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The City of Newport Beach was incorporated September 1, 1906
The present City Seal was adopted June 22, 1957
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■ CITY OF NEWPORT BEACH
Resource Allocation Plan
1999 -2000
• TABLE OF CONTENTS
RESOURCE ALLOCATION PLAN
. Table of Contents ..................................................................................................................... ..............................i
Listof City Official s ................................................................................................................. .............................ii
City Manager's Transmittal Letter ......... ............................... "'
■ INTRODUCTION
.
User's Guide ............................................................................................................................ ..............................1
OrganizationChart 1999 -2000 .............................................................................................. ..............................7
. SUMMARIES
Miscellaneous Statistical Information ................................................................................. .............................11
Historical & Projected Revenues by Category ................................................................... .............................12
.
Historical & Proposed Operating Expenditures by Function ..........................................
.............................15
.............................86
Operating Expenditures by Department & Type ..............................................................
.............................16
■ Major Equipment Schedule ..................................................................................................
Historical & Proposed Capital Improvement Expenditures ............................................
.............................17
.
Operating Expenditures - All Funds ...................................................................................
.............................18
Debt Service.... ___. _ _ . ......................................................... ... ____ ..........................................
Summary of Estimated 1998 -1999 Year End Fund Balances ............................................
.............................22
............................... 93
Summary of Estimated 1999 -2000 Year End Fund Balances...... .................................................
... __ .... 24
.
Projected Fund Transfers, All Funds ...................................................................................
.............................26
DEPARTMENT OPERATIONS
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City Council /City Manager .................................................................................................
.............................30
CityClerk ................................................................................................................................
.............................32
CityAttorney .................... ............................... ....................................................................
.............................34
.
Administrative Services ........................................................................................................
.............................36
Police.......................................................................................................................................
.............................42
Fire& Marine .........................................................................................................................
.............................46
.
Planning & Buil ding ..............................................................................................................
.............................52
GeneralServices .....................................................................................................................
.............................56
CommunityServices .............................................................................................................
.............................62
.
Public Works ..........................................................................................................................
.............................68
CAPITAL IMPROVEMENTS
.
Capital Improvements ..........................................................................................................
.............................74
. APPENDICES
Tide& Submerged Land Fund ............................................................................................. .............................80
Internal Service Fund Program ............................................................................................ .............................81
. Fixed Asset Schedule - General Municipal Property ......................................................
............................... 83
Mapof Income Property .......................................................................................................
.............................86
Fixed Asset Schedule - Proprietary Fund Type .................................................................
.............................88
■ Major Equipment Schedule ..................................................................................................
.............................89
Rolling Stock and Aircraft in Services... ...... ...................................................... _
..... ............................. 90
Seven -Year Comparison of Regular Permanent Empl oyees ............................................
.............................91
Debt Service.... ___. _ _ . ......................................................... ... ____ ..........................................
.............. 92
. Glossary.................................................................................................................................
............................... 93
NEWPORT BEACH CITY OFFICIALS
City Council .
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Dennis D. O'Neil
Mayor .
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Jan Debay Tom W. Thomson Norma Glover
Council Member Mayor Pro Tern Council Member .
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Gary Adams John Noyes Tod W. Ridgeway ■
Council Member Council Member Council Member
Principal Administrative Officers
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Don Webb ................................. ............................... .........................Public Works Director /City Engineer .
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Homer L. Bludau
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LaVonne M. Harkless
City
Ci Robert H. Burnham
City Clerk
City Attorney
Sharon Wood .......................
Assistant City Manager/Director of Community & Economic Development
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PeggyDucey ...............................................................................
............................... Deputy City Manager
Dave Kiff .......................................................................
............................... Assistant to the City Manager
Dennis C. Danner ...................................
............................... Administrative Services Director/Treasurer
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BobMcDonell ....................................................:........
............................... ..........................Chief of Police
TimRiley ...........................................................
............................... ...........................Fire & Marine Chief
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David E. Niederhaus ............................................................
............................... General Services Director
LaDonna Kienitz ..................................
............................... Community Services Director /City Librarian
PatriciaL. Temple ...........................................................................
............................... Planning Director
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JayElbettar .......................................................................................
............................... Building Director
Don Webb ................................. ............................... .........................Public Works Director /City Engineer .
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CITY OF NEWPORT BEACH
P.O. BOX 1768, NEWPORT BEACH, CA 92658 -8915
Honorable Mayor and Members of the City Council
City of Newport Beach
3300 Newport Boulevard
Newport Beach, California 92660
Dear Mayor and Council Members:
■ As directed by the Newport Beach City Charter, it is my pleasure to submit the 1999 -2000 City Budget to
you. As you know, the Budget is a plan of financial activity for the new fiscal year beginning on July 1,
■ 1999. This financial plan will guide the City into the next century.
As has been past practice, the Budget is contained in three major volumes:
■ • Resource Allocation Plan (a reader - friendly version of the Budget and CIP)
• Budget Detail (revenue estimates and line by line proposed expenditures for operations and
maintenance of City services)
■ • Capital Improvement Plan or "CIP" (a description of the significant capital projects and
infrastructure improvements planned for Fiscal Year 1999 -00).
■ To assist readers in the review of the documents, we have included a Users Guide and a Glossary of Terms
within the Resource Allocation Plan. The Users Guide includes a description of the Budget process, how
the Budget is administered after adoption, and a description of the various funds utilized by the City to
■ properly account for its revenues and expenditures. Readers will find the Glossary of Terms at the end of
the Resource Allocation Plan which defines many of the terms used in governmental accounting in
conjunction with a budget, including a definition of each fund used by the City.
. I have summarized the information within the Budget - as well as how the Budget meets the goals and
priorities of the City Council - in a budget overview which follows this letter. Please review the overview
and the Budget itself. I look forward to reviewing the Budget with you at public meetings in May and June.
■ In closing, let me express my appreciation to the very talented and dedicated members of all our City
Departments who labor over the details of this document to produce an accurate and understandable set of
■ Budget documents each year. Two Departments in particular deserve attention for extraordinary efforts -
the Public Works Department has worked extensively on our outstanding Capital Improvement Program
and the Administrative Services Department has pulled together all the details and summaries to make
■ the Budget easy to read.
Sincerely,
. Homer L. Bludau
City Manager
■
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■ 3300 Newport Boulevard, Newport Beach
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A Budget Overview
BetberTimes
The 1999 -2000 Budget reflects an improved fiscal picture for the City when
compared with a few short years ago. While the early- and mid -1990s saw
reductions, curtailments, and the use of reserves, the 1998 -99 actual Budget
and the proposed 1999 -00 Budget projects a substantially improved revenue
base. This allows the City to replenish General Fund reserves, make progress
.
in restoring Insurance Reserves, and add funding for program areas that were
hard hit by prior reductions.
Total projected City revenues for 1999 -2000 (excluding internal transfers for
insurance reserves and equipment purchases and maintenance) are
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approximately $109.5 million. This is roughly the same amount realized for
1998 -1999 (excluding the Bonita Canyon Development Bonds). You will recall
that the Bonita Canyon Development Bonds were sold to acquire open space
.
and for park development within the Bonita Canyon development site. Total
General Fund revenues for 1999 -2000 are up nearly $2.5 million (3.27 %) over
revised estimates for 1998 -1999, due primarily to large increases in property
,
and sales taxes, and the award of a $1.5 million grant for police technology
improvements.
.
TokrlCityeap Ahatsdgum
Total proposed City expenditures in 1999 -2000, including capital projects, are
by 8% swx kst year
approximately $112 million, a decline of $9 million, or 8% from 1998 -1999
levels (again excluding Bonita Canyon land expenditures). This reduction is
■
attributable to the completion of a number of large capital projects, such as
the Arches Bridge and MacArthur Boulevard, as well as a substantial
reduction in the rate the City pays to the Public Employee Retirement System
.
(PERS). Total City Operating expenditures for all funds have increased less
than $150,000 from 1998 -1999 to 1999 -2000.
•
The General Fund
The General Fund is the key operating fund within the City's budget. This
fund contains expenditures for all operating City departments except the
Water and Wastewater Divisions within Public Works. In 1999 -2000 the
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proposed General Fund expenditures, including General Fund capital
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improvements, total $80.3 million, an increase of $2.7 million (3.5 %) from
1998 -1999. All of this increase is in Capital Projects. General Fund Operating
Expenditures are virtually the same for both fiscal years.
Again this year we are increasing the internal charges for workers'
compensation as well as equipment maintenance and replacement. Because
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of our reduced PERS rates we were able to cover the increases in internal
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transfers as well as fund a number of new positions. I am recommending the
following four new positions for the 1999 -2000 budget — these consist of:
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■ A Budget Overview
FY 1999 -2000
• • Senior Planner (Planning Department)
• Equipment Operator II (General Services)
. • Maintenance Worker I1(General Services)
• Department Assistant (Community Services)
■ Mom Part Tin le- Haas I would note that these are not new positions — just the restoration of
positions previously reduced because of fiscal restraints. In addition to these
. "new" positions, I have also increased a number of part time hours in various
departments' budgets.
The continued robust economy has allowed revenues to grow considerably
. beyond what was originally budgeted for 1998 -1999. Our revised General
Fund revenue estimate for 1998 -1999 is $75.5 million as compared to the
original budget estimate of $73.3 million, an increase of over 3 %. An
■ additional increase of $2.4 million (3.27 %) is estimated for 1999 -2000. Table
One highlights some of the areas of revenue improvement:
Table 1
■ 1998 -99 1998 -99 1999 -00
venue Adopted Budget Estimated Actual Estimated
. Total Property Taxes $22,072,900 $23,356,400 $24,355,000
Other Taxes $27,570,490 $27,963,150 $27,730,500
Licenses and Permits $ 1,988,999 $ 2,399,730 $ 1,937,394
. Charges for Services $ 7,908.000 $ 8.514.864 $ 8.321,575
Total Revenue $59,540,389 $62,234,144 $62,344,469
Property taxes are the largest pan of the almost 3.3% increase in revenue
. since the adoption of the FY 1998 -99 City Budget
Fullftmdingcffunky Because 1998 -1999 revenues were higher than anticipated, we were able to
resermaarnmts,newfundilig fully fund the General Fund Contingency and Stabilization Reserves (Council
jorClPrrs w Policy F -3), and we have continued fully funding these reserves in the 1999-
. 2000 Proposed Budget. In addition, due to the sale of certain City property,
we were able to begin funding the Reserve for Capital Improvement.
prvMVf4xwmwuPbY The 1999 -2000 revenue picture is premised on several key factors. First,
43% in emnymr property tax revenue, which accounts for 31% of General Fund revenue, is
projected to grow by 4.3 %. In addition to the lagging effects of the booming
. resale market, it is anticipated that new revenues will be derived from the
Bonita Canyon, One Ford Road, and other new home sales.
■ Salestaxrrmwupby33% Second, sales tax revenues, which have increased 22% since the 1996 -1997
inondWyar fiscal year, are anticipated to grow by 3.29 %. City staff plans a continuing
aggressive effort to capture all new vehicle lease sales tax transactions
pursuant to new State law. The economic growth we have experienced since
1992 -1993 is expected to continue and inflation remains under control. It is
■ anticipated that retail sales will continue to grow modestly.
A Budget Overview
FY 1999 -2000
■
Newport Coast area immediately south of Corona del Mar. In February 1998,
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Most other revenue accounts are anticipated to remain flat, or actually
decrease. As building activity lessens, our charges for these services will drop
off as well. We plan to update our Charges for Services per the Master Fee
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Resolution once the Council adopts the Budget.
Grant Success In 1998 -1999, we learned of the successful application for a police technology
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grant ( "COPSMORE ") of $1,463,000. We anticipate receiving these funds
during the 1999 -2000 fiscal year and have reflected this money on the
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Revenue Detail Schedule. We will use these funds primarily to refit and
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update our mobile data terminals in Police vehicles.
service level or revenue additions.
■
1999 Goals & Priorities In January 1999, the City Council met to discuss goals and priorities for 1999.
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These goals — along with a description of how we've incorporated them into
our financial plan for the coming budget year — follow:
Aviation Aviation
The City Council's efforts here center around two actions:
• supporting the Settlement Agreement that limits passenger and cargo
operations at John Wayne Airport (JWA).
• the conversion of MCAS El Toro to a commercial aviation use upon
closure of the base in mid -1999.
In FY 1998 -1999, the Airport Management Division within the City Attorney's
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office centralized these efforts. The Deputy City Manager was on full -time
assignment to the City Attorney to coordinate the daily issues associated with
aviation. In FY 1999 -2000, the Budget proposes transferring the Deputy City
Manager back to the City Manager's office upon formation, funding, and
staffing of a new "Airport Alliance' that will advocate for an airport on
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behalf of several cities, including Newport Beach.
Annexation Annexation .
In. FY 1998 -1999, the City completed a Fiscal Impact Analysis of annexing the
Newport Coast area immediately south of Corona del Mar. In February 1998,
the City Council was poised to make a formal determination on whether or
not to proceed with an annexation — but residents of the Newport Coast asked
for more time to discuss the issue with the City. This dialogue — as complex
.
as any that the City has seen — continued through Fall 1998. As FY 1999 -2000
approaches, the City Council expects to re -visit the.annexation question once
again pending a second series of conversations with the other government
"players" in the annexation area, the residents of Newport Beach, and the
residents of Newport Coast.
■
Should the City Council decide to proceed with an annexation and should it
come to fruition, the FY 2000 -2001 Budget will be the likely recipient of any
service level or revenue additions.
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A Budget Overview
FY 1999 -2000
• 1999 Goals &Priorities Restoration and Preservation of Newport Bay
(cont'd) Newport Bay is a "jewel" within Newport Beach. The quality of its habitat,
its recreational value, and the commercial value of the Harbor are difficult to
overstate. With the completion in FY 1998 -1999 of a $7 million dredging
. project to remove a decade's worth of sediment that threatened to infill the
Upper Bay. As we move forward to plan the next dredging project, the City
is grateful to have the support of the County of Orange, the State of
. California, the federal government (via the US Army Corps of Engineers), and
other Bay "players" in supporting at least two key studies that will lead to
. comprehensive restoration and protection efforts. The participation of the
Corps translates into cost - sharing agreements that will help reduce the City's
costs in any future Bay capital project.
Bay water quality is also a focus of the City's efforts — we're participating in
the implementation of a comprehensive set of limits (called "Total Maximum
Daily Loads "or "TMDLs ") that should provide dramatic improvement to Bay
water quality over time. These TMDLs come with significant cost (included
in the CIP), so the City has and will continue to actively participate in the
■ TMDLs' development.
Tidelands Tidelands Administration
. Not far from the Bay restoration issue is the manner in which the City
administers state "tidelands" entrusted to the City on behalf of all California
. residents. Tidelands include the waters of the Harbor, the oceanfront
beaches, and the land beneath the Balboa Bay Club, the Beacon Bay
residences, and more. The City Council has asked that City staff review the
■ way it administers these properties (currently done via a complex system of
leases and permits) and propose changes for 1999.
■ General Plan General Plan Actions
The City's General Plan contains its blueprint and policies for future
. development. In other words, the General Plan describes the boundaries of
commercial, industrial, and residential uses and the policies that both protect
residents' quality of life and allow new business growth. Portions of the Plan
. (called "elements ") have not been changed since 1974.
At its goal setting session, the City Council discussed the steps needed to
. complete a full update of the Plan. Instead of a comprehensive Plan update,
the Council decided to work with the Planning Commission to focus on
updating "specific plans" for certain areas of the City — like Newport Center,
■ the John Wayne Airport area, and the portion of the City within the Coastal
Zone (via the possible adoption and certification of our own Local Coastal
Program or "LCP" for the Zone). The FY 1999 -2000 Budget envisions
■ completing some of these steps upon further Council direction.
■
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A Budget Overview
FY 1999 -2000
1999 Goals & Priorities Infrastructure •
Infrastructure The City Council has again directed us to focus our available resources on
improving the City's infrastructure. Of all of the goals and priorities that
affect City residents (with the exception of the JWA Settlement Agreement),
the improvement of our network of streets, sidewalks, traffic signals,
streetlights, storm drains, and water and wastewater systems "hits home' the
most. The quality of a City's infrastructure often dictates the City's quality of
life — because a good network can continue to attract the businesses and ,
visitors that help build our revenue base to fund other critical services. We
have described the proposed infrastructure expenditures in the Capital
Improvements section (see below).
Capltallmproveme is The Capital Improvement Program or "CIP" is a significant portion of any
city's budget — especially that of Newport Beach. I am pleased that the City's
improved financial outlook has allowed a substantial increase in the General
Fund portion of the CIP. Here are a few of the projects we recommend for ■
your consideration — both in from the General Fund and from special and
enterprise funds:
• Storm Drains. In 1998 -1999 we began the development of a .
comprehensive storm drain master plan. As with the 1998 -1999 budget,
we propose $400,000 for specific storm drain system improvements at ■
several locations in the City.
• Slopes and Drainage. In addition to our normal budgeting for Street,
Alley, and Bikeway improvements and Sidewalk, Curb, and Gutter
Replacement, we recommend spending $400,000 (including $180,000
rebudgeted from FY 1998 -1999) for construction of slope stabilization and
retaining wall, drainage, and erosion control improvements on Dahlia
Avenue. In addition, we recommend $500,000 to add pedestrian
walkways to both sides of the Balboa Island Bridge.
.
• Street Lights. In 1998 -1999 we funded the Street Light Replacement
Program for $250,000. For 1999 -2000 we recommend funding this
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program at $320,000 — an amount that we believe is adequate to address
the planned replacements for the new fiscal year.
• Information and Communication Systems. We will continue our efforts
to replace the permit software system for the Building Department, as
well as the City's citywide document imaging program. We will also
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continue funding the Police Strategic Information System and the
countywide 800 MHz Radio System.
• Water System. Proposed projects include $250,000 for Water Main Master
Plan improvements, $225,000 for Water Transmission Main Master Plan
improvements, $175,000 for reservoir improvements, and $764,000 for the
replacement of the Zone No. 3 pump station at Big Canyon Reservoir.
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• A Budget Overview
FY 1999 -2000
Capital Improvements . Wastewater System. Proposed projects include continued funding of the
. (cont'd) Sewer Master Plan improvements in the amount of $225,000. We also
recommend $150,000 for the Main Beach Sewer Force Main replacement,
$300,000 pump station improvements, and $293,800 for the abandonment
■ of the Jamboree Road /Bison Pump Station and the tie -in to the Irvine
Ranch Water District's system. We also will be purchasing or leasing
emergency generators as we prepare our sewer system for a range of
. "Y2K" possibilities and other emergency situations.
• Parks. In 1999 -2000 we will continue the planning and begin the
construction of the Bonita Canyon Park near the corner of MacArthur
Boulevard and Bonita Canyon Drive. We have budgeted $5,912,000 for
this significant new recreation resource.
• Streets, Roads, & Freeways. We recommend that the Council fund
$600,000 for the City's portion of a new freeway connector between the
northbound Corona del Mar Freeway (SR 73) and the southbound Costa
Mesa Freeway (SR 55). We also recommend spending $700,000 to start the
■ first phase of the reconstruction of Balboa Boulevard from Medina Way to
Main Street. The CIP also proposes $1,820,000 to continue the City's
slurry seal program, street and bikeway improvement program, pavement
. management program, and street widening and right -of -way acquisition
program. Finally, the CIP recommends $120,000 for median landscaping
along Irvine Avenue.
.Conclusion. Although the funding currently available to the City is still not sufficient to
address all the infrastructure and service priorities that have developed
during the past few years, the City's fiscal posture has significantly improved
since the early- and mid- 1990s. This budget strikes a balance between those
priorities.
. In accordance with City Council policy, the Budget also continues to set aside
funding to restore the reserves that were depleted as a result of the economic
■ downturn and the State - directed property tax shifts (called "ERAF ") that
began in FY 1991 -1992 and continues even to this day. As an important aside,
one of the City's continued legislative priorities in Sacramento is to repeal the
property tax shift or, if ending the shift is impossible, capping it at today's
levels. Newport Beach residents should be concerned that the shifts deplete
■ the City's resources of about $3.5 million each year (an amount that also
grows each year) — this is revenue that could otherwise go towards improving
local infrastructure.
. With innovative measures and a continuing focus on fiscal discipline, the
improved financial health we are now enjoying can become a long -term trend
. for Newport Beach.
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• CITY OF NEWPORT BEACH
. BUDGET FOR FISCAL YEAR 1999 -2000
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
checklist. 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 and may approve appropriation transfers not to exceed $30,000.
. (This must be specifically included in each year's Budget Resolution to remain valid.) All
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budget amendment increases exceeding $1,000 or transfers exceeding $30,000 shall be •
referred to the City Council for approval.
Transfers. During the fiscal year, actual expenditures may exceed budget appropriations •
for specific expenditure line items within departmental budgets. If a total departmental
budget, within a specific Classification, is not exceeded, the 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. .
Reprogramming. 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 i
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.
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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.
• Both the Budget Detail volume and the Capital Improvement Program volume are
designed to provide the reader more detail on the proposed operating and capital
improvement expenditures. The Capital Improvement Program volume also serves as a
Five Year Proposed Capital Improvement Plan.
For the most part, the General Fund is the portion of the City's operating budget that funds
the majority of City services. This fund is used to account for fiscal resources which are
dedicated to the general government operations of the City, and which are not required to
be accounted for in another fund. Examples of the services funded by the General Fund
■ include Police, Fire and Marine Safety; Rubbish Collection; Community Services such as the
public library and recreation programs; much of the City's expenditures on street
maintenance; Planning and Building, and Engineering services; as well as the general
■ administration of the City. In addition, many Capital Improvements are funded by the
General Fund. This year, we are proposing $6.4 million in General Fund capital
improvements, for such projects as street maintenance and repair, Harbor and Tidelands
. projects, drainage projects, police mobile data communications equipment, 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, which are proposed to generate over $24.0 million this year. However, in
the past five 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 $17.2 million in 1999 -2000,
. followed by Transient Occupancy Tax, estimated to generate $7.5 million in 1999 -2000.
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 that help finance
City expenditures, particularly capital improvements. The City's Special Revenue Funds
■ are used to account for the proceeds of special revenue sources, which are legally restricted
to expenditures for specific purposes. The best example of a special revenue fund is the
■ City's Gas Tax Fund, which is funded by the State Gasoline Tax, and which can only be
N 3
0
expended for street repair, construction, and maintenance. The City has many other special •
revenue funds that are all included in the Budget.
The City employs Internal Service Funds to account for vehicle maintenance and ■
replacement, as well as all compensated absences, general liability, workers' compensation, .
disability, 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).
