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Resource Allocation Plan 2007
■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ A. CITY OF NEWPORT BEACH FISCAL YEAR 2006-2007 RESOURCE ALLOCATION PLAN ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ W P The City of Newport Beach was incorporated September 1, 1906. The present City Seal was adopted July 22, 1957. RGANIZATIONAL VALUES As Employees of the City of Newport Beach, we choose to embrace and practice the following values: In practicing integrity, we strive to be honest, reliable, respectful, ethical, fair; and authentic. We will serve in a manner consistent with community values and follow through on our commitments. In practicing empathy, we will be sensitive to the needs of others by being compassionate, thoughtful, open- minded, willing to understand, and by being good . listeners. In practicing service, we understand our roles as representatives of the City. We will endeavor to practice humility, to make things better for others, and to treat others, as we want to be treated. In practicing excellence, we will strive to do our best by demonstrating competence and a commitment to quality. We will be innovative, thorough, efficient, and effective in our work. In creating a positive work environment, we will express.our appreciation for, and recognize, others. We will follow a work ethic, take pride of ownership in our work, be courteous, encourage creative thinking, seek and be open to challenges, create esprit de corps, maintain a safe environment, and act with enthusiasm. In creating unity of purpose, we will practice cooperation and teamwork.. We will practice open communication by keeping others informed, considering the needs of others, and at times deferring to the needs of others. In practicing responsibility, we will be accountable in our work, take initiative, make appropriate decisions, and act decisively. We will acknowledge our errors and correct them. In practicing loyalty, we will respect the individual and the position. We will support each other, abide by decisions, and strive to always present a positive image of the City ■ ■ ■ ■ ■ ■ / / / ■ ■ / ■ ■ / / ■ ■ ■ ■ / ■ ■ ■ ■ ■ CITY OF NEWPORT BEACH RESOURCE ALLOCATION PLAN 2006-2007 SUMMARIES Miscellaneous Statistical Information .................................................................................... ..............................9 Historical & Projected Revenues by Category ..................................................................... .............................10 Historical & Proposed Operating Expenditures by Fund ...................................................... .............................13 Operating Expenditures by Department & Type .................................................................. .............................14 Historical & Proposed Capital Improvement Expenditures .................................................. .............................15 Operating Expenditures -All Funds ...........................................................................:......... .............................16 Summary of Estimated 2005 -2006 Year End Balances ....................................................... .............................20 Summary of Estimated 2006 -2007 Year End Balances ....................................................... .............................23 Projected Fund Transfers, All Funds .................................................................................... .............................26 DEPARTMENT OPERATIONS CityCouncil .......................................................................................................................... .........................::.32 CityClerk ............................................................................................................................. .............................34 CityManager ........................................................................................................................ .............................36 HumanResources ...............................................................................................:............... .............................38 CityAttorney ......................................................................................................................... .............................42 AdministrativeServices ........................................................................................................ .............................44 PoliceDepartment .............................................................................................................. ._...........................50 FireDepartment ................................................................................................................... .............................54 PlanningDepartment ........................................................................................................... .............................60 BuildingDepartment ............................................................................................................ .............................64 GeneralServices ................................................................................................................. .............................70 LibraryServices ................................................................................................................... .............................74 Recreation & Senior Services .............................................................................................. .............................78 PublicWorks ........................................................................................................................ .............................82 UtilitiesDepartment .............................................................................................................. .............................86 Internal Service Funds Programs ......................................................................:................. .............................90 Debt Service & Other Activities ............................................................................................ .............................92 CAPITAL IMPROVEMENTS CapitalImprovements ........................................................................................................ ............................... 98 APPENDICES Tide& Submerged Land Fund ............................................................. ............................... ............................104 CapitalAsset Schedule ........................................................................ ............................... .......................:....105 MajorEquipment Schedule .................................................................. ............................... ............................109 RollingStock in Service ....................................................................... ............................... ............................110 Seven -Year Comparison of Full -time Positions ...................................... . ..... ...:. ............ :........ ......................... 111 Glossary............................................................................................... ............................... ............................112 NEWPORT BEACH CITY OFFICIALS CITY COUNCIL L to R: Council Members Keith D. Curry and Edward D. Selich, Mayor Pro Tem Steven Rosansky, Mayor Don Webb, Council Members Leslie J. Daigle, Tod W. Ridgeway, and Richard A. Nichols L to R: City Attorney Robin Clauson, City Manager Homer Bludau, City Clerk LaVonne Harkless Sharon Wood ......... ............................... DaveKiff ................ ............................... Dennis C. Danner .. ............................... Bob McDonell ........ ............................... TimRiley ................ ............................... Mark Harmon ......... ............................... MarieKnight .......... ............................... Patricia L. Temple .. ............................... Jay Elbettar ........... ............................... Steve Badum ......... ............................... Barbara Ramsey ... ............................... Pete Antistas ......... ............................... Linda Katsouleas ... ............................... Assistant City Manager /Director of Community & Economic Development ........................... ............................... ......................Assistant City Manager .................. ............................... Administrative Services Director /Treasurer ..................................... ............................... ..........................Chief of Police ...................................................................... ............................... Fire Chief ............................................ ............................... General Services Director ...................... ............................... Recreation & Senior Services Director .......................................................... ............................... Planning Director ........................................................... ............................... Building Director ................................................... ............................... Public Works Director .......................................... ............................... Human Resources Director ..................................... ............................... ......................Utilities Director ............................. ........................Library Services Director ■ �ww PO� ■ 0 CITY OF NEWPORT BEACH r� ■ C��IFOR�`1 ■ Honorable Mayor Webb and City Council Members City of Newport Beach 3300 Newport Boulevard Newport Beach, California 92663 ■ Dear Mayor Webb and Council Members: ■ As directed by the Newport Beach City Charter, it is my pleasure to submit the 2006 -2007 City Budget to you. As you know, the Budget is a plan of financial activity for the fiscal year that starts July 1, 2006 ■ and ends June 30, 2007. . As has been past practice, the Budget is contained in three major volumes: • Resource Allocation Plan (a reader- friendly version of the Budget and Capital Improvement ■ Plan) ■ • 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 2006 -07). • As we have in the past and 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 property account for its revenues and expenditures. Readers will find the Glossary of Terms at the end of the Resource Allocation Plan. ■ This Glossary defines many of the terms used in governmental accounting within budgets, including a definition of each fund used by the City. r 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 that follows this letter. This Overview is intended to provide background and supporting information for review of the budget itself. ■ In closing, let me once again 