 42,748 $ 37,415 $ 37,210
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
• Implement a document imaging system to reduce staff time in searching,
primary
retrieving and copying records, as well as provide storage for permanent
Goals
■
records.
■
■
• Implement an Automated Citizens Information system to provide citizens
■
with answers to frequently asked questions about City services, programs
and facilities -- 24 hours a day, every day of the week; as well as an
■
Automated Fax Information System to enable citizens to receive documents
■
on demand (agendas, minutes, City Manager's newsletter, employment
■
applications, etc.).
■
• Continue to provide staff and the residents with on -line access to the
■
Municipal Code; Council Policy Manual; Board, Commission and
■
Committee Manual; application blanks and vacancy notices for Boards
■
and Commissions; City Council agendas, minutes and staff reports.
■
■
Department Specific Revenues
The City Clerk's Office sells the Municipal Code for $90 each with annual
■
supplements at $50, bringing in approximately $1,400 each year.
■
■
Service Indicators 1994 -95 1995 -96 1996 -97 1997 -98
performance
Actual Actual Actual Projected
■
Council Meetings, Regular 23 23 23 23
Review
■
Council Meetings, Special or Adjourned 4 5 8 4
Resolutions adopted 105 103 115 108
■
Ordinances adopted 32 51 44 55
Municipal elections 1 0 1 0
■
Registered voters 45,677 49,989 46,312 49,750
■
Municipal Code Supplement
pages distributed 45,560 177,042* 98,712 ** 72,000
■
Claims /Summons and
Complaints processed 180 94 184 154
■
Contracts /Agreements processed 78 146 101 150
■
Notices of Completion/Release Bonds 32 25 34 45
Documents processed to
■
Orange County Recorder 29 71 38 73
■
* NBMC reformatted and distributed in its entirety.
■
#* Based on reprinting of entire Title 20 and 4 supplements.
43
■
Mission
Statement
To represent
and /or
advise the
City Council,
Boards and
Commissions,
and City Staff
with respect
■
City Attorney ■
■
Primary Goals
• To continue efforts to reduce City's cost of defending tort liability claims by
handling claims in -house with 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.
• Work with staff to develop strategies for achieving Council goals such as
funding for Upper Newport Bay dredging.
• 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.
to all legal Budget Highlights
matters
pertaining to — The addition of a permanent litigation Attorney position has reduced
the costs incurred by the City in retaining private counsel to defend the
the City. City and staff in liability cases. The additional cost of converting the part
time contract attorney to a permanent position has been more than offset
by these savings.
— The City Attorney's Office has become actively involved with other
City staff in developing legislation and legal strategies for implementing
Council goals such as funding for the Unit III Project to dredge Upper
Newport Bay.
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
Service Indicators
1995 -96
1996 -97
1997 -98
■
Performance
Estimated
Estimated
Projected
.
Requests for Opinions /Advice (in- house)
2,000
2,000
2,000
Review
Council, Board, & Commission Meetings
65
70
80
■
Preparation of Contracts, MOUs, Agreements
150
200
215
.
Litigation Caseload
30
60
45
Code Enforcement Caseload
70
120
115
■
Development of Resolutions /Ordinances
80
80
100
Court and Hearing Appearances
65
130
125
■
Public Assistance (phone and in- person,
by attorney and secretarial staff)
1,100
1,250
1,000
44
Legislative Activists
0
50
60
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
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■
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■
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■
■
■
■
■
■
■
■
■
One City Attorney
One Assistant City Attorney
One Deputy City Attorney
Two Legal Secretary I
Department Functions
The City Attorney acts as the legal advisor and counsel for the City Council, City
Boards, and Commissions, City Manager and all City Departments. Some of the
primary functions of this office are to:
... Render legal opinions and advise to City Council, and City staff.
... Review proposed contracts, bond financing papers, and insurance policies.
Monitor, control and defend against liability claims and lawsuits.
Attend meetings of the City Council and Planning Commission, as well as
other boards, committees and commissions as required, and render legal
advice on agenda items.
Prepare, review drafts, and assist in the negotiation of agreements to which
the City is a party.
... Draft, analyze and lobby for legislation necessary to achieve City Council
goals.
... Prepare or review ordinances, resolutions, deeds, pleadings, and other legal
documents.
... Appear before courts and administrative tribunals to represent the City's
interests in regulatory and personnel hearings and appeals.
Organization
45
1994 -95
1995 -96
1996 -97
1997 -98
Actual
Actual
Estimated
Proposed
Salaries and Benefits
$
388,400
$
440,583
$
448,160
$
450,066
Maintenance and Operations
$
47,555
$
53,776
$
54,276
$
58,126
Capital Outlay
$
3,704
$
$
3,704
$
1,600
Total
$
439,659
$
494,359
$
506,140
$
509,792
Organization
45
Mission
Statement
To provide
highest
quality
Management
Information
Service,
Human
Resources
Management,
Financial
Management,
Risk
Management,
and a
variety of
support
services for
City
Off ciaIs,
other
departments,
and the
public.
Eno
■
Administrative Services ■
Accounting
Staffing: 7
$514,841
General Accounting
Payroll
Property Control &
Fixed Asset Tracking
Audit Coordination
Accounts Payable
Debt Administration
Financial Reporting
Resource Management
Staffing: 7, plus 1 FTE
$836,396
Personnel Recniiting &
Terminations
Employee Awards & Discipline
Budget Management
Risk Management
Investment Management
Employee Training &
Development
Benefits Administration
Internal Control
Scholarships
M. I. S.
Staffing: 17, plus 1 FTE
$1,487,552
Computer Applications
Support
Telecommunications
Geographic Information System
PC Technical Support
Network Management
Database Management
The Organization
The Administrative Services Department
came into existence at the beginning of
Budget Year 1995 -96. The Department
is comprised of the previous Finance and
Personnel Departments, in addition to the
Telecommunications and Geographic
Information Systems 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 required a
significant realignment of functions,
workspaces, and remaining personnel.
The physical relocation and adjustments
in organizational working relationships
have been successfully completed.
Fiscal Services
Staffing: 9, plus 3 FTE
$668,710 „
Cash Management
Purchasing
Warehousing &
Inventory Control
Printing & Reproduction
Postal Services
Remittance Processing
Revenue
Staffing: 8, plus 1.5 FTE
$631,712.
Municipal Billing
Intergovernmental Transfers
Licenses
Regulatory Permits
Revenue Development
Receivables & Collections
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■
■
■
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■
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■
■
Mission and Goals
The new Department's mission and day to day activities cover a wide range of functions for the
. City. Its customers consist of a large number of members of the public, as well as every
department in the City. A necessary function of the organization is to impose structure and
■ control on a variety of procedures, such as 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.
• To provide efficient and secure cash management 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
management.
• To consolidate, develop, and maintain a dynamic, progressive, service oriented
Management Information System for the City. This includes hardware, software, and
networking. It encompasses PC operations, citywide "mainframe" applications, the
Geographic Information System, and Telecommunications support.
A sample of a map produced by the Geographic Information System
To maintain functional and cost effective payroll and benefit services.
To develop and maintain a revenue structure, including tax based revenue, fees, and
charges, which is fair, equitable, and efficient.
To provide appropriate municipal licensing and regulatory service as directed.
Primary
Goals
47
Primary
Goals
(continued)
M
■
Administrative Services (continued) ■
• To develop, operate, and maintain reliable and responsive accounts payable and municipal
billing/receivables systems.
• To provide thorough, accurate, timely, and award -worthy accounting and financial
reporting.
• To provide responsive and cost effective centralized purchasing, contract administration,
and fixed asset tracking service.
• To insure security of City assets through an effective internal control program, as well as
property control, warehouse, and property disposal systems.
• To provide highly responsive and cost effective printing, duplicating, and postal service for
all City departments.
• To provide a work environment which encourages an innovative spirit, a customer service
orientation, and a strong sense of responsibility by Department employees.
• To help insure coverage of all functions by a diminished work force through increased cross -
training and other appropriate measures.
Expenditures by Division
Fiscal Services Resource
16% Man2_0% t
20 /o
Accounting
12%
Management
lnfonnation Revenue
Systems 15%
37%
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
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■
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■
■
■
■
■ 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, Business License Tax, Utility Billing, and a large number 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 direction 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.
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
* Constructed from other departments in prior years.
** The GIs Project has been reclassified from a capital project expense to an operating expense
within this Department, beginning FY 1995 -96.
Allocation
Plan
..
1994 -95*
1995 -96
19% -97
1997 -98
Actual
Actual
Estimated
Proposed
Salaries and Benefits
$
2,457,360
$
2,966,639
$
3,197,495
$
3,240,050
Maintenance and Operations
$
1,063,901
$
1,010,450
$
879,176
$
860,161
Capital Equipment & Debt Service
$
98,858
$
122,972
$
71,427
$
39,000
Capital Projects
$
432,109
s0 **
$
-
Total
$
4,052,228
$
4,100,061
$
4,148,098
$
4,139,211
* Constructed from other departments in prior years.
** The GIs Project has been reclassified from a capital project expense to an operating expense
within this Department, beginning FY 1995 -96.
Allocation
Plan
..
50
■
Administrative Services (continued) ■
■
Departments. The Management
Information Systems (M.LS.) Division, which is the largest Division in the Department,
has the challenge of taking the lead not only for Administrative Services, but for the entire
City in this critical area. The specific functions at issue involve every division at the most
fundamental level. The consolidation of the City's billing activities is already well
underway, as is the automation of purchasing procedures. Payments processing in general,
and especially improving the mechanisms in place which afford our residents the
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 levels, 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/
communications services to the
public, the City Council, and other
opportunity to make electronic payments are high- priority service improvement items. 0
The other area of highest priority to the Department is Human Resources and Risk
Management. Reducing the City's vulnerability and improving the quality and management
of our work force will also receive special focus in the coming months.
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
1994 -95
1995 -96
1996 -97
1997 -98
■
Service Indicators
Approximate
Approximate
Approximate
Projected
Perfornran
■
Budget Administered
$119,667,000
$122,094,900•
$129,615,700
5102,662,100
Review
Warrants Issued
23,000
19,150
20,500
20,500
■
Value of Payments Processed
$59,308,000
578,851,500
$71,143,600
$72,000,000
Checks Deposited
248,650
241,500
250,000
250,000
■
Value of Currency Deposited
52,174,900
$2,460,900
$2,500,000
$2,500,000
Annual Payroll & Benefits
552,282,000
$51,183,700
$53,557,200
$55,850,250
■
Paychecks Processed
24,550
24,050
24,550
25,000
■
Purchase Orders
3,150
2,200
2,500
1,550
Multilith Impressions
5,435,000
4,386,000
4,500,000
4,844,790
■
Printing & Binding Jobs
4,000
6,200
6,500
5,180
■
Mail Room Volume
591,440
603,270
615,340
618,800
■
Municipal Statements
165,000
170,000
200,000
200,000
New Business Licenses
3,550
3,500
4,000
3,000
■
Business License Renewals
9,590
9,500
9,500
10,500
Dog Licenses Issued
2,500
2,500
3,000
5,000
■
Marine Charter Permits
1,800
1,800
2,000
1,500
Parking Citations Processed
86,690
87,200
88,500
85,000
■
■
City Owned Telephone Units
630
650
670
700
Service & Repair Calls
1,520
1,570
1,570
■
■
51
■
Mission
Statement
Primary
Goals
Allocation
Plan
52
Police
The Newport Beach Police Department is committed to providing our Community with
the highest quality police services possible to maintain the quality of life that is cherished
by those who reside, work and visit here. Our mission is to:
Respond positively to the Community's needs, desires and values and in so doing be
recognized as an extension and reflection of those we serve.
• Strive to provide a safe and healthy environment for all, free from violence and
property loss resulting from criminal acts, and injuries caused by traffic violators.
• Manage inevitable change and welcome the challenge of future problems with creative
solutions which are financially prudent and consistent with Community values.
In support of our mission, the Department will:
• Employ a work force comprised of individuals who are committed to excellence and
have the highest standard of ethics.
• Create a healthy work environment for our employees in order to achieve the highest
level of morale possible, while stimulating both personal and professional growth.
• Provide effective leadership, training, public education, and current technological
support.