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 margin each year. For 1998 -99, the appropriations limit adopted by the City
Council, in accordance with Revenue and Taxation Code Section 7910, was $68,746,768.
Calculations determining this amount, which is more than $20 million greater than the
.
budgeted proceeds of taxes (even without adjusting for exclusions) are verified as part of
the City's annual audit. The Gann Limit for 1999 -2000 will be calculated in late May, 1999,
.
and presented to the City Council for adoption, as required. However the Gann Limit is 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 recently adopted a revised official policy
(Policy F -2 in the City of Newport Beach Council Policy Manual) regarding reserve levels
among its various funds. This policy, in part, states that "The City Council has determined
that a General Fund Contingency Reserve and Stabilization Reserve be created and that the
balances in these reserves shall be maintained with not less than 8.33% and 2.0%
respectively of the appropriation budget total within the General Fund of the City's annual
approved budget." The balances in these reserves are currently at their targeted amounts.
.
In addition, Policy F -2 creates a Reserve for Capital Improvement to fund replacement of
City owned buildings. Initial capital of $200,000 is planned for this fund as part of the 1998-
.
99 yearend closeout procedure.
In addition to the General Fund's reserves, other reserve levels have been established for .
the City's Water Enterprise Fund and the Wastewater Enterprise Fund. The reserves in
these funds are designed to guarantee their operation and are to be used for emergency
repairs of the systems. Reserves have also been established for the City's Internal Service ■
Funds which fund such activities as Equipment Maintenance and Replacement, and
4 ■
0
• Insurance Reserves for such items as liability, workers' compensation, compensated
■ absences and disability.
Debt Administration - The City currently has no outstanding General Obligation Bonds,
. and has no plans to issue any in the foreseeable future. On June 1, 1992, the Newport Beach
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
■ 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 $260,000 to $330,000 from June 1, 1999 through
June 1, 2019, at an interest rate from 3.6% to 5.15 %. At June 30, 1998, the City had a required
■
cash reserve balance for debt service of $579,814, which was recorded as a restricted asset
and reservation of fund balance in the Debt Service Fund. This debt was refinanced July 15,
1998. The certificates outstanding at June 30, 1999, amounts to $7,070,000.
•
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, 1999, amounts to
$2,589,254.
■ In the current and prior fiscal years, the City entered into several lease - purchase
agreements as lessee for financing the acquisition of rolling stock, and various computer
and telecommunications equipment and upgrades. The terms of the leases range from three
to five 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.
Capital lease obligations at June 30, 1999, amounts to $1,532,071.
. In 1995, the City issued $17,100,000 of water revenue bonds to finance the construction and
acquisition of water storage and transmission facilities. This debt was refinanced July 1,
1998. The bonds are secured by a pledge of net revenues of the water fund. The bonds bear
. interest ranging from 3.6 percent to 4.5 percent. At June 30, 1998, the City had a required
cash reserve balance of $1,733,735 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, 1999, the outstanding principal balance
amounts to $14,225,000.
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:
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
r- - - - - --
r — CIVILSERVICEBOARD
1 L- - - - - -J
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PLANNING COMMISSION
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I I COMMUNITYDEk
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1999 -2000
III ELECTORATE III
MAYOR
COUNCIL
CITYCLERK FH CITYATTORNEY
rCr� r I RYM. T.. a"
PLANNING
Cuncnr Plans & m Pmjress
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C.d. Enfa.mem
11
11
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I I BUILDING
Plan Checking
Pcrmu>
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Inspccdons
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Adminissraion Occvn life 1
Op.mtians Tidelands Owums
Prcvcneinn Pera
Emergcncp Nfcdic.i Services Balboa Yacht Basin
Huaerdoun m.,crials PadIng Inn
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Pc —,.ccl Adminnmm nn. Revenue
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Ban, nage cnt Purchasing
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Labor usnlado s Tdaam nna
Acco ing Gnubase Inf rmauun S,h,.
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EIECIE•D COUNCILAPPOINTI -D
BOARDS &COM:MIISSIONS
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TABLE OF MISCELLANEOUS STATISTICAL INFORMATION
FISCAL YEAR 1999 -2000
• COUNCIL - MANAGER FORM OF GOVERNMENT CITY WATER SERVICE CONNECTIONS 25,741
. NUMBER OF FIRE STATIONS 6
RESIDENTIAL POPULATION (January 1, 1998) NUMBER OF CITY LIBRARIES 4
Permanent 72,600 NUMBER OF PARKWAY TREES 29,000
. Summer 100,000
TOURIST POPULATION 20,000 to 100,000 per day RECREATIONAL ACREAGE Acres
. AREA (January 1, 1998) Square Miles Ocean Water 11,165
Harbor Waters 1,218
Land - 14.88 Parks 452
. Bay 1.94 Beaches 248
Ocean 17.45 TOTAL 13,083
TOTAL SQUARE MILES 34.27
■ Acres STREETS AND ALLEYS Streets Alleys
Land 9,525.85 Improved 266.65 Miles 36.85 Miles
. Bay 1,239.36 Unimproved 2.16 Miles .13 Miles
Ocean 11,165.50 State Highway 9.68 Miles 0 Miles
TOTAL ACRES 21,930.71 278.49 Miles 36.98 Miles
• WATER FRONTAGE Miles DWELLING UNITS
Upper Bay Frontage 11.49 January 1, 1998 36,807
■ Ocean 7.46 Occupancy factor per dwelling unit 2.20
Harbor 20.46
TOTAL WATER FRONTAGE 39.41 POPULATION DENSITY
. Per Square Mile 4,879.03
ASSESSED VALUATION Per Acre 7.62
TOTAL $12,330,205,468
. EMPLOYEES
NEWPORT HARBOR Regular Full Time 693
Boats 9,000 Total (Including Part Tune) 900
. Residential 1,230
Commercial Slips and Side Ties 2,119
Bay Moorings 1,221
. 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 72,600. 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.
• 11
REVENUE SUMMARY 1999 -00
20,633,538
20,382,781
22,233,568
23,356,400
24,355,000
1999 -OD
20,672,356
1994 -95 1995 -96 1996 -97 1997 -98
1998 -99
Revenue
Percent
Actual Actual Actual Actual
Estimated
Budget
Increase
Fund/Revenue Category Revenue Revenue Revenue Revenue
Revenue
Estimate
(Decrease)
GENERALFUND
PROPERTYTAXES
TAXES OTHER THAN PROPERTY
LICENSES AND PERM ITS
CHARGES FOR CURRENT SERVICES
FINES, FORFEITURES & PENALTIES
USE OF MONEY AND PROPERTY
OTHER REVENUE
TOTAL GENERAL FUND
ASSET FORFEITURE FUND
INTERGOVERNMENTAL
USE OF MONEY AND PROPERTY
TOTAL FORFEITURE FUND
SLESF -COPS FUND
INTERGOVERNMENTAL
USE OF MONEY AND PROPERTY
TOTAL SLESF - COPS FUND
MISCELLANEOUS GRANT FUND
INTERGOVERNMENTAL
USE OF MONEY AND PROPERTY
TOTAL SCHOLARSHIP FUND
CDBG FUND
INTERGOVERNMENTAL
TOTAL CDBG FUND
STATE GAS TAX FUND
INTERGOVERNMENTAL
USE OF MONEY AND PROPERTY
TOTAL GAS TAX FUND
AHFPFUND
INTERGOVERNMENTAL
TOTAL AHFP FUND
TIDELANDS FUND
LICENSES, PERMITS AND FEES
INTERGOVERNMENTAL
CHARGES FOR SERVICES
USE OF MONEY AND PROPERTY
OTHERREVENUE
TOTAL TIDELANDS FUND
CONTRIBUTIONS FUND
INTERGOVERNMENTAL
USE OF MONEY AND PROPERTY
OTHER REVENUE
TOTAL CONTRIBUTIONS FUND
12
19,047,473
20,633,538
20,382,781
22,233,568
23,356,400
24,355,000
428%
20,672,356
22219,941
24,141,154
27,151,812
27,963,150
28,730,500
2.74%
1,112,873
1,781,570
1,841,739
5,012,942
2,399,730
1,937,394
- 19.27%
7,113,786
4,728,972
4,800,347
4,842,580
4,488,867
6,169,600
37A4%
5,091,518
6230,168
7,180,468
8,275,153
8,514,864
8,321,575
-227%
3,067,817
2,795,045
2,364,662
2,181,621
2,364,700
2,463,800
4.19%
4,936,317
5,792,454
5,187,413
5,573,243
5,625,473
5,670,999
0.81%
512,215
331,013
840,116
471,053
745,060
278,800
- 62.58%
61,554,355
64,512,702
66,738,680
75,741,972
75,458,244
77,927,668
327%
88,713
60,018
103,232
391,954
183,520
0
- 100.00%
15,914
16,637
2,586
2,092
1,000
0
- 100.00%
104,627
76,655
105,819
394,046
184,520
0
- 100.00%
0
0
160,888
161,592
163,748
165,000
0.76%
0
15,299
5,142
15,072
15,200
15,300
0.66%
0
15,299
166,030
176,664
178,948
180,300
0.76%
0
0
61,121
0
57,901
61,102
553%
0
0
522
1,895
200
210
5.00%
0
0
61,643
1,895
58,101
61.312
5053%
461,973
209,797
569,482
444,175
899.969
715.000
- 20.55%
461.973
209,797
569,482
444.175
899,969
715.000
- 20.55%
1,224,654
1,252,643
1,272,415
1.492,748
1,472,5011
1,312,500
- 10.87%
269,811
266,041
226,850
406,536
120,000
120,000
0.00%
1,494,465
1,518,684
1,499,265 1,899284
1,592,500
1,432500
- 10.05%
0
0
0
0
0
0
0.00%
D
0
0
0
0
0
0.00%
980,459
1,073,715
1,166,672
1,095,554
1,089,865
1,159,865
6.42%
86,217
72,371
46,586
0
0
0
0.00%
17,094
26,447
4,742
38,370
16,500
16,500
0.00%
4,077,521
4,193,233
4,453,084
4,328,470
4,732,623
4,667,258
-1.38%
50
2,219
1,076
3,159
100
100
0.00%
5,161,340
5,367,988
5,872,760
- 5,465,653
5,839,088
5,843,723
0.08%
79,349
734,147
271,321
2,026,459
3,102,772
1,200,000
- 61.32%
0
3,103
0
0
55,000
55,000
0.00%
0
758,821
218,300
64,217
0
0
0.00%
79,349
1,496,071
489,621
2,090,676
3,157,772 1255,000
•60.26%
■
■
■
■
■
■
■
REVENUE SUMMARY 1999-00
MEASURE'M'FUND
.
INTERGOVERNMENTAL
USE OF MONEY AND PROPERTY
300,000
OTHER REVENUE
0.00%
TOTAL MEASURE -M" FUND
19990D
ISTEA FUND
199495 199596 1996 -97
1997419
199899
Revenue
Percent
Actual Actual Actual
Actual
Estimated
Budget
Inuease
Fund/Rewmue Category Revenue Revenue Revenue
Revenue
Revemo
Estimate
(Decrease)
CIRCULATION AND TRANS FUND
650,000
OTHER REVENUE
■
USE OF MONEY AND PROPERTY
LICENSE, PERMITS AND FEES
USE OF MONEY AND PROPERTY
OTHER REVENUE
TOTAL CIRCULATION FUND
BUILDING EXCISE TAX FUND
LICENSES, PERMITS AND FEES
USE OF MONEY AND PROPERTY
TOTAL BET FUND
211,337
MEASURE'M'FUND
.
INTERGOVERNMENTAL
USE OF MONEY AND PROPERTY
300,000
OTHER REVENUE
0.00%
TOTAL MEASURE -M" FUND
.
ISTEA FUND
592,368
REFUNDS AND REBATES
350,000
ISTEA FUND
•
1,396,428
0
AIR QUALITY MGMT FUND
0
INTERGOVERNMENTAL
0.00%
USE OF MONEY AND PROPERTY
.
TOTAL AQMD FUND
1,880,222
ENVIRONMENTAL LIABILITY FUND
650,000
OTHER REVENUE
■
USE OF MONEY AND PROPERTY
TOTAL ENVIRONMENTAL LIAB FD
CIOSA FUND
.
OTHER REVENUE
404,841
USE OF MONEY AND PROPERTY
480,000
TOTAL CIOSA FUND
-16.67%
1,868
2,459
BONITA CANYON DEV. FUND
26,312
OTHER REVENUE
31000
USE OF MONEY AND PROPERTY
.
TOTAL BONITA CANYON DEV. FD.
4131990
WATER ENTERPRISE FUND
.
LICENSE PERMITS AND FEES
INTERGOVERNMENTAL
- 16.91%
CHARGES FOR SERVICES
.
USE OF MONEY AND PROPERTY
.
OTHER REVENUE
TOTAL WATER FUND
1,385,252
PARKING FACILITY FUND
.
USE OF MONEY AND PROPERTY
TOTAL PARKING FUND
1,516,000
WASTEWATER ENTERPRISE FUND
-1.06%
INTERGOVERNMENTAL
■
CHARGES FOR SERVICES
98,489
USE OF MONEY AND PROPERTY
30,000
OTHER REVENUE
■
TOTAL WASTEWATER FUND
211,337
401,030
421,025
1,267,854
300,000
300,000
0.00%
288, 394
500,000
461,648
592,368
400,000
350,000
- 12.50%
0
1,396,428
0
0
0
0
0.00%
499,731
21299,458
882,673
1,880,222
700,000
650,000
-7.14%
104,854
226,989
404,841
365,551
480,000
400,000
-16.67%
1,868
2,459
9,153
26,312
5,000
31000
40.00%
106,722
229,449
4131990
411,863
485,000
403,000
- 16.91%
1,385,252
1,220,025
117,799
6,497,625
1,516,000
1,500,000
-1.06%
28,406
46,275
732
98,489
40,000
30,000
- 25.00%
0
0
0
5,457,872
0
0
0.00%
1,413,656
11268,301
116,531
12,053,986
1,556,000
1,530,000
-1.67%
0
0
0
5,457,872
0
0
0100%
0
0
500
0
0
548,281
0.00%
0
0
500
5,457.872
0
548,281
0.00%
56,105
96,790
72,669
75.512
75.000
75,000
0100%
8,017
15,975
16.291
23,640
51000
5,000
0100%
64,122
112,765
86,960
99,152
60,000
80,000
0.00%
0
88,219
248,946
241,402
150,000
150,000
O.OD%
0
0
0
29,899
30,000
30,000
0.00%
0
86,219
248,946
271,301
160,000
180,000
0.00%
0
5,351,572
8,000,000
916,260
0
0
0.00%
0
162,389
164,751
329,951
150,000
O
- 100.00%
0
5,513,961
8,164,751
1,246,211
150,000
O
- 100.00%
0
0
0
0
30,577,712
0
- 100.00%
0
0
0
0
20,OOD
0
- 100.00%
0
0
0
0
30,597,712
0
- 100.00%
0
22,720
61,685
19,116
20,000
20,000
0.00%
0
23,863
0
0
0
0
0.00%
13,624,285
14,719,601
16,972,378
15,823,052
15,607,000
16,171,000
3.61%
1,092,959
1,332,157
610,010
438,800
105,000
105,000
0.00%
52,018
46,965
577,895
210,988
50,000
36,000
-28.00%
14,769,262
16,145,306
18,221,967
16,491,966
15,782,000
16,332.000
3.48%
99.562
75.860
75,209
85,859
80,000
80,000
0.00%
99,562 75,860
75,209
85,859
80.000
80,000
0.00%
0
7,247
0
0
O
0
0.00%
1,928,025
2,1610.818
2,547,314
2,770,107
2,517,000
2,527,500
0.42%
55,205
108,255
120,979
162,394
100,000
150,000
50.DOY
23,112
12,235
27,814
10,330
420,0OD
10,000
-97.62%
2,006,342
2,3118,556
2,696,106
2,942,831
3,037,000
2,687,500
-11.51%
• 13
REVENUE SUMMARY 1999 -00
1,200,821
1,481,261
1,929,071
2,430,631
3,180,631
30.86%
1,502,952
199M
1,779,780
199495. 199596 199647
199799
1998.99
Revenue
PemaM
Actual Actual Actual
Actual
Estimated
Budget
Increase
FurldlRevenue Ca"ory Revenue Revenue Revenue
Revenue
Revemte
Estimate
(Decrease)
INSURANCE RESERVE FUND
WORKERS' COMP PREMIUM
GENERAL LIABILITY PREMIUM
COMPENSATED ABSENSE PREMIUM
DISABILITY INSURANCE PREMIUM
OTHER REVENUE
TOTAL INSURANCE FUND
EQUIPMENT MAINTENANCE FUND
INTERGOVERNMENTAL
EQUIPMENT MAINTENANCE
EQUIPMENT REPLACEMENT
OTHER REVENUE
. TOTAL EQUIPMENT FUND
ACKERMAN FUND
USE OF MONEY AND PROPERTY
"OTHER REVENUE
TOTAL ACKERMAN TRUST FUND
TOTAL ALL FUNDS
1,154,694
1,200,821
1,481,261
1,929,071
2,430,631
3,180,631
30.86%
1,502,952
1,529,675
1,779,780
1,779,780
1,779,783
1,779,783
0.00%
0
928,350
1,040,624
513,543.
1,027,088
1,139,565
10.95%
0
0
286,236
94,469
327,301
375,278
- 14.66%
137,029
6,093
181,600
2,477
0
;0
0.00%
2,794,675
3,664,939
4,769,500
4,319,340
5,564,803
6,475,257
16.36%
0
12,953
0
0
0
- 0
0.00%
1,642,222
1,647275
1,552,461
1,486,843
1,460,000
- 1,724,224
18.10%
1,572,849
1,914,593
1,889,273
2,008,840
2,060,000
1,938,478
5.90%
0
250,975
220,308
228,968
246,816
262,000
6.15%
3,215,071
3,825,796
3,662,042
3,724,651
3,766,816
3,924,702
4.19%
0
7,728
5,198
14,666
15,000
15,000
0.00%
259,806
185,000
185,000
185,000
185,000
185,000
O.OD%
259,896
192,728
190,198
199,666
20D,000
200,000
0.00%
94,085,153 108,920,532 114,938,078 135,379,185 149,548,473 120,506,244 - 19.42%
1999 -2000 Revenues By Source
Imamal S.M. Fund Revenue 2 a%
Prppe M Taxes
9% 3
f3nerp4se Fund Revenue
Im
Lice m% Fees -
B Femnls
3%
SalesB ether Taxes
za%
InEergovemmenlal
14 -A
Re
16%
Charges(or Services O er Revenue
m the 4 Money & Property 1%
Flnes, Fortehure4 &PenelGea 9%
Yh
14
■
■
■
■
■
OPERATING EXPENDITURES - ALL FUNDS
1995 -96
199"7
1997-98
1966-98
1999-00
Account
Actual
Actual
Actual
Estimated
Proposed
%of
.
Code Function and Activities
Expenditures
Eypanditures
Expemlitures
Expenditures
Expenditures
Total
GENERAL CITY OPERATIONS
General Govemmem
.
0100 City Council
$182,297
$175,046
$176,660
$218,095
$1,258,799
1.39%
0200 City Clerk
$228,998
$238,187
$175,324
$262,389
$227,656
0.25%
0300 City Manager
$ 597, 034
$ 501,126
$576,857
$523,267
$535,136
0.59%
■
0500 City Attorney
$500,590
$505,703
$1,567,031
$1,732,528
$713,316
0.79%
0600 Administrative Services
$4,131,023
$4,316,330
$4,493,228
$4,804,253
$5,064,235
5.60%
Total General Government
$5,639,943
$5, 736,392
$6,989,100
$7,540.532
$7,799,142
8.62%
PUBLIC SAFETY
1800 Police Department
$20,645,163
$20, 952, 793
$23, 732, 242
$24,777,308
$24,221,006
26.76%
2300 Fire and Marine
$14,291.800
$15,322.699
$16,378,647
$16,652,801
$16,770,516
18.53%
.
Total Public Safety
$34,936,963
$36,275,492
$40.711,089
$41,430,108
$40,991,522
45.30%
COMMUNITY DEVELOPMENT
2700 Planning
2900 Building
$1,174,471
$1,542,241
$1,065,641
$1,670,157
$1,206,650
$1,814473
$1,319,116
$2,246,164
$1,525,594
$2,224,273
1.690/.
2.460%
Total Community Development
$2, 716, 712
$2, 735,997
$3,021,123
$%585.280
$3,749,867
4.14%
PUBLIC WORKS
.
3000 Public Works
$3, 731, 835
$3, 979, 557
$4,108,925
$4,632,081
$4,315,889
4.770%
3100 General Services
$1Y 027328
$11,336,090
$11,646,692
$12,642,487
$12,625,741
13.95%
Total Public Works
$14,759163
$15,315,647
$15,955,617
$17,274,568
$16.941.630
18.72%
.
COMMUNITY SERVICES
4000 Community Services
$5,725671
$5,773000
$5,954,652
$6,423.898
$6,889,528
7.61%
.
Total Community Services
S5, 725, 671
$5, 773,000
$5.950.652
$6,423,899
$6,889,528
7,61%
TOTAL CITY OPERATIONS
$63,778,452
$65 636, 529
$72, 031,561
$76,234,388
$76,371,689
84.39°%
ENTERPRISE OPERATIONS
5500 Water Enterprise Fund
$12,278,316
$13,222,291
$10,201,836
$12,412,175
$12,573,905
13.89%
.
5600 Wastewater Enterprise Fund
$1,188,535
$1,343,569
$1,423,823
$1,468,977
$1,552,492
1.72%
TOTAL ENTERPRISE OPERATIONS
$13,466,852
$14,565,860
$11,625,659
$13,881,152
570.126,397
15.61%
INTERNAL SERVICE FUNDS
Workers Compensation
$2,472,986
$2,051,744
$1,994,743
$2,143,208
$2,102,635
2.32%
■
General Liability -
Compensated Absence
$2,431,599
$1,337,344
$1,371,413
$1,793,630
$1,313,940
$686,672
$1,344,846
$1,000,000
$1,597,171
$1,000,000
1.76%
1.100%
Disability Coverage
$0
$154,132
$79,807
$312,809
$312,809
0.35%
Equipment Maintenance
$1,561,464
$1,550,295
$1,614,348
$1,545,297
$1,555,232
1.72%
Equipment Replacement
$1,788,968
$914,466
$1,707,103
$2,456,435
$1,896,200
2.10%
.
Adjust for Transfers
($9,592,361)
($7,835,681)
($7,596,613)
($8,802,595)
($8,464,047)
-9.35%
TOTAL INTERNAL SERVICE FUNDS
$0
$0
$0
$0
89
0.000/6
.