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 Budget each year. Two departments in particular deserve attention for extraordinary efforts. The Administrative Services Department has pulled together all the details and summaries to produce the completed budget document, and the Public Works Department has worked . extensively on our outstanding Capital Improvement Program. Sincerely, Homer L. Bludau City Manager ■ ■ City Hall • 3300 Newport Boulevard • Post Office Box 1768 Newport Beach California 92658 -8915 • www.city.newport- beach.ca.us . iii iv ■ ■ A Budget Overview E The City of Newport Beach enjoys tremendous resources including, an impressive ocean shoreline and bay, one of the greatest natural recreational boat harbors in the world, and.a mild climate. These combine to create one of Southern Califomia'smost scenic and dynamic .. communities, drawing residents, visitors, and businesses from across the US and the world. As we prepared the City's budget for fiscal year 2006 -07, we recognized these strengths and also some significant issues facing the City, because no one is immune to the challenges faced today by our county, our region, our state, and our nation. Some of the issues we assessed during the development of this budget are: • Sales tax and property tax estimates continue to grow indicating a healthy local economy. In addition, a component of the Education Revenue Augmentation Fund (ERAF III) shift ■ of secured property tax to the State is ending. For the City of Newport Beach this means an additional $2.2 million of secured property tax this fiscal year; • The California Public Employees Retirement System (CaIPERS) earned 12.7 percent ■ return on its investments in 2005, marking the second year in a row that they've earned double -digit returns. While this will result in lower contribution rates, it usually takes two r years before we see a change in our rates that impacts our budget. CaIPERS has also adopted revised rate smoothing methods that are intended to "smooth" out large rate fluctuations from year to year. Therefore this budget includes a small decrease in PER$ costs for both miscellaneous and safety members; • Implementation of a new defined contribution retiree medical program instead of the prior defined benefit program will ultimately reduce the City's long -term liability for this program. The transition to the new program will take an estimated twenty years or more t to fully implement, but our operating expenses will eventually be capped as we will only need to fund contributions for current employees and the City's unfunded liability will be zero. . • The City is currently undertaking a comprehensive review of existing City structures and developing a financing plan for the replacement of these facilities, including Police Headquarters, Fire Stations, Library Branches, Lifeguard Headquarters, OASIS Senior Center, and the Civic Center Complex. We believe the City is well positioned to fund the replacement of all of these facilities beginning in the next fiscal year with the replacement program lasting approximately an additional twenty years. GENERAL FUND. The General Fund is the key operating fund within the City's budget. This r fund contains expenditures for all operating City departments except the Water and. Wastewater Divisions within Utilities. In 2006 -07 the proposed General Fund expenditures, including General Fund capital improvements, total $134.9 million, an increase of $3.5 million (2.7 %) from .2005- 06. 1 a recommending we fund ten new positions in the 2006 -07 budget, primarily due to the need . to improve and strengthen service demands: • One Community Services Officer (Police Department) • One Facilities Maintenance Worker (Police Department - ABLE) . • One Information & Communications Coordinator (Fire Department) • Three Fire Paramedics (Fire Department) ■ ■ ■ • One Principal Civil Engineer (Public Works) ■ • One Associate Civil Engineer (Public Works) • One Maintenance Worker I (General Services, Operations Support) • One Library Assistant (Library and Cultural Arts, Mariners Branch) REVENUE OUTLOOK. We are projecting General Fund revenue to increase approximately 4.8% over FY 2005 -06 projections for a total of $136.4 million. This is due in part to the end of the Education Revenue Augmentation Fund (ERAF 111) shift of secured property tax to the State as well as strong property tax and sales tax projections. Total City revenues will be decreasing 3.9% from revised projections for FY 2005 -06 to $188.9 million due to a number of one -time revenue sources in FY 2005 -06, such as Water Fund grants, donations for the Back Bay Science ■ Center and contributions for Fire Station #7, and the Mariners Library construction. Excluding . internal service premiums collected to fund insurance reserves, equipment maintenance and replacement, and post employment medical benefits, total revenues from outside sources are . estimated to be approximately $174.6 million. EXPENDITURE OUTLOOK. Total proposed City expenditures in 2006 -07, including debt service and capital projects, is $205.6 million. Excluding internal service premiums charged to fund insurance reserves, equipment maintenance and replacement, and post employment medical benefits, total expenditures to outside sources are proposed to be approximately $191.3 million. ■ The budget shortfall between total external revenues and expenditures is due to the timing of Capital Improvement Project (CIP) revenues and expenditures. CIP projects often span one or ■ more fiscal years. Of