Create opportunities for candid exchanges of information, both internally and with the
Community in order to foster positive working relationships with those involved in
helping us achieve our goals.
— Provide an enhanced level of
Crime Prevention effort.
— Implement the new Computer
Aided Dispatch system.
— Continue progress on the new
Records Management System.
— Continue to stress Problem
Oriented Policing as a Patrol
philosophy.
— Implement the second phase of
the 800MHz radio system.
— Continue our involvement in
the review of City -wide
projects which may impact the
level of service provided by the
Police Department.
Salaries and Benefits
Maintenance and Operations
Narcotics Assets Forfeitures
Capital Outlay
Total
Sworn Personnel
Non -Swom Personnel
1994 -95
Actual _
$ 16,337,302 $
$ 2,991,507 S
$ 214,833 5
134
72
1995.96 1996.97 1997 -98
Actual Estimated Proposed
16,526,149 $ 17,928,376 $ 18,347,620
3,229,956 $ 3,574,877 $ 3,791,764
402,049 $ 123,427 $ 229,144
131 132 134
75 77 78
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■
■
■
■
■
■ Strategic Information Technology Plan
■ We accomplished the first phase of the Strategic Information Plan in April when our
Mobile Data Computer (MDC) system was inaugurated. The MDC system uses
■ Pentium -based laptop computers and a radio modem to provide a wide range of
information resources and computer capabilities to every field unit. It is the most
■ functionally advanced system in Orange County.
■ Emergency Communications Center
■ The Emergency Communications Center (ECC) was rebuilt to accommodate the
■ Department's enhanced information technology systems, the first phase of the
800MHz radio system, and the next generation of 911 telephone equipment. The
■ Newport Beach ECC has already been visited by a number of public safety agencies
as it is one of the most technically advanced and functional ECC environments in
■ Southern California.
■ Crime Prevention Specialist
■ The Department added a full -time Crime Prevention Specialist to coordinate and
enhance the Department's crime prevention efforts. This is the Department's first
■ full -time effort in Crime Prevention, which was made possible by a federal grant.
■ Crime Suppression Unit
■ The Department established a "Crime Suppression Unit" (CSU) staffed with two
■ officers and a sergeant, to target parolees, registered offenders, and high profile
criminal activity. The CSU team, partially funded with a State grant, uses a
■ combination of advanced technology and old fashioned police work. Established in
February, the team has already proven its effectiveness.
■
■ ABLE
The breakup of the original ABLE, in which four jurisdictions worked cooperatively
■ in providing police helicopter services on a regional basis but kept distinct unit
■ identification, provided the opportunity for the Costa Mesa Police Department and
our Department to truly combine helicopter units. The current ABLE merged the
■ two cities' helicopter programs and now provides service to Newport Beach, Costa
Mesa, and, on a contract basis, Santa Ana. Costs have been dramatically reduced,
■ and for the first time budgeted funds are being set aside for eventual capital
■ replacement costs
■ 800 MHz Radio System
■ The first phase of the County-wide 800MHz radio system was installed in the ECC
in February. This first phase involved installation of much of the necessary
■ infrastructure of the new system. During the next year, we anticipate initial installation
of the actual digital 800 MHz equipment. The need for the new radios is urgent; the
■ existing system, installed 25 years ago, has deteriorated badly.
■
■
Department
Highlights
53
Department
Organization
54
■
■
Police (continued) ■
Chief of Police
Staffing: 10
$1,054,368
Professional Standards
D.A.R.E.
Media Relations
Environmental Services
Community Relations
Legal Affairs
Crime Prevention
Detectives
Staffing: 39, plus .6 FTE
54,009,160
Detective Services
Crimes Persons
Property Crimes
Juvenile /Sex Crimes
Narcotics Section
Economic Crimes
Crime Scene Investigations
Photo Unit
Resource Distribution Vice /Intelligence
The Police Department is Crime Suppression Unit
(Mime Analysis
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
Support Services
Staffing: 49, plus 6.6 FTE
$5,463,196
Communications
Training Section
Fiscal Services
Personnel Unit
Range /Armory
Property Unit
Electrical Equipment Repair
Facility Maintenance
Planning/Research
Computer Systems
Polygraph Unit
Video Unit
Records Section
Alarms Officer
Traffic
Staffing: 29, plus 3.8 FTE
$2,721,357
Traffic Services
Accident Investigations
Motors
Parking Control
Crossing Guard
Traffic Education
Animal Control
Special Events Planning
equipment, uniforms, training, (Figures do not include Asset Seizure Funds)
Dispatch, Records, etc. Of the
Police Department's total budget, 82% is comprised of personnel related costs. Of that
figure, approx - imately 80% 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.
Tr.
1.
Pair
41;
Budget by Division
Detective
17% NAFF
ief of Police
5%
Support Services
24%
Det
2
Traffic
12%
Sworn Officers by Division
COP
5%
ery ices
rol
Y.
■
■
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■
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■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
jA 1
V
I ,Fn's
§
x.
'
I
i
I`
■
t, {y,
■
.stt:
■
Service Indicators
1994 -95
1995 -96
1996 -97
1997 -98
■
ACtU'ral
Actual
Estimated
Projceted
Petforniance
■
Major Seven Offenses*
2,571
2,431
2,310
2,250
Review
Adult Arrests
3,721
3,582
3,164
3,000
■
Juvenile Detentions
573
596
549
550
■
Crime and Miscellaneous Reports
10,315
10,109
10,255
10,300
■
Calls for Service
68,034
67,665
69,822
71,000
Domestic Violence Cases Investigated
146
179
150
145
■
Number of cases assigned for investigation
6,455
5,696
5,517
5,500
■
Number of cases assigned per detective
496
459
414
400
■
Value of property recovered
$4,247,965
$3,042,462
$3,389,451
$3,500,000
Field interviews conducted
8,850
9,050
9,553
9,700
■
False alarms handled
5,281
4,858
4,882
4,900
■
Animals impounded
595
593
601
620
■
Animal Control Citations issued
1,153
1,436
1,304
1,250
Fatal traffic collisions
3
5
4
3
■
Injury traffic collisions
492
497
503
500
■
Property damage collisions
1,021
1,138
1,128
1,150
■
Moving citations issued
11,481
7,707
7,884
7,900
Non - moving citations issued
4,062
3,542
3,401
3,700
■
Parking citations issued
86,692
75,810
70,221
72,000
■
* Homicide, Robbery, Forcible Rape, Aggravated
Assault, Burglary, Grand Theft, Grand
Theft Auto
55
■
Mission:
Statement
To reduce the
loss of life
and property
fromfire,
marine,
medical and
environmental
emergencies
through
education,
hazard
reduction and
response
To manage
the extensive
beach,
harbor and
water
resources
within the
City o/
Newport
Beach.
56
Fire & Marine
Two years ago, the merger of the Fire and Marine Departments brought together
two closely related emergency rescue functions under one centralized management
system. Similarly last budget year the Fire and Marine Department added another
key component to its comprehensive emergency medical services system:
emergency ambulance transportation provided by firefighters /paramedics. The
positive impacts already felt include:
1) efficient utilization of existing resources,
2) increased paramedic response flexibility,
3) reduced number of emergency response vehicles on scene,
4) improved access to medical funding sources, and
5) an additional benefit to Newport Beach Fire Medics members.
As the Emergency Ambulance Transportation program establishes itself as an
important function within the Department's emergency care system, additional
efficiencies will be developed. From the most minor scratch on the beach tended to
by Marine Safety staff, to the most progressive advanced life- support offered by
paramedics, the Fire and Marine Department is here to provide the proper emergency
treatment in an efficient and cost - effective manner.
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
Primary Goals
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.
• Participate in the community development planning process to improve fire, marine
and life safety.
• Encourage department personnel to assume leadership roles in the organization.
• Plan for response to natural and man -made disasters that affect the community.
Expenditures by Budgeted Program:
Training £
Educatioi
5%
Emergency
Medical Services
6%
Fire Preventioi
3%
Marine Marine
Safety Environment
13% 5%
Administration
5%
Fire Operations
Salaries and Benefits
Maintenance and Operations
Capital Outlay
Debt Service
Total
General Tax Revenue
Other Revenue
Total Revenue
Personncl,Rcgular - Fire /Marine
Seasonal - Marine (FTE)
1994 -95
Actual
$ 11,848,199
$ 1,937,044
$ 157,992
1995 -96
Actual
S 11,389,462
S 2,478,837
$ 183,238
1996 -97
Estimated
$ 11,978,894
$ 2,141,047
$ 113,693
1997 -98
Proposed
$ 12,786,057
$ 2,286,079
$ 79,360
25.56 30.19 30.19 30.19
Allocation
Plan
57
Organization
Fire & Marine (continued)
Resource Distribution
The Fire and Marine Department budget is currently divided into seven specific budget
programs: Administration, Fire Operations, Fire Prevention, Emergency Medical
Services, Training and Education, Marine Safety Services, Tidelands Administration
and the Balboa Yacht Basin. Under the direction of the Fire and Marine Chief, Timothy
Riley, these programs are managed by four deputy directors charged with the
responsibility to judiciously use these budgetary funds to attain our mission. Of the
Department's full -time personnel, 86% are assigned directly to the delivery of
emergency services. The remaining 14% provide non - emergency services and
management and administration of our emergency services.
Using the philosophy that taxes are supposed to pay for essential public safety services
such as fire protection and marine safety, the majority 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
Fire & Marine administer and manage the
Chief Tideland's resource in such
a way as to produce a fair
Safety Operations
Staffing: 105, plus 24.47 FTE
$12,381,750
Ocean & Beach Safety
Fire Suppression
Emergency Medical Service
Hazardous Materials Response
Hazardous Situation Mitigation
Emergency Planning
Disaster Preparedness
Fire Prevention Inspections
Fire Prevention
Staffing: 4
$445,775
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
Marine Environment and equitable return for
Staffing: 4, plus 9.53 FTE Tideland's revenues. A few
$1,034,598 examples of service fee
Beach Parking systems are the Fire Permit
Marine use Regulation Fee System, Harbor
Harbor Permits Facilities Permit System,
Tidelands Administration the Junior Lifeguard
Balboa Yacht Basin
Program fee, and the
Paramedic Service Fee
Administration
Staffing: 10, plus 8.09 FTE
$1,525,745
Training & Education
Apparatus & Equipment
Communications
Facility Maintenance
Budgeting
Purchasing and Procurement
Information Management
Mapping
Public Information
Community Relations
58 1 1 1 1
Program.
Continued efforts of the Fire
and Marine staff, high-
lighting the positive
environmental aspects of
our community and
surrounding beaches will
help attract new revenue
opportunities for the City in
the future.
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Department Highlights
The Fire and Marine Department working in concert with the related Safety Associations
is proud to highlight their involverent in the community.
The City's annual Public Safety Day continues one of the top community involvement
events held in the Newport Beach each year. The event gives us a chance to showcase to
the community our abilities to respond to any emergency. In addition to demonstrations
of fire, police, and marine safety equipment and rescue techniques, many County agencies,
such as the Red Cross and the Sheriff's Harbor Patrol are invited to participate.
Fundraising efforts for the community and outreach efforts have included:
Project Playhouse, $21,000 by the Firefighters Association for Home Aid
The Beach to Bay Run for Clean Water, $11,000 by the Marine Environment for
water testing in Newport Harbor
Public Safety Day sales, $1,900, by the Firefighters Association for the Orange
County Burn Association
Fireman's Ball, $1000, split between Project Wipeout and the Orange County Burn
Association
Six `Auction Dinners' organized by the firefighters for other worthy charities.
The Annual Chili Cook -off
The Pier to Pier Swim, held annually since 1976
All of the Seafest events
`Spark of Love' Christmas Toy Collection program
59
Review
6511
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Fire & Marine (continued) ■
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Service Indicators 1994 -95
Actual
Fire Responses
141
Medical Responses
2,996
Water Rescues
3,579
Lifeguard Medical Aids
2,682
Boats in Distress
20
Preventative Actions
91,216
False Alarm Responses
471
Other Public Assists
303
Company Training Hours
28,050
Public Education Hours
175
Fire Inspections
3,868
Harbor Permits Issued
154
Tidelands Annual Permits
2.357
Parking Lot Attendance
410,500
Beach Attendance
9,170,950
Project Playhouse
`3d Alarm Fire' Top Honors included:
The Grand Award — Best of Show
The Robert Seitz Memorial Award —
Best Modern Design
People's Choice — Voted Favorite by
People in the Community
Community support through donations
of labor, time, materials, and enthusiasm
made this fundraising project a reality.