TOTAL ALL CITY OPERATIONS
$77, 245, 303
$80,402,389
$63,657,240
$9D,115,540
890,498,066
100.00%
• 15
19994OD OPERATING EXPENDITURES BY DEPARTMENT
Meinterrence
salaries& %of and %ot Other %of Copitel %of %of
ieamgnent Benefits Total Oa¢ratien Total Charges Total Outlay Total Total Total
City Council
City Clerk
C4 Managar
City Attorney
Administrative Services
Police
Fire and Marine
Building
Planning
General services
Public Works
C rnmunity Services
insurance Reserve
Equipment Maint & Replacement
Adjust for Transfers
Total Operating Budget
$238,048
0.41%
$1,020,751
3.53%
$0
0.00%
$0
0.00%
$1,258,799
1.39%
$193,396
0.33%
$31,260
0.11%
$0
0.00%
$3,000
0.50%
$127,666
025%
$424,990
0.73%
$102,646
0.35%
$0
0.00%
$7,500
1.26%
$535,136
0.59%
$507,690
0.87%
$202,626
0.70%
$0
0.00%
$3,000
0.50%
$713,316
0.79%
$3,699,831
6.33%
$1,283,204
4.43%
$0
0.00%
$81,200
13.64%
$5,064,235
5.60%
$19,821,856
33.89%
$4,141,350
14.30%
$0
0.00%
$257,800
43.31%
$14,221,006
26.76%
$13,990,064
23.92%
$2,482,980
8.57%
$236,372
9.61%
$61,100
1026%
$16,770,516
18.53%
$1,763,682
3.02%
$455,591
1.57%
$0
0.00%
$5,000
0.84%
$2,224,273
2.46%
$1,232,529
2.11%
$281,565
0.97%
$0
0.00%
$11,500
1.93%
$1,525,594
1.69%
$6,635,793
11.35%
$5,970,401
20.62%
$0
0.00%
$19,547
3.28%
$12,625,741
13.95%
$5,899,768
10.09%
$10,762,806
37.17%
$1,662,612
67.59%
$117,100
19.67%
$18,442,286
20-3W-
$4.078.994
6.97%
$2,221,149
7.67%
$560,885
22.80%
$28,500
4.79%
$6,889,528
7.61%
$1,000,000
1.71%
$4,012,615
13.86%
$0
0.00%
$0
0.00%
$5,012,615
5.54%
$917,757
1.57%
$644,675
2.23%
$0
0.00%
$1,889,000
317.35%
$3,451,432
3.81%
($1,917,757)
-3.28%
($4.657,290)
- 16.08%
$0
0.00%
($1,889,000)
577.35%
($8,484,047)
-9.35%
1158.466.541
100.00%
$18,956.329
100.00%
$2,459,869
100%
. $585.247
100.00%
$90,498,086
100.00%
TOTAL ALL FUNDS - INCLUDING CAPITAL IMPROVEMENTS
Salaries and Benefits
$58,486,641
Maintenance and Operafi0n
$26,956,329
Other Charges
$2,459,869
Capital Outlay
$595,247
Capital Improvements
$12,687,753
Total $113,385,839
1999 -2000 Expenditure Distribution
Capital Improvements
20
Capitol Outlay
I%
Other Charge.
2%
Salariesand Benefits
51%
Maintenance and Operation
26%
16
■
■
■
Historical Capital Projects Spending
(dollars in thousands)
1993 -94 1994 -95 1995 -96 1996 -97 1997 -98 1998 -99 1999 -00
Actual Actual Actual Actual Actual Projected Requested
General Fund Projects
General Fund /ISF
5,977
5,515
Special Revenue & Cooperative Projects
6,402
CDBG
451
462
Gas Tax
692
194
Tidelands
346
167
Contributions
222
1,953
Circulation & Transportation
135
438
Building Excise Tax
50
23
Measure M _
1,337
1,488
ISTEA
-
-
Bike & Trailways
-
92
Special Assessment Projects
438
490
Assessment Districts
100
45
Library Construction
. 4,629
8
CIOSA Development
-
-
Bonita Canyon Development
-
-
Enterprise Fund Projects
-
4,608
7,330
4,551
4,122
6,402
210
569
444
776
505
1,332
1,789
500
4,237
2,105
419
144
634
777
927
1,078
463
553
8,133
60
388
1,248
1,577
1,909
431
110
92
97
438
490
1,078
4,173
5,911
1,478
955
-
5,458
-
-
248
48
34
-
490
1,086
137
434
50
1,587
4,563
1,415
5,992
260
-
-
-
-
5,912
Cannery village
-
- - - -
-
-
Water
2,527
3,965 13,000 9,289 6,360
2,256
2,305
Sewer
202
626 543 747 2,649
1,400
1,134
Annual Totals
16,669
14,884 25,091 31,542 30,320
31,951
21,536
20,000
.. .. ._,
-
0 - General Fund Projects - - -.
.. ..: ..
18.000
■Special Revenue & Cooperative Projects -
16,000
- - -
-
■Special Assessment Projects
14,000
I lEnterprise Fund Projects. -
- -
12.000
10,000
8.000
6.000
4.000
2,000
a a a a
a a o
l'i T VY V7
M1 fb a
■
17
lS]
OPERATING EXPENDITURES - ALL FUNDS
Acct
Code Activity - Function
Council
0100
Cily Clerk
0200
City Mgr.
0300
City Atomy.
0500
Admin Svc.
0600
Police
1800
Fire
2300
Plano ing
2700
7000 SALARIES - MISC
106.050 153,624
324,071
412,328
2,715,475
3,588,235
657,337
962,636
7010 SALARIES - SAFETY
8,608,828
7,001,912
7020 SALARIES - PERM PART TIME
22,308
262,229
514,130
342,302
10,000
7030 SALARIES - TEMPORARY
813,964
7040 OVERTIME, MISC
1,000
91000
130,255
1,361
27,500
7041 OVERTIME, SAFETY
630,108
7042 OVERTIME, PLANNED
157,403
7043 OVERTIME, VACATION RELIEF
925,042
7044 OVERTIME, UNCONTROLLED
537,610
7059 ONE MAN PACKER PAY
7061 TILLER PAY
15,320
7062 NIGHT DIFF, MISC
47,008
2,500
125
7064 HAZ MAT PAY
28,800
7067 LONGEVITY PAY
49,468
7070 SCHOLASTIC ACHIEVEMENT
225,792
185,580
7072 HOLIDAY PAY, MISC
113,103
7074 HOLIDAY PAY, SAFETY
372,278
175,046
7075 SEASONAL INSTRUCTOR INCTV
2,534
7080 CALL BACK PAY
500
7082 MARINE STAND -BY PAY
51,759
7084 MASTER OFFICER
611,760
7095 SALARY REIMBURSEMENT
150,721
7100 COUNCIL ALLOWANCES
77,848
7110 CAR ALLOWANCE
7,800
9,750
7210 HEALTHIDENTALNISION
40,800 15,300
20,400
25,500
255,000
1,106,700
642,600
86,190
7225 RETIREE INSURANCE, MISC
363 1,089
1,452
1,996
18,325
78,926
46,449
6,133
7290 LIFE INSURANCE
285 459
684
819
7,911
36,378
22,086
21700
7370 WORKERS'COMP,MISC
3,524
7,955
9,550
94,977
82,890
53,451
24,714
7371 WORKERS'COMP, SAFETY
1,072,348
644,426
7373 COMPENSATED ABSENCES
3.182 4,609
9,956
12,662
81,464
372,686
236,209
28,879
7425 MEDICARE FRINGES
1,538 2,228
5,136
4,049
33,983
104,906
38,527
- 10,820
7439 PERS EMPLOYEE CNTRBN
7,982 11,563
24,393
31,036
220,061
272,466
49,502
72,458
7440 PERS EMPLOYER CNTRBN
8
352
15.
7441 PERS EMPLOYER CNTRBN -SAFE
622,506
505,790
7442 PERS EMPLOYEE CNTRBN -SAFE
883,832
726,002
7443 PERS - SPECIAL PAY
177,241
37.825
7460 RETIREMENT PART TIMEITEMP
837
898
18,406
39,245
375
SUBTOTAL SALARY & BENEFITS
238,048 193,396
424,990
507,690
3.699,831
19,821,856
13.990,064
1,232,529
8010 ADVERT & PUB RELATIONS
36,300 6,000
35,000
22,610
5,500
5,250
8020 AUTOMOTIVE SERVICE
3,000
21900
143,400
68,649
11000
8022 E UIPMENT MAINTENANCE
14,593
381,656
329,018
5,751
8024 E UIPMENT REPLACEMENT
16,101
381,696
495,643
4,096
8030 MAINT & REPAIR - EQUIP
150 1,700
250
3,800
290,450
161,972
70,645
81000
8050 PSTGE,FREIGHT,EXPRESS NOC
14,800 1,800
800
2,000
42,000
49,251
16,000
7,000
8060 PUBLICATIONS & DUES NOC
25,622 Soo
3,000
1,400
7,595
19,867
20,142
4,500
8070 RENTALIPROP & E UIP NOC
31,160
209,539
15,820
7,250
8076 SERVICES - ACCOUNTING
15,000
8077 SERVICES - AUDIT
47,000
8080 SERVICES-PROF & TECH NOC
672,165 10,000
74.540
180,000
231,045
268,562
699,914-
30,500
8091 SERVICES- COMPUTER CONSULT
36,363
8100 TRAVEL & MEETINGS NOC
27,000 2,500
10,000
1,250
12,500
7,055
54,460
8,000
8105 TRAINING
10,000
31000
31000
29,500
111,794
28,250
6,500
8106 TRAINING, POST
91,724
8107 TRAINING, CITY WIDE
40,000
8110 UTILITIES NOC
170,000
143,008
10,000
8112 UTILITIES - TELEPHONE
106,772
8114 UTILITIES - NATURAL GAS
2,000
8116 UTILITIES- ELECTRICITY
91,500
8117 UTILITIES- ELCTRIC VEH PGM
8118 UTILITIES - WATER
4,000
4,000
16,800
8140 SUPPLIES - OFFICE NOC
5,000 8,000
3,700
2,500
63,376
42,000
19,650
12,000
8141 SUPPLIES. COMP SOFTWARE
51000
8142 SUPPLIES - COMPUTER
27,660
8144 SUPPLIES- COPY MACHINE
16,200
8145 SUPPLIES -AUTO PARTS EXPNS
8148 SUPPLS- CHKSlINVOICESIFRMS
6.000
8150 SUPPLIES. JANITORIAL NOC
100
8.000
8300
8160 MAINT & REPAIR MATRLS NOC
400
3,750
10,000
30,400
1,500
8164 MAINT -MISC
8165 MAINT - IRRIGATION REPAIR
8166 MAINT - STORM DRAINS
lS]
■
■
19
Building
2900
I Gen. Svcs.
3100
Comm.Svc.
4000
Pub. Works
5000
Ins Rsv
6000
Equipment
6100
Total
Activity - Function
1 273,152
4,483,679
2,344,917
4,189,069
665,897
21,876,470
SALARIES - M ISC
15.610,740
SALARIES - SAFETY
40,543
68,859
592,914
289,678
2,142.963
SALARIES - PERM PART TIME
97,674
415.963
1,327,601
SALARIES - TEMPORARY
34,000
317,400
85,000
7,500
613,016
OVERTIME, MISC
630,108
OVERTIME, SAFETY
157,403
OVERTIME, PLANNED
925.042
OVERTIME, VACATION RELIEF
537,610
OVERTIME, UNCONTROLLED
59,000
59,000
ONE MAN PACKER PAY
15,320
TILLER PAY
100
2,100
51,833
NIGHT DIFF, MISC
28,800
HAZ MAT PAY
49,468
LONGEVITY PAY
411,372
SCHOLASTIC ACHIEVEMENT
113,103
HOLIDAY PAY, MISC
547,124
HOLIDAY PAY, SAFETY
2.534
SEASONAL INSTRUCTOR INCTV
8,400
60,000
500
69,400
CALL BACK PAY
51,759
MARINE STAND -BY PAY
611,760
MASTER OFFICER
150,721
SALARY REIMBURSEMENT
77,848
COUNCIL ALLOWANCES
17,550
CAR ALLOWANCE
107,610
545,700
255,000
387,600
76,500
3. 564,900
HEALTH /DENTAL /VISION
7,838
39,010
18,325
27.760
5,443
253.109
RETIREE INSURANCE, MISC
3,645
14,940
7,587
12.357 -
2,214
112,065
LIFE INSURANCE
49,139
585,631
112,087
355,468
84,373
1,463,759
WORKERS'COMP, MISC
1.716,774
WORKERS'COMP, SAFETY
38,195
134,511
70,348
125,672
19,977
1,138,350
COMPENSATED ABSENCES
13,761
36,181
40,653
32,735
5,074
329.591
MEDICARE FRINGES
97,376
340.811
189,926
326,800
50,222
1,694,596
PERS EMPLOYEE CNTRBN
395
15
207
56
1,048
PERS EMPLOYER CNTRBN
1,128,296
PERS EMPLOYER CNTRBN -SAFE
1,609,834
PERS EMPLOYEE CNTRBN -SAFE
215,066
PERS - SPECIAL PAY
750
1,275
31,158
5,322
98,266
RETIREMENT PART TIME /TEMP
1,763,682
6,635,793
4,078,994
5,899,768
917,757
59,404.398
1,000
56,000
2,000
169.660
ADVERT & PUB RELATIONS
7,992
142,850
9,000
70,150
4,500
453,441
AUTOMOTIVE SERVICE
28,091
660,208
29,205
257,779
28,787
1,735.088
EQUIPMENT MAINTENANCE
29,879
675,283
32,981
301,817
11,407
1,948,903
EQUIPMENT REPLACEMENT
24,000
10,108
79,832
175,700
6.500
833,107
MAINT & REPAIR - EQUIP
2,250
600
54,862
59,100
250,463
PST G E,FREIG HT,EX PRESS NOC
2,550
1,240
6,915
12,550
2,500
108,381
PUBLICATIONS & DUES NOC
500
10,800
23,356
50,200
348,625
RENTAL /PROP & EQUIP NOC
15,000
SERVICES - ACCOUNTING
47,000
SERVICES - AUDIT
174,000
1,425,290
769,087
283,365
82,500
4,900,968
SERVICES -PROF & TECH NOC
36,363
SERVICES- COMPUTER CONSULT
4,000
3,400
10,075
11,750
3,200
155,190
TRAVEL & MEETINGS NOC
9,700
3,350
17,000
17,834
5,000
244,928
TRAINING
-
-
-
91,724
TRAINING, POST
40,000
TRAINING, CITY WIDE
16,000
106,000
219,700
1,678,200
16,000
2,358,908
UTILITIES NOC
106,772
UTILITIES - TELEPHONE
2,000
UTILITIES - NATURAL GAS
91.500
UTILITIES - ELECTRICITY
2,000
2,000
UTILITIES - ELCTRIC VEH PGM
480,000
36,169
3,794
544,763
UTILITIES - WATER
9,000
5,400
52.100
19,900
250
242,876
SUPPLIES - OFFICE NOC
5,000
SUPPLIES -COMP SOFTWARE
27,660
SUPPLIES - COMPUTER
16,200
SUPPLIES -COPY MACHINE
335,000
335,000
SUPPLIES -AUTO PARTS EXPNS
6,000
SUPPLS- CHKSJINVOICESIFRMS
51,000
11,925
1,000
80.725
SUPPLIES- JANITORIAL NOC
26,100
14,050
278,725
364,925
MAINT & REPAIR MATRLS NOC
1,143
-
1,143
MAINT -LAND IMPROVMENTS
24,000
24,000
MAINT - IRRIGATION REPAIR
25,000
25,000
MAINT -STORM DRAINS
19
1u1ea. 1,t36,1YY [Z 1,636 )33,136 113,316 5,U64,235 24,221,006 16,770,516 1,525,594
20
OPERATING EXPENDITURES - ALL FUNDS
Acct
Cade Activity - Function
Council
0100
City Clerk
0200
City htgr.
0300
City Auny.
0500
Admin Svc,
Q6Q0
Police
1800
Fire
2300
Planning
2100
8170 MAINT - BEACH CLEANING
8173 MAINT - BLDG /PLYGRND EQ RPR
8176 MAINT - TRAFFIC CONTROL
8178 MAINT - HELICOPTER
348.000
8179 REPLACE - HELICOPTER
207,500
8180 MAINT - OUTSIDE LABOR
8181 MAINT -COMP SOFTWARE
95.529
8182 MAINT -COMP HARDWARE
44.890
8200 SPECIAL DEPT SUPPLIES NOC
4339 8,000
52.750
95.064
299,920
81000
8202 COMPUTER SUPPLIES
21.000
8204 UNIFORM EXPENSE
107,500
8206 PRISONER CUSTODY EXPENSE
60,650
8208 PHOTO EXPENSE
20,000
8209 SHOOTING RANGE SUPPLIES
33,100
8210 S.W .A.T. SUPPLIES
10,270
8211 CANINE SUPPLIES
11,190
8212 STREET CLEANING EXPENSE
8214 CARPENTER SHOP SUPPLIES
8216 SAFETY EQUIPMENT
350
6220 SIGN SHOP SUPPLIES
8222 TRAFFIC SUPPLIES
8224 ROADWAY PAINTS & BARS
-
8230 SIGN MATERIALS
8232 SIGN INSTALLATION MATRLS
8234 PLANT MATERIALS
8235 FERTILIZERS
8236 TOPSOILIAMENDMENTS
8237 TOP SOIL /TREE STKS /LW N SO
8240 TOOLS. INSTRUMENTS. ETC
2,850
4.000
1.600
300
8250 SPECIAL DEPT EXPENSE NOC
200,000
750
38.500
46.750
150,080
8254 HUMAN SERVICES
25.000
8255 TUITION REIMBURSEMENT
30,000
8256 EMPLOYEE ASSISTANCE
20,000
8257 SISTER CITIES
8259 EMPLOYEE RIDESHARE PROM
8260 LIBRARY MATERIALS
8265 FIREWORKS
8295 IMPORTED WATER EXP - MWD
8296 IMPORTED WATER EXP -OCWD
8297 RECLAIMED WATER EXP -OCWD
8298 OTHER AGENCY FEES
8305 TMA DUES
8330 SVC CHARGE - ADMINISTRATIVE
8340 GENERAL INSURANCE
175 360 356 676
7,434
805,434
90,036
11,838
8360 PROPERTY TAXES
1,075
8510 UCI SCHOLARSHIP TRUST
I) ),000
8511 CITY SCHOLARSHIP TRUST
8512 HIGH TECH LIBRARY TRUST
8701 LLEBG EXPENDITURES
61,102
N/A WORKERS'COMPENSATION
N/A GENERAL LIABILITY
N/A COMPENSATED ABSENCES
NIA DISABILITY INSURANCE
SUBTOTAL MAINT. & OPERATION
1,020,751 31,260 102,646 202,626
),283,204
4,141,350
2,482,980
281,565
9000 OFFICE EQUIPMENT
3,000 7,500 3,000
50,500
5,450
800
5,500
9010 COMPUTER EQUIPMENT
37,950
15,000
9100 ROLLING EQUIPMENT
9102 CONTRACTED SET UP
9104 SET UP SUPPLIES
9106 EQUIPMENT RENOVATION
9200 SHOP EQUIPMENT
3,000
400
9300EQUIPMENT. N.O.C.
174,500
44,400
9400 OFFICE FURNITURE/FIXTURES
1,700
39,900
500
6.000
SUBTOTAL CAPITAL OUTLAY
3,000 7,500 3,000
55,200
257,800
61,100
11,500
TOTAL BEFORE DEBT SERVICE
1,258,799 227,656 535,136 7)3,316
5,038,235
24,221,006
16,534.144
1,525,594
DEBT SERVICE
26,000
236.372
ADJUSTMENT FOR TRANSFERS
1u1ea. 1,t36,1YY [Z 1,636 )33,136 113,316 5,U64,235 24,221,006 16,770,516 1,525,594
20
2,224,273 12,625,741 6,889,528 18,442,286 - - 90,498,086
21
Building
2900
Gen. Svcs.
3100
Comm.Svc.
4000
Pub. Works
5000
Ins Rsv
6000
Equipment
6100
Total
Activity - Function
12,000
12,000
MAINT -BEACH CLEANING
7,000
7.000
MAINT - BLDG /PLYGRND EQ RPR
5,600
5,600
MAINT -TRAFFIC CONTROL
348.000
MAINT - HELICOPTER
207,500
REPLACE- HELICOPTER
65,000
65,000
MAINT - OUTSIDE LABOR
95,529
MAINT -COMP SOFTWARE
44,890
MAINT -COMP HARDWARE
10,500
16,950
115,384
268,458
27,000
906,565
SPECIAL DEPT SUPPLIES NOC
21,000
COMPUTER SUPPLIES
9,000
116,500
UNIFORM EXPENSE
60,650
PRISONER CUSTODY EXPENSE
-
20,000
PHOTO EXPENSE
33,100
SHOOTING RANGE SUPPLIES
10,270
S.W.A.T. SUPPLIES
-
11,190
CANINE SUPPLIES
24,000
24,000
STREET CLEANING EXPENSE
2,100
2,100
CARPENTER SHOP SUPPLIES
5,000
5.350
SAFETY EQUIPMENT
10,600
10,600
SIGN SHOP SUPPLIES
6,686
6,686
TRAFFIC SUPPLIES
27,552
-
27,552
ROADWAY PAINTS & BARS
15,500
15,500
SIGN MATERIALS
7,600
7.600
SIGN INSTALLATION MATRLS
9,000
9.000
PLANT MATERIALS
10,000
10.000
FERTILIZERS
8,000
8,000
TOPSOIL /AMENDMENTS
12,000
12,000
TOP SOIL /TREE STKS /LW N SD
50
8,000
8.400
6.000
31,200
TOOLS, INSTRUMENTS, ETC
133,000
1.729,500
49,000
127,500
6.700
2.481.780
SPECIAL DEPT EXPENSE NOC
25.000
HUMAN SERVICES
30.000
TUITION REIMBURSEMENT
20,000
EMPLOYEE ASSISTANCE
3.000
3,000
SISTER CITIES
10,000
10,000
EMPLOYEE RIDESHARE PRGM
513,770
513,770
LIBRARY MATERIALS
7,500
7,500
FIREWORKS
3,050,000
3.050,000
IMPORTED WATER EXP - M W D
1,610,000
1.610,000
IMPORTED WATER EXP - OC W D
200,000
-
200,000
RECLAIMED WATER EXP -OCWD
220,000
220.000
OTHER AGENCY FEES
15,000
15,000
TMA DUES
1,640,300
1,640,300
SVC CHARGE - ADMINISTRATIVE
4,080
391,539
36,239
389,284
42,332
1,779,783
GENERAL INSURANCE
1,075
PROPERTY TAXES
111.000
UCI SCHOLARSHIP TRUST
18,500
18,500
CITY SCHOLARSHIP TRUST
55,500
55,500
HIGH TECH LIBRARY TRUST
61,102
LLEBG EXPENDITURES
2,102,635
2,102,635
WORKERS'COMPENSATION
1,597,171
1,597,171
GENERAL LIABILITY
1,000.000
1,000,000
COMPENSATED ABSENCES
312.809
312,809
DISABILITY INSURANCE
455,591
5,970,401
2,221,149
10,762,806
5,012,615
644,675
34,613,619
SUBTOTAL MAINT. & OPERATION
1,500
18,000
24,600
119,850
OFFICE EQUIPMENT
2,500
8,147
7,500
7,000
78,097
COMPUTER EQUIPMENT
1.275,000
1,275.000
ROLLING EQUIPMENT
15,000
15,000
CONTRACTED SET UP
2.000
2,000
SET UP SUPPLIES
50,000
50,000
EQUIPMENT RENOVATION
2,000
3,000
25,000
33,400
SHOP EQUIPMENT
61900
31000
75,000
5,000
308,800
EQUIPMENT, N.O.C.