the $191.6 million of proposed expenditures in fiscal year 2006 -07, $162 ■ million are CIP projects that have been rebudgeted from a prior fiscal year because the project was delayed or is partially complete. These funds are reserved in a Capital Appropriations reserve, ■ but when the appropriation is carried forward to the following year, this re- appropriation causes expenditures to exceed current year revenues. Total FY 2006 -07 operating expenditures excluding CIPs, and internal charges amount to $165.6 ■ million which is a 5.2% increase over the 2005 -06 amended budget. The increase is primarily due to increases in salaries and benefits, utilities, and increased internal charges for the City's self- insured general liability program. CAPITAL IMPROVEMENT PROGRAM. The CIP serves as afunding plan forpublic improvements, special projects, and ongoing maintenance programs. Projects in the CIP include construction and rehabilitation of arterial highways, local streets, storm drains, bay and beach improvements, parks and buildings, water and wastewater improvements, and some planning programs. The FY 2006 -07 CIP budget is just over $40 million and consists of nearly 100 projects. Specific project plans for this budget year are discussed in more detail in the CIP section of the Budget documents. ■ CONCLUSION. The financial plan for FY 2006 -07 is a conservative and balanced plan that was developed while keeping a close eye on the outside factors that can affect the City's financial status. ■ All Council reserve fund policies have been met and the proposed General Fund expenditures are fully offset by anticipated General Fund revenues. As always, we present this budget with great pride given its continued emphasis towards the delivery of quality services to the citizens of and visitors to Newport Beach. ■ Homer Bludau ■ City Manager ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ • ■ ■ ■ ■ ■ ■ ■ ■ 1 ■ ■ ■ ■ ■ ■ ■ ■ ■ r ■ L ■ ■ ■ CITY OF NEWPORT BEACH ■ BUDGET FOR FISCAL YEAR 2006 -2007 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 preliminaryfund balance estimatesforthe currentyearand preliminary revenue 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. 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 ■ expenditure classification within their purview, without additional appropriation or transfer as specked below. ■ New Appropriations. During the Budget Year, the City Council may appropriate additional funds ■ for special purposes by a City Council Budget Amendment. The City Manager has authority to ■ approve requests for budget increases not to exceed $10,000 in any Budget Activity or Capital Project. All budget amendment increases exceeding $10,000 shall be referred to the City Council ■ for approval ■ ■ ■ ■ Transfers. During the fiscal year, actual expenditures may exceed budget appropriations for specific ■ expenditure line items within departmental budgets. If a total departmental budget, within a speck ■ 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, Other Charges, and Capital Outlay are the City's four Classifications.) ■ Realignments. Further, funds may be realigned between one Department Budget Activity and another, ■ within the same Classification, with City Manager approval. For example, if a Fire Department function ■ and the employee who accomplishes it are replaced by a slightly different function assigned to the Police Department, the City Manager may authorize the transfer of appropriate salary and benefit funds to ■ support this function. ■ Reprogramming. Any reprogramming of funds among the four Classifications (Salaries and Benefits, ■ Maintenance and Operation, Other Charges, and Capital Outlay) within a given fund requires the City Manager's approval. Any budget revision that changes the total amount budgeted for any fund (other ■ than the minor provisions allowed for the City Manager) must be approved by the City Council. ■ Capital Projects. The department head having primary responsibility for a Capital Project (usually the ■ Public Works Director) is authorized to encumber and approve subsequent expenditure of City funds for Capital Projects. However, contracts in excess of $30,000 require specific City Council authorization at ■ the time of contract award. In addition, any contracts not of format and wording already approved by the City Attorney require specific City Attorney review and approval prior to contract award. The budget document is intended to provide the public concise and readable information about the City ■ of Newport Beach's proposed operating and capital budgets, as well as anticipated funding sources. ■ The document is actually prepared in three separate volumes: the Resource Allocation Plan, the Budget Detail, and the Capital Improvement Program. ■ The Resource Allocation Plan is designed to be the summary "user friendly" document for the public. It is divided into the following five major sections: (The Table of Contents lists every subject covered in the budget document and its page number.) ■ Introductory Section — includes the Table of Contents, City Organization Chart, List of City Officials, and the City Manager's Letter of Transmittal. Summary Section — includes a table of Miscellaneous Statistics for the City, Revenues by ■ Source, Expenditures by Function, Estimated Fund Balances, and Schedule of Fund Transfers. Operating Budgets — includes proposed operating budgets by department. Capital Improvement Program — includes proposed capital improvement budgets by funding ' source. ■ Appendix — includes a summary of the Tide and Submerged Land Fund; a description of the Internal Service Funds; Land, Structures and Improvements for the City; a summary of Rolling ■ ■ ■ ■ Stock in Service; a Seven Year Comparison of Full -time Positions; 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 documents. ■ Both the Budget Detail volume and the Capital Improvement Program volume are designed to provide ■ the reader more detail on the proposed operating and capital improvement expenditures. The Capital ■ Improvement Program volume also serves as a Five Year Proposed Capital Improvement Plan. r For the most part, the General Fund is the portion of the City's operating budget that funds the majority of City services. This fund is used to account for fiscal resources which are dedicated to the general government operations of the City, and which are not required to be accounted for in another fund. Examples of the services funded by the General Fund include Police, Fire, and Lifeguard Services; Refuse ■ Collection; Public Library; Recreation Programs; much of the City's expenditures on street maintenance; i 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. ■ 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. The City's second largest single revenue source is Sales Tax, followed by Transient Occupancy Tax. Together, these three revenue sources provide nearly 73% percent of total General Fund revenues. ■ In addition to the City's General Fund, there are numerous other funds that help finance City expenditures, . particularly capital improvements. The City's Special Revenue Funds are used to account for the proceeds of special revenue sources, which are legally restricted to expenditures for specific purposes. The best example of a special revenue fund is the City's Gas Tax Fund, which is funded by the State Gasoline Tax, and which can only be expended for street repair, construction, and maintenance. The City has many other special revenue funds that are all included in the Budget. The City employs Internal Service Funds to account for vehicle maintenance and replacement, as well ■ as all compensated absences, general liability, workers' compensation, 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 and businesses of Newport Beach). Appropriation (Gann) Limit — Article XIIIB of the California Constitution (Proposition 4) species that ■ tax based appropriations of government entities (with certain exclusions) may increase annually only by a limited amount (primarily to allow for population increases and inflation). Newport Beach has been under its Gann Limit by a comfortable margin each year. For 2006 -07, the appropriations limit adopted 3 ■ ■ 1 by the City Council, in accordance with Revenue and Taxation Code Section 7910, was $125,314,360. ■ Calculations determining this amount, which is almost $21 million greater than the budgeted proceeds of ■ taxes (even without adjusting for exclusions) are verified as part of the City's annual audit. why debt instruments are issued. The first circumstance is when the cash flow for the construction or ■ 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. r Fund Balance Policy — The City Council has recently adopted a revised official policy (Policy F -2 in r 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 be created and that the balance in this reserves shall be maintained with not less than 12.0 percent and of the appropriation budget total within the General Fund of the City's annual approved budget" The ■ balance in this reserve is currently at the targeted amount. In addition, Policy F -2 includes a designated . Reserve for Capital Improvement to fund replacement of City owned buildings. with Section 53601 of the California Government Code, the City may deposit and invest in the following: ■ In addition to the General Fund's reserves, other reserve levels have been established. In the Tide and Submerged Land Fund, reserves are designated for Upper Newport Bay restoration projects. The City's Permanent Endowment Fund (Robinson Skinner Annuity) provides investment earning be reserved for r dredging projects in Newport Bay. Reserves in the City's Water Enterprise Fund and the Wastewater Enterprise Fund 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 Insurance Reserves for such items as liability, workers' compensation, compensated absences, retiree insurance, and disability. ■ Debt Administration — The City does not issue debt instruments to finance operating activities; therefore . Debt Service Expenditures are the result of capital financing ventures. There are two principal reasons why debt instruments are issued. The first circumstance is when the cash flow for the construction or purchase of a long -term asset would cause a significant strain on the City's cash flow and the asset to be financed will benefit many service periods. In no instance would the City select the duration of a given debt instrument to extend beyond the expected life of the asset financed. The second scenario arises when an asset to be purchased may not cause a significant cash flow strain but it would be economically advantageous to finance the asset rather than to purchase it outright (e.g. occasionally the City can borrow money at a lower rate than its investment portfolio is eaming). Information regarding the City's current Debt Service Expenditures is included in the section entitled, Other Activities. Cash Management — The City pools all cash and investments of all funds, except for funds required