1995 -96 1996 -97 1997 -98
Actual Estimate Projected
240
255
260
3,494
4,020
4,020
4,099
4,800
5,000
3,415
4,300
4,000
115
85
85
105,425
135,000
110,000
555
468*
316
457
450
500
36,200
36,200
36,200
405
415
415
4,100 **
6,500
7,150
169
203
205
2,369
2,400
21400
413,918
410,000
400,000
10,098,650
10,000,000
10,000,000
* "New Type" Alarms (1/97)
** New fire inspection implemented at calendar year.
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■ Future Budget Considerations
■ Now with the addition of emergency ambulance transportation to
■ complement the services provided by the Department, we need to focus
on clearly identfying the department mission, goals, and objectives.
■ Included with this is the refinement of a strategic plan to fulfill said mission
■ to ensure an efficient and effective public service delivery system and
asset management program. 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 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 the future. The Fire
■ and Marine Department will always remain dedicated to serving the fire,
marine, and environmental needs of Newport Beach.
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61
Mission
Statement
Plan and
manage the
development
or use of
land and the
construction
or alteration
of buildings
consistent
with law,
policy and
community
goals.
■
Planning & Building ■
■
Budget Highlights
The Planning and Building Departments operate under the supervision of the Assistant
City Manager/Community and Economic Development. The budgets of these
Departments closely duplicate last year's, with total staffing remaining the same.
One code enforcement position, which handles zoning and municipal code
enforcement, is moving back to the Planning Department. The Building Department
will still include the personnel performing the Report of Residential Building Records
inspections. The Planning Department continues to provide resources for both Planning
and Economic Development activities.
Although separate Departments, Planning and Building coordinate closely on many
property development issues, and also plan additional cross training in some public
service areas to improve service delivery.
Primary Goals
• Process all plans, permits and inspections in a friendly, efficient, accurate and
timely manner.
• Enforce standards specified in the various Building Codes, as well as all
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 policies and
programs.
This Year's Objectives
• Improve departmental function through participation in the upgrade of the permit
tracking system and the expansion of its use, participation in the pilot program on
document imaging, and an enhanced employee training program.
• Continue permit streamlining program through the certification of the City's Local
Coastal Program and the implementation of the new Zoning Code.
• Enhance customer service and internal communications through the expansion of the
Development Review Committee's role.
• Implement the recommendations of planning and economic development programs
completed in 1996 -97 through:
• new Business Improvement Districts
• implementation of the Balboa Peninsula Planning Study/Project 2000
• implementation of Mariners' Mile recommendations
• implementation of the Economic Development Strategic Plan
• implementation of the TOT Enhancement Study
• development and implementation of tenant retention and recruitment program
• Complete the Newport Center Economic Opportunities entitlement program.
• Complete the Airport Area study.
• Consider the use of incentives to encourage high quality use and development in
the City.
62 1 1 1
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Planning/Administration
Staffing: 11
$929,3.90
Planning Commission
Advance Planning
Current Plans & Projects
Plan Check
Environmental Review
Regional Planning Activities
Code Enforcement
Economic Development
Staffing: 3, plus .6 FTE
$263,797
Economic Development
Committee
isiness Improvement Districts
isiness Retention/Recruitment
CDBG
GIS/Data & Demographics
Building Department
Staffing: 19, plus 2 FTE
$1,643,529
Building Code Board of
Appeals
Plan Review
Inspections
Report of Residential
Building Records
Planning Department
. The function of the Planning Department is to promote and enhance the physical
environment experienced by residents, visitors, property owners and businesses of
the City of Newport Beach. The Department accomplishes its mission through
. programs which promote high quality community and economic development while
maintaining the City's high quality residential areas.
The Planning Department includes two divisions, Planning and Economic
Development, which provide the resources for the Department's seven primary activity
areas: Current Planning, Advance Planning, Economic Development, Data/
Demographics /GIS, Code Enforcement, regional planning activities and Community
Development Block Grants (CDBG).
The Planning Department's budget this year continues to reflect the changes which
have resulted from the shift from a growing community with a focus on new
development to a mature and built -out city whose focus is preservation and
enhancement. The change is illustrated in the following chart which, if compared to
prior years, shows a lower allocation of staff resources to current planning and plan
check with more resources allocated to advance planning and economic development.
Planning Department Expenditures by Function:
Economic Development
2s
■
Advance Plant
16%
0
Administration
5% Clerical
Plan Check
11%
Code Enforcement
7%
inning
c,Ia
63
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Planning & Building (continued) ■
■
■
Also indicative of this change is the expansion of the commissions, committees and ■
associations with which the Department works to further the priorities of the City Council.
In addition to the traditional staff support of the City Council and Planning Commission, ■
the Department works with the Economic Development Committee, the Chambers of ■
Commerce, the Conference and Visitors Bureau and various merchant association and
Business Improvement Districts. Additional ad hoc or special project committees, such ■
as the Airport Area Committee, are also served by the department.
■
■
Building Department ■
This Department is responsible for enforcing building codes controlling construction, ■
use and occupancy of buildings and other land alterations such as grading. While the
Department has experienced increasing constriction activity and revenue over the past ■
few years, this is beginning to level out as the City reaches build -out. Building ■
Department staffing is at the level needed for maintenance of the coimnunity, and contract
inspectors are used for the few large projects that are built each year. ■
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BUILDING
Salaries and Benefits
■
Maintenance and Operations
Capital Outlay
■
Total
PLANNING
■
Salaries and Benefits
Maintenance and Operations
■
Capital Outlay
Total
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1994 -95 1995 -96 1996 -97 1997 -98
Actual Actual Estimated Proposed
$ 1,228.445 $ 1,329,038 $
$ 1.74,872 $ 196,310 $
$ 1.372 $ - $
$ 1,325,561 $ 1,060,463 $
$ 105,323 $ 121.616 $
$ 3,707 $ 2,100 $
1,394,394 $ 1,360,995
199,733 $ 282,534
949,775 $ 1,069,913
152,189 $ 121,774
Primary functions of the Building Department are plan review, permit issuance, on -site
inspections and Reports of Residential Building Records (RBRs). Plan review
concentrates on reviewing construction plans for code compliance in the areas of
structural, architectural, grading and fire safety. Permits for construction are issued when
it is determined that plans comply with all City requirements. Inspection involves on-
site inspection of all construction activity including electrical, mechanical and plumbing.
Using hand held computers, inspectors input and maintain all records electronically.
This enables them to have all permit status information readily available at the construction
site and to automatically download records quickly. RBRs are prepared by staff who
review permit records and inspect residential properties to verify actual conditions prior
to sale of property. Retaining this function in the Building Department results in the
research being done by staff most familiar with the records, and provides flexibility and
back -up for inspections.
Building Department Expenditures by Function:
Adnim ation
9%
Permit Counter Residential Building Records
.., _._., 10% 7%
2 %J
nspcclions
40%
Allocation
Plan
65
Mission
Statement
To provide
optimal
services and
support to
the residents,
business
community,
and other
City
departments
through
dedication
and
excellence in
safety,
performance,
and cost
containment.
T
General Services
Annual Department Goals
• Maintain high levels of Citywide cleanliness
• Expand management, technical, and safety training
• Maintain expedient graffiti eradication
• Develop an automated facility status and inventory system
• Continue 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
• Improve disaster preparation and coordination
• Research means of reducing energy consumption Citywide
• Continue to assess the privatization of services
Budget Highlights
Although the General Services Department budget for FY 97 -98 approximately
equals the FY 96 -97 budget, numerous additional service requirements will
severely tax Department personnel and funding. Among the increased service
requirements are: refuse collection, transfer, and recycling for over 400 new
homes, the addition of 65 acres of parks and roadside areas, and increasingly
complex City vehicles and equipment. These higher requirements accompanied
by a loss of four full -time positions, fiirther compound the challenge of meeting
the above goals for the fiscal year.
On a brighter side, the approval of a Country-wide landfill fee agreement will
result in a decrease in refuse disposal costs, with the windfall applied to meet
the projected increased amount of waste tonnage. The savings related to
Measure Q will also be applied to the increased costs of servicing new
developments.
Annual cost savings of over $370,000, achieved by the privatization of tree
and roadside area landscape maintenances, will help fund the shortfall presented
by the increased parkland acreage.
The Equipment Maintenance Division, which is losing three of the four
positions being deleted Department -wide, will be the most severely impacted
Department division. It is hoped that the extensive automotive cost reductions
of the two previous fiscal years can be duplicated as the further privatization
of maintenance functions and increased mechanic efficiency prove cost
effective.
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Resource Distribution
The General Services
Department is comprised
of the following nine
divisions:
• Administration
• Building Maintenance
• Field Maintenance
• Operations Support
• Refuse
• Parks Maintenance
• Street Trees
• Equipment Maintenance
• Equipment Replacement
Field Maintenance Concrete Crew
Administration
Staffing: 5
$428,993
Building Maintenance
Staffing: 5
$598,390
Operations Support
Staffing: 8
$617,788
Parks Maintenance
Staffing: 24
$2,261,803
Equipment Maintenance
Staffing: 18
$1,467,836
Field Maintenance
Staffing: 35
$3,145,028
Refuse
Staffing: 30
$3,832,649
Street Trees
Staffing: 1
$438,739
Equipment Replacement
Staffing: 0
$2,030,800
TOTAL $14,822,026
126 Positions
Organization
67
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General Services (continued) ■
■
Cost of Distribution by Division:
Opel
Sul
4
Field
Maintenance
21%
I\
Refuse
26%
4% Administration Equipment
3% Replacement
14%
Parks
15%
Street
Trees
3%
;nt
.. .since
10%
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 (ISF)
for equipment maintenance and replacement by departments (including General
Services) which use vehicles and equipment. Departments are assessed a
monthly rate for each piece of equipment they utilize; this assessment provides
funds for the maintenance and ultimate replacement of the equipment. The
$3.48 million ISF has been managed by the General Services Department since
July 1993. Of the $2,043,250 allocated for new vehicles and equipment,
$721,000 will be used to pay outstanding loans on new or previously purchased
items.
The only revenue source for the Department is a monthly recycling surcharge
which produces approximately $600,000 annually. However, a refund of a
portion of the FY 95 -96 surcharge is scheduled for FY 97 -98, thereby offsetting
the projected total revenue.
M-1
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1993-94(l)
1994-95(2)
1995-96(3)
1996 -97
1997 -98
Allocation
■
Actual
Actual
Actual
Estimated
Proposed
plan
Salaries and Benefits $7,511,888
$7,242,662
$6,848,342
$6,923,493
$7,022,054
■
Maintenance and Operations $5,043,194
$4,857,194
$5,633,548
$5,844,853
$5,764,162
Capital Outlay $565,986
$1,916,224
$2,432,177
$1,603,825
$1,314,810
■
Debt Service (4) -
$236,987
$303,194
$432,000
$721,000
.
Total (5) $13,121,068
$14,253,067
$15,217,261
$14,804,171
$14,822,026
■
Personnel 148
141
123
125
126
■
1) Includes transfer of Parks and Street Tree
Divisions, and commencement
of
internal Service
Fund for
vehicle maintenance and replacement
■
2) Includes transfer of Auto Parks personnel
from the Finance
Department
3) Includes transfer of Building Maintenance personnel from the Community Services Department
1 9 a
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surd
Cc
70
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General Services (continued) ■
■
Meeting the Challenge
Further privatization of Department functions will occur in the Parks and
Equipment Maintenance Divisions. All divisions are annually evaluated against
private contractors. Those that could potentially yield savings without a
compromise of service are studied closely to either duplicate the savings with
City employees or propose outsourcing to a private contractor.
Other cost savings such as the altering of refuse collection routes to avoid
overtime, new technology for lowering utility bills such as the central automation
of landscape irrigation, and increased use of computers are attainable in FY 97-
98.