2,500
1,000
14,500
66.100
OFFICE FURNITURE /FIXTURES
5,000
19,547
28,500
117,100
-
1,379,000
1,948,247
SUBTOTAL CAPITAL OUTLAY
2,224,273
12,625,741
6,328,643
16,779,674
5,012,615
2,941,432
95,966,264
TOTAL BEFORE DEBT SERVICE
560,885
1,662,612
510,000
2,995,869
DEBT SERVICE
.(5,012,615)
(3,451,432)
(8,464,047) ADJUSTMENT FOR TRANSFERS
2,224,273 12,625,741 6,889,528 18,442,286 - - 90,498,086
21
SUMMARY OF ESTIMATED 1998 -99 YEAR END FUND BALANCES
75,458,244
7,810,974
Estimated
Estimated
Estimated
Actual
Estimated
Budget
Capital
Year End
Fund Balance
Revenue Transfers
Transfers Expenditures
Improvements
Fund Balance
Fund /Account 711/98
1998.99 in
Out 1998.99
1998.99
6/38199
General Fund
75,458,244
7,810,974
5,795.169
74,208,045
3,266,004
0
Contingency Reserve
4,613,146
1,570,856
6,184,004
Stabilization Reserve
1,518,366
41,607
1,559,973
Appropriations Reserve (operating)
782,628
775,512
7,116
Appropriations Reserve (capital)
315,000
291,299
23,701
Reserve for Inventories
136,633
136,633
Reserve for Encumbrances
2,691,753
2,241,766
2,691,753
2,241,768
Paramedic Program (Hoag)
159,680
130,000
29,680
Recreation Instruction Reserve
86,766
22,142
108,908
Senior Citizen Site
865
2,880
3,745
Park Fees
1,742,078
392,087
235,843
370,333
1,627,989
Off Street Parking
1,460,052
126,774
80,925
154,288
1,351,613
Neighborhood Enhancement Res.
479,509
479,509
Long Term Receivable
200,000
200,000
Public Library Fund
12,500
12,500
Radio System
139,215
139,215
Reserve for Helicopter Replace.
Reserve for Capital Improvement
200,000
200,000
Ackerman Donation Fund
200,000
34,000
168,000
Appropriations Reserve
125,546
34,000
159,546
Reserve for Encumbrance
55,000
65,000
CDBG Fund
899,969
180,499
719,470
Approved Grant Remaining
90,900
82,099
172,999
AOMD Fund
426,350
80,000
45,000
360,470
100,880
NAF Fund
397,826
184,520
262,057
300,289
SLESF -COPS Fund
11,613
178,948
162,227
28.334
Mist Grants Fund
3,592
58,101
57,901
3,792
State Gas Tax Fund
11592.500
2,394,216
100,000
3,886,716
Appropriations Reserve
5,002,028
2,105,987
2,896,041
Reserve for Encumbrances
288,229
288,229
OC Combined Trans Funding Frog
1,556,000
1,101,439
537,962
2,119,477
Appropriation Reserve
1,209,099
447,962
1,101,439
555.622
Reserve for Encumbrances
678,458
678,458
Tide and Submerged Land Fund
5.839,088
126,262
3,741,361
1,427,320
796,669
0
Appropriation Reserve
Reserve for Encumbrances
126,262
302,000
126,262
302,000
Upper Bay Reserve
26,250
26,250
Contributions Fund
3,157,772
4,975,304
8,133,076
Appropriations Reserve
Reserve for Encumbrances
4,975,304
4,975,304
Circulation and Transportation Fund
70D,000
1,208,738
1,908,738
Appropriations Reserve
7,658,877
1,208,738
6,450,139
Reserve for Encumbrances
587,387
. 567,387
22
0
.
Appropriations Reserve
372,867
54,244
53,000
374,111
Reserve for Encumbrances
88,022
100,000
88,022
100,000
Environmental Liability Fund
180,000
126,290
306,290
.
Appropriation Reserve
383,656
126,290
257,366
CIOSA Fund
7,005,420
1,013,901
5,991,519
Appropriation Reserve
1,258,901
1,013,901
1,258,901
1,013,901
.
Reserve for Encumbrances
5,746,519
5,746,519
Bonita Canyon Development Fund
30,597,712
5,912,000
24,685,712
■
Appropriation Reserve
Reserve for Encumbrances
5,912,000
5,912,000
Insurance Reserve Fund
Workers'Compensation Reserve
(2,457,477)
2,430,631
2,143,208
(2,170,054)
.
Liability Reserve
(733,540)
1,779,783
1.344,846
(298,603)
Compensated Absences Reserve
(1,365,807)
1,027,088
1,000,000
(1,338,719)
Disability Reserve
327,301
312,809
14,492
.
Equipment Fund
Equipment Maintenance
1,460,000
225,000
139,703
1,545,297
Equipment Replacement
121,080
2,306,816
169.703
125,000
2,456,435
16,164
Water Enterprise Fund
15,782,000
5,589.691
7,000,452
12,412,175
1,959,064
.
Water System Reserve
5.978.452
1,880,359
4,098,093
Future Infrastructure Reserve
1,215,360
1,880.359
1,215.360
1,880,359
Reserve for Encumbrances
4,374,331
1,004,000
4,374,331
1,004,000
.
Cannery Village Enterprise Fund
(424,892)
80,00()
5,000
(349,892)
Wastewater Enterprise Fund
3,037,000
1,656,212
1,823,038
1,469,977
1,400,197
Wastewater System Reserve
1,000,838
1,000,838
.
Future Infrast=tum Reserve
1,576,126
1,413,126
163,000
Reserve for Encumbrances
243,086
810,200
243,086
810,200
.
TOTAL
44,795,757
149,398,473
57,351.829
57,351,829
124,398,769
3f. 124.329
36,671,131
■
■
SUMMARY OF ESTIMATED 1999 -00 YEAR END FUND BALANCES
Estimated Estimated Estimated
Estimated Estimated Budget Capital Year End
Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance
Fund l Account 711199 1999 -00 In Out 1999-00 199940 6130100
General Fund
0
77,927,668
7,469,858
4,571,539
74,325,544
6,500,443
0
Conlingency Reserve
6,184,004
25,525
6,209,529
Stabilization Reserve
1,559,973
25,884
1,585,857
Appropriation Reserve (operating)
7,116
2,221,998
947,776
1,281,338
Appropriation Reserve (capital)
23,701
23,701
Reserve for Inventories
136,633
136,633
Reserve for Encumbrances
2,241,768
1,440,000
1,930,000
1,751,768
Paramedic Program (Hoag)
29,680
29,680
Recreation Instruction Reserve
108,908
13,800
122,708
Senior Citizen Site
3,745
1,500
5,245
Park Fees
1,527,989
320,000
200,000
890,000
757,989
Off Street Parking
1,351,613
10,000
837,832
510,000
13,781
In Lieu Parking Fees
712,832
712,832
Neighborhood Enhancement Res.
479,509
270,000
749,509
Long Term Receivable
Public Library Fund
12,500
12,500
Radio System
Reserve for Helicopter Replace.
Reserve for Capital Improvement
200,000
200,000
Ackerman Donation Fund
200,000
15,000
185,000
Appropriation Reserve
159,546
15.00
174,546
Reserve for Encumbrance
55,000
55,000
CDBG Fund
715,000
26,000
136,000
605,000
Appropriation Reserve
172,999
37.000
26,000
183,999
AOMD Fund
100,860
80,000
45,000
29,000
106,880
NAF Fund
300,289
201,619
98,670
SLESF - COPS Fund
28,334
180,300
161,000
47,634
Mlsc Grants Fund
3,792
61,312
61,102
4,002
State Gas Tax Fund
1,432,500
1,072,500
100,000
2,405,000
Appropriation Reserve
2,896,041
1,072,500
1,823,541
Reserve for Encumbrances
OC Combined Trans Funding Prog
1,530,000
574,200
955,800
Appropriation Reserve
555,622
510,200
1,065,822
Reserve for Encumbrances
678,458
678,458
Tide and Submerged Land Fund
0
5,843,723
300,000
3.608,299
1,408,424
1,127,000
0
Appropriation Reserve
Reserve for Encumbrances
302,000
152,000
300,000
154,000
Upper Bay Reserve
26,250
26,250
52,500
Contributions Fund
1,255,000
1,195,000
60,000
Appropriatlon Reserve
1,195,000
1,195,000
Reserve for Encumbrances
Circulation and Transportation Fund
650,000
20,992
670,992
Appropriation Reserve
6,450,139
20,992
6,429,147
Reserve for Encumbrances
587,387
587,387
SUMMARY OF ESTIMATED 1999 -00 YEAR END FUND BALANCES
Appropriation Reserve
374,111
90.000
100,000
Estimated
Estimated
Estimated
Estimated Estimated
Environmental Liability Fund
81,290
Budget
Capital
Year End
Fund Balance Revenue
Transfers
Transfers
Expenditures
Improvements
Fund Balance
Fund /Account 711199 1999-00
In
Out
199940
1999-00
6!30100
Building Excise Tax Fund 403,000
166,417
90,000
Bonita Canyon Development Fund
479,417
1,453,095
.
Appropriation Reserve
374,111
90.000
100,000
Reserve for Encumbrances
100,000
261,290
Environmental Liability Fund
81,290
180,000
.
Appropriation Reserve
257,366
12,573,905
20,000
CIOSA Fund
.
Water System Reserve
4,098,093
Appropriation Reserve
1,013,901
298,093
■
Reserve for Encumbrances
3,800,000
Water Infrastructure Reserve
Bonita Canyon Development Fund
1,453,095
.
Appropriation Reserve
Reserve for Encumbrance
5,912,000
3,333,454
Insurance Reserve Fund
1,004,000
.
Workers' Compensation Reserve
Liability Reserve
(2,170,054)
(298,603)
3,180,631
1,779,783
950,000
Compensated Absences Reserve
(1,338,719)
1,139,565
80,000
Disability Reserve
14,492
375,278
■
Equipment Fund
Wastewater Enterprise Fund
Equipment Maintenance
810,200
1,724,224
5,912,000
5,912,000
5,912,000
2,102,635 (1,092,058)
1,597,171 (115,991)
1,000,000 (1,199,154)
312,809 76,961
168,992 1,555,232
66,417
307,694
90.000
100,000
90,000
81,290
261,290
81,290
176,076
20,000
1,302,093
20,000
12,573,905
20,000
993,901
5,912,000
5,912,000
5,912,000
2,102,635 (1,092,058)
1,597,171 (115,991)
1,000,000 (1,199,154)
312,809 76,961
168,992 1,555,232
■
■
Equipment Replacement
16,164
2,200,478
43,992
125,000
1,896,200
239,434
Water Enterprise Fund
16,332,000
1,302,093
2,403,095
12,573,905
2,657,093
.
Water System Reserve
4,098,093
298,093
3,800,000
Water Infrastructure Reserve
1,880,359
1,453,095
3,333,454
Reserve for Encumbrances
1,004,000
950,000
1,004,000
950,000
■
Cannery Village Enterprise Fund
(349,892)
80,000
(269,892)
Wastewater Enterprise Fund
2,687,500
810,200
701,208
1,552,492
1,244,000
Wastewater System Reserve
1,000,838
1,000,838
.
Wastewater Infrastructure Res.
163,000
1,208
164,208
Reserve for Encumbrances
810,200
700,000
810,200
700,000
TOTAL
38,671,132
119,957,963
27,396,634
27,396,634
98,962,133
24,036,745
35,630,216
■
■
1999 -00 FUND TRANSFERS - ALL FUNDS
Transfer In (From):
Gas Tax Fund
Measure M Fund
Tidelands Fund
CDBG Fund
AOMD Fund
Equipment Maintenance Fund
Equipment Replacement Fund
Reserve for Encumbrances
Appropriation Reserve
Park Fees
Off Street Parking
Public Library Fund
General Fund
Total Transfers In
100,000
64,000
3,430,049
99,000
45,000
125,000
125,000
1,930,000
971,477
200,000
837,832
12,500
4,571,539
$ 12,511,397
Transfer Out (To):
Appropriation Reserve
Park Fees
Off Street Parking
Reserve for Encumbrances
Recreation Reserve
Neighborhood Enhancement
General Fund
Total Transfers Out
2,221,998
320,000
10,000
1,440,000
13,800
270,000
4,247,550
$ 8,523,348
Ackerman Donation Fund Ackerman Donation Fund
Transfer In (From): Transfer Out (To):
Appropriation Reserve $ 15,000 Fund Balance $ 15,000
Total Transfers In $ 15,000 Total Transfers Out $ 15,000
Transfer In (From):
Appropriation Reserve 26,000
CDBG Fund 37,000
Total Transfers In $ 63,000
Transfer Out (To):
General Fund $ 99,000
Appropriation Reserve 37,000
CDBG Fund 26,000
Total Transfers Out $ 162,000
AQMD Fund AQMD Fund
Transfer In (From): Transfer Out (To):
General Fund $ 45,000
Total Transfers In $ - Total Transfers Out $ 45,000
■
■
■
■
■
1999 -00 FUND TRANSFERS - ALL FUNDS
Transfer In (From):
Fund Balance
Total Transfers In
Transfer In (From):
Fund Balance
Total Transfers In
Transfer In (From):
Reserve for Encumbrances
Tidelands Fund
Total Transfers In
$ 1,072,500
$ 1,072,500
$ 510,200
$ 510,200
$ 300,000
178,250
$ 478,250
Transfer Out (To):
General Fund
Appropriation Reserve
Total Transfers Out
Transfer Out (To):
General Fund
Appropriations Reserve
Total Transfers Out
Transfer Out (To):
General Fund
Reserve for Encumbrances
Upper Bay Reserve
Tidelands Fund
Total Transfers Out
$ 100,000
1,072,500
$ 1,172,500
$ 64,000
510,200
$ 574,200
$ 3,430,049
152,000
26,250
300,000
$ 3,908,299
. Contribution Fund Contributions Fund
Transfer In (From): Transfer Out (To):
. Fund Balance $ 1,195,000 Appropriation Reserve $ 1,195,000
Total Transfers In $ 1,195,000 Total Transfers Out $ 1,195,000
■
M
Building Excise Tax Fund
Transfer In (From):
Appropriations Reerve
Reserve for Encumbrances
Fund Balance
Total Transfers In
$ 20,992
$ 20,992
$ 66,417
100,000
90,000
$ 256,417
Circulation Fund
Transfer Out (To):
Fund Balance $ 20,992
Total Transfers Out $ 20,992
Building Excise Tax Fund
Transfer Out (To):
Reserve for Encumbrances $ 90,000
Building Excise Tax Fund 166,417
Total Transfers Out $ 256,417
1999 -00 FUND TRANSFERS - ALL FUNDS
Transfer In (From):
Appropriation Reserve $ 81,290
Total Transfers In $ 81,290
Transfer Out (To):
Fund Balance
Total Transfers Out
$ 81,290
$ 81,290
CIOSA Fund CIOSA Fund
Transfer In (From): Transfer Out (To):
Reserve For Encumbrance $ 20,000 Fund Balance $ 20,000
Total Transfers In $ 20,000 Total Transfers Out $ 20,000
Transfer In (From):
Appropriation Reserve $ 5,912,000
Total Transfers In $ 5,912,000
Transfer In (From):
Equipment Maintenance
Total Transfers In
Transfer In (From):
Water Fund Balance
Reserve for Encumbrances
Water System Reserve
Total Transfers In
Fund
Transfer In (From):
Wastewater Fund Balance
Reserve for Encumbrance
Total Transfers In
$ 43,992
$ 43,992
$ 2,403,095
1,004,000
298,093
$ 3,705,188
$ 701,208
810.200
$ 1,511,408
Transfer Out (To):
Fund Balance
Total Transfers Out
Transfer Out (To):
General Fund Overhead
General Fund Overhead
Equipment Replacement
Total Transfers Out
$ 5,912,000
$ 5,912,000
$ 125,000
125,000
43,992
$ 293,992
Transfer Out (To):
Water Infrastructure Reserve $
1,453,095
Reserve for Encumbrances
950,000
Water Enterprise Fund
1,302,093
Total Transfers Out $
3,705,188
Transfer Out (To):
Wastewater Fund Balance $ 810,200
Wastewater Infrastruc. Res. 1,208
Reserve for Encumbrance 700,000
Total Transfers Out $ 1,511,408
TOTAL TRANSFERS $ 27.396.634 TOTAL TRANSFERS $ 27.3ss.s34
0
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a
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■
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■
Mission
Statement
Maintain the
delivery of
high quality
municipal
services and
legislate and
manage the
affairs of
the City
City Council /City Manager
according to I THE NEWPORT BEACH CITY COUNCIL
law and for the A city's administrative operations may be likened to that of a corporation. The seven members of
the Newport Beach City Council - each of whom represent one of seven districts but are elected
benefit of to their positions by the voters of the entire city - serve as the city's "board of directors." Being a
residents and council member is considered a part -time job, although the time commitment of public service,
from early morning meetings with residents to Council meetings that can run late into the evening,
property often equates to 40+ hours per week. The City Council hires a "chief executive officer" - the City
Manager - to run the day to day operations of the City "corporation." The City Manager, the City
owners. Clerk, and the City Attorney are the only city employees directly hired by the City Council.
The City Council has two primary tools to implement policy - the City's yearly budget and the
goals that the Council adopts at the start of each calendar year. The City Council's goals for 1999
include:
♦ Preservation of the agreement that limits passenger and cargo activity at John Wayne Airport.
♦ Advocacy of a commercial aviation use of Marine Corps Air Station (MCAS) El Toro upon the .
base's closure in mid -1999.
1. An update of the manner in which the City administers its "tidelands'. (including the water
and shoreline of Newport Harbor). .
♦ The long -term preservation of water quality and habitat in Newport Bay.
♦ The direction of the maximum available resources towards infrastructure improvements, in-
cluding the City's streets and roads, water and wastewater systems, parks and medians, utility
undergrounding, and city facilities.
♦ Examination of the possible annexation of areas adjacent to city limits, including the Newport .
Coast community.
The City Council's budget includes the costs of providing a newsletter to the residents of the City, .
traveling to and from the State Capitol when needed, and the City's membership in key associa-
tions that work towards common municipal purposes, like the League of California Cities. This ■
City Council's budget includes Airport Growth Control
year's also expenditures.
30
0
0
■ THE CITY MANAGER
The City Council appoints the City Manager
to run the day -to -day operations of the City.
. The City's Charter prescribes specific duties
to the City Manager, including the power to
.appoint department directors, to prepare and
present the annual budget, to report back to
the Council each year on the fiscal operations
.of the City for the year previous, to see that
the City follows the laws of the Charter and
the State of California, and more. The City
■ Manager implements the Council's annual
goals to ensure that they are met, if possible,
■ by the close of the year.
The City Manager's day often extends from
■early morning until late in the evening. In ad-
dition to attending Council meetings, the City Manager convenes meetings of the City depart-
ment directors and of individuals and groups throughout the City. Other topics more regional in
■nature are also on the City Manager's plate — because the City Manager must monitor the politi-
cal and economic environment outside the city to ensure that outside forces do not compromise
Newport Beach's quality of life, public safety system, or its finances. In 1999, these external issues
■ may include:
.♦ The manner in which the State of California funds local governments across the state.
♦ Special appropriations for Newport Beach in both the State and the Federal budgets.
♦ Laws that would enhance cities' ability to regulate and monitor the placement of residential
. care facilities ( "group homes ") in cities.
♦ Ensuring that new water quality regulations imposed by the State or the federal government
. are adequately funded by the regulating agency.
♦ Working with neighboring cities and cities countywide to advocate for regional programs that
improve municipal services without limiting local control.
The City Manager's budget includes salaries and benefits for the City Manager and four staff
members. This budget also includes funds for the City's legislative advocacy program and hm-
. ited -term contracts with other persons with specialized expertise not employed as a part of the
City's staff.
■
■
31
1996 -97
1997 -98
1998 -99
-
-1999 -2000
Actual
Actual
Estimated
Proposed
CITY COUNCIL
Salaries and Benefits
$
100,280
$
103,209
$
106,609
$
238,048
Maintenance and Operations
$
32,898
$
48,318
$
74,486.
$
995,751
Human Services
$
25,000
$
25,133
$
25,000
$
25,000
Total
$
158,178
$
176,660
$
206,095
$
1,258,799
CITY MANAGER
Salaries and Benefits
$
371,591
$
415,861
$
412,026
$
424,990
Maintenance and Operations
$
93,649
$
160,996
$
102,940
$
102,646
Capital Outlay
$
4,621
$
-
$
5,500
$
7,500
Total
$
469;861
$
576,857
$
520,466
$
535,136
' also includes Airport Growth Control expenditures
31
Mission
Statement
Department
Functions
32
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
1996 -97
1997 -98
1998 -99
1999 -2000
Actual
Actual
Estimated
Proposed
Salaries and Benefits
$
162,182
$
139,271
$
189,979
$
193,396
Maintenance and Operations
$
37,415
$
29,007
$
29,410
$
31,260
Capital Outlay
$
12,134
$
7,046
$
3,000
$
3,000
Total
$
211,731
$
175,324
$
222,389
$
227,656
Elections
$
20,275
$
-
$
40,000
$
-
Grand Total
$
232,006
$
175,324
$
262,389
$
227,656
The City Clerk's office is in the process of scanning documents and implementing a document imaging
system. The system will reduce staff time in searching, retrieving and copying records, as well as provide
storage ofpermanent records. The above illustration shows what an end -user might see after searchingfor
a document (in this example: the agenda for a City Council meeting).