to ■ be held by outside fiscal agents under the provisions of certificates of participation and investment funds . in its deferred compensation plan. Under the provisions of the City's investment policy, and in accordance with Section 53601 of the California Government Code, the City may deposit and invest in the following: ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ • Certificates of Deposit (or Time Deposits) • Negotiable Certificates of Deposit • Bankers Acceptances • U.S. Treasury Issues • Securities of Federal Agencies and Federal Instrumentalities • Commercial paper • Repurchase Agreements and Reverse Repurchase Agreements • Passbook. Savings Accounts • Local Agency Investment Fund (State of California) • County Investment Pool (Los Angeles) • Medium Tenn Corporate Bonds/Notes • Mortgage - backed Securities and Asset - backed securities • Municipal Bonds • Money Market Funds • Asset /lnvestmentManagement Agreements The City allocates interest to all funds as required by Federal, State, County, or local code. Each fund allocated interest is indicated on the Revenue Summary of the Budget Detail book. V TABLE OF MISCELLANEOUS STATISTICAL INFORMATION FISCAL YEAR 2006 -2007 COUNCIL - MANAGER FORM OF GOVERNMENT CITY WATER SERVICE CONNECTIONS 26,369 NUMBER OF FIRE STATIONS 8 RESIDENTIAL POPULATION (January 1, 2005 est.) NUMBER OF CITY LIBRARIES 4 Permanent 83,120 NUMBER OF PARKWAY TREES 29,000 Summer 100,000 TOURIST POPULATION 20,000 to 100,000 per day RECREATIONAL ACREAGE Acres Ocean Water 14,894 AREA Square Miles Harbor Waters 1,598 Land 25.9 Parks 450 Bay 2.5 Beaches 237 Ocean 23.0 TOTAL 17,179 TOTAL SQUARE MILES 51.4 Acres STREETS AND ALLEYS Miles Land 16,584 Improved 321 Say 1,600 Unimproved 2 Ocean 14,894 State Highway 10 TOTAL ACRES 33,078 333 WATER FRONTAGE Miles DWELLING UNITS Upper Bay Frontage 13 January 1, 2005 42,143 Ocean 10 Occupancy factor per dwelling unit 2.19 Harbor 21 TOTAL WATER FRONTAGE 44 POPULATION DENSITY ASSESSED VALUATION Per Square Mile 3,208.03 TOTAL $29,379,783,223 Per Acre 5.01 NEWPORT HARBOR Boats 9,900 EMPLOYEES Residential 1,230 Regular Full Time 8to Commercial Slips and Side Ties 2,330 Total (Including Part Time) 1,288 Bay Moorings 1,235 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 recreational boat harbors in the world, accommodating over 9,000 boats of all types docked within its 21 square mile harbor area. This bay area and the 23 miles of ocean beach offer outstanding fishing, swimming, surfing and aquatic sports activities. The City has a permanent population of approximately 80,000. During the summer months, the population grows to over 100,000 with 20,000 to 100,000 tourists daily. There are fine residential areas, modern shopping facilities and a quality school system. A major campus of the University of California is located immediately adjacent to the City, and eight other colleges are within a 30 mile radius. Located 50 miles south of Los Angeles in Orange County, Newport Beach offers one of the finest climates in the United States. 9 REVENUE SUMMARY 2006 -07 39.474,865 43,631,829 58,254,917 61,055,240 2001.02 2002 -03 200304 200405 2005-08 2006-07 Percent Actual Actual Actual Actual Estimated Proposed Increase FundlRevenue Category Revenue Revenue Revenue Revenue Revenue Revenue (Decrease) GENERAL FUND PROPERTYTAXES TAXES OTHER THAN PROPERTY LICENSES AND PERMITS INTERGOVERNMENTAL CHARGES FOR CURRENT SERVICES FINES, FORFEITURES & PENALTIES USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL GENERAL FUND ASSET FORFEITURE FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL FORFEITURE FUND SLESF - COPS FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY TOTAL SLESF- COPS FUND LLEBG FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY TOTAL LLEBG FUND CDBG FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY TOTAL CDBG FUND STATE GAS TAX FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL GAS TAX FUND TRAFFIC CONGESTION FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY TOTAL TRAFFIC CONGESTN FUND TIDELANDS FUND LICENSES, PERMITS AND FEES INTERGOVERNMENTAL CHARGES FOR SERVICES FINES, FORFEITURES & PENALTIES USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL TIDELANDS FUND CONTRIBUTIONS FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL CONTR93UTDNS FUND CIRCULATION AND TRANS FUND 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 OTHER REVENUE TOTAL BET FUND {[1] 33,583,659 39.474,865 43,631,829 58,254,917 61,055,240 67,102,454 9.9D% 31,BT6,781 32,985,526 35,790,936 34,993,699 37,168,230 38.684853 4.02% 1,956,365 2,305,118 3,483,020 3,061,667 3,027,345 2,819,901) 6.85% 7,253,139 6,035,742 6,014,233 4.266,673 3,965,391 2,488,100 37,25% 10,318,3% 11,099,872 11,899,279 13,6$134 12,601,949 13.211,561 4.84% 3,252,387 31380,531 3,551,515 3,422,735 3,397,000 3,567,500 5.02% 7,232,436 7,328,014 6,397,127 7,093,909 7,779,954 8,181,010 5.15% 1,212,707 1,173,647 216,098 1,138,281 1,159,523 418,142 63.94% 96,685,834 103,783,317 110,984,837 123,295,015 130,154,632 136,449,519 4.84% 46,258 47,795 59,652 233,471 65,000 40,000 38.46% 28,143 13,556 1,638 3,750 5,000 5,000 0.00% 0 0 0 0 0 0 0.00% 74,401 61,351 61.290 237,221 70,000 45,000 35.71% 144.141 144,049 119,171 118,685 120,222 120,000 -0.18% 545 295 240 972 1,500 2.000 33.33% 144.668 144,344 119.411 119,658 121,722 122,000 0.23% 75,524 37,947 39,448 24,569 0 0 0.00% 4,375 933 2,975 414 0 0 0.00% 79,899 38.780 42,423 24,983 0 0 0.00% 697,352 3,235,483 0 559,698 858,858 373,292 66.54% 0 28,085 5.598 7,905 14,000 