In the Equipment Maintenance Division, we are continuing to reduce the budget
for auto parts expense from $450,000 in FY 95 -96 to $360,000 this year and
$310,000 next year. The efficiency study of the Auto Shop should be completed
by June 1997, and a significant number of recommendations contained in a
draft of the report have been implemented. In order to further reduce the cost to
using departments, the FY 97 -98 Budget proposal contains the reduction of
three positions: two crew chiefs and the auto paint and body mechanic. The
workload of the latter position will probably be privatized.
In the Equipment Replacement Division, 40 pieces of equipment are proposed
for purchase, as the City is beginning to address the deferred purchases of three
and four years ago. The replacement of many older, heavy maintenance vehicles
has had a positive effect on reducing the shop backlog and the expenditures in
auto parts.
Because we were able to develop several large cost savings internally by
privatization and renegotiation of contracts, the Department functions will
continue into FY 97 -98 relatively unchanged from FY 96 -97. Additional impacts
on the public and other departments should be minimal, although we will continue
to have a three to six month backlog of both routine work and special projects in
certain work centers.
As noted by the attached service level indicators, productivity in certain service
areas may decline following four years of personnel reductions.
There is no question that FY 97 -98 will be among the most challenging of all
years for the employees of the General Services Department.
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Service Indicators
Public restrooms serviced
City restrooms serviced
City buildings serviced
Street Patching (tons of mix)
Sidewalk Repair (square feet)
Curb & Gutter Replacement
Street Sweeping (miles)
Beach Cleaning (tons of refuse)
Regulatory Signs Posted
Street & pavement marking
Graffiti Incidents
Refuse (number of homes)
Refuse Collected (tons)
Number of Parks Maintained
Number of Trees Trimmed
1993 -94
1994 -95
1995 -96
1996 -97
1997 -98
Actual
Actual
Actual
Estimated
Projected
41
42
44
51
52
78
82
82
92
92
65
65
65
66
67
4,000
2,688
3,200
3,200
3,500
40,000
58,560
52,000
55,000
50,000
2,930
2,887
5,500
6,000
2,500
44,000
42,127
44,500
45,000
45,000
9,500
13,097
5,000
6,000
6,000
5,700
5,287
6,000
5,250
5,500
370,000
382,262
325,000
365,000
350,000
900
1,962
2,400
1,600
3,000
26,393
26,320
26,320
26,320
26,700
36,000
37,638
38,000
38,000
39,000
38
39
40
43
44
7,480
5,200
7,0911
8,000
8,000
Equipment Maintenance Facility
Performance
Review
71
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
72
i
Community Services '
Budget Highlights
In the 1997/98 budget year, Community Services staff will continue to maximize resources through
an inter- department approach to service and through coordinating and utilizing the talents of
individuals and groups in the community. To maintain quality services without increasing costs,
the Department utilizes an increasing number of part-time employees as well as the dedicated
services of a corps of volunteers.
Funds raised by the Friends of the Library, the Newport Beach Public Library Foundation and the
Literacy Advisory Council augment the Library Division budget. Volunteer service and funds
from the Friends of OASIS help support the Senior Services Division. Gifts from local service
clubs and homeowners associations enhance Recreation Division resources.
The Arnerican Girl Tea Parties are held
each year at the central library
Senior Services
6%
Recreation
Arts & Cultural
Administration 2%
5%
Library
64%
1997/98 Budget Goals
Utilize the synergy of Arts, Library,
Recreation and Senior Services functions to
enhance community programs and services.
Meet the informational, recreational and
cultural needs of diverse audiences in the
community through the central library and
branch libraries.
Utilize information sharing and electronic
technology for maximum responsiveness and
cost efficiency.
Provide a broad range of recreation and leisure
opportunities for residents of all ages.
Participate in the planning of new park
facilities and complete the revision of the
Recreation and Open Space Element of the
General Plan.
Provide a focal point for older adults at
OASIS, where seniors can participate in
activities and partake of services that enhance
dignity, support independence and encourage
social involvement.
Increase awareness of community arts and
cultural opportunities and continue the
development of a Cultural Arts Plan for
the City.
Support the work of the City Arts Commis-
sion, the Board of Library Trustees, and the
Parks, Beaches and Recreation Commission,
I
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i
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. Community Services Director /City Librarian
Staffing: 2, plus 1.7 FTE
. $324,871
Department
Arts & Cultural Services
Staffing: .75 FTE
$81,456
Bi- Annual Juried Art Shows
City Hall & Library Galleries
Arts & Cultural Grants
pport for City Arts Commissi
Sister City Association
Newport Theatre Arts Center
Recreational Services
Staffing: 8, plus 10.62 FTE
$1,448,611
Youth Programs
Aquatic Programs
Adult Sports
Fee -Based Classes/Programs
Special Events
City Youth Council
Special Event Permits
Support for Parks, Beaches
& Recreation Commission
Youth Sports Commission
Newport Harbor Lawn Bowling
Association
I
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Library Sery ices
Staffing: 32, plus 31.71 FTE
$4,028,109
information & Reference Services
Youth Services
Central Library & Branches
Literacy Services
Support for Board of Library
Trustees
Friends of the Library
Newport Beach Public Library
Foundation
Senior Services
Staffing: 4, plus .65 FTE
$368,143
Recreational Programs &
Educational Classes
Noon -Time Meals
Transportation Program
Human Services
Special Events
Friends of OASIS
OASIS Garden Club
:<ids Connect V the Literary during National Library t \'cck
Organization
73
Department
Organization
74
Community Services (continued)
Pee Wee youth spoils
pmvidc high gtvtlity play
Department Organization
The Community Services Department offers a diverse
range of public set-vices providing the social infrastructure
of the City. The four service divisions operate through
inter - department cooperative activities, under the direction
of the Community Services Director /City Librarian. Three
City Council - appointed boards and commissions play
critical roles in service provision —the City Arts
Commission, the Board of Library Trustees, and the Parks,
Beaches and Recreation Commission.
The Administrative Services Division consists of the
Department Director, Executive Secretary, part -time
Account Clerk, and the part -time services of Media and
Graphic Specialists, who provide support for the Newport
Navigator and other promotional activities.
The Arts & Cultural Services Division consists of one part-time employee, who acts as a liaison
with the City Arts Commission, Sister City Association and Friends of the Newport Theatre Arts
Center. The division budget provides for Cultural Arts Grants that are awarded annually by the
Commission.
The Library Division responds positively to user demands for print and electronically published
information. The use of current technology helps provide service in the most cost - effective manner.
In addition to responding to the information needs of the community, the library provides a variety
of materials to meet the recreation needs of customers of all ages. Circulating collections include
current and classic fiction and nonfiction books, compact discs, videos, and books on cassette.
Adult programs, as well as storytimes for preschoolers and reading programs for school -age children,
are offered. Trained volunteers are available through Literacy Services to provide one -on -one
tutoring for adults leaning basic reading and writing skills.
The Recreation .Division provides a broad array of activities and programs for community youth
and adults, including hundreds of leisure, active and fitness classes; year -round adult sports leagues;
and seasonal swim lessons and youth camps. Contract instructors provide class instruction, and
part-time instructors, lifeguards and recreation leaders support leisure and sport activities. The
Recreation budget as presented also includes $14,000 funding to support the programs of Newport
Harbor Lawn Bowling Association and $22,200 fm• use of facilities of the Newport-Mesa Unified
School District.
The Senior Services Division provides a variety of services and activities related to education,
creative arts, recreation, advocacy, leadership development, employment, health, nutrition,
counseling and other support functions for seniors. This division focuses on enriching the lives of
older adults and their family members through appropriate programs and services. Seniors can
obtain services both at OASIS Senior Center and in a community -based atmosphere, depending on
individual needs.
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■
Utilization of Resources
The Community Services Department utilizes
a dedicated corps of volunteers equivalent to
25.75 full -time employees (4 in Recreation
Services, 7 in Library Services and 14.75 in
Senior Services). These volunteers assist in
providing an array of community services.
Since many of the services provided are fee -
based, the department recovers 31% of the
department operation budget.
19% Spring Juricd Art Show
Service Indicators
1994 -95
Anticipated
Percent Recovery
1997 -98
Budeet
Revenue
of Direct Costs
Administration
$324,871
0
0
Arts & Cultural Services
81,456
$2,500
3%
Recreational Services
1,448,611
1,207,470
84%
Senior Services
368,143
93,000
25%
Library Services
4.028.109
623.650
16%
Department Total
$6,251,190
$1,926,620
31%
Service Indicators
1994 -95
1995 -96
1996 -97
1997 -98
Actual
Actual
Actual
Pro'ecte
Art exhibits &juried shows
8
18
20
20
Cultural grants awarded
540,000
$40,000
$40,000
$40,000
Library circulation of materials
1,313,969
1,400,883
1,427,772
1,430,000
Customers served
938,545
922,204
899,800
900,000
Reference questions asked
180,556
175,139
180,900
181,000
Programs
27,050
16,896
16,047
16,900
Recreation
Special events
40,050
40,050
42,000
45,000
Fee -based programs
269,500
270,000
270,000
271,000
Co- sponsored youth organizations
124,000
124,300
127,000
128,900
Senior programs / classes
54,500
67,883
67,763
66,000
Client services
11,000
11,292
10,731
.11,000
Transportation services
9,800
9,117
11,206
13,500
Referral services
12,500
15,100
14,726
15,000
Utilization
of Resources
Performance
Review
75
Department
Highlights
76
■
Community Services (continued) ■
■
Department Highlights
Although Community Services programs provide direct, one -on -one services, technology and
automation enhance the work of department staff and volunteers. The quarterly Newport Navigator
provides information about the services of each division and lists available fee -based activities.
Arts & Cultural Services Division is undergoing a planning process to define those aspects of
cultural development most important for this City, and to document these decisions in a Cultural
Arts Plan. Simultaneously the City Arts Commission is working to establish a Newport Beach
Arts Foundation to assist in funding future projects.
Library Division increasingly relies on electronic resources to enhance the cost effectiveness
and timeliness of service. The Local Area Network is now available at all the libraries, enabling
delivery of an increasing volume of electronic resources, including public access to the Internet/
World Wide Web. Automated renewal and self check -out capabilities have freed staff for other
functions.
Recreation Division staff, with the Parks, Beaches & Recreation Commission, are completing
the revision of the Recreation and Open Space Element of the General Plan. New parks have
been planned and are nearing completion, including Bob Henry Park, in August 1997; and
Castaways Park, Hoag Linear Site and the Freeway Reservation Site at later dates. Adult and
youth sports programming continues to grow. Adult basketball and softball attracted a combined
total of 665 registered teams; Pee Wee youth basketball and football programs attracted over 120
first and second graders. Over 350,000 total participants were involved in recreational activities.
An ongoing project to meet federal liability requirements and install ADA accessibility in the
City park tot lots is producing updated, high quality playgrounds for the children of Newport
Beach.
Senior Services Division has increased its provision of transportation for frail older adults, thanks to
a Hoag Health Partnership Grant, which provided a third vehicle for the OASIS transportation program.
Seniors obtain infomtation at the OASIS 1lealth Fair
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1
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■ Budget Considerations
■ Supplemental Budget Requests —The Department has submitted supplemental budget requests
for critical elements that are not yet included in the proposed 1997/98 budget. They include:
■ Funding for anticipated increase in the lease for Lincoln Athletic Center
■ with the Newport-Mesa Unified School District 520,000
Upgrade of die outmoded computer equipment used by the OASIS staff $7,738
■ Increase in the Cultural Arts Grants to the total of 555,000, as reflected in
■ City Policy I -12 515,000
Addition of a full -time computer technician in the Library Division for
■ operation and maintenance of the equipment and network on which
the library's information provision is based 553,217
■ Increase in funding to provide for the service of a full -time
■ Cultural Arts Coordinator $10,000
■ The Library Division, with the Board of Library Trustees, is studying the impact of non-
resident use of city libraries. Staff is considering creative alternatives to handling increasing
■ demand without losing state funding or diminishing service to city residents and businesses.
New state legislative initiatives may soon ameliorate the financial impact of non - resident use.