■ Service Indicators
.
Council Meetings, Regular
1998 -99
Council Meetings, Special or Adjourned
.
Resolutions adopted
Estimated
Ordinances adopted
23
Municipal elections
.
Registered voters
8
Municipal Code Supplement
25*
pages distributed
.
Claims /Summons and
70
Complaints processed
44
Contracts /Agreements processed
30
Notices of Completion /Release Bonds
.
Documents processed to
Orange County Recorder
1
0
1996 -97
1997 -98
1998 -99
1999 -2000
Actual
Actual
Estimated
Proposed
23
22
23
23
8
6
25*
30
115
78
70
80
44
30
30
40
1
0
1
0
46,312
46,464
45,530
46,000
98,712 **
39,050
33,000
40,000
184
225
210
200
101
122
130
150
16
20
25
25
38
25
50
40
. * Study Sessions re- introduced.
** Based on reprinting of entire Title 20 and 4 supplements.
Review
33
City Attorney
■
■
■
Primary Goals
Mission
Statement
• 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 represent
• To improve the quality and timeliness of our responses to formal and informal requests
■
for legal assistance and legal advice.
and/or
■
advise the
• Work with staff to develop strategies for achieving City Council goals such as funding
City Council,
for Upper Newport Bay dredging.
■
Boards and
• To improve our ability to identify legal issues and present reasonable and cost effective
solutions to legal problems without compromising the interests of the City, its officers,
■
Commissions,
or employees.
and City Sta
■
with respect
to all legal
Budget Highlights
■
matters
The addition of a permanent litigation Attorney has reduced the costs incurred by the
■
pertaining to
City in retaining private counsel to defend the City and staff in liability cases. The
the City.
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
funding
■
developing legislation and legal strategies for implementing council goals such as
for the Unit III Project to dredge Upper Newport Bay.
■
Service Indicators 1997 -98 1998 -99 1999 -2000
Actual Estimated Projected
■
Requests for Opinions /Advice (in- house) 2,300 2,340 2,000
Council, Board, & Commission Meetings 70 65 80
■
Preparation of Contracts, MOUs, Agreements 250 250 225
■
Performance
Review
Litigation Caseload 45 45 100
Enforcement Caseload 115 90 100
■Code
Development of Resolutions /Ordinances 100 60 105
■
Court and Hearing Appearances 125 125 150
Public Assistance (phone and in- person,
■
by attorney and secretarial staff) 5000 5,500 5,500
Legislative Advocacies 100 100 150
.
34
Department Functions
One CityAttorney
One AssistantCityAttorney
One Deputy CityAttorney
Two Legal Assistants
The City Attorney acts as the legal advisor and counsel for the City Council, City
Boards and Commissions, City Manager, and all City Departments. Some of the
primary functions of this office are to:
♦ Render legal opinions and advice to City Council and City staff.
♦ Review proposed contracts, bond financing papers, and insurance policies.
. ♦ Monitor, control, 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 in-
terests in regulatory and personnel hearings and appeals.
1996 -97 1997 -98 1998 -99 1999 -2000
Actual Actual Estimated Proposed
■ Salaries and Benefits $ 448,160 $ 503,947 $ 626,850 $ 507,690
■ Maintenance and Operations $ 54,276 $ 1,049,070 $ 824,426 $ 202,626
Capital Outlay $ 3,704 $ 14,017 $ 7,000 $ 3,000
Total $ 506,140 $ 1,567,034 $ 1,458,276 $ 713,316
Department
Organization
Allocation
Plan
Mission
Statement
To provide
highest
quality
Management
Information
Service,
Human
Resources
Management,
Financial
Management,
Risk
Management"
and a
variety of
support
services for
City
Officials,
the public,
and other
departments.
■
Administrative Services ■
The Organization
The Administrative Services Department is a composite organization which performs a very
diverse collection of functions. In some of these it serves the public directly, and in others it
provides support to other City departments. Cashiering, Accounts Payable, Maintenance of the
City's Web Site, and Licensing are examples of services provided for the public directly.. Human .
Resources, Risk Management, and Management Information Services are examples of
Department functions which are provided internally. In
General Accounting
Payroll
Property Control &
Fixed Asset Tracking
Audit Coordination
Accounts Payable
Debt Administration
Financial Reporting
Personnel Recruiting &
Terminations
Employee Awards & Discipline
Budget Management
Risk Management
Investment Management
Employee Training &
Development
Benefits Administration
Internal Control
*includes Ackemtan Scholarship
Computer Applications
Support
Telecommunications
Geographic Information System
PC Technical Support
Network Management
Database Management
Cash Management
Purchasing
Warehousing &
Inventory Control
Printing & Reproduction
Postal Services
Remittance Processing
Municipal Billing
Intergovernmental Transfers
Licenses
Regulatory Permits
Revenue Development
Receivables & Collections
�_11
■
■
Mission and Goals
The 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.
♦ To maintain functional and cost effective payroll and benefit services.
♦ To develop and maintain a revenue structure, including tax based reve
which is fair, equitable, and efficient.
♦ To provide appropriate municipal licensing and regulatory
service as directed.
♦ To develop, operate, and maintain reliable and responsive
accounts payable and municipal billing/receivables systems.
♦ To provide thorough, accurate, timely, and award -worthy
accounting and financial reporting.
♦ To provide responsive and cost effective centralized purchasir
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 ensure coverage of all functions by a diminished
work force through increased cross - training and other
appropriate measures.
Primary
Goals
37
M-1
Administrative Services (continued)
Financial Services
Every budgetary division of this department provides financial services in one capacity or
another. The core financial services include licensing, revenue development, tax administration,
cashiering, treasury, billing, purchasing, accounts payables, payroll, inventory, fixed assets,
accounting, internal controls, financial reporting and audit coordination. These vital services
support the operations of all frontline departments providing this City's broad scope of
Municipal Services.
Beyond the basic financial services, this department also provides financial planning ser-
vices that are critical to the City's financial stability and ultimately the City's ability to pro-
vide and maintain the high quality of municipal service our residents have grown to expect
We assist departments in budgeting, analyzing, and financing major equipment acquisitions
and or infrastructure improvements. We also manage the debt financing levels appropriately
balancing the financial burden across the service life of the improvements.
Revenue administration, including development, recovery, and analysis also plays a key role
in the City's ability to maintain consistent service levels. Staff members monitor proposed
legislative changes that effect the City's revenue stream. They often take a lead role in mounting
opposition against bills that have a detrimental impact on municipal services. Revenue spe-
cific compliance and allocation audits, license inspectors and other revenue enhancement
measures ensure a level playing field for all taxpayers within each tax base.
Human Resources
Over 50% of the City's resources are expended on employee salaries and benefits. In order to
maintain a healthy return on such a large commitment, it is imperative that the City provide a
commensurate level of human resource services to each department. Properly recruiting,
training and developing high quality employees has a profound impact on the high quality of
service each employee provides. Market compensation studies, labor negotiations,
communication ofpersonnel policies and administration of a wide variety of employee benefits
is another facet of this unit's responsibilities that provides for a cohesive employee environment,
attracts quality candidates and retains experienced employees.
M aintenance a
Operations
21%
Capital Proji
Outlay
S%
Expenditures by Type
eneflts
0
Risk Management
Often affiliated with employee risk,
the Risk Management unit works
to reduce exposure to risk at all City .
levels including work performed by
city contractors, property and
casualty loss, general liability, and
environmental liability. In today's
cultural environment municipalities
cannot escape risk. Mismanaged
exposure to risk and catastrophic
losses can consume a City's
financial reserves in short notice.
Managed properly, risk management
services saves the City millions. This unit administers the entire risk, loss and liability
management spectrum by: working with departments in training and prevention measures to
reduce risk; working with insurance brokers to limit exposure; working with claimants
distributing benefits when appropriate; and vigorously fighting unjust claims with the assistance
of the City Attorney's office.
Management Inf6rmation Systems
Information and communication.technology is a fast moving, ever changing industry that
the City must embrace and grow with in order to keep up with the demands of our commu-
nity and using departments. This area of service includes administration of shared computer
systems, Intemet/Intranet access and firewalls; development and administration of the City's
web site; centralized database applications development and support, software training,
personal computer purchasing, support and network administration. Network administra-
tion and support includes telecommunications and wide area networking. The Telecommu-
nications section operates and maintains City telephone systems, including city owned and
operated pay telephones, and provides LAN and WAN support of hardware and software
components required to provide connectivity to all City remote sites. The MIS Division also
supports a complex geographic information system designed to provide analysis and map-
ping capabilities.
Performance
Review
Allocation
Plan
tU
1996 -97
1997 -98
1998 -99
1999 -2000
Actual
Actual
Estimated
Proposed
Salaries and Benefits
$ 3,165,642
$ 3,272,614
$ 3,677,325
$ 3,699,831
Maintenance and Operations
$ 1,046,116
$ 995,477
$ 996,727
$ 1,283,204
Capital Equipment & Debi Service
$ 86,072
$ 84,387
$ 36,200
$ 81,200
Total
$ 4,297,830
$ 4,352,478
$ 4,710,252
$ 5,064,235
Performance
Review
Allocation
Plan
tU
40
0
Administrative Services (continued) ■
The Future
During the past few years, the City's fo-
cus has been on budget cuts. Although
this focus will continue, the Department
also hopes to take the lead in providing
some selected new automation and elec-
tronic information/communications ser-
vices to the public, the City Council, and
other Departments. The Management In-
formation Systems (MIS) Division, which
is the largest Division in the Department,
has the challenge of taking the lead not
only for Administrative Services, but for
Expenditures by Division
Resource
Fiscal Management
Services 23%
Managem,
information
Systems
ccounfing
12%
:venue
14%
the entire City in this critical area. The I 63'%
specific functions at issue involve every
division at the most fundamental level. The consolidation of the City's billing and electronic pay-
ment activities will continue in the new fiscal year. Payments processing in general, and especially
improving the mechanisms in place which afford our residents the opportunity to make electronic
payments are high- priority service improvement items. Approaching the new millennium, Y2K
issues have been on everyone's mind. Although it is not possible to provide absolute assurance
that all Y2K issues have been remedied, it is believed that our mission critical hardware and
software is Y2K compliant. Staff will continue the assessment phase and coordinate Y2K compli-
ance efforts by taking necessary steps to provide uninterrupted quality service well into the next
century.
The other area that remains a high priority to the Department.is Human Resources and Risk Man-
agement. Reducing the City's vulnerability and improving the quality and management of our
work force will continue to receive special focus in the coming months.
N
0
.
1996 -97
1997 -98
1998 -99
1999 -2000
$5,500
Service Indicators
Estimated
Estimated
Estimated
Projected
.
Budget Administered
$129,615,706
$104,869,677
$111,597,688
$111,780,758
Warrants Issued
18,240
20,750
23,600
23,600
.
Value of Payments Processed
Checks Deposited
$77,977,921
233,967
$83,866,423
198,680
$90,200,000
203,791
$90,200,000
204,000
v $4,000
Value of Currency Deposited
$2,521,138
$2,086,666
$2,279,026
$2,280,000
.
Annual Payroll & Benefits
$54,349,582
$57,697,679
$59,773,219
$60,192,020
Paychecks Processed
24,553
24,407
25,000
25,000
.
Purchase Orders
966
831
840
875
�BudgetedExpenditures
Multilith Impressions
4,844,793
4,718,513
4,484,541
4,750,000
.i
Printing & Binding Jobs
5,180
4,903
4,862
4,950
.
Mail Room Volume
609,301
615,394
622,000
625,000
■
Municipal Statements
200,000
200,000
205,000
207,000
Accounts Receivable Billings
37,400
38,000
40
New Business Licenses
3,830
2,650
4,100
4,500
.
Business License Renewals
9,500
10,500
10,500
11,000
Dog Licenses Issued
3,000
4,000
3,000
3,000
Marine Charter Permits
2,000
1,500
1,500
1,500
from other departments in prior years)
Parking Citations Processed
88,500
72,000
75,000
75,000
Administrative Citations Processed 0
0
280
400
Ajudications
--
- --
2,050
2,100
.
City Owned Telephone Units
650
675
700
700
Service & Repair Calls
1,575
1,575
1,675
1,675
■
Average Monthly Calls
44,000
45,000
47,500
50,000
■
41
Staffing and Expenditures
$5,500
«,
..,. , . ,,:
$5,000
54
$4,500
52
8
v $4,000
50
c
a$$3,500
b �c $3,000
48
�BudgetedExpenditures
46
x$2,500
v „
.i
�Full Time Employees
r,'
44
-'
$2,000
,'
;!
w
$1,500
'42
$ 1 > 000
40
o C
T
T T
^ T U E a
(*constructed
from other departments in prior years)
41
Mission
Statement
Primary
Goals
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..
Citizen's Police Academy
♦ Implement the upgraded automated Countywide Fingerprint Identification System.
♦ Continue implementation of the Volunteer Program and Citizen's Academy.
♦ Prepare for the annexation of Newport Coast.
♦ Continue to stress Problem Oriented Policing as a Departmental philosophy.
♦ Implement the new Records Management and Document Imaging Systems.
♦ Continue to provide an enhanced level of Crime Prevention effort.
♦ Implement Police Technology Grant as part of a multi -city consortium, including a substantial
upgrade of our Mobile Data Computers.
♦ Continue our involvement in the review of Citywide projects, which may impact the level of
42 1 service provided by the Police Department.
■
7
L'
0
The Department has successfully completed the first phase of establishing a uniformed volunteer Program. Department
The Citizen's Academy is fully functional, and has trained dozens of potential volunteers who may express Highlights
. a continued interest in volunteerism, and who are eventually selected to participate. The program is ex-
pected to be fully operational during the next fiscal year.
. Strategic Information Technology Plan
Implement the new Records Management System (RMS) which will be integrated with our existing Com-
puter Aided Dispatch System. The new RMS will provide greater and more efficient access to data from
internal sources for our field units. The Department will also focus resources on implementing/integrating
the City's new Document Imaging System as one more component of our Strategic Technology Plan.
ABLE
Since merging of the ABLE helicopter program over two years ago, Newport Beach and Costa Mesa have
. successfully worked together in providing excellent service to the officers and citizens of both cities.
ABLE continues to provide assistance to other cities on a contract basis. Additionally, ABLE looks for-
ward to hiring its first employees (our Aircraft Mechanics) under the auspices of the Joint Powers Agree-
. ment (JPA), as soon as the JPA receives approval from the State to join the Public Employees Retirement
System (PERS). Currently, those individuals are employees of Newport Beach, but funded jointly by ABLE
. participants.
800 MHz Radio System
■ Beginning last year and continuing through the next fiscal year, the Countywide backbone for the 800
MHz -radio system should be completed. The fast group (including Irvine, Tustin and the Orange County
Sheriffs Department South Contracted Cities), should be operational by September, 1999. The target date
. for full implementation in Newport Beach is October, 2000. The need for the new radios is urgent; the
existing system, installed over 25 years ago, has deteriorated significantly.
. Annexation of Newport Coast
The anticipated annexation of Newport Coast has caused the Department to begin work on several projects.
. The first involves exploring creative funding sources for hiring new police officers for the anticipated
annexation, in order to ease the financial impact on the City in the fast several years. A secondary radio
antenna was also installed on Santiago Peak in an effort to improve radio coverage in the Newport Coast
. area. Those improvements will be essential if or when the annexation is complete; however, they were also
currently necessary because of the numerous mutual aid responses to that area during this interim period.
1996 -97 1997 -98 1998 -99 1999 -2000
■ Actual Actual Estimated Proposed
Salaries and Benefits $ 17,362,759 $ 19511,890 $ 20,009,243 $ 19,671,133
. Maintenance and Operations $ 3,362,336 $ 3,764,793 $ 3,890,242 $ 4,031,550
Capital Outlay $ 111,620 $ 78,572 $ 197,440 $ 94,600
Narcotics Assets Forfeitures $ 68,696 $ 33,335 $ 229,144 $ 201,619
■ Total $ 20,905,411 $ 23,388,590 $ 24,326,069 $ 23,998,902
Sworn Personnel 132 134 135 136
. Non -Sworn Personnel 77 78 81 81
Total Personnel 209 212 216 217
■
Police (continued) ■
Chief�:il?tjlice
Staffng.;10; pltis.::4 FTE
Professional Standards
D.A.R.E.
Media Relations
Environmental Services
Community Relations
Legal Affairs
Crime Prevention
Citizen's Academy
- .P7,✓JJ,VV /
Watch One
Watch Two
Watch Three
Jail Unit
S.W.A.T.
Bicycle Unit
Canine Unit
Disaster Planning
Helicopter Section
Volunteer Program
Reserve Officer Unit
Hostage Negotiation Unit
Traffic Services
AccidentInvestigations
Motors
Parking Control
Crossing Guard
Traffic Education
Animal Control
Special Events Planning
Alarms Officer
Communications
Video Unit
Property Unit
Personnel Unit
Polygraph Unit
Fiscal Services
Records Section
Training Section
Range/Armory
Computer Systems
Planning/Research
Facility Maintenance
Electrical Equipment Repair
Dateclives .
Staffing 41;.p1us.1 Fr
$4,273,526
Detective Services
Crimes Persons
Property Crimes
Juvenile/Sex Crimes
Narcotics Section
Economic Crimes
Crime Scene Investigations
Photo Unit
Vice/Intelligence
Crime Suppression Unit
Crime Analysis
Auto Theft Task Force (OCATT)
(Figures do not include Asset .
Seizure or other grant funds)
Resource Distribution
The Police Department is currently comprised of the Office of the Chief of Police and three
Divisions: Support Services, Patrol /Traffic, and Detective. Under the direction of the Chief
of Police, Bob McDonell, each division is headed by a Captain. Included in the Support
Services Division are many items that pertain to the entire Department, such as building
maintenance, utilities, office equipment, uniforms, training, dispatch, records, etc. Of the
Police Department's total budget, 83% is devoted to personnel related costs. Of those
personnel costs, approximately 81% are attributable to the direct delivery of service to the
community, while the remainder involves such costs as records support, personnel and
training, clerical support, administrative support, etc.
Traffic
13%
Pawl
39%
Detective NAFF
18 COP
590
Traffic
13%
Detective
24%
COP
5%
.,.._. _ - - - - - - - - - - - - ----- ,_ate . �s� __ _ ...... -
Support .
Services
4%
wt
I
■
■
Service Indicators
Part One Crimes-
Adult Arrests
juvenile Detentions
Crime and Miscellaneous Reports
Calls for Service
Domestic Violence Cases Investigated
Number of Cases Assigned for Investigation
Number of Cases Assigned Per Detective
Value of Property Recovered
Field Interviews Conducted
False Alarms Handled
Animals Impounded
Animal Control Citations Issued
Fatal Traffic Collisions
Injury Traffic Collisions
Property Damage Collisions
Moving Citations Issued
Non - Moving Citations Issued
Parking Citations Issued
Civilian Crime Scene investigator at Work
1996/97 1997/98
ACTUAL ACTUAL
3,555
2,930
539
8,946
55,936
198
4,834
412
$ 3,277,052
9,985
4,920
852
1,409
3
555
1,108
7,408
6,990
72,464
2,972
2,954
443
8,794
64,680
214
4,902
327
$ 2,683,376
9,792
5,928
607
1,130
8
514
1,136
7,840
2,669
68,133
1998/99 1999/00
ESTIMATE PROJECTED-
2,574
2,978
505
8,642
70,424
230
4,970
280
$ 2,589,700
9,599
6,654
546
1,452
4
473
1,164
8,172
4,181
66,623
2,129
3,002
461
8,490
73,168
246
5,038
302
$2,262,691
9,406
6,880,
557
1,075
4
432
1,192
8,504
4,889
65,877
•Due to re- evaluation we now include all Part One crimes not just the seven majorcrimes. Part One are the eight most serious crimes
■ (homicide, forcible rope, robbery, aggravated assault, burglary, larceny - theft, auto theft and arson) as defined by the FBI in the
Uniform Crimes Reports.
•• Straight Line Projection
Performance
Review
Fire and Marine
The Newport Beach Fire and Marine Department is responsible for reducing the loss
of life and property from fire, marine, medical and environmental emergencies. The
Mission Department's 126 full-time employees and over 200 seasonal employees provide 24-
Statement hour protection and response to the City's residents and visitors.
PRIMARY GOALS
To reduce the ♦ Identify and reduce fire, marine and environmental hazards that may threaten life,
loss of life property and the environment.
and property • Provide a safe, effective and expeditious response to requests for assistance.
from fire, ♦ Develop an adequately trained work force to effectively perform their duties.
marine, + Participate in the community development planning process to improve fire,
medical andl marine, and life safety.
lironmental
♦ Encourage department personnel to assume leadership roles in the organization.
nergencies
* Plan for response to natural and man-made disasters that affect the community.
through
♦ Educate and train City employees and the community to assist them in maintaining
education,
a safe environment.
hazard
reduction and
response.
To manage
the extensive
beach,
harbor and
water
resources
within the
City of
Newport
Beach.
EM
Dechhand diving off lifeguard rescue boat in West Newport
. Training, Education, and Disaster Preparedness
Department members provide safety instruction and training to
. school age children every year through the Junior Firefighter, the
Junior Lifeguard, and Lifeguard Cadet programs. The Depart-
. ment has continued a joint education program with the Costa
Mesa Fire Department called "CPR in the Schools, Working To-
gether to Save Lives." Department personnel provide CPR and
. other safety instruction to over 700 Newport -Mesa high school
safety education students in the local high schools. Educational
. efforts are also focused on continual training of Department per-
sonnel using a combination of classroom instruction and field
drills. The Public Safety Day Open House held during Fire Pre-
. vention Week each year gives Department personnel the oppor-
tunity to demonstrate many skills that have been developed
. through extensive training and also provides close interaction
with the public.
In the past we saw the El Nino weather pattern of 97 -98. The Y2K problem is a new worry
as the millennium approaches. Violent Solar Storms will strike sometime between now
and January 2001. Solar storms will cause problems worse than the 1989 storm that knocked
out electricity to 6 million people in Quebec or last year's smaller storm that brought
down the Galaxy 4 satellite, halting news transmissions and pagers across North America.