1,500 69.29% 597,352 3.263.568 5,598 567.603 872,858 374,792 67.06% 1,208,426 11332,751 1,484,796 1497,280 1,798.823 11807,500 0.48% 273,788 166,499 20,735 68,658 150,000 140,000 6.679/0 0 0 0 0 0 0 0.00% 1,482,214 lA91250 1505,531 1.565.938 1.948,823 1,947,500 407% 179,335 192,176 0 0 347,362 350,000 0.76% 32,100 8,748 2,037 0 5,000 5,000 0.00% 211,435 200,924 2,037 0 352,362 355,000 0.75% 1,184,962 1,039,967 1,230,464 1,276,362 1,260,700 1,260,700 0.00% 98,614 18,333 18,333 0 0 0 0.00% 20,202 56,422 38,560 42,400 40,000 40,000 0.00% 131,778 11,623 614 -1,056 700 70D 0.00% 4,797,762 5,374,101 5,696,396 6,224,026 6,810,778 6,818,129 0.11% 286,496 65,728 -2,384 0 0 0 0.00% 6.519,814 6,566,174 6.984855 7.541,732 8,112,178 8,119,529 0.09% 69,683 314,433 1,308,217 4,673,822 3,084,906 1,069,214 - 34.00% 4,374 0 0 0 17,299 17,299 0.00% 71,470 64,625 50,000 0 1,125 0 0.00% 145,527 369,058 1,354217 4,673,822 3,103,330 1,086,513 64.99% 56,454 855,301 681,046 411,229 400,000 304000 - 25.00% 310,243 249,237 27,585 88,169 111,717 148,000 32.48% 0 0 0 0 0 0 0.00% 3%,697 1,104,538 708,631 499.397 511,717 448,000 - 12.45% 152,778 197,133 210,086 218,976 200,000 150,000 -25.00% 30,743 12,405 1,692 7,579 9,356 10,000 6.88% 0 0 0 0 0 0 0.00% 183.521 209,538 211778 226,556 209.356 160.000 •23.58% ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ REVENUE SUMMARY 2006 -07 2001 -02 2002 -03 2003-04 2 2004-05 2 2005.06 2 2006-07 Percent Actual Actual Actual A Actual E Estimated P Proposed Increase Funtiftvenue Category Revenue Revenue Revenue R Revenue R Revenue R Revenue (Decrease) MEASURE -M "FUND INTERGOVERNMENTAL 1,0S3,D34 1,010,077 1,300,089 1,595,550 1,666,238 1,100,000 - 33.98% USE OF MONEY AND PROPERTY 113,266 89,002 12,192 43,788 100,000 56,928 43.07% ■ OTHER REVENUE 0 0 0 0 0 0 0.00% TOTAL MEASURE "M "FUND 1,196,300 1,099,079 1,312,281 1,639,338 1,766,238 1,166,928 .34.50% . BIKES &TRAILWAYS FUND INTERGOVERNMENTAL 52,272 0 0 0 0 0 0.00% USE OF MONEY AND PROPERTY 3,264 3,878 309 0 0 0 0.00% . TOTAL BIKES &TRAILWAYS FUND 55,536 3,878 309 0 0 0 0.00% AHRPFUND ■ INTERGOVERNMENTAL 237,414 366,441 690.543 125 0 400,000 0.00% TOTAL AHRP FUND 237,414 366441 690543 125 0 400.000 0.00% ■ AIR QUALITY MGMT FUND INTERGOVERNMENTAL 79,546 123,573 144,692 111,940 100,000 100,000 0.00% USE OF MONEY AND PROPERTY 5,600 0 128 1,146 4,000 4,000 0.00% , ■ OTHER REVENUE 0 0 0 0 0 0 0.00% TOTALAOMDFUND 85,146 123,573 144,820 113,086 104,000 104,000 0.00% . ENVIRONMENTAL LIABILITY FUND OTHER REVENUE 418,431 414,803 332,813 358,247 370,000 370,000 0.00% ■ USE OF MONEY AND PROPERTY 93,710 79.954 10,135 39,112 60,000 76,000 26.67% TOTAL ENVIRONMENTAL LIAB FD 512,141 494,757 342,948 397,360 430,000 446,000 3.72% ■ OIL SPILL REMEDIATION FUND TOTAL OTHER REVENUE 0 0 0 0 0 0 0.00% USE OF MONEY AND PROPERTY 235,328 76,455 7,007 17,895 36.000 5,000 - 86.11% ■ TOTAL OIL SPILL FUND 235,328 76,455 7,007 17,895 36,000 5,000 - 86.11% NEWPORT ANNEXATION FUND . INTERGOVERNMENTAL 15,000,000 0 5,00010DO 0 3,000,D00 0 - 100.OD% USE OF MONEY AND PROPERTY 447 ,774 458,964 88,316 327,116 541,000 718,000 32.72% TOTAL ANNEXATION FUND 15,447,774 458,964 5.088,316 327,116 3,541,000 718,000 - 79.72% ASSESSMENT DISTRICT PROJECTS OTHER REVENUE 741,196 2,127,087 260,457 14,779,013 0 0 O.OD% ■ USE OF MONEY AND PROPERTY 0 0 6,501 76,768 13,724 13,724 0.00% TOTAL ASSESSMENT DISTRICT FUND 741,196 2,127,087 265,958 14,855,781 13,724 13,724 0.00% ■ CIOSA FUND OTHER REVENUE 26,227 1,981 0 0 0 0 0.00% ■ USE OF MONEY AND PROPERTY 298.566 218,056 26.551 75,339 100,455 120,000 19.46% TOTAL CIOSA FUND 326,793 220,037 26,551 75,339 100,455 120,000 19.46% ■ BONITA CANYON DEV. FUND OTHER REVENUE 0 0 0 0 0 0 0.00% USE OF MONEY AND PROPERTY 223.319 194,454 65,517 7,147 5,000 4,000 - 20.00% ■ TOTAL BONITA CANYON DEV. FD. 223,319 194,454 65,517 7,147 5,000 4,000 - 20.00% MARINERS LIBRARY ■ INTERGOVERNMENTAL 0 0 144,685 0 2,373,376 0 - 100.00% OTHER REVENUE 0 1,069,732 38,269 302,988 0 0 0.00% USE OF MONEY AND PROPERTY 0 0 5,338 18,536 23,743 23,743 0.00% ■ TOTAL MARINERS LIBRARY FUND 0 1,069,732 188,292 321,524 2,397,119 23,743 - 99.01% FIRE STATION #7 ■ INTERGOVERNMENTAL 0 0 0 2,500,000 1,600,000 0 - 100.00% OTHER REVENUE 0 0 0 0 0 0 0.00% USE OF MONEY AND PROPERTY 0 0 0 0 0 0 0.00% ■ TOTAL FIRE STATION #7 FD. 0 0 0 2,500,000 1,600,000 0 -100.00% BACK BAY SCIENCE CENTER ■ INTERGOVERNMENTAL 0 0 0 76,901 600,000 0 .100.00% OTHER REVENUE 0 0 0 D 3,234,400 0 - 100.00% ■ USE OF MONEY AND PROPERTY 0 0 0 960 0 0 0.00% TOTAL BACK BAY SCIENCE CENTER 0 0 O 77.860 31834,400 D -100.00% ■ SAM COMMUNITY CENTER INTERGOVERNMENTAL 0 0 0 0 0 0 0.00% OTHER REVENUE 0 O 0 0 0 0 0.00% ■ USE OF MONEY AND PROPERTY D 0 0 0 0 D 0.00% TOTAL SAH COMMUNITY CENTER 0 0 D 0 0 0 0.00% ■ ■ 11 REVENUE SUMMARY 2006 -07 0 0 0 0 2001 -02 2002 -03 2003-04 2004-05 200506 2000-07 Percent Actual Actual Actual Actual EsUmated Proposed Increase Fund/Revenue Category Revenue Revenue Revenue Revenue Revenue Revenue (Decrease) MISG SAN PROJECTS INTERGOVERNMENTAL OTHER REVENUE USE OF MONEY AND PROPERTY TOTAL MISC SAH PROJECTS WATER ENTERPRISE FUND LICENSES, PERMITS AND FEES INTERGOVERNMENTAL CHARGES FOR SERVICES USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL WATER FUND PARKING FACILITY FUND USE OF MONEY AND PROPERTY TOTAL PARKING FUND WASTEWATER ENTERPRISE FUND INTERGOVERNMENTAL CHARGES FOR SERVICES USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL WASTEWATER FUND INSURANCE RESERVE FUND WORKERS COMP PREMIUM GENERAL LIABILITY PREMIUM DISABILITY INSURANCE PREMIUM OTHER