■ The Board of Library Trustees, with staff, are developing a long -term Technology Plan to
maximize funds spent on technology and provide current information in the most cost - effective
■ manner.
■ The Recreation Division continues the difficult search for available athletic playing fields and
gymnasium sites to meet demands. With the expansion of year round play in youth soccer,
■ baseball, softball and basketball, and the consistent growth of adult sport leagues, innovative
■ scheduling is critical. Staff has initiated public /private partnerships in an effort to subsidize
ongoing and newly developed youth programming.
■ The Senior Services Division faces the constant challenge of ever - increasing numbers of new
■ retirees, as well as more seniors growing older and living longer. The division's goal is to
identify the needs of these increasing populations and to develop innovative services and activities
■ that meet them.
■ Each division continues to be aggressive and successful in developing grant proposals and
securing sources of outside funding.
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■
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■
Considerations
I Allocation
Plan
77
1994 -95
1995 -96
1996 -97
1997 -98
Actual
Actual
Estimated
Proposed
Salaries and Benefits
$
3,598,051
$
3,464,335
$
3,572,485
$
3,605,609
Maintenance and Operations
$
2,162,832
$
2,640,104
$
2,329,110
$
2,570,412
Capital Outlay
$
31,707
$
8,866
S
15,805
$
75,169
Total Expenditures
$
5,792,590
$
6,113,305
$
5,917,400
$
6,251,190
General Tax Revenue
$
3,758,959
$
4,049,569
$
4,435,374
$
4,121,420
Fees for Services
$
1,442,995
$
1,465,670
$
1,526,870
$
1,559,770
Other Miscellaneous Revenue
$
590,636
$
589,700
$
580,000
$
570,000
Total Revenue
$
5,792,590
$
6,104,939
$
6,542,244
$
6,251,190
Personnel
96.78 FTE
89.28 FTE
90.55 FTE
90.55 FTE
Considerations
I Allocation
Plan
77
Mission
Statement
To provide
quality, cost
effective
public
works and
services to
the
community
of Newport
Beach.
W
Public Works
Primary Goals
• To assess and meet current and future needs for infrastructure, services and resources for the
citizens of and visitors to Newport Beach.
• To continue to improve the quality and delivery of the Capital Improvement Program through
increased coordination of projects.
• To provide the City's water customers with a reliable water supply.
• To operate and maintain the City's water, wastewater and street lighting systems in an efficient
and progressive manner.
• To enhance the delivery of service to internal and external customers by implementing cross -
training and skills development programs.
• To increase communication and information flow throughout the Department through regularly
convened inter- and intra - departmental meetings.
• To establish an on -going employee assessment/development program by implementing a new
performance evaluation process.
• To improve overall operations and increase efficiency by establishing Departmental policies and
procedures.
• To facilitate the storage and retrieval of information by developing and implementing a Depart-
mental records management system.
Department Organization
The Public Works Department is comprised of four divisions: Administration, Engineering
Services, Transportation and Development Services, and Utilities.
Administration is responsible for providing overall administrative support services for the
department. The Division's areas of responsibility include: Operating Budget preparation
and administration; Capital Improvement Program Budget; general clerical support; customer
service; personnel administration; and payroll.
1994.95 1995.96
Actual Actual
PUBLIC WORKS - ADMINISTRATION
Salaries and Benefits
Maintenance and Operations
Capital Outlay
Total
1996 -97 1997 -98
Estimated Proposed
340,106 $ 341,991
79,953 $ 68,143
26.197 $ 2.500
Engineering Services is primarily responsible for planning and completing the City's Capital
Improvement Program, including design, construction and inspection of the City's major
capital projects. The design phase of a capital project may include, feasibility and
environmental studies, review of capital project plans, preparation of specifications and
cost estimates, right -of -way acquisition, permit application processing, utility coordination,
and public information workshops. Construction Engineering includes inspection services,
topographic surveys and maps, construction staking boundary maps, encroachment surveys,
and preparation of "As Built" construction drawings.
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■
1994 -95 1995 -96 1996 -97 1997 -98
Actual Actual Estimated Proposed
PUBLIC WORKS - ENGINEERING
Salaries and Benefits
$
1,516,222
$
1,492,957
$
1,041,231
$ 1,044,666
Maintenance and Operations
$
131,206
$
212,061
$
177,848
$ 140,893
Capital Outlay
$
3,075
$
17,681
$
7,984
$ -
Total
$
1,650,503
$
1,722,699
$
1,227,063
$ 1,185,559
■ Transportation and Development Services is responsible for traffic engineering,
transportation planning, subdivision engineering, Geographic Information Systems (GIS),
■ parking meter operations, and permit processing. This division provides support services
■ to most other departments and works closely with the Building/Planning Department to
coordinate the processing of all building, land use and development activities.
■
■
■
■
■
■
1994 -95 1995 -96 1996 -97 1997 -98
Actual Actual Estimated Proposed
PUBLIC WORKS - TRANSPORTATION & DEVELOPMENT SERVICES
Salaries and Benefits
$
581,428
$
547,359 $
913,806
$
922,452
Maintenance and Operations
$
281,997
$
316,128 $
358,729
$
356,280
Capital Outlay
$
358
714,829
$
- $
2,650
$
1,000
Total
$
863.783
$
S
863.487 $
1,275.185
$
1.279,732
■
Utilities Services is responsible for the operation of the water, wastewater, electrical, oil
■ and gas systems. This division's primary function is to provide front line customer service
■ and field operation throughout the City. The new groundwater supply system, with water
wells in Fountain Valley, will provide 70 to 75% of the City's water. This division is
■ responsible for operating and managing the system.
■
■
■
■
■
■
■
■
■
■
Salaries and Benefits
Maintenance and Operations
Capital Outlay
Debt Service
Total Expenditures
Charges for Services
Use of Money & Property
Sales of Oil & Gas
Other Revenue
Transfer (To) From Reserves
Bond Proceeds
Total Revenue
1994 -95
Actual
15,552,310
1995 -96
Actual
$ 2,895,176
$
3,141,128
$ 10,202,968
$
10,479,436
$ 4,662,582
$
13,587,057
S 1.740.915
$
1.721.840
1996 -97
15,552,310
1997 -98
Estimated
$
Proposed
$ 2,969,384
$
3,066,915
$ 11,607,681
$
9,186,877
$ 5,755,337
$
5,564,650
S 1.706.421
S
1.699.390
$
15,552,310
$
16,900,419
$
18,477,431
$
18,884,200
$
1,148,164
$
1,440,412
$
305,000
$
305,000
$
710,005
$
714,829
$
745,000
$
760,000
$
75,130
$
113,031
$
67,800
$
55,000
$
2,016,032
$
9,760,770
$
2,443,592
$
(486,368)
$
19,501,641
$
28,929,461
$
22,038,823
$
19,517,832
79
Department
Organization
Lit]
Public Works (continued)
Engineering Services
Staffing: 13
$1,185,559
Special Projects
Capital Projects
Design
Construction
Utilities Services
Staffing: 45, plus 7.27 FT
$14,306,992
Water
Wastewater
Electrical
Oil & Gas
Administration
Staffing: 5, plus .83 FTE .
$412,634
Budget
Personnel Administration
Contract Administration
Administrative Support
Department Highlights
The Department reached significant
milestones in its Capital Improvement
Program during FY 1996 -97, including:
MacArthur Boulevard Segment 1 (Pacific
Coast Highway to approximately 1,000
feet northerly of San Joaquin Hills Road):
This project included the widening and
reconstructing of MacArthur Boulevard,
and installation of curb and gutter, a 12-
foot sidewalk, street lighting and a
pavement delineated 8-foot bike lane
along each side of the new roadway.
Segment 1 also included widening along
the northerly side of Pacific Coast Highway between MacArthur Boulevard and Avocado
Avenue to create an additional merging and right turn lane. Segment 1 is scheduled for
completion in July, 1997.
Cransportation & Developmen
Staffing: 12, plus 1.5 FTE
$1,279,732
Traffic Engineering
Subdivisions
GIS
Parking Meter Operations
Permit Processing
• Balboa Boulevard Reconstruction 14th Street to 16th Street: This project included
construction of new catch basins, storm drains, curb, gutter, roadway, street lights, driveway
approaches, alley approaches, sidewalk, medians, landscaping and irrigation.
• Traffic Accident Records System: This project was made possible through a $102,000
grant from the State Office of Traffic Safety. The project calls for development of a state
of the art computerized Traffic Accident Records System. This system includes extensive
reporting and plotting capabilities and will interface with the Citywide GIS program.
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■
■
• Groundwater Development Project: Significant construction items included completion
. of water wells and six miles of pipe lines, and finalization of the 16th Street Reservoir and
Pump Station.
■ The Department's FY 1997 -98 Capital Improvement Program includes the following major
projects:
• Pacific Coast Highway/Newport Boulevard Interchange Improvements: The project
. provides for widening the westerly half of the bridge over Newport Channel, reconstructing
the Newport Boulevard bridge over Pacific Coast Highway, widening Newport Boulevard
between the interchange and Hospital Road, landscaping and architectural treatment, and
. modifying the ramps.
• Segment 2 of the MacArthur Boulevard Widening: Segment 2 construction continues the
improvement of MacArthur Boulevard from San Joaquin Hills Road to Ford Road.
■ Little Balboa Island Sewer Pump Station Improvement: The project provides for the
replacement of an existing 75 year -old sewer pump station. Replacement of the pump
. station is necessary to increase capacity and is due to the condition of the existing piping,
motors and pumps which are obsolete, wom and unrepairable. Construction will begin in
Fall 1997 and is anticipated to be completed in Spring 1998.
• Groundwater Project Implementation: In the Fall of 1997, the City will begin to produce
■ and treat groundwater utilizing the newly constructed system. The system consists of four
water wells located in Fountain Valley, six miles of transmission mains through the cities
of Costa Mesa, Fountain Valley and Huntington Beach and a new 3 million gallon reservoir
■ and an 1 1,500 gallon per minute pump station.
. Comprehensive Water Master Plan and Water /Sewer Rate Study: This project provides for
the preparation of a comprehensive Master Plan and Rate Study. The Plan will provide
recommendations for system improvements which will be incorporated into the City's
. Capital Improvement Program. Staff will be reviewing the results of the Rate Study with
City Council in January 1998.
81
�$ n:
Ey
z
w
w
0
x
a
a
H
a
U
General
Fund
84
Capital Improvement Program
The City of Newport Beach Capital Improvement Program (CIP) serves as a plan for
the provision of public improvements, special projects, and on -going maintenance
programs. Projects in the CIP include arterial highways; local streets; storm drains,
bay and beach improvements; park and facility improvements; water and wastewater
system improvements; and planning programs.
The Fiscal Year 1997 -98 CIP totals $23,865,454 and consists of'over 100 projects.
The CIP was developed with input_ from various City departments, citizens groups and
the City Council who identified needs in their respective areas. The needs were then
reviewed by the Public Works Department and City Manager's Office. Funding for the
capital projects is derived from multiple funding sources, as follows:
1997 -98 Capital Improvement Projects by Fund
CIOSA 1%
Orange County
Transportation Funding
Program 3%
Building Excise
Tax 1%
Wastewater
Water Enterprise
Enterprise 12% General Fund
1 on/_ 700/
Circulation and
Transportation 2%
Contributions
37%
Community
Development Block
Grant 2%
Gas Tax 7%
Tide and Submerged
Land 3%
General Fund
The General Fund projects total $5,093,196, (including Park -in -Lieu and Off - Street
Parking). Projects funded by the General Fund include City facilities; storm drains; streets;
library and park projects. Major projects within this fund include:
• Repairs and improvements to various City facilities, including City Hall, Corporation
Yard, Beach Restrooms, Recreation facilities, Oasis Senior Center, and the Police
facility. ($325,000)
• Storm Drain Improvement and NPDES Program ($164,000)
• Sidewalk, Curb, and Gutter Replacement Program - Public Works /General Services
($250,000)
• Street, Alley, Bikeway, Parking Lot Improvements - Public Works /General Services
($665,000)
• River Avenue Street Reconstruction ($206,460)
• Airport Growth Control and Management ($500,000)
• Economic Development ($100,000)
• Street Light Conversion Program ($50,000)
• Police Strategic Information Systems and 800 MHz System ($824,136)
■
■
■
Park Improvements ($92,000)
Peninsula Park Irrigation and Field Rehabilitation ($150,000)
. Balboa Pier Parking Lot and Main Street Pedestrian Access ($100,000)
• Street Lighting Program ($300,000)
. Community Development Block Grant Fund
Community Development Block Grant (CDBG) funds are allocated to local governments
from the federal government, based upon a formula and are required to be used within
broad functional areas for community rehabilitation and housing. CDBG funding totals
$528,000 and includes the Balboa Peninsula Improvement Program. This project provides
t preliminary study funds for various Balboa Peninsula improvements
Tide and Submerged Land Fund
The Tide and Submerged Land Fund is used to account for all revenues and expenditures
related to the operation of the City's tidelands, including beaches and marinas. Projects in
this fund total $776,300. Major projects include:
Tidelands Boundary Study ($30,000)
Fire Protection of Piers ($50,000)
■ Upper Newport Bay Sediment Control and Restoration ($35,000)
• Beach Replenishment Program ($50,000)
Grand Canal Dredging and Bulkhead Buttresses ($100,000)
■ Oil Field Improvement ($150,000)
Building Excise Tax Fund
. The Building Excise Tax Fund is used to account for revenues received from builders and
developers on building and remodeling projects within the City. Expenditures from this
fund are used exclusively for fire safety, libraries, parks, beaches, or recreational facilities.