As such, Disaster Preparedness has moved to the forefront in the minds of the community,
safety officials, and City staff. Within the Fire and Marine Department, the disaster pre-
paredness coordinator has been busy updating the City's disaster plan, developing and
implementing disaster training for City staff, and assisting City departments with the
development of disaster operation procedures. Further development of the City's Emer-
gency Operations Center and a continuing development of the community's disaster pre-
paredness efforts will aid the residents of Newport Beach should an area -wide disaster
strike.
The Fire and Marine Department is committed to ensuring that even during disasters the
City will operate efficiently and provide the best possible level of service to the commu-
nity.
47
Resource
Distribution
M
Fire and Marine (continued)
Under the direction of Fire and Marine Chief Timothy Riley, the Fire and Marine
Department is divided into five divisions: Administration, Safety Operations, Fire
Prevention, Training, and Marine Environmental. Of the Department's full -time
personnel, 88% are assigned directly to the delivery of emergency services and
management and administration of our emergency services.
Adn
St
Apparatus & Equipment
Communications
Budgeting
Mapping
Facility Management
EMS Management
Purchasing and Procurement
Beach Parking
Marine Use Regulation
Harbor Permits
Tidelands Administration
Balboa Yacht Basin
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
Ocean & Beach Safety
Fire Suppression
EMS Response
Hazardous Materials Response
Hazardous Situation Mitigation
Fire Prevention Inspections
The majority of the Fire and Marine Department's budget is funded through General
Tax Revenue and Tideland's Revenues. In 1993, the Department initiated a paramedic
service fee program that recovers expenses for emergency medical services from the
patients who receive care. In 1996, emergency ambulance transportation was added to
the medical services provided; this, too, is a service fee program paid for by users. Other
services fee systems in place include: fire permit fees, harbor facilities permit fees, the
Fire Medics program, the Junior Lifeguard program, and operation of the Corona del
Mar Main Beach and Balboa Pier municipal parking lots.
. The Fire and Marine Department budget is divided into seven specific budget programs:
Administration, Emergency Medical Services, Fire Operations, Fire Prevention, Marine
Environment, Marine Safety Services, and Training and Education. A total of 82% of
expenses incurred are direct cost for providing emergency services.
0
■ Expenditures by Budget Program:
0
Training and E
6%
■
■ Emergency Medical
6% Fire
■
■
Marine Environment Administration
Marine Safety 5% 5%
Salaries and Benefits
Maintenance and Operations
Capital Outlay
Total
General Tax Revenue
Other Revenue
Total Revenue
Personnel, Regular - Fire /Marine
Seasonal - Marine (FTE)
erations
61%
1996 -97 1997 -98 1998 -99 1999 -2000
Actual Actual Estimated* Projected
$ 12,305,863 $ 13,914,563 $ 13,859,351 $ 13,990,064
$ 2,267,778 $ 2,355,946 $ 2,493,352 $ 2,719,352
$ 117,598 $ 108,258 $ 66,430 $ 61,100
$ 14,691,239
$ 16,378,768
$
16,419,132
$ 16,770,516
$ 6,850,847
$ 7,684,513
$
7,073,162
$ 8,264,081
$ 7,840,392
$ 8,694,255
$
9,345,970
$ 8506,435
$ 14,691,239
$ 16,378,768
$
16,419,132
$ 16,770,516
122.00
124.00
126.00
126.00
30.19
34.19
34.19
34.19
added MIS Tech Support Specialist and Disaster Services Coordinator.
Allocation
Plan
Performance
Review
Fire and Marine (continued)
Service Indicators 1996 -97 1997 -98 1998 -99 1999 -2000
.Actual Actual Estimated Projected .
Fire Responses
216
238
260
260
Medical Responses
3,532
3,740
3,828
3,900
Fire Medics Membership
4,200
5,300
5,415
51500
Water Rescues
5,819
7,014
4,547
5,000
Lifeguard Medical Aids
4,746
4,941
4,805
5,000
Boats in Distress
35
42
45
50
Preventative Actions
155,411
156,019
127,339
130,000
False Alarm Responses
355
489
475
450
Other Public Assists
428
727
700
750
Public Education Hours
386
375
450*
500
Fire Inspections
7,878
7,500
6,216 **
5,500
Harbor Permits Issued
200
210
220
220
Tidelands Annual Permits
2,400
2,400
2,400
2,400
Parking Lot Attendance
397,000
372,838
400,000
400,000
Beach Attendance
8,820;600
11,614,000
8,923,429
9,500,000
New disaster services coordinator added
** New fire inspection implemented
Prevention, Hazard Reduction, and Response
The Department's fire and harbor inspectors
work in conjunction with the City's Planning and
Building Department to ensure that all new con-
struction and remodels are built in compliance
with the local and State building and fire codes.
This includes adequate exiting and built -in fire
protection. Hazards can be as simple as over-
loaded electrical outlets or potentially severe
such as improper storage of hazardous materi-
als. The City requires that all businesses be inspected annually for adherence to the fire
and life safety codes. Over 6,000 business inspections are conducted each year to ensure
the public's safety. The Department has several annual programs aimed at reducing haz-
ards such as our Weed Abatement and Hazardous Materials disclosure programs.
Annually, Newport Beach
spond to 5,000 requests for
sistance and Newport Be,
make approximately 5,000 rescues along
with over 100,000 beach related preventive
actions. Firefighters and paramedics re-
spond from six stations
and the lifeguards res
trucks, and boats.
)ughout the City
0
0
. The past saw fire suppression as the primary focus of fire agencies throughout the
county. Rapid growth during the sixties and seventies led to an equally rapid growth 1999 -2000
. in the number of fire stations and firefighters. Area of
Today, Newport Beach places an added emphasis on Emergency Medical Services (EMS) Emphasis
. and Fire Prevention; hallmarks of the expanded level of services Newport Beach citi-
zens grew to expect during the eighties and nineties.
The Newport Beach Fire and Marine Department of today and tomorrow is leading the
charge to shed the stereotypes of the past and embrace the changes that will enhance
. the delivery of public safety services.
Fire, EMS, and Marine Safety Operations have been closely allied for years. However,
the merger of these three disciplines under one operational division is paying off in
improved field services on all types of emergencies. Our joint training activities on
. Air /Sea rescue, medical emergencies, and environmental care are delivered in a new
and efficient atmosphere of cross - discipline, cooperation, and coordination. And the
. nexus between the safety services and the oversight of our unique ocean and harbor
marine environment means better care of both the people and nature parks of New-
port Beach. As illustrated, the marriage of Fire and Marine has us well positioned to
. build on past successes and to meet the future demands of a unique community.
.A successful paramedic program will provide a foundation for a comprehensive health
care system for Newport Beach citizens. While we currently provide emergency care
from the receipt of a 911 call through the transportation of a patient to an appropriate
. care facility, tomorrow will find us assisting the community through local health as-
sessment fairs, fire station -based inoculation programs, and health and wellness edu-
cation programs. We won't be doing these things alone, but rather as part of a larger
health care partnership.
. A successful fire prevention program will be expanded into other injury and damage
prevention programs. We will find ourselves delivering educational programs on such
.topics as injury prevention, healthy cardiac living, and environmental protection start-
ing in the home or business.
. Population, both age and location shifts, as well as the commercial/ industrial shifts
that will continue within the service area of the Newport Beach Fire and Marine De-
. partment, will test our ability to adapt to changing needs. It is important for us to
continue to reevaluate the needs of the community as it changes, and reevaluate the
services we provide. This will help us optimize the manner in which we deliver the
. emergency services we have available.
51
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.
52
Planning & Building
Budget Highlights
The Planning and Building Departments operate under the supervision of the Assistant City
Manager /Community and Economic Development. The budget of the Building Department
reflects contract services to handle the continuing high level of construction activity. The budget
of the Planning Department reflects the addition of a Senior Planner position and an enhanced
overtime budget, which are needed to address the large amount of development projects proposed
in the City, as well as complete many long -range programs, such as the certification of the
Local Coastal Program and community "visioning."
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 man-
ner.
♦ Enforce standards specified in the various Building Codes, as well as all applicable plan-
ning, zoning and development laws.
♦ Maintain and implement the various elements of the City's General Plan.
♦ Support efforts of the Environmental Quality Affairs Committee.
♦ Maintain and implement the City's economic development policies and programs.
♦ Improve Code Enforcement utilizing enhanced personnel resources for:
♦ Sign Code violations
♦ Use Permit conditions of approval
This Year's Objectives
♦ Implement use of the advanced "Permits Plus" system, a Windows operated, Y2K compliant
system.
♦ Automate scheduling of Building Inspections by implementing an Interactive Voice Response
system (IVR) which enables customers to automatically schedule inspection requests on the
permits system via the telephone.
♦ Train staff on the new provisions of the 1993 California Codes which go into effect on July 1,
1999.
♦ Enhance Building Inspectors' communication with customers through the use of cell phones.
♦ Continue permit streamlining program through the certification of the City's Local Coastal
Program.
♦ Continue implementation of the Peninsula Revitalization Program:
Implementation of Parking Management Plan
Design and construction of streetscape improvements
Develop facade improvement program
♦ Complete new sign regulations
♦ Continue work on priorities of the Economic Development Committee:
♦ Enhance the image of Newport Beach, including signage and public transportation
♦ Plan for Airport Area revitalization and re -use
♦ Encourage hotel development
♦ Provide improved administration and increased support of Business Improvement Dis-
tricts (BIDS)
■
■
■
■
■
■
■
. ♦ Process entitlement requests for the following major development proposals, including:
■ Planning/Administration Economic Development Building Depattrnent
. Staffing: 14, plus .5 FTE Staffing: 3 Staffing: 21, plus .5 FTE &'
$1,100,772 $424,822 3 Temp.
$2,224,273
. Planning Commission
Environmental Quality Affairs Building Code Board of Appeals
Committee Economic Development Committee Plan Review
. Advance Planning Peninsula RevitalizativiurROP Inspections
Current Plans & Projects Committee Report of Residential Building
Plan Check Business Improvement Districts Records
. Environmental Review Business Retention/Recruitment Maintain Construction and Permit
GIS/Data & Demographics CDBG Records
. Regional Planning Activities Enforce Flood Prevention Ordinance
Code Enforcement Perform Preliminary Code Review
. PLANNING DEPARTMENT
The function of the Planning Department is to promote and enhance the physical envi-
ronment and quality of life experienced by residents, visitors, property owners, and
■ businesses of the City of Newport Beach. The Department accomplishes its mission
through programs which promote high quality community and economic develop-
. ment. An important aspect of these programs is participation by the general public,
citizen advisory committees, the Planning Commission, and the City Council.
■ The Planning Department includes two divisions, Planning and Economic Develop-
ment, which provide resources for the Department's seven primary activity areas: Cur-
rent Planning, Advance Planning, Economic Development, Data/Demographics /GIS,
Code Enforcement, regional planning activities and Community Development Block
. Grant (CDBG).
♦ Conexant
. ♦ Newport Dunes Hotel
♦ Newport Center
♦ Newport Banning Ranch
. ♦ Koll Center Office
♦ Block 800, Newport Center
. ♦ Undertake a community
The Planning Department's budget reflects an increase in personnel at the Senior Planner
. level. This position is being added to provide staff resources for a substantially in-
creased workload. The department has many major projects underway, and will add a
- significant new one, the certification of the Local Coastal Program.
Department
Organization
"visioning" process to guide long -term development
The Planning Department's budget reflects an increase in personnel at the Senior Planner
. level. This position is being added to provide staff resources for a substantially in-
creased workload. The department has many major projects underway, and will add a
- significant new one, the certification of the Local Coastal Program.
Department
Organization
P1
& Building (continued)
Planning Department Expenditures by Function:
Advance
1]
Ecoromtc Development
Adminlatmtlon cledeel
2%
P12A Check 25%
12%
BUILDING DEPARTMENT
Me Enforcement
12%
nMg
The Building Department ensures the health and welfare of the residents of Newport Beach by
regulating the construction, use, and occupancy of buildings and other alterations through the
application of standardized model building codes. It continues, a tradition that can be traced
through recorded history for over 4,000 years in which people have become increasingly aware
of their ability to avoid the catastrophic consequences of building construction failures. The
Newport Beach Building Department was a key member of the uniformity effort to develop a
uniform set of codes throughout Orange County. Today's codes are possible because of their
efforts and the collaboration of building code officials and key segments of the construction
industry. The Building Department ensures that the standards set by these codes for construc-
tion are met through plan review, permit issuance and on -site inspections.
PLAN CHECK makes sure a project meets code requirements and is safe before construction
starts. It does so by reviewing construction documents for code compliance for structural,
architectural, grading, and fire safety as shown on submitted plans. This service saves the
builder from costly changes that could be made during construction and lends the additional
expertise of a construction professional to the project. The Plan Check division is proud of its
quality and timely processing of all construction documents and permits.
0
■ Building Department Expenditures by Function:
0
■
Plan Cheek
Residential Building Records
6%
Clerical Pencil Counter
5% cot
dminlstration
10%
Inspections
. n%
INsPEcrloN ensures that the work conforms to the permit, local codes, and the approved plans.
■ This is an additional protection for the consumer since it provides a check that the contractor is
following the project guidelines. This division is also responsible for conducting inspections of
. residential buildings at the time of sale or title transfer, which ensures minimum compliance with
the requirements listed on the Report of Residential Building Records. Inspectors input and maintain
all records electronically using hand held computers, which enables them to have all the information
. readily available at the building site. The Inspection division is proud both of its technical proficiency
and high productivity.
35000
300oo
95000
v
cc 21111
d
v
a
0
101
,1001
soon
9191 93.94 9i -95 9586 95 -91 92 -9! 99 -99' 99 -3101'
BUILDING
Salaries and Benefits
Maintenance and Operations
Capital Outlay
Total
1996 -97 1997 -98 1998 -99 1999 -2000
Actual Actual Estimated Proposed
$ 1,394,394 $ 1,436,985 $ 1,790,724 $ 1,763,682
$ 199,733 $ 377,488 $ 455,440 $ 455,591
$ - $ - $ - $ 5,000
$ 1,594,127 $ 1,814,473 $ 2,246,164 $ 2,224,273
. PLANNING
Salaries and Benefits $ 949,775 $ 1,084,814
Maintenance and Operations $ 152,189 $ 107,487
- Capital Outlay $ 6,700 $ 14,759
$ 1,165,949 $ 1,232,529
$ 133,067 $ 281,565
$ 20,100 $ 11,500
General Services
r--
■
Annual Department Goals
Mission
♦ Maintain high levels of Citywide cleanliness
Statement
♦ Expand management, technical, and safety training
♦ Investigate methods of increasing employee productivity
To provide
♦ Maintain expedient graffiti eradication
optimal
♦ Continue reforestation program
services and
♦ Maintain an electric vehicle program funded by grants and subvention funding
♦ Improve disaster preparation and coordination
support to
♦ Research means of reducing energy consumption Citywide
the residents,
♦ Continue to assess the privatization of services
business
♦ Finalize options to achieve 50% recycling of solid waste stream
community,
and other
City
departments
Budget Highlights
through
After six years of a shrinking workforce and growing service requirements, the General Services
dedication
Department was allocated two new maintenance worker positions in the proposed FY 1999 -
and
2000 budget.
excellence in
One of the new positions, an Equipment Operator II, will be used to staff a second Vactor truck
safety,
which is used to remove storm drain debris. With an increase in recent years of over 600 new
performance,
storm drain basins since the storm drain maintenance division was reduced by 50 %, the new
second Vactor crew will have a significant effect in keeping storm drain debris from entering the
and cost
Newport Bay and Harbor areas.
containment.
The second position, a Maintenance Worker II, will be staffed in the Operations Support Divi-
sion where a six to eight month backlog of carpentry and building repairs will be remedied. The
aging condition of the City buildings has contributed to this deficiency, but can be more ad-
equately addressed by the additional manpower.
Department staff successfully implemented an alternative fuels program in FY 98 -99. The 17
electric vehicles in the 3 -year program comprise the largest municipal EV program in Southern
California. Fuel savings from a full year's operation should exceed $15,000. The vehicles are
used in a variety of roles such as building inspection, parking lot control, administrative support,
utilities transport, and public safety roles. The continuation of this program will focus on gath-
ering cost data and researching new technology.
Following two years of major purchases of equipment, during which the City fleet was modern-
ized, we are proposing a major reduction in equipment replacement expenditures. Due to this
reduction and a general reduction in capital outlay purchases, the overall Department funding
'•�K'-} -� �._ %.b4S� °.".� _XS4 i�+. >V ✓LLLY:e"vf•+ii�.�Lt4Z�� a_i.��.
r--
■
■
g !
�z
• # c
xvyy� M
■
4 �`
,
:,
Y
k �.W+��'h <.. S,.il E�f
i'}kn•b4i � ,.r Z t . fvfi �i
4 ���••..���.}`, J} ,l �g1�y.t;�f ^`^
.. ..... Zyr} t5.w 'S
/r:. fli
:...
Beach Maintenance Crew
Resource Distribution
Administration
Number of Personnel: 5
.
The General Services
Proposed Budget: $453,745
Department is comprised of the
following nine divisions:
Building :Maintenance
Field Mawtenance
.
Number of Personnel: 5
Number of,Personnel: 37
• Administration
Proposed Budget: $693,026
posed Budget: $3,477,679
■
• Building Maintenance
Refuse
Operations Support
.
• Field Maintenance
Number of Personnel: 9
Proposed Budget: $ 710,551
"
Number of Personnel: 31
Proposed Budged $4;189,096
Department
• Operations Support
' `
Organization
■
Refuse
Parks Maintenance
..
--Street Trees
• Parks Maintenance
"Number of Personnel: 18
oposed Budget. $2;458 91A
Numbei of Personnel 2
Proposed Budget „$642,730:
• Trees
Street
Egwpment Maintenance.'
Fgwpment Replacement
.
Equipment Maintenance
Number of Personnel 13 ';
Budget $1,555 232
Number g .Personnel 0
Budget $1 894 200
posed
posed
• Equipment Replacement
.
TOTAL
$16,077,172
122 Positions
General Services (continued)
Costs Distribution by Division:
EQUIPMENT
EQUIPMENT PLACEMENT
MAINTENANCE 12%
10%
STREETTREES
4%
15%
ADMIN. BUILDING
3% MAINTENANCE
4% FIELD
MAINTENANCE
22%
- SUPPORT
REFUSE 4%
260A
All the General Services Department Divisions are funded from General Fund
Revenues, with the exception of the Equipment Maintenance and Equipment
Replacement Divisions. Those two divisions are funded from revenues paid
into the Internal Service Fund (ISF) for equipment maintenance and
replacement by all departments 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 $3.45 million ISF has been managed by
the General Services Department since July 1993. Of the $1,896,200 allocated
for new vehicles and equipment, $510,000 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 $715,000 annually. The surcharge revenue is
used only to pay for expenses directly related to the recycling of residential
solid.waste collected by City crews.
1996 -97 1997 -98 1998 -99 1999 -2000
. Actual Actual Estimated Proposed
Salaries and Benefits $ 6,983,393 $ 6,980,057 $ 7,386,960 $ 7,553,550
Maintenance and Operations $ 5,908,696 $ 6,467,719 $ 6,444,733 $ 6,615,076
■ Capital Outlay $ 1,646,503 $ 1,720,367 $ 1,952,453 $ 1,398,547
Debt Service (1) $ 581,069 $ 646,655 $ 662,196 $ 510,000
. Total (2) $ 15,119,661 $ 15,814,798 $ 16,446,342 $ 16,077,173
. Personnel 125 123 120 122
(1) Payments on lease /purchase of vehicles
■ (2) Includes Equipment Maintenance and Replacement Fund Expenditures (Internal Service Fund)
Allocation
Plan
59
General Services (continued)
Meeting the Challenge
Supervisory staff continue to document and compare City employee costs versus
contract personnel costs to ensure competitiveness with the private sector. As per
Council direction, Parks Maintenance will continue to be privatized in FY 1999-
2000 through personnel attrition.
As noted by the preceding Service Level Indicators, productivity in the majority of
the service areas are predicted to increase as City buildout continues to 100 %. The
increased output has been achieved with fewer personnel highlighting the increase
in Department efficiency through better equipment, higher technology, and employee
initiative.
The modernization of the refuse collection vehicle fleet has been completed with
enhanced truck controls, easier loading bins, and added safety devices such as video
cameras mounted on the rear of the larger units. Overtime should decrease with
continued improvement of employee productivity. The Refuse Division continues to
collect more tons of refuse (2,000 more tons in 1998) from more homes (over 800
new homes) with the same staffing levels.
No additional expense is expected in operating the Electric Vehicles (EV) fleet as
the 3 -year lease fees have been paid in advance and the vehicle maintenance and
upkeep are included in the lease cost. Savings are expected to increase as the seven-
teen EV vehicles accumulate a full year of use. More uses for electric equipment
will be developed including electric patrol bikes for the Police Department.
FY 1999 -2000 should be a year of stability for the General Services Department as
staff addresses the maintenance of large increases in parkland and open space. We
are confident that we will continue to provide a high level of service to residents, the
business community, and other City departments while remaining competitive with
private enterprise.
.9
. Service Level Indicators
■
■
1995 -96 1996 -97 1997 -98 1998 -99 1999 -00
Actual Actual *Actual . Estimated Proiected
Public Restrooms Serviced
44
51
52
53
54
City Restrooms Serviced
82
92
92
92
93
City Buildings Serviced
65
66
67
67
68
Street Patching (tons of mix)
3,385
4,130
2,403
3,500
3,700
Sidewalk Repair (square feet)
48,889
52,728
36,055
35,000
40,000
Curb & Gutter Replacement
7,039
3,641
3,162
2,000
2,500
Street Sweeping (miles)
45,096
45,352
46,797
46,000
48,000
Beach Cleaning (tons of refuse)
2,783
2,817
7,050
6,000
6,000
Regulatory Signs Posted
5,361
5,158
5,411
5,500
5,500
Street and pavement marking (feet)
361,836
452,194
333,686
350,000
360,000
Graffiti Incidents
3,136
2,929
2,929
3,500
3,600
Refuse (number of homes)
26,320
26,320
26,700
27,300
27,600
Refuse Collected (tons)
35,625
37,731
39,967
42,000
42,500
Number of Parks Maintained
40
43
44
47
48
Number of Trees Trimmed
7,988.
7,023
7,793
10,400
10,000
Number of Vehicles Serviced
6,183
6,350
6,156
6,850
7,938
' FY 97 -98 Maintenance Activities affected by El Nino storm response efforts
Equipment Maintenance Facility
Performance
as af7'l l
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.
by
Communi
Budget Highlights
■
Services ■
In the 1999 -2000 budget year,.Cornmunity Services staff will continue to maximize resources through
an interdepartmental approach to service and through the coordination and utilization of the talents
of individuals and groups in the community. To maintain quality services, the Department uses a
large 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 services and funds from
the Friends of OASIS support the Senior Services Division. Gifts from local service clubs and
homeowners associations enhance Recreation Division resources.