Projects in this fund total $227,000 and will be used for public facility improvements and
include:
• Fire & Marine Department Office Centralization ($157,000)
• Playground Equipment Replacement Program ($70,000)
Water Enterprise Fund
Funds for capital projects in the Water Enterprise Fund are derived from water service
. charges and are used for the rehabilitation and expansion of the City's water service.
Projects in this fund total $2,784,000. The projects encompass distribution and piping;
water system repairs; and pumping and operating. Major projects include:
Water Main Master Plan Replacement Program ($250,000)
Reclaimed Water Irrigation Program ($750,000)
. Corona del Mar Alley/Water Main Replacement ($750,000)
• San Joaquin Reservoir Improvements ($100,000)
• Big Canyon Reservoir Disinfection Modifications ($200,000)
ro
► ;h
Tide &
Submerged
Land
Building
Excise Tax
Water
Enterprise
Is
■
Capital Improvement Program (continued) ■
Wastewater
Enterprise
Cooperative
Projects
Wastewater Enterprise Fund
Projects in this fund total $2,740,000 and include sewer main and pump station
improvements. Projects include:
• Master Plan Sewer Main Improvements ($300,000)
• Master Plan Sewer Pump Improvements ($2,350,000)
Cooperative Projects
Cooperative Projects are projects funded with Gas Tax and Measure M revenues and
which receive funding from sources outside the City and/or are part of a joint venture with
other agencies. Major cooperative projects to be undertaken in Fiscal Year 1997 -98 include:
• Upper Newport Bay Sediment Control & Restoration ($5,200,000)*
• Birch/Mesa Realignment ($350,000)
• Bridge Retrofit Program ($2,058,958)
• Balboa Boulevard Pavement Rehabilitation, Main Street to G Street ($250,000)
• San Joaquin Hills Road Rehabilitation, Jamboree Road to East City Limits
($1,025,000)
* Funding source not yet fully established.
Cooperative projects funding sources are as follows:
Gas Tax Fund. The State Gas Tax
Fund accounts for all State Gas
Tax related revenues and
expenditures, including street
repair, construction, and
maintenance. Gas Tax funded
projects total $1,562,000.
Contributions Fund. The
Contributions Fund is used to
account for revenues received
from other governmental
agencies or private developers
and expended for specific street
orhighway construction projects.
Projects in this fund total
$8,898,958.
Circulation and Transportation Fund. The Circulation and Transportation Fund is derived
from fair share fees collected from developers and restricted for capital improvement
projects that are a part of the circulation element in the City's General Plan. Projects in
this fund total $350,000.
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■
■
■
■
■
■
■
■
■
■
■
■ Orange County Combined Transportation Funding Program. The Orange County
■ Combined Transportation Funding Program (OCCTFP) combines funding from multiple
sources, such as Measure M Local and Turnback funds ($741,000).
■
■ Circulation Improvement and Open SpaceAgteemeni Construction Fund. The Circulation
Improvement and Open Space Agreement ( CIOSA) is a development agreement between
■ the City and the Irvine Company to finance expenditures relating to the construction and
■ acquisition of certain public capital improvements. The CIOSA Construction Fund has
been established to account for the construction proceeds and expenditures related to special
■ assessment district, 95 -1. Projects in this fund total $100,000.
■
■
1997 -98 Capital Improvement Projects
■
■
■
■ Police Strategic
Information and 800
■ MHz Systems 3%
■
Storm Drain
Improvements 1%
■
Street, Alley, Bikeway,
■
and Parking Lot
improvements 3%
■
■
■
Facility and
infrastructure
Maintenance and Bridge Retrofit
Other 22% Improvements 2% Program 9%
Other Arterial
r..., 1- -tion 90'
Upper Newport Bay Sewer Facility
Sediment Control & Sidewalk, Curb, and Improvements 12%
Restoration 22% Gutter Replacement
Program I %
Park, Beach, and
Recreation Facility
Improvements 2%
Water Facility
Improvements 12%
Airport Control,
Economic Development,
and Environmental 3%
■ Conclusion
■ Once again, the City has undertaken an ambitious and wide ranging capital improvement
■ program. The projects are both significant and diverse, and will serve all areas of the City.
Many of the projects have multi -year terms to completion. In those cases, only those
■ phases of the projects scheduled during FY 1997 -98 are budgeted and appropriated this
■ fiscal year. It is the City's policy to appropriate sufficient funds for all projects scheduled
during the coming budget year. If projects are not completed nor funds encumbered by
■ fiscal year -end, the projects are reconsidered as part of the following fiscal year budget
■ process.
■
■
Conclusion
ME
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CITY OF NEWPORT BEACH
1997 -98 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, Compensated Absences, and Disability 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 $1,300,000 this year).
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
$2,000,000).
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. Departmental Disability premium payments to the Internal Service Fund are likewise
a percentage of salary.
91
92
■
■
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.
■
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 1997 -98, the City projects the following expenditures from Internal Service
■
Funds:
■
Equipment Maintenance: $1,467,836
Equipment Replacement: $2,020,800
■
Compensated Absences: $ 530,783
■
Workers' Compensation: $1,994,743*
Disability Coverage: $ 312,809*
■
General Liability: $1,313,940*
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* Includes legal services, insurance premiums, contract
administration, claims & settlements, and payments
to providers of medical service.
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FIXED ASSET SCHEDULE
Schedule of General Municipal Property
as of June 30, 1996
Description
Civic Center
City Hall
Police Station
Professional Building
Fire Stations
Balboa Boulevard
Headquarters # 2
Jamboree and Santa Barbara # 3
Balboa Island # 4
Corona del Mar # 5
Irvine Avenue # 6
Marine
Lifeguard Headquarters
Libraries
Balboa
Corona del Mar
Mariners
Multipurpose Room at Mariners
Central Library
Land
Structures
Warehouse
American Legion Property
Beacon Bay
City Yard
19th
China Cove Lots
N Street Beach Lots
26th Street Parking
Balboa Parking Lot
Palm Street Lot
Year of Historical
Acquisition Cost
1948
1,341,003
1973
2,138,517
1983
1,129,351
1962
109,802
1952
479,534
1971
595,597
1993
825,614
1948
57,535
1958
102,866
1965 163,987
1920
144,238
1958
148,295
1963
151,727
1966
42,035
1992 7,400,000
1994. 8,000,000
1973
77,028
1929
127,285
1929
3,309,895
1919
4,307,296
1905
24,250
1952
36,522
-
500,000
1965
38,390
1925
319,818
1995
776,934
93
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Year of
Historical
Description
Acquisition
Cost
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
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
50,005
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
94
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* Fair Market Value of donated land was not available at the time of publication.
95
Year of
Historical
Description
Acquisition
Cost
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
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 I.ot
1994
885,133
Donated Park - Land
1997
302,299
Bob Henry Park - Land
1997
Bob Henry Park - Improvemnts
1997
1,000,000 Est
Total
56,868,261
Other Equipment
10,516,968
General Municipal Property Total
67,385,229
* Fair Market Value of donated land was not available at the time of publication.
95
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WL
DYNES
BALBOA ISLAND 9fa\
T e
N
Income Property
5
.„
City of Newport Beach
California
Administrative Services Department
-11
COFONA �,\ h'
Neepprt into• lion Spy stem
Ipminixtrol+ +e $e s nep rtmCnt
r997
97
American Legion
Hall, boat storage, slips
21515th Street
2
Balboa Angling Club
clubhouse, dock
V
200 A Street
t ``
3
Balboa Bay Club
Apts., club, ct al
1221 Coast Hw y West
t+
�r
4
Balboa Comm. Center
Balboa Power Squadron
mnm(pwn n)
17141ialboa Ithd. West
5
Boys & Girls C1Ub
Club &Gymnasium
2555 Vista del Oro
o I{
6
Balboa PC m
Ferry loading & stora ge
Palm Street
9
7
Balboa Pier
Ruby's Restaurant
- } A
End of pier
8
Balboa Yacht Basin
Slips & Misc.
Harbor Island Drive
9
Balboa Yacht Club
Tidelands
1801 liaysidl Drive
j
10
Beacon Bay
72 Home Sites
I
Harbor Island Drivc
FA3 (M
i6LAN
11
City-County Dock
Ncwpnrt Arches Marina
3333 Coast Hwy West
12
CDM Beach
Food Concession
Slate Ecach
13
Girl scout House
Day amp
1700 Falboa Alvd. West
'1
14
Harbor Island Leases
Encroachments
Ilather Island
15
Lido Bay Front
Park, twat storage, slips
Lido Isle perimitcr
J/
16
Marina Park
58 mobile homes
J 'il _
11A i
1770 Balboa lilvd. West
/
17
Newport Pier
Fisherman's Restaurant
cA\
End of pier
,
18
OR Operations
Oil &Gas Wells
+ (,�,� t
..
f�'j
Newport Shores
♦
i ✓' / �,
19
Radio Tower
Antenna
6th
949 West 1 Street
20
Telescopes
Pay tck:scapcs
1 +�
llalbw &Newport FierS
21
44th Street House
Duplex
�?�)`, = '. .,'V•
AA & 204 1/2 44th Street
<'; /;<
Triangle
22
38th &Lake
Parking
-11
COFONA �,\ h'
Neepprt into• lion Spy stem
Ipminixtrol+ +e $e s nep rtmCnt
r997
97
FIXED ASSET SCHEDULE
Proprietary Fund Type
Schedule of Structures, Improvements and Equipment
as of June 30, 1996
Water Uti
Meters
Wells
Transmission Pipelines
Pumping Stations
Reservoirs:
Big Canyon
Spyglass Zone 2 & 3
16th Street
San Joaquin
Capitalized Interest
Warehouse
Total Structures and Improvements
Equipment
Total Water Utility
Wastewater Utility
Mains
Pumping Stations
Total Structures and Improvements
Equipment
Total Wastewater Utility
Fleet Management
Total Fleet
M
Historical
Accumulated
Net Book
Cost
Depreciation
Value
$ 24,621,661
$ 16,851,268
$ 7,770,393
3,149,530
2,182,974
966,556
1,468,980
262,993
1,205,987
8,199,760
163,995
8,035,765
3,793,030
447,302
3,345,728
2,341,677
639,011
6,492,885
532,565
1,034,462
205,793
52,479,354
627,374
$ 53,106,728
$ 26,456,266
5,417,911
1,227,287
206,976
467,291
72,841
13,793
50,435
21,947,155
445,192
$ 22,392,347
$ 17,674,469
4,435,728
31,874,177 22,110,197
43,797 26,679
$ 31,917,974 $ 22,136,876
1,114,390
432,035
6,025,594
459,724
1,020,669
155,358
30,532,199
182,182
$ 30,714,381
$ 8,781,797
982,183
9,763,980
17,118
$ 9,781,098
$ 8,004,775 $ 3,158,848 $ 4,845,927
EQUIPMENT MAINTENANCE AND REPLACEMENT FUND
Schedule of Rolling Equipment Replacement (FY 1997 -98)
Public Safety Departments
Fire/Marine Department
$18,500
Station Wagon (4x4)
$26,000
Paramedic Van
$63,000
Truck, 1/4 ton (4x4)
$24,500
Community Services
Sub Total $113,500
Police Department
$36,000
Patml/fraffic Sedans (3)
$71,400
Detective Sedans (6)
$111,000
Motorcycle
$17,500
Video Van
5$ 0,000
Sub Total $249,900
PUBLIC SAFETY TOTALS $363,400
1997 -98 Lease Payments
GRAND TOTAL ALL DEPARTMENTS
Other Departments
Buildine Denartment
Sedan, Mid -size
$18,500
Sedan, Compact
$16,500
Trucks, 1/4 ton (3)
$49.5 00
Sub Total
$84,500
Community Services
Sedan, Mid -size (2)
$36,000
General Services Department
Street Sweeper
$126,000
Refuse Packer
$45,000
Cement Mixer
$4,200
Wheeled Loader
$95,000
Paving Machine
$95,000
Transfer Trailers (2)
$100,000
Line Striper
$4,800
Pesticide Spraying Truck
$21.000
Sub Total
$491,000
Public Works
Sedans, Compact (2)
$33,000
Trucks. 1/4 ton (2)
$33,000
Trucks, 3/4 ton Utility Body (2)
$61,000
Trucks, 1 ton Utility Body
$29,000
Station Wagon (4x4)
$24,000
Arrow Board
$8,000
Compressor
IS 3.000
Sub Total
$201,000
OTHER DEPARTMENT TOTALS
$812,500
$660.383
n
ROLLING STOCK AND AIRCRAFT IN SERVICE
Utility Enterprise
Passenger Cars
4
1 5
0
Fiscal Year
Fiscal Year
35
Fiscal Year
Fiscal Year
Fiscal Year
1997 -98
1997 -98
0 2
1995 -96
1996 -97
1996 -97
Projected
Projected
0
Final
Changes &
Final
Changes &
Final
General City Operations
Inventory
Adjustments
Inventory
Adjustments
Inventory
Helicopters*
2
-2
0
0
0
Pass Cars
101
-7
94
0
94
Jeeps
9
-2
7
-4
3
Motorcycles
15
1
16
0
16
Trucks
114
5
119
-2
117
Fire Trucks
11
0
11
0
11
Loadpackers
24
-1
23
0
23
Street Sweepers
7
-1
6
0
6
Tractors and Graders
6
-1
5
-1
4
Backhoes and Loaders
6
0
6
0
6
Beach Cleaners
3
-1
2
0
2
Trailers
32
-4
28
-1
27
Trailer, Office
2
0
2
0
2
Special Equipment
27
0
27
-3
24
Total General City Operations
359
-13
346
-11
335
Utility Enterprise
Passenger Cars
4
1 5
0
5
Trucks
35
2 37
0
37
Tractors and Graders
2
0 2
0
2
Backhoes and Loaders
7
-1 6
0
6
Trailers
14
-3 11
0
11
Special Equipment
14
l 15
0
15
Total Utility Enterprise **
76
0 76
0
76
GRAND TOTAL 435 -13 422 -11 411
* In Fiscal Year 1996 -97, Newport Beach and Costa Mesa formed a Joint Powers Authority (JPA) for the
purpose of providing specified helicopter support service covering both cities. In conjunction with that
transition, the City removed one helicopter from service and turned the other one over to the JPA.
** Includes vehicles in both the Water and Wastewater Sections
100
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6YEARALS 1:54 PM 9/17/97
SIX YEAR COMPARISON OF REGULAR PERMANENT EMPLOYEES
1992-93 1993 -94 1994 -95 1995 -96 1996 -97 1997.98
GENERAL CITY GOVERNMENT
City Council
City Clerk
City Manager
Deputy City Manager
Personnel
City Attorney
Finance
Administrative Services
Telecommunications
Total
PUBLIC SAFETY
Police
Fire
Marine
Fire and Marine
Total
■
0.00
0.00
COMMUNITY DEVELOPMENT
■
Planning
4.00
Building
■
Total
■
PUBLIC WORKS
■
Public Works
■
Utilities - Electrical
■
Public Works and Utilities
■
General Services
2.00
Total
■
0.00
0.00
COMMUNITY SERVICES
■
Library
4.00
Administration
■
Recreation
2.00
Senior Citizens
■
Total
■
BALBOA YACHT BASIN
■
WATER ENTERPRISE FUND
■ SEWER ENTERPRISE FUND
0.00
0.00
0.00
0.00
0.00
0.00
4.00
3.00
3.00
3.00
2.00
2.00
2.00
2.00
2.00
4.00
4.00
4.00
2.00
2.00
2.00
0.00
0.00
0.00
5.00
5.00
5.00
0.00
0.00
0.00
4.00
4.00
3.00
5.00
5.00
5.00
41.00
39.00
35.00
0.00
0.00
0.00
0.00
0.00
0.00
46.00
48.00
48.00
2.00
2.00
2.00
0.00
0.00
0.00
60.00
57.00
52.00
58.00
59.00
59.00
221.00
210.00
203.00
206.00
209.00
212.00
108.00
109.00
104.00
0.00
0.00
0.00
20.00
18.00
18.00
0.00
0.00
0.00
0.00
0.00
0.00
120.00
122.00
122.00
349.00
337.00
325.00
326.00
331.00
334.00
22.00 20.00 18.00 17.00 12.00 11.00
21.00 19.00 18.00 17.00 20.00 21.00
43.00 39.00 36.00 34.00 32.00 32.00
35.00
29.00
29.00
0.00
0.00
0.00
5.00
5.00
4.00
0.00
0.00
0.00
0.00
0.00
0.00
32.00
33.00
33.00
166.00
148.00
141.00
123.00
125.00
123.00
206.00
182.00
174.00
155.00
158.00
156.00
42.00
38.00
35.00
33.00
32.00
32.00
2.00
2.00
3.00
2.00
2.00
2.00
12.00
11.00
10.00
8.00
8.00
8.00
5.00
4.00
4.00
4.00
4.00
4.00
61.00
55.00
52.00
47.00
46.00
46.00
1.00 1.00 1.00 1.00 1.00 1.00
32.00 32.00 33.00 30.00 31.00 31.00
11.00 11.00 11.00 11.00 11.00 11.00
■ TOTAL PERMANENT EMPLOYEES 763.00 714.00 684.00 662.00 669.00 670.00
■
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101
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Debt Service Estimates
■
1997 -98
■
tsse
Original
Balance
Balance
Total
Principal
Issuance
711197
Additions (1) Deletions
6130198
Payments
Interest
Paid to Date
■
Library Certificates of
■
Participation
7,500,000
6,940,000
(160,000)
6,780,000
588,685
428,685
720,000
Balboa Marina Loan
3,457,930
2,813,703
(109,755)
2,703,948
236,372
126,617
753,982
Water Revenue Bonds
17,100,000
14,560,000
(915,000)
13,645,000
1,699,390
784,390
3,455,000
■
Computer Leases
4,305,779
4,119,064
(703.224)
3,415,840
838,157
134,933
889,939
Other Office Equipment
■
Leases
91,983
10,413
(10,413)
0
10,666
253
91,983
Rolling Stock Leases
2,442,728
787,545
667,214 (498,345)
956,414
541,198
42,853
1,486.314
CIOSA Series
7,5001000
6,740,000
(35,000)
6,705,000
475,385
440,385
795,000
■
CIOSA SenesB
8,600,000
8,600,000
8,600,000
140,661
140,661
0
■
Total Debt Service
50,998,420
44,570,725
667,214 _(_2,431,737)
42,806,202
4,530.514
2,0 98,777
6,192,218
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(1) Financing information
was not available at the time of this report
for new leases.
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Glossary
Accrual Basis - A basis of accounting in which transactions are recognized at the time they are
incurred, as opposed to when cash is received or spent.
Activity - Departmental efforts which contribute to the achievement of a specific set of program
objectives; the smallest unit of the program budget.
Ackerman Donation Fund - Used to account for the receipt and disbursement of funds received from
the Ackerman Trust. These funds are split between the City and the University of California, Irvine.
The City's portion must be used for library and scholarship purposes.
Ad Valorem Taxes - Commonly referred to as property taxes, are levied on both real and personal
property according to the property's valuation and the tax rate.
Air Quality Management District (AQMD) Fund - Used to account for revenues received from the
South Coast Air Quality Management District restricted for the use of reducing air pollution.
Appropriation - A legal authorization to incur obligations and to make expenditures for specific
purposes.
Assessed Valuation - The valuation set upon real estate and certain personal property by the Assessor
as a basis for levying property taxes.
Assessment District Fund - Used to account for the receipt and expenditure of funds received from
1911 Act and 1915 Act Assessment Districts for capital improvement projects.
Authorized Positions - Employee positions, which are authorized in the adopted budget, to be filled
during the year.
Available (Undesignated) Fund Balance - This refers to the funds remaining from the prior year
which are available for appropriation and expenditure in the current year.
Bond Refinancing - The payoff and re- issuance of bonds, to obtain better interest rates and/or bond
conditions.
Budget - A plan of financial activity for a specified period of time (fiscal year or biennium) indicating
all planned revenues and expenses for the budget period.
Budgetary Basis - This refers to the basis of accounting used to estimate financing sources and uses in
the budget. This generally takes one of three forms: GAAP, cash, or modified accrual.
103
104
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Budget Calendar - The schedule of key dates which a government follows in the preparation and
■
adoption of the budget.
■
Budgetary Control - The control or management of a government in accordance with the approved
■
budget for the purpose of keeping expenditures within the limitations of available appropriations and
■
resources.
■
Building Excise Tax Fund - Used to account for revenues received from builders or developers on
building or remodeling projects within the City. Expenditures from this fund are used exclusively for
■
public safety, libraries, parks, beaches, or recreational activities.
■
Cannery Village Enterprise Fund - Used to account for the revenues and expenses of operating the
■
Cannery Village parking facility.
■
Capital Assets - Assets of significant value and having a useful life of several years. Capital assets are
■
also called fixed assets.
■
Capital Budget - The appropriation of bonds or operating revenue for improvements to facilities, and
■
other infrastructure.
■
Capital Improvements - Expenditures related to the acquisition, expansion or rehabilitation of an
element of the government's physical plant; sometimes referred to as infrastructure.
■
■
Capital Improvement Fund - Used to account for the receipt and expenditure of City funds
specifically identified for capital improvement projects.
■
■
Capital Improvements Program (CIP) - A plan for capital outlay to be incurred each year over a fixed
number of years to meet capital needs arising from the government's long -term needs.
■
Capital Outlay - Fixed assets which have a value of $500 or more and have a useful economic lifetime
■
of more than one year; or, assets of any value if the nature of the item is such that it must be controlled
■
for custody purposes as a fixed asset.
■
Capital Project - Major construction, acquisition, or renovation activities which add value to a
■
government's physical assets or significantly increase their useful life. Also called capital
improvements.
■
Capital Reserve - An account used to segregate a portion of the government's equity to be used for
■
future capital program expenditures. The amount of capital reserve is roughly equal to the
■
government's annual equipment depreciation and an amount identified as being needed for future capital
acquisition.
■
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■ Cash Basis - A basis of accounting in which transactions are recognized only when cash is increased or
■ decreased.
■ Charges for Services - Those charges levied to individuals or organizations for the use or consumption
■ of services provided by the City.
■ CIOSA Construction Fund - Used to account for the receipt and expenditure of funds for the
Circulation Improvement and Open Space Agreement (CIOSA). The improvements include street and
■ frontage improvements.
■ Circulation and Transportation Fund - Used to account for fair share revenues collected from
■ developers and restricted for capital improvement projects meeting the circulation element of the City's
■ General Plan.
■ Combined Transportation Fund - Used to account for the revenues and expenditures of funds received
from the Orange County Combined Transportation Funding Program. Expenditures from this fund are
■ used exclusively for transportation related purposes.