Children learn sailing Jividamentals in a Recreation Services Spring Break Camp.
1999 -2000 Budget Goals
♦ Utilize the synergy of the Arts, Library, Recreation, and Senior Services functions to enhance
community programs, services, and the cultural life of the City.
♦ 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 effi-
ciency.
♦ Provide a broad range of recreation and leisure opportunities for residents of all ages.
♦ Plan and monitor the construction of new park fa-
cilities.
♦ Provide abroad range of projects and programs for
public art, cultural arts, education, and cultural events.
♦ Support the work of the City Arts Commission, the
Board of Library Trustees, and the Parks, Beaches
and Recreation Commission.
Recreatia
Seniors Adlnin Arts &
Recreation 7% 6% Cultural
■
■
■
ry
COMMUNITYSERVIC�SDIRE(°IOR/CITY "LIBRARIAN "u ". " '
"STAFFING; 2 FT; 1.7 M, ,
$388,843
.$109,698
Three Annual Juried Art Shows
City Hall & Library Galleries
Arts & Cultural Grants
Public Art Projects
Support for City Arts Commission
Sister City Association
Newport Theatre Arts Center
Newport Beach Arts Foundation
ncu cu�routu.xiv�ca
Staffing 8 FT,1147 FTE
$1,606;482
Youth Programs /Sports
Aquatic Programs
Adult Sports
Fee -Based Classes/Programs
Youth Camps
Special Events
City Youth Council
Special Event Permits
Support for Parks, Beaches &
Recreation Commission
Youth Sports Commission
Newport Harbor Lawn
Bowling Association
Sta
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
= includes debt service and Ackerman Equipment
V
City of Newn_ort Beach
eye =
-----------
Department
Organization
Organization
Community Services (continued)
Young girls dress like heroines from the American Girls
Collection at the library's annual American Girls Tea.
Department Organization
The Community Services Department offers a diverse range of public services that form the
spine of the City's social infrastructure. The four service divisions operate through inter- depart-
ment cooperative activities, under the direction of the Community Services Director /City Li-
brarian. Three City Council- appointed boards and commissions play critical roles in service
provision —the City Arts Commission, Board of Library Trustees, and Parks, Beaches and Rec-
reation Commission.
The Administrative Services Division consists of the Department Director, Executive Secre-
tary, part-time Fiscal Clerk, and the part-time Media and Graphics Specialists who support the
Newport Navigator and other promotional activities
The Arts & Cultural Services Division supports the City Arts Commission, Newport Beach
Arts Foundation, Sister City Association and the Newport Theatre Arts Center. Projects and
programs include art exhibitions and local arts and cultural events. The division budget also
provides for Cultural Arts Grants awarded annually by the City Arts Commission.
The Library Division responds to customer demands for informational and recreational re-
sources in print, electronic and audiovisual formats. Technology opens the door for easy access
to the library's online catalog NEMO and a wealth of online resources at the libraries and at the
customer's home or office. Adult programs, preschool story times and events for school -age
children occur regularly. The Distinguished Speakers Lecture Series, in its third year in 1999-
2000, presents major cultural events in the Central Library facility. Literacy Services provide
one -on -one tutoring by trained volunteers for adults
The Recreation Division provides a broad array of activities, sports programs and classes for
community youth and adults, including year -round adult sports leagues, seasonal swim lessons
and youth camps. Contract instructors are utilized for class instruction; and part-time instructors,
lifeguards and recreation leaders staff the sports and leisure activities.
The Senior Services Division provides a variety of services related to education, creative arts,
recreation, advocacy, leadership development, employment, health, nutrition, counseling and
other support functions for seniors. The staff of three professionals provide programs to enrich
the lives of older adults and their family members, available both at OASIS Senior Center and in
0
0
■ Utilization of Resources
.The Community Services Department utilizes
a dedicated corps of volunteers equivalent
to 27.35 full -time employees (4 in Recreation
. Services, 8.6 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 30% of the
Department operational budget.
11
Team camaraderie is part of the fun of Goal for li. Recreation Services'
introductory soccer program that stresses enjoyment of the game.
ANTICIPATED PERCENT RECOVERY
BuDOET REVENUE oP DIRECT COSTS
Service Indicators
Administration
$ 358,843
$ 0
0%
.
Arts & Cultural Services
109,698
3,000
3%
Transportation services
Library Services
4,481,451
621,150
14%
.
Recreational Services
.1,606,482
1,382,525
86%
Cultural grants awarded
Senior Services
444,054
105,000
24%
.
Department Total
$7,000,528
$2,111,675
30%
Service Indicators
66,000
65,400
66,000
66,000
Client services
1996 -97
1997 -98
1998 -99
1999 -00
Transportation services
ACTUAL
ACTUAL
ESTIMATED
PROPOSED
Art exhibits & juried shows
18
20
20
20
Cultural grants awarded
$40,000
$40,000
$40,000
$40,000
Library circulation of materials 1,415,000
1,430,000
1,240,000
1,300,000
Customers served
905,000
915,000
775,000
825,000
Reference questions asked
179,100
181,000
183,000
185,000
Programs
16,900
16,900
16,300
17,500
Recreation
Special events
40,050
42,000
45,000
45,000
Fee -based programs
270,000
271,000
272,000
272,600
Co-sponsored youth organizations
126,000
128,900
132,500
135,500
Senior Programs /classes
66,000
65,400
66,000
66,000
Client services
11,000
10,500
10,500
11,000
Transportation services
12,000
12,800
13,000
13,000
Referral services
14,688
14,890
14,000
14,000
Utilization
of Resources
65
Department
Highlights
,� �.
Community Services (continued)
Department Highlights
Although Community Services programs provided direct, one -on -one services, technology
enhanced the work of department staff and volunteers. The quarterly NewporlNavigatorprovided
information about the services of each division and available fee -based activities.
Arts & Cultural Services Division, with the City Arts Commission, provided new programs
including a fall Plein Air Painters art show, a screenwriters panel introduction to the Newport
Beach International Film Festival, and the juried Photography Exhibition. Members of the Arts
Commission assisted in the organization of the Board of the new Newport Beach Arts Foundation.
The focus for 1999 -2000 will be expanded programs and outreach activities related to the growth
of cultural activities in the City.
Library Division completed development of two new specially funded collections— American
History and the Arts. Literature was identified by trustees as the third area for retrospective
development in FY 1999 -2000, pending funding. Excellence on Purpose, the 18 -month trustee
planning process, addressed user friendliness, marketing, staff development, funding, and
advocacy. All public library terminals shifted to graphic interface for on- and- offsite access to
NEMO, the digitized catalog of library materials, and access to numerous online databases.
Recreation Division staff worked with the Parks, Beaches & Recreation Commission to conduct
public hearings and final conceptual plans for the Bonita Canyon park site. This park and the
Arroyo Park are anticipated for completion in the year 2000. Program registrations can now be
done by accessing the Newport Navigator through the City of Newport Beach home page. Adult
basketball, softball, and volleyball leagues combined for over 775 teams. Many teams were
turned away due to a lack of available facilities. Youth sport groups participation increased
10 %.
Senior Services Division met the challenge of the ever changing needs of older adults and
developed activities that are intellectually and physically stimulating. The Health Fair incorporated
a fitness component to address preventative health issues. Computer courses and a networking
group have kept seniors up -to -date with the newest technology. Creative writing, Foreign Policy
Discussion and History of Orange County courses stimulated the intellect.
Hands -on art arts and crafts are among activities parents and kids
can enjoy at Recreation. Services' amital Balboa Family Festival.
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■
■ Budget Considerations
. Budget
Consider -
. v ations
r ,
F
■
■
■
Guests preview the work of local
artists at Arts & Cultural Services
spring and fall juried shows.
The Arts & Cultural Services Division will increase opportunities for local arts and cultural
events within the City.
The Library Division will focus on implementing recommendations of the planning task force,
Excellence on Purpose. Enhancements will improve the Central Library environment; provide
easy customer access to resources; and increased marketing of library programs, services and
resources. Service to teens will be highlighted with the redesigned young adult section of the
Central Library and the hiring of a Young Adult Librarian.
The Recreation Division continues the difficult search for available athletic playing fields and
gymnasium sites. With the expansion of all youth sports groups 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 continually faces the challenge of meeting the needs of a growing
older population while remaining within the budget available. The division's goal is to identify
the needs of the community's older population and to develop innovative services and activities
that meet these needs.
Each division continues to be aggressive and successful in developing grant proposals and securing
>ources otoutslae
1996 -97 1997 -98 1998 -99 1999 -2000
Actual Actual Estimated Proposed
Salaries and Benefits
$
3,447521
$
3,517,180
$
3,975,199
$
4,078,994
Maintenance and Operations
$
2,248507
$
2,406,437
$
2,384,612
$
2,782,034
Capital Outlay
$
21,473
$
32,140
$
244,048
$
28,500
Total Expenditures
$
5,717,501
$
5,955,757
$
6,603,859
$
6,889,528
General Tax Revenue
$
3554,295
$
3,647,966
$
4,277,856
$
4,777,853
Fees for Services
$
1,368,747
$
1,465,594
$
1,500,367
$
1546,525
Intergovernmental Reimbursements
$
323,663
$
334,455
$
417,066
$
340,000
Other Miscellaneous Revenue
$
470,796
$
507,742
$
408,570
$
225,150
Total Revenue
$
5,717,501
$
5,955,757
$
6,603,859
$
6,889,528
Personnel
90.55 FTE
91.27 FTE
91.27 FTE
91.27 FTE
Allocation
Plan
A
Mission
Statement
To provide
quality, cost
effective
public
works and
services to
the
community
of Newport
Beach.
Z
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 pro-
gressive 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/developmentprogram by continuing the performance evalu-
ation process.
♦ To improve overall operations and increase efficiency by establishing Departmental policies and proce-
dures.
♦ To facilitate the storage and retrieval of information by developing and implementing a Departmental
records management system. 11
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.
199697
Actual
PUBLIC WORKS - ADMINISTRATION
1997 -98 1998 -99 1999 -2000
Actual Estimated Proposed
Salaries and Benefits
$
340,106
$
311,258
$
359,434
$
364,444
Maintenance and Operations
$
79,953
$
72,143
$
61,069
$
58,449
Capital Outlay
$
26,197
$
14,666
$
17,153
$
6,600
Total
$
446,256
$
398,067
$
437,656
$
429,493
Engineering Services is primarily responsible for the City's Capital Improvement Program,
including planning, 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.
PUBLIC WORKS - ENGINE
Salaries and Benefits
Maintenance and Operations
Capital Outlay .
Total
1996 -97 1997 -98 1998 -99 1999 -2000
Actual Actual Estimated Proposed
$
1,041,231
$
1,091,677 $
1,137,398
$
1,115,879
$
177,848
$
113,739 $
158,043
$
159,934
$
7,984
$
- $
4,000
$
9,500
$
1,227,063
$
1,205,416 $
1,299,441
$
1,285,313
. 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.
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 groundwater supply system, with water wells in
Fountain Valley, provides 70 to 75% of the City's water. This division is responsible for
operating and managing the system.
1996 -97 1997 -98 1998 -99 1999 -2000
Actual Actual Estimated Proposed
Salaries
$
1996 -97
$
1997 -98
1998 -99
3,329,543
1999 -2000
3,395,303
Maintenance and Operations
Actual
11,607,681
Actual
Estimated
$
Proposed
PUBLIC WORKS - TRANSPORTATION & DEVELOPMENT
SERVICES
Capital Projects
$
Salaries and Benefits
$
913,806
$
934,581
$ 969,663
$
1,024,142
Maintenance and Operations
$
358,729
$
352,973
$ 379,893
$
393,954
Capital Outlay
$
2,650
$
5,942
$ 4,467
$
4,000
Total
$
1,275,185
$
1,293,496
$ 1,354,023
$
1,422,096
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 groundwater supply system, with water wells in
Fountain Valley, provides 70 to 75% of the City's water. This division is responsible for
operating and managing the system.
1996 -97 1997 -98 1998 -99 1999 -2000
Actual Actual Estimated Proposed
Salaries
$
2,969,384
$
3,208,304
$
3,329,543
$
3,395,303
Maintenance and Operations
$
11,607,681
$
9,619,010
$
10,042,891
$
10,247,469
Capital Projects
$
5,755,337
$
9,008,877
$
5,894,453
$
3,736,893
Debt Service
$
1,706,421
$
784,390
$
1,690,209
$
1,662,612
Total Expenditures
$
22,038,823
$
22,620,581
$
20,957,096
$
19,042,277
Charges for Services
$
19,519,692
$
18,598,408
$
18,894,200
$
18,718,500
Use of Money & Property
$
730,989
$
601,194
$
205,000
$
335,000
Sales of Oil & Gas
$
767,373
$
560,262
$
745,000
$
470,000
Other Revenue
$
687,614
$
240,408
$
55,000
$
46,000
Transfer (To) From Reserves
$
333,155
$
2,620,309
$
1,057,896
$
(527,223)
Bond Proceeds
$
-
$
-
$
-
$
Total Revenue
$
22,038,823
$
22,620,581
$
20,957,096
$
19,042,277
M.
Department
Organization
70
Public Works (continued)
Staffing 5'
$429.493
Traffic Engineering
Budget Subdivisions
Personnel Administration GIS
Contract Administration Parking Meter Operations
Administrative Support Permit Processing
*includes AOMD omeram
Special Projects
■
Water
Capital Projects
Jamboree Road and Bison Avenue Wastewater Pump Station Abandonment: In February 1998, the City Council
Wastewater
Design
Electrical
Construction
at which time the flow was sent to IRWD. The Jamboree Road station will be abandoned by the summer. of 1999.
Oil & Gas
Department Highlights
The Department reached significant milestones in its Capital Improvement Program during FY 1998 -99 including:
Corona del Mar Water Main & Alley Replacement Projects: This year marked the completion of this multi -phase
multi-year effort to replace the deteriorated 1920s vintage cast -iron water mains along with improving the asphalt
alleys to concrete. This year's phase totaled approximately 1 mile of pipelines at an overall cost of just under
$800,000.
■
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■
■
■
■
■
■
■
Street Light Replacement: This year's efforts included finalizing the replacement around Balboa Island. In addi-
tion, portions of the Peninsula were completed. Staff also completed a revised 14 -year Master Plan reducing
■
expenditures by $3.9 million.
Jamboree Road and Bison Avenue Wastewater Pump Station Abandonment: In February 1998, the City Council
■
approved an agreement with Irvine Ranch Water District (IRWD) to accept flow from these two stations, thus
allowing the City to abandon the stations. The Bison Avenue station was demolished by City crews in January 1999,
.
at which time the flow was sent to IRWD. The Jamboree Road station will be abandoned by the summer. of 1999.
Green Acres Project: OCWD completed the transmission main into Newport Beach in the spring of 1998. The ■
City embarked on converting seven major water use sites to reclaimed use. The he Corona del Mar High School fields,
Bluffs Association green belt, Eastbluff Park, Bonita Creek Park and the median irrigation along Jamboree Road
will be converted to reclaimed water use. Portions of these sites are under construction. In addition, work was ■
completed on the Big Canyon and Newport Beach Country Clubs to convert both of these courses to reclaimed use.
The City -owned and operated reclaimed pump stations for these two sites became operational in the spring of
1999. ■
MacArthur Boulevard Segment II (approximately 1,000 feet northerly of San Joaquin Hills Road to Ford Road):
This project was completed in the spring of 1999. It included the widening and reconstruction of MacArthur Bou- ■
levard, installation of curb and gutter, 12 -foot sidewalks, street lighting and an 8 -foot bike lane along each side of
the new roadway. ■
Pavement Maintenance Program: The City's most aggressive pavement maintenance program was implemented.
One hundred thirty -two lane miles of streets were rehabilitated at a cost of $1.1 million. Most of this work was ■
slurry sealing local residential streets.
Bridge Seismic Retrofit Program: The Newport Island, Balboa Island, and Lido Island Bridges were all retrofitted
to the latest seismic standards at a cost of $3 million.
Pacific Coast Highway/Newport Boulevard Interchange Improvements: The City completed the widening of 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.
Balboa Boulevard Underground Assessment District No. 71: This project provided for the undergrounding of the
overhead utilities between "A" Street and "H" Street. It was completed in April 1999.
Newport Boulevard Underground Utility District No. 14: This project located between 32n0 Street and the Arches
Bridge was completed in June 1999 using Southern California Edison funding.
Subdivision Completions: There were sev-
eral major subdivision projects completed
and the final acceptance for their public im-
provements processed during 1999. Devel-
opments included the Castaways Develop-
ment (119 homes), the Harbor Cove De-
velopment (173 homes), the Colony De-
velopment (245 condominiums) and
Baypoint Development (300 condo /apart-
ments).
Light Emitting Diode (LED) Conversion
Program: Significant energy savings will
be realized from the first phase of a multi-
year project to convert incandescent traffic signal lamps to Light Emitting Diodes (LED's).
LED units installed. These units use one -sixth of the energy used by the lamps they replaced.
There were over 250
Traffic Turn Lane Construction: Plans were prepared and acontract awarded for the construction of a free right turn
. lane from Eastbluff Dri ve onto Jamboree Road near Corona del Mar High School. This improvement is expected to
reduce congestion at one of the busiest intersections in the City during the morning commute period.
. The Department's FY 1999 -2000 Capital Improvement Program includes the following major projects:
Bonita Canyon Park Improvements: Improvements planned to the park include soccer and baseball fields, restrooms,
. parking lots, turf area and a tot lot. The project budget is $5.9 million.
.Pavement Rehabilitation Project: Projects include Irvine Avenue, Jamboree Road, San Joaquin Hills Road, MacArthur
Boulevard and Balboa Boulevard will be completed for a cost of $4 million. In addition, $1 million is planned for
other slurry and street rehabilitation projects.
. Storm Drain Master Plan Project: Storm drains improvements will be constructed in various areas of the City
based on their priority as assigned in the master plan document. The City has $40D,000 allocated for this project.
. Peninsula Gateway Park Improvements: The City will be landscaping, installing donor walls, signage walls and
irrigation at the gateway parks. The City has allocated $300,000 for this improvement.
. Big Canyon Water Pump Station Improvements: This year Staff will embark on an improvement project where by
the 30 year-old pumps that serve the upper zones east of MacArthur and north of Fifth Avenue in Corona del Mar.
.The project will include emergency generator or gas driven pumps and the replacement of all existing electric
motors, pumps and controls. Though construction of this $750,000 project will begin in spring of 2000, comple-
tion will be sometime in the fall of 2000.
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General
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Capital Improvement Program N
p p g �
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 1999 -2000 CIP totals $22,887,753 and consists of over 100 projects. The CIP
was developed with input from all 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:
1999 -2000 Capital Improvement Projects by Fund
Bonita Canyon Development CIOSA
18% 1%
Orange County Combined
Transportation Funding
Program 6%
Circulation and
Transportation
3%
Contributions
1%
Gas Tax
7•k
General Fund
General Fund
33%
Wastewater Enterprise
7% Water Enterprise
14%
Community Development
Block Grant
2%
ide and Submerged Lards
5%
Building Excise Tax
3%
The General Fund projects total $6,986,443 (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, and the Police facility ($478,643)
• Storm Drain Improvement and Master Plan ($760,000)
• Sidewalk, Curb, and Gutter Replacement Program - Public Works /General Services
($300,000)
• Street, Alley, Bikeway, Parking Lot Improvements - Public Works /General Services
($700,000)
• Economic Development ($90,000)
• Street Light Replacement Program ($320,000)
• Police Strategic Information Systems and 800 MHz System ($825,000)
• Various Park Improvements ($150,000)
• Balboa Island Bridge Pedestrian Walkways ($500,000)
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Community Development Block Grant Fund
Community Development Block Grant (CDBG) funds are allocated to local governments from
CDBG
the federal government, based upon a formula and are required to be used within broad functional
areas for community rehabilitation and housing. CDBG funding totals $385,000 and includes the
Balboa Peninsula Revitalization Project. This project provides 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
Tide &
to the operation of the City's tidelands, including beaches and marinas. Projects in this fund total
Submerged
.
$1,077,000. Major projects include:
Land
• Balboa Island Bayfront and Sidewalk Repairs ($100,000)
• Newport/Balboa Piers Repairs ($150,000)
• Upper Newport Bay Sediment Programs ($190,000)
■
Beach Replenishment Program ($35,000)
• Oil Field Improvement ($200,000)
.
Lifeguard Facilities Maintenance Program ($75,000)
Building Excise Tax Fund
.
The Building Excise Tax Fund is used to account for revenues received from builders and
Building
developers on building and remodeling projects within the City. Expenditures from this fund are
Excise Tax
.
used exclusively for fire safety, libraries, parks, beaches, or recreational facilities. Projects in
this fund total $509,417 and will be used for public facility improvements and include:
.
• Fire Station Modifications and Upgrades ($140,000)
• Playground Equipment Replacement Program ($60,000)
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• Library Improvements and Enhancements ($220,000)
Water Enterprise Fund
Water
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Funds for capital projects in the Water Enterprise Fund are derived from water service charges
Enterprise
and are used for the rehabilitation and expansion of the City's water service. Projects in this
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fund total $2,603,093. The projects encompass distribution and piping; water system repairs;
and pumping and operating. Major projects include:.
■
Water Main Master Plan Improvement Program ($250,000)
• Water Transmission Main Master Plan Improvement Program ($225,000)
.
Pump Station Improvement at Big Canyon Reservoir ($764,000)
Wastewater Enterprise Fund
Wastewater
.
Projects in this fund total $1,133,800 and include sewer main and pump station improvements.
Enterprise
Projects include:
•
Master Plan Sewer Main Improvements ($225,000)
Master Plan Sewer Pump Improvements ($300,000)
.
• Jamboree Road/Bison Pump Station Abandonment ($293,000)
75
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Capital Improvement Program (continued)
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 1999 -2000 include:
• Pavement Management Program Preventive Maintenance ($250,000)
• Pavement Management Program Major Maintenance ($1,020,000)
• Pavement Management Program Reconstruction ($816,000)
• Traffic Signal, Channelization, and Traffic Safety Improvements ($370,000)
• Balboa Boulevard Reconstruction - Phase I ($700,000)
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 $2,105,000.
Contributions Fund. The Contributions Fund is used to account for revenues received from
other governmental agencies or private developers and expended for specific street or highway
construction projects. Projects in this fund total $60,000.
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
$431,040.
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 Tumback funds ($954,960).
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Circulation Improvement and Open Space Agreement Construction Fund. The
■ Circulation Improvement and Open Space Agreement ( CIOSA) is a development agreement
between the City and The Irvine Company to finance expenditures relating to the construction and
acquisition of certain public capital improvements. The CIOSA Construction Fund has been
. established to account for the construction proceeds and expenditures related to special assessment
district, 95 -1. Projects in this fund total $260,000.
0 Bonita Canyon Development Construction Fund. A Joint Powers Authority between
the Newport-Mesa Unified School District, the Irvine Unified School District, and the City of
■ Newport Beach was formed to finance school facility improvements and the acquisition and
development of certain public improvements located in the Bonita Canyon area recently annexed
. by the City of Newport Beach. Financing proceeds will be derived from Community Facilities
District (CFD) bonds which will be sold in the name of the JPA. This fund has been established
to account for the City's portion of construction proceeds and expenditures related to the JPA and
CFD 98 -1. Projects in this fund total $5,912,000.
. 1999 -2000 Capital Improvement Projects
Police Strategic Information
and 800 MFh Systems
5%
Storm Drain Improvements
3%
Street, Alley, Bikeway &
Parldng Lot Improvements
7%
Pavement Managemer
6%
Facility and Infrastructure
Maintenance and
Other Imprevernsnis
8°h 8%
Bonita Canyon Development
190%
Sidewalk, Curb & Gutter
Replacement Program Wastewater Facility Economic Development
2% Improvements and Environmental
7% 5%
Street and Arterial
Maintenance and
Construction
f 0%,
Park Beach and Recreation
Facility Improvements
W.
Water Facility Improvements
14%
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 1999 -2000 are budgeted and appropriated this fiscal year. It is the City's
policy to appropriate sufficient funds for all projects scheduled during the coming budget year. If
■ projects are not completed nor funds encumbered by fiscal year -end, the projects are reconsidered
as part of the following fiscal year budget process.
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CITY OF NEWPORT BEACH
■ 1999 -2000 RESOURCE ALLOCATION PLAN
DESCRIPTION OF INTERNAL SERVICE FUNDS
The City continues to provide for the financing of certain functions through the use of Internal
. Service Funds (ISF). The purpose of these funds is to facilitate the management of some types of
expenditures on a centralized, as opposed to decentralized (by department) basis, without losing
the visibility of each Department's share of the overall cost. Each Department has been required
. to budget for the cost of these functions at a pre - determined rate, as opposed to attempting to
project actual costs at the Department level, which would be required if there was no ISF
. mechanism. Funds are then collected from each Department at the pre - determined rate by the
Internal Service Fund during the course of the year. All actual expenditures for the function in
question (for the City as a whole) are then made from the Internal Service Fund.
The City has established 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 this
year, and to address at least part of any reserve deficiencies. This year's contribution by
departments, which constitutes revenue to the ISF, is projected to be $1,780,000. This should
constitute sufficient resources to fund budgeted expenditures, in addition to offsetting a large part
of the accumulated deficiency of $298,000.
• Each Department's share of the City's anticipated Workers' Compensation expenses was
determined by an analysis of claims history by labor class in Newport Beach as compared to the
. same information for the State as a whole. Based on this data, appropriate rates were established
for each labor class in the City. These rates were then used to determine the budget base needed
. in each Department to accumulate the total anticipated Insurance Reserve Fund requirement to
pay all Workers' Compensation claims and related expenses for this budget year (approximately
$2,100,000). Similar to the situation with Liability, there is an accumulated deficit for Workers'
Compensation. Therefore $3,180,000, or a projected excess of $1,078,000 is being collected.
This amount will fund about half of the long - standing deficit.
Departmental payments into the Insurance Reserve Fund for Compensated Absences are based
on a percentage of salary. That percentage is set at a level which will accumulate a sufficient
■ monetary base within the fund to accommodate current year expenses, and begin building a
stronger reserve for the future. This year's contribution to the Fund for this purpose is budgeted
. at $1,000,000. This level of funding exceeds the projected annual expense, thereby reducing the
long -term unfunded liability in this account.
• 81
0
Departmental Disability premium payments to the Internal Service Fund represent one percent of
salary. This amount is charged to each individual employee as part of the payroll process. The .
amount collected covers the City's cost of insurance coverage, as well as the City's out of pocket
expenses for the program. ■
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, is 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 i
service, can be found on line 8024 of the respective M &O budget sheets.
For Fiscal Year 1999 -2000, City expenditures from Internal Service Funds are projected as
follows:
Equipment Maintenance: $1,555,232
Equipment Replacement: $1,896,200 .
Compensated Absences: $1,000,000 .
Workers' Compensation: $3,102,635
Disability Coverage: $ 312,809*
General Liability: $1,597171 * •
*Includes legal services, insurance premiums, contract administration, claims & settlements, and ■
payments to providers of medical service.
82 ■
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FIXED ASSET SCHEDULE
Schedule of General Municipal Property
as of June 30, 1998
Year of
Description Acquisition
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
Ocean Front Parking Lot
1948
1973
1983
1962
1952
1971
1993
1948
1958
1965
1920
1958
1963
1966
1992
1994
1973
1929
1929
1919
1905
1952
1965
1925
1995
Historical
Cost
1,341,003
2,138,517
1,129,351
109,802
479,534
595,597
825,614
57,535
102,866
163,987
144,238
148,295
151,727
42,035
7,400,000
8,000,000
77,028
127,285
3,309,895
4,307,296
24,250
36,522
500,000
38,390
319,818
776,934
25,693
PW
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Income Property
City of Newport Beach
California
Administrative Services Department
��j A / td 1 American Legion Hill, boat storage, slips
� 215 15th Street
2 Balboa Angling Club Clubhouse, dock
200 A Street
Balboa Bay Club Apts., club, et al
1221 Coast Hwy West
Balboa Comm. Center Balboa Power squadron
1714 Balboa Blvd. West
JJ
Boys &Girls Club Club & Gymnasium
2555 Vista del Oro
��( ���• 6 Balboa Ferry Ferry loading & storage
P.I. Street
�f0 7 Balboa Pier Ruby's Restaurant
End of pier
8 Balboa Yacht Basin Sops &AGsc.
u Harbor Island Drive
9 Balboa Yacht Club Tidelands
1801 Bayside Drive
FASHION 10 Beacon Bay 72 Home Sites
ISLAND
Harbor Island Drive
11 City-County Dock Newport Arches Marina
\ \\ / 3333 Coast Hwy West
1 \\
12 CDM Beach Food Concession
State Beach
13 13 Girl Scout House Da cam
`\\ 1 1700 Balboa Blvd. West
(j..A, ..... l �I
14 Harbor Island Leases Encroachments
Harbor Island
Lido Bay Front Park, boat storage, slips
Lido Isle peu.iter
16 Marina Park 58 mobile homes
1770 Balboa Blvd. bleat
I�,'7j`�6 17 Newport Pier Fisherman§ Restaurant
�V <� End of Pier
s )�'vr fir ? -ri 1
18 Oil Operations Oil & lies webs
Newport Shores
�� ���� � ✓r> 4
19 Radio Tower Antenna
949 West 16th Sleet
20 Telescopes Pay telescopes
Balboa & Newport Piers
21 44th Street House Duplex
204 & 204 1/2 44th Street
& 9�Jti7ill1ul�I+ii . 22 38th &Lake Triangle Parking
3 1 gj �E R'
!gl e� ipl�l��i', COFONA �illi Newport Inter tlon System
enminlarrative toes Den9rtmmI
Neremnor 1999
M
FIXED ASSET SCHEDULE
Proprietary Fund Type
Schedule of Structures, Improvements and Equipment
as of June 30, 1998
Water Utility
Mains
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
Historical
Accumulated
Net Book
Cost
Depreciation
Value
$ 26,747,811
$ 17,705,257
$ 9,042,554
3,355,089
2,334,501
1,020,588
3,368,980
487,591
2,881,389
10,599,760
587,985
10,011,775
3,843,030
703,504
3,139,526
2,516,677
1,292,065
1,224,612
639,011
224,016
414,995
12,501,838.
762,673
11,739,165
532,565
87,043
445,522
1,034,462
41,379
993,083
205,793
60,725
145,068
65,345,016 24,286,739 41,058,277
627,374 570,666 56,708
$ 65,972,390 $ 24,857,405 $ 41,114,985
■
Wastewater Utility
Mains $ 27,654,310 $ 18,709,754 $ 8,944,556
Pumping Stations 7,589,599 4,579,536 3,010,063
Total Structures and Improvements 35,243,909 23,289,290 11,954,619 .
Equipment 43,797 43,797 0 .
Total Wastewater Utility $ 35,287,706 $ 23,333,087 $ 11,954,619
Fleet Management .
Total Fleet $ 11,154,336 $ 5,110,773 $ 6,043,563
88 0
0
• EQUIPMENT MAINTENANCE AND REPLACEMENT FUND
• Schedule of Rolling Equipment Replacement (FY 1999 -2000)
■ Public Safety Departments Other Departments
• FirelMarine Department Building Department
■ Pumper (Lease- Purchase $345,000) $75,900 Station Wagon, 4x4 $25,400
Paramedic Vans (2) $144"000 Sub Total $25,000
Sub Total $n9,9oo
■
Police Department
General Services Department
Patrol /Traffic Sedans (2)
$56,000
Vans, 1/2 ton (2)
$40,000
Station Wagons, 4 x 4 (2)
$58,000
Truck, 3/4 ton utility body
$25,000
■
Detective Sedan
$24,000
Truck, 3/4 ton
$24,000
Motorcycles (3)
$55,500
Trucks, 1 ton stakebed (2)
$54,000
Minivan
$24,000
Street Sweeper (Lease /Purchase $130,000)
$28,600
.
Truck, 1 /2 ton
$24.000
Refuse Truck (Lease /Purchase $141,000)
$31,020
Vactor Truck (Lease /Purchase$240,000)
$52,800
Sub Total
$241,500
Asphalt Patch Truck (Lease /Purchase $105,000)
$23,100
■
Truck Tractor
$74,000
PUBLIC SAFETY TOTALS
$461,400
Backhoe
$85,000
Bobcat Loader
$35,000
. Asphalt Crack Sealer $15,000
Arrow/ Message Board $25,000
Forklift $21100
. Sub Total $534,520
. Electric Vehicle AB 2766 Funds
Public Works Department
. Truck, 1/4 ton $18,000
Trucks, 1/2 ton (4) $86,000
Trucks, Super duty utility body (2) $66,000
. Sedan, Mid -Size $18,500
Backhoe $85,000
Sub Total $273,500
. OTHER DEPARTMENT TOTALS $833,020
. GRAND TOTAL ALL DEPARTMENTS
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CITY OF NEWPORT BEACH
1999 -2000 RESOURCE ALLOCATION PLAN
ROLLING STOCK AND AIRCRAFT IN SERVICE
Fiscal Year Fiscal Year
Utility Enterprise
Passenger Cars
Fiscal Year
Fiscal Year
Fiscal Year
1999 -2000
1999 -2000
Trucks
1997 -98
1998 -99
1998 -99
Projected
Projected
Tractors and Graders
Final
Changes &
Final
Changes &
Final
General City Operations
Inventory
Adjustments
invento4
Adjustments
Inventory
Pass Cars
93
+3
96
+2
98
Jeeps
6
-3
3
0
3
Motorcycles
16
0
16
0
16
Trucks
118
+4
122
+1
123
Fire Trucks
11
0
11
0
11
Loadpackers
22
0
22
0
22
Street Sweepers
7
0
7
0
7
Tractors and Graders
4
0
4
0
4
Backhoes and Loaders
6
0
6
0
6
Beach Cleaners
3
0
3
0
3
Trailers
26
0
26
+1
27
Trailer, Office
2
0
2
0
2
Special Equipment
16
+1
17
0
17
Total General City Operations
330
+5
335
4
339
Utility Enterprise
Passenger Cars
5
0
5
0
5
Trucks
37
0
37
0
37
Tractors and Graders
2
0
2
0
2
Backhoes and Loaders
6
0
6
0
6
Trailers
11
0
11
0
11
Special Equipment
15
0
15
0
15
Total Utility Enterprise*
76
0
76
0
76
GRAND TOTAL 406 5 411 4 415
* Includes vehicles in both the Water and Wastewater Sections
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GENERAL CITY GOVERNMENT
City Council
0.00
0.00
0.00
0.00
0.00
0.00
0.00
City Clerk
3.00
3.00
3.00
2.00
3.00
3.00
3.00
City Manager
2.00
2.00
4.00
4.00
4.00
4.00
5.00
Deputy City Manager
2.00
2.00
0.00
0.00
0.00
0.00
0.00
Personnel
5.00
5.00
0.00
0.00
0.00
0.00
0.00
City Attorney
4.00
3.00
5.00
5.00
6.00
6.00
5.00
Finance
39.00
35.00
0.00
0.00
0.00
0.00
0.00
Administrative Services
0.00
0.00
46.00
48.00
49.00
50.00
50.00
Telecommunications
2.00
2.00
0.00
0.00
0.00
0.00
0.00
Total
57.00
52.00
58.00
59.00
62.00
63.00
63.00
PUBLIC SAFETY
'
■
Administration
0.00
Recreation
0.00
Senior Citizens
Police
210.00
203.00
206.00
209.00
212.00
217.00
217.00
Fire
109.00
104.00
0.00
0.00
0.00
0.00
0.00
Marine
18.00
18.00
0.00
0.00
0.00
0.00
0.00
Fire and Marine
0.00
0.00
120.00
122.00
124.00
125.00
125.00
Total
337.00
325.00
326.00
331.00
336.00
342.00
342.00
COMMUNITY DEVELOPMENT
Planning
20.00
18.00
17.00
12.00
15.00
16.00
. 17.00
Building
19.00
16.00
17.00
20.00
21.00
21.00
21.00
Total
39.00
36.00
34.00
32.00
36.00
37.00
38.00
PUBLIC WORKS
Public Works
Utilities - Electrical
Public Works and Utilities
General Services
Total
COMMUNITY SERVICES
■ BALBOA YACHT BASIN
WATER ENTERPRISE FUND
. SEWER ENTERPRISE FUND
TOTAL PERMANENT EMPLOYEES
■
■
29.00
Library
■
Administration
0.00
Recreation
0.00
Senior Citizens
.
Arts & Cultural
2.00
Total
■ BALBOA YACHT BASIN
WATER ENTERPRISE FUND
. SEWER ENTERPRISE FUND
TOTAL PERMANENT EMPLOYEES
■
■
29.00
29.00
33.00
0.00
0.00
0.00
0.00
0.00
5.00
4.00
2.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
8.00
32.00
33.00
33.00
34.00
34.00
148.00
141.00
4.00
123.00
125.00
123.00
120.00
122.00
182.00
174.00
1.00
155.00
158.00
156.00
154.00
156.00
38.00
35.00
33.00
32.00
32.00
34.00
34.00
2.00
3.00
2.00
2.00
2.00
2.00
2.00
11.00
10.00
8.00
8.00
8.00
8.00
8.00
4.00
4.00
4.00
4.00
4.00
4.00
5.00
0.00
0.00
0.00
0.00
0.00
1.00
1.00
55.00
52.00
47.00
46.00
46.00
49.00
50.00.
1.00
1.00
1.00
1.00
1.00
1.00
1.00
32.00
33.00
30.00
31.00
31.00
31.00
31.00
11.00
11.00
11.00
11.00
11.00
11.00
11.00
714.00
684.00
662.00
669.00
679.00
688.00
692.00
91
■
■
Debt Service Estimates ■
1902000
■
■
■
■
■
■
■
■
■
■
■
92 ■
2000
■
Original
Balance
Balance
Total
Prinapal
Issuance
7/1/99
Additions Deletions
6/30100
Payments
Interest
Paid to Date
■
Refunding Library COP
7,330,000
7,070,000
(225,000)
6,845,000
560,885
335,885
485,000
Balboa Marina Loan
3,457,930
2,589,254
(119,856)
2,469,398
236,372
116,516
988,532
Water Revenue Refunding Bonds
14,225,000
14,225,000
(1,105,000)
13,120,000
1,656,665
551,665
1,105,000
■
800MHZLease
1,950,944
1,496,549
(454,395)
1,042,154
546,870
92,475
908,790
Computer Leases
1,860,310
1,128,511
(368,551)
759,960
429,619
61,068
1,100,350
■
Other Office Equipment Leases
65,615
32,120
(14,040)
18,080
16,396
2,356
47,535
Rolling Stock Lem
2,533,551
939,168
360,155 (482,965)
816,359
533,989
51,024
1,717,192
CIOSA Series A
7,500,000
6,050,000
(55,000)
5,995,000
450,845
395,845
1,505,000
■
CIOSA Series B
9,335,000
9,070,000
65,000
9,005,000
610,975
545,975
330,000
Total Debt Service
48 ,258,350
42,600,602
360,155 (2,889,807)
40,070,950
5,042,616
2,152,809
8,187,400
■
■
■
■
■
■
■
■
■
■
■
■
92 ■
0
• 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.
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0
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. .
CAFR - Comprehensive Annual Financial Report prepared and audited at the end of each .
fiscal year.
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 •
94 0
0
• to the government's annual equipment depreciation and an amount identified as being
. needed for future capital acquisition.
Cash Basis - A basis of accounting in which transactions are recognized only when cash is
. increased or decreased.
Charges for Services - Those charges levied to individuals or organizations for the use or
. consumption of services provided by the City.
. 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 (CPI) - A statistical description of price levels provided by the U. S.
Department of Labor. The index is used as a measure of the increase in the cost of living (i.e.,
. economic inflation).
Contingency - A budgetary reserve set aside for emergencies or unforeseen expenditures not
otherwise budgeted.
. 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.
a
0 95
■
Debt Service - The cost of paying principal and interest on borrowed money according to a •
predetermined payment schedule.
Deficit - The excess of an entity's liabilities over its assets or the excess of expenditures or
expenses over revenues during a single accounting period. .
Department - The basis organizational unit of government which is functionally unique in its ■
delivery of services.
Depreciation - Expiration in the service life of capital assets attributable to wear and tear, .
deterioration, action of the physical elements, inadequacy or obsolescence.
Development Fees - Those fees and charges generated by building, development and growth ■
in a community. Included are building and street permits, development review fees, and
zoning, platting and subdivision fees. .
Disbursement - The expenditure of moneys from an account. .
Distinguished Bridget Presentation Awards Program - A voluntary awards program
administered by the Government Finance Officers Association to encourage governments to .
prepare effective budget documents.
Employee (or Fringe) Benefits - Contributions made by a government to meet commitments
or obligations for employee fringe benefits. Included are the government's share of costs for
Social Security and the various pension, medical, and life insurance plans. .
Encumbrance - The commitment of appropriated funds to purchase an item or service. To .
encumber funds means to set aside or commit funds for a specified future expenditure.
Enterprise Fund — Used to account for City operations that are financed and operated in a .
manner similar to private business enterprises. The objective of segregating activities of this
type is to identify the costs of providing the services, and to finance them through user .
charges.
Entitlements - Payments to which local governmental units are entitled, pursuant to an .
allocation formula determined by the agency providing the moneys, usually the state or the
federal government.
Environmental Liability Fund - Used to account for solid waste fees restricted for mitigation
of future environmental liability relating to the handling of solid waste. .
Equipment Fund - Used to account for the cost of maintaining and replacing the City's rolling .
stock fleet and the rental of the fleet to operating departments.
f
96 .
• Expenditure - The payment of cash on the transfer of property or services for the purpose of
. acquiring an asset, service or settling a loss.
Expense - Charges incurred (whether paid immediately or unpaid) for operations,
. maintenance, interest or other charges.
Fiscal Policy - A government's policies with respect to revenues, spending, and debt
. management as these relate to government services, programs and capital investment. Fiscal
policy provides an agreed upon set of principles for the planning and programming of
■ government budgets and their funding.
Fiscal Year - A twelve -month period designated as the operating year for accounting and
. budgeting purposes in an organization.
. Fixed 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.
M
0
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. .
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.
Intetfund Transfers - The movement of moneys 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. .
0
98 0
N
• Narcotics Asset Forfeiture (NAT) 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 Budget - 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.
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.
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.
0
0
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. .
Program - A group of related activities performed by one or more organizational units for the
purpose of accomplishing a function for which the government is responsible. .
Program Budget - A budget 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 are broken down in identifiable service programs or performance units. A unit can
be a department, a division, or a workgroup. Each program has an identifiable service or .
output and objectives to effectively provide the service. The effectiveness and efficiency of
providing the service by the program is measured by performance indicators.
Program Revenue (Income) - Revenues earned by a program, including fees for services, •
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. .
Reserve - An account used either to set aside budgeted revenues that are not required for .
expenditure in the current budget year or to earmark revenues for a specific future purpose.
Resolution - A special or temporary order of a legislative body; an order of a legislative body ■
requiring less legal formality than an ordinance or statute.
Resources - Total amounts available for appropriation including estimated revenues, fund
transfers, and beginning balances.
Revenue - Sources of income financing the operations of government. •
Revenue Bond - This type of bond is backed only by the revenues from a specific enterprise or
project, such as a hospital or toll road.
•
Secured Property Tax — The ad valorem tax on real property (land and improvements).
Service Level - Services or products which comprise actual or expected output of a given •
program. Focus is on results, not measures of workload. .
100 0
0
0
SLESF -COPS Fund — Used to account for the proceeds of the State Grant that provides funds
. for additional law enforcement personnel.
. Source of Revenue - Revenues are classified according to their source or point of origin.
. Special Assessment Fund - Used to account for funds received from affected property owners
and payable to holders of 1911 Act, 1915 Act and other special assessment bonds.
. 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.
. Taxes - Compulsory charges levied by a government for the purpose of financing services
performed for the common benefit of the people. This term does not include specific charges
■ made against particular persons or property for current or permanent benefit, such as special
assessments.
. Tide and Submerged Land Fund - Used to account for all revenues and expenditures related
to the operation of the City's tidelands, including beaches and marinas.
• Transfers In /Out - Amounts transferred from one fund to finance the services for the
. recipient fund.
Unencumbered Balance - The amount of an appropriation that is neither expended nor
. encumbered. It is essentially the amount of money still available for future purposes.
. Unreserved Fund Balance - The portion of a fund's balance that is not restricted for a specific
purpose and is available for general appropriation.
0 101
102
N
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.
Wastewater Enterprise Fund - Used to account for the activities associated with providing .
sewer services by the City to its users.
Water Enterprise Fund - Used to account for the activities associated with the transmission .
and distribution of potable water by the City to its users.
Working Cash - Excess of readily available assets over current liabilities. Or cash on hand •
equivalents which may be used to satisfy cash flow needs. .
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. .