■ Community Development Block Grant (CDBG) Fund - Used to account for revenues and
■ expenditures relating to the City's Community Development Block Grant program. These funds are
received from the Federal Department of Housing and Urban Development and must be expended
■ exclusively on programs for low or moderate income individuals/families.
■ Consumer Price Index (CM) - A statistical description of price levels provided by the U. S.
■ Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic
■ inflation).
■ Contingency - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise
budgeted.
■
. Contractual Services - Services rendered to a government by private firms, individuals, or other
governmental agencies. Examples include utilities, rent, maintenance agreements, and professional
■ consulting services.
■ Contributions Fund - Used to account for revenues received from other government agencies or private
■ developers and expended for specific street or highway construction projects.
■ Cost -of- living Adjustment (COLA) - An increase in compensation based on the effect of inflation.
■ Debt Service - The cost of paying principal and interest on borrowed money according to a
■ predetermined payment schedule.
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Deficit - The excess of an entity's liabilities over its assets or the excess of expenditures or expenses
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over revenues during a single accounting period.
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Department - The basis organizational unit of government which is functionally unique in its delivery
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of services.
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Depreciation - Expiration in the service life of capital assets attributable to wear and tear, deterioration,
.
action of the physical elements, inadequacy or obsolescence.
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Development Fees - Those fees and charges generated by building, development and growth in a
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community. Included are building and street permits, development review fees, and zoning, platting and
subdivision fees.
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Disbursement - The expenditure of monies from an account.
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Distinguished Budget Presentation Awards Program - A voluntary awards program administered by
the Government Finance Officers Association to encourage governments to prepare effective budget
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documents.
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Employee (or Fringe) Benefits - Contributions made by a government to meet commitments or
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obligations for employee fringe benefits. Included are the goveMment's share of costs for Social
Security and the various pension, medical, and life insurance plans.
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Encumbrance - The commitment of appropriated funds to purchase an item or service. To encumber
funds means to set aside or commit funds for a specified future expenditure.
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Enterprise Fund — Used to account for City operations that are financed and operated in a manner
similar to private business enterprises. The objective of segregating activities of this type is to identify
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the costs of providing the services, and to finance them through user charges.
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Entitlements - Payments to which local governmental units are entitled, pursuant to an allocation
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formula determined by the agency providing the monies, usually the state or the federal government.
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Environmental Liability Fund - Used to account for solid waste fees restricted for mitigation of future
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environmental liability relating to the handling of solid waste.
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Equipment Fund - Used to account for the cost of maintaining and replacing the City's rolling stock
fleet and the rental of the fleet to operating departments.
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Expenditure - The payment of cash on the transfer of property or services for the purpose of acquiring
an asset, service or settling a loss.
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■ Expense - Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest
■ or other charges.
■ Fiscal Policy - A government's policies with respect to revenues, spending, and debt management as
■ these relate to government services, programs and capital investment. Fiscal policy provides an agreed
upon set of principles for the planning and programming of government budgets and their funding.
■
Fiscal Year - A twelve -month period designated as the operating year for accounting and budgeting
■ purposes in an organization.
■ Fired Assets - Assets of long -term character that are intended to continue to be held or used, such as
■ land, buildings, machinery, furniture, and other equipment.
■ Full -time Equivalent Position (FTE) - A part -time position converted to the decimal equivalent of a
■ full -time position based on 2,080 hours per year. For example, a part -time typist working for 20 hours
per week would be the equivalent to .5 of a full -time position.
■
■ Function - A group of related activities aimed at accomplishing a major service or regulatory program
for which a government is responsible (e.g., public safety).
■
Fund - A fiscal entity with revenues and expenses which are segregated for the purpose of carrying out
a specific purpose or activity.
■
Fund Balance - The excess of the assets of a fund over its liabilities, reserves, and carryover.
■
■ GAAP - Generally Accepted Accounting Principles. Uniform minimum standards for financial
accounting and recording, encompassing the conventions, rules, and procedures that define accepted
accounting principles.
■ General Fund - Used to account for fiscal resources which are: a) dedicated to the general government
■ operations of the City, and b) not required to be accounted for in another fund.
■ General Obligation (G.O.) Bond - This type of bond is backed by the full faith, credit and taxing
■ power of the government.
■ Goal - A statement of broad direction, purpose or intent based on the needs of the community. A goal
is general and timeless.
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■ Grants - A contribution by a government or other organization to support a particular function. Grants
may be classified as either operational or capital, depending upon the grantee.
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Hourly - An employee who fills a temporary or short-term position. Such employees provide
contingency staffing for government operations during peak workloads, or to address temporary
staffing needs. Hourly employees are paid on a per -hour basis, and receive limited benefits.
Indirect Cost - A cost necessary for the functioning of the organization as a whole, but which cannot be
directly assigned to one service.
Infrastructure - The physical assets of a government (e.g., streets, water, sewer, public buildings and
parks).
Insurance Reserve Fund - Used to account for the City's self insured general liability and workers'
compensation program as well as the City's accumulated liability for Compensated Absences.
Interfund Transfers - The movement of monies between funds of the same governmental entity.
Intergovernmental Revenue - Funds received from federal, state and other local government sources in
the form of grants, shared revenues, and payments in lieu of taxes.
Internal Service Charges - The charges to user departments for internal services provided by another
government agency, such as equipment maintenance and replacement charges, or insurance funded from
a central pool.
Lapsing Appropriation - An appropriation made for a certain period of time, generally for the budget
year. At the end of the specified period any unexpected or unencumbered balance lapses or ends,
unless otherwise provided by law.
Levy - To impose taxes for the support of government activities.
Line -item Budget - A budget prepared along departmental lines that focuses on what is to be bought.
Long -term Debt - Debt with a maturity of more than one year after the date of issuance.
Maintenance and Operations - Expendable materials and operating supplies necessary to conduct
departmental operations.
Narcotics Asset Forfeiture (NAF) Fund - Established to account for all revenues resulting from the
seizure of assets in conjunction with criminal cases (primarily drug trafficking). It is the City's policy
that all such funds shall be used for enhancement of law enforcement programs.
Net Bridget - The legally adopted budget less all interfund transfers and interdepartmental charges.
Nominal Dollars - The presentation of dollar amounts not adjusted for inflation. Adjusting for
inflation would be done to reflect the real purchasing power of money today.
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■ Object of Expenditure - An expenditure classification, referring to the lowest and most detailed level of
■ classification, such as electricity, office supplies, asphalt, and furniture.
■ Objective - Something to be accomplished in specific, well defined, and measurable terms and that is
■ achievable within a specific time frame.
■ Obligations - Amounts which a government may be legally required to meet out of its resources. They
include not only actual liabilities, but also encumbrances not yet paid.
■
■ Operating Revenue - Funds that the government receives as income to pay for ongoing operations. It
includes such items as taxes, fees from specific services, interest earnings, and grant revenues.
■ Operating revenues are used to pay for day -to -day services.
■ Operating Expenses - The cost for personnel, materials and equipment required for a department to
■ function.
■ Output Indicator - A unit of work accomplished, without reference to the re sources required to do the
■ work (e.g., number of permits issued, number of refuse collections made, or number of burglary arrests
made). Output indicators do not reflect the effectiveness or efficiency of the work performed.
■
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Pay-as-you-go Basis - A term used to describe a financial policy by which capital outlays are financed
from current revenues rather than through borrowing.
■
Performance Budget - A budget wherein expenditures are based primarily upon measurable
■ performance of activities and work programs.
■ Performance Indicators - Specific quantitative and qualitative measures of work performed as an
■ objective of specific departments or programs.
■ Performance Measure - Data collected to determine how effective or efficient a program is in achieving
■ its objectives.
■ Personal Services - Expenditures for salaries, wages, and fringe benefits of a government's employees.
■ Prior -Year Encumbrances - Obligations from previous fiscal years in the form of purchase orders,
■ contracts or salary commitments which are chargeable to an appropriation, and for which a part of the
■ appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise
terminated.
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Program - A group of related activities performed by one or more organizational units for the purpose
■ of accomplishing a function for which the government is responsible.
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Program Budget - A budget which allocates money to the functions or activities of a government rather
■
than to specific items of cost or to specific departments.
■
Program Performance Budget - A method of budgeting whereby the services provided to the residents
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are broken down in identifiable service programs or performance units. A unit can be a department, a
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division, or a workgroup. Each program has an identifiable service or output and objectives to
effectively provide the service. The effectiveness and efficiency of providing the service by the
■
program is measured by performance indicators.
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Program Revenue (Income) - Revenues earned by a program, including fees for services, incense and
■
permit fees, and fines.
■
Purpose - A broad statement of the goals, in terms of meeting public service needs, that a department is
organized to meet.
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Reserve - An account used either to set aside budgeted revenues that are not required for expenditure in
the current budget year or to earmark revenues for a specific future purpose.
■
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Resolution - A special or temporary order of a legislative body; an order of a legislative body requiring
less legal formality than an ordinance or statute.
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Resources - Total amounts available for appropriation including estimated revenues, fund transfers, and
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beginning balances.
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Revenue - Sources of income financing the operations of government.
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Revenue Bond - This type of bond is backed only by the revenues from a specific enterprise or
project, such as a hospital or toll road.
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Secured Property Tax — The ad valorum tax on real property (land and improvements).
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Service Level - Services or products which comprise actual or expected output of a given program.
Focus is on results, not measures of workload.
■
SLESF -COPS Fund — Used to account for the proceeds of the State Grant that provides funds for
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additional law enforcement personnel.
■
Source of Revenue - Revenues are classified according to their source or point of origin.
■
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Special Assessment Fund - Used to account for funds received from affected property owners and
payable to holders of 1911 Act, 1915 Act and other special assessment bonds.
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■ State Gas Tax Fund - Accounts for all State Gas Tax related revenues and expenditures, including
. street repair, construction, and maintenance. State law requires that these funds be used exclusively for
maintenance of the street and highway system.
■
■ Supplemental Appropriation - An additional. appropriation made by the governing body after the
budget year has started.
■
Supplemental Requests - Programs and services which departments would like to have added (in
■ priority order) over their target budget, or if revenue received is greater than anticipated.
■ Target Budget - Desirable expenditure levels provided to departments in developing the coming year's
recommended budget. Based on the prior year's adopted budget, excluding one -time expenditures,
■ projected revenues, and reserve requirements.
■ Tax Levy - The resultant product when the tax rate per one hundred dollars is multiplied by the tax
base.
■
. Tares - Compulsory charges levied by a government for the purpose of financing services performed
for the common benefit of the people. This term does not include specific charges made against
particular persons or property for current or permanent benefit, such as special assessments.
■ Tide and Submerged Land Fund - Used to account for all revenues and expenditures related to the
. operation of the City's tidelands, including beaches and marinas.
■ Transfers In/Out - Amounts transferred from one fund to finance the services for the recipient fund.
Unencumbered Balance -The amount of an appropriation that is neither expended nor encumbered. It
■ is essentially the amount of money still available for future purposes.
Unreserved Fund Ba lance - The portion of a fund's balance that is not restricted for a specific purpose
■ and is available for general appropriation.
■ Unsecured Property Tax — The property tax on unsecured property such as business inventory or
. moveable equipment.
User Charges - The payment of a fee for direct receipt of a public service by the party who benefits
. from the service.
. Variable Cost - A cost that increases /decreases with increases /decreases in the amount of service
provided such as the payment of a salary.
■
r Wastewater Enterprise Fund - Used to account for the activities associated with providing sewer
services by the City to its users.
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Water Enterprise Fund - Used to account for the activities associated with the transmission and
distribution of potable water by the City to its users. .
Working Cash - Excess of readily available assets over current liabilities. Or cash on hand equivalents
Which may be used to satisfy cash flow needs. .
Workload Indicator - A unit of work to be done (e.g., number of permit applications received, the .
number of households receiving refuse collection service, or the number of burglaries to be investigated).
Work Years - The amount of personnel resources required for a program expressed in terms of the "full- .
time equivalent" number of employees. One "work year" is equal to one full -time, year -round
employee. For most categories, this equals 2,080 hours year (40 hours per week times 52 weeks). The
number of hours a part-time employee is budgeted to work during the year is divided by 2,080 to arrive .
at the equivalent number of "work years" for the position.