REVENUE TOTAL INSURANCE FUND RETIREE MEDICAL FUND CHARGES FOR SERVICES USE OF MONEY AND PROPERTY TOTAL RETIREE MEDICAL FUND COMPENSATED ABSENCE FUND CHARGES FOR SERVICES USE OF MONEY AND PROPERTY TOTAL COMP. ABSENCE FUND EQUIPMENT MAINTENANCE FUND INTERGOVERNMENTAL EQUIPMENT MAINTENANCE EQUIPMENT REPLACEMENT OTHER REVENUE TOTAL EQUIPMENT FUND PO EQUIPMENT MAINTENANCE FUND EQUIPMENT REPLACEMENT OTHER REVENUE TOTAL PD EQUIPMENT FUND ACKERMANFUND USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL ACKERMAN TRUST FUND BACK BAY DREDGING FUND USE OF MONEY AND PROPERTY OTHER REVENUES TOTAL BACK BAY DREDGING TOTAL ALL FUNDS Lees: Internal Premiums TOTAL ALL CRY FUNDS, NET OF INTERNAL PREMIUMS 12 0 0 0 0 0 0 0.00% 0 0 0 0 0 0 D.00% 0 0 0 0 0 0 0.00% 0 0 0 0 0 D 0.00% 0 0 0 0 0 0 0.00% - 10,799 0 1,608.507 787,523 1,781,266 0 - 100.00% 16,620,928 16,228,130 16,655,234 16,677,064 1,829,000 17,258,000 2.55% 1,144,197 837,322 128,259 304,820 522,000 650,000 24.52% 55,593 261,152 - 70.877 108.620 40,200 21,000 - 47.76% 17,809.919 17,326,604 18,321,123 17,878.017 19,172.466 17,929,000 -6.49% 0 0 0 0 0 0 0.00% 0 0 0 0 0 0 0.00% 0 0 105 664 0 0 0.00% 2,923,583 2,729,781 2,858,223 2,882,723 3,052,000 3,292,000 7.86% 199,883 138,873 16,986 58,385 112,000 140,000 25.00% 22.221 39,160 - 312,876 17,285 2,000 2,000 0.00% 3,145,687 2,907,814 2,562.438 2,959,058 3,166,000 3,434,000 8.46% 3.180,536 3,199,425 3,199,597 3,199,597 3,199,421 3,199,421 0.00% 1,862,778 1,827,779 1,828,697 1,829,081 1,828,697 3,328,097 82.03% 0 0 0 0 0 0 0.00% 417,938 328,917 37,094 145,801 1.500,000 225,000 .85.00% 5,461,252 1,356.121 5065,388 5.174,479 6,526,118 6,753,118 3.45% 1,304,439 1,532,299 1,629,794 1,482,274 1,216,663 388,000 -68.11% 77,712 72.743 10.160 0 120,000 212.500 77,08% 1,382.151 1,605,042 1.639,964 1,482.274 1,336.063 600,500 55407% 1,330,581 1,455,909 1,522,614 1,576,627 1,578,335 2,031,897 28.74% 85,809 61,062 7,873 28,914 40,075 40.075 0.0014. 1.416.390 1,516.971 1,530,487 1,605,542 1,618.410 2,071,972 28.03% 0 0 75 0 0 0 0.00% 1,447,467 1,523,806 1,704,155 1,819,912 1,872.937 1,989,590 6.23% 2,306,707 2,896.264 2,743,083 2,922,406 2,373,070 2,515,148 5.99% 615,203 787,024 172,644 354,518 370.695 370,695 0.00% 4,369,377 5.007,094 4,619,957 5,096,836 4,616,702 4.875 ,433 5.60% 0 0 0 0 611,916 878,570 43.58% 0 0 0 0 60.000 75000 25.00% 0 0 0 0 6711916 953,570 41.92% 14,553 11,013 4,878 19,895 35,000 40,000 14.29% 185.000 185.000 1981,286 0 0 0 0.00% 199.553 196,013 1,986,164 19,895 35,000 40,000 14.29% 15 132 17 68,718 120,000 160,000 33.33% 3,000 0 0 3,854,000 0 0 0.00% 31015 132 17 3.922,718 120,000 160,000 NIA 159,439,671 157,391,090 165.838.67S 197,223,315 196,5501189 185,9161541 .3.88% (11,432.506) (12,235,462) (12,827.940) (12,829.898) (12,681,039) (14,331,323) WA 148.007,163 145,155,608 153,210,738 184.393,416 183,869,150 174,585,518 51050/0 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ i ■ ■ ■ i ■ EXPENDITURES BY FUND 2001.02 2002-03 2003-04 2004-0S 200506 2006 -07 %of Total Actual Actual Actual Actual Estimate Proposed Operating Function and Activities Expenditures Expenditures, Expenditures Expenditures Expenditures Expenditures Budget GENERAL FUND BUDGET General Government City Council 2,805,143 1,327,729 973,213 710,786 1,498,014 1,779,011 0.95% City Clerk 263.000 355,940 294,781 375A56 372.688 493,009 0.24% City Manager 842,723 994,278 1,956,574 1,038,657 1,776,626 1,176,866 1.13% Human Resources 1,174,414 1,146,646 1,165,004 1,288,208 1,372,138 1,6MG20 0.87% City Attomey 688,672 868,117 1,071,588 970,473 994,041 1,051,480 0.63% Administrative Services 4770,577 4996,566 5,278.946 5.655488 8483,270 7,531801 4.12% Total General Government 0,484,529 9889 278 10 74010 10 03 , 2498.715 13.682. 7.94 Public Safety Police Department 28, 055, 340 30 ,385,765 32,448,435 $4,492.665 36,584,104 39,631,573 2325% Fire Department 19,340.449 22,014,665 24,029,948 24801,409 26,625,054 28981844 16.92% Total Public Safety 47385789 52,400A60 478,381 ,09407 63208.1 08.67 77 40. Community Development City Manager 476,286 526,477 806,574 647,048 Planning 1,865,009 2,447,129 2,217,737 2,181,631 3,479,740 2,449,275 2.21% Building 2516,757 2815,996 3.065,671 3,292819 3,310,252 3,749,888 210% Total Community Development 4 81,180 5283.125 5 750. 6, 0 T27 7,398.566 8.846, 0.1 Public Works General Services 14,381,259 15,416,592 16,741,145 18,315,517 19,631,110 21,587,209 12.48% Public Works 3,630,882 3,503,545 3,754,009 4,056,923 4,473,967 5,013,272 2.84% Utilities 1,207,025 1343,414 1,024,651 1,005.695 1,135.744 7,142845 0.72% Total Public Works 79219,166 20263.651 21519 3 ,135 25240,821 27,743, 6 16. Commurrity, Services City Council - Centennial - - - - 556,156 - 0.35% Recreation 8 Sr. Services 2,760,959 3,007,581 3,356,550 3,895,533 4,430,271 4,973,600 2.82% Libraries & Arts 5,152,068 5,168,319 5,090337 5172,456 5,958.458 5,884021 3.79% Total Community Services 7913027 8175 8 067,989 10,940.8 f0, ,621 .9695 General Fund Debt Service 960,747 - - - - - 0.00% Total General Fund Op. Budget 90.354,424 95,792,402 102,946,873 107,669,995 119,290,203 127,742,862 75.82% General Fund CIPs 7,655,747 4,379,362 4,594,096 8,590,094 12,122,475 7215,278 7.71% Total General Fund Budget 98,010,171 100171 764 107,540,909 11 .089 131.412 734 9 , 40 8J. w%- ENTERPRISE FUNDS Water. Operations 11,945,173 11,372,485 13,667,812 12,930,701 14,629,404 14,982.530 9.30% Water - CIP 4,446,858 4,935,134 5.007,460 6,178,645 8,190,320 2,649,000 5.21% Water • Debt Service 1,655,228 1,650,573 1,622,958 1,646,550 1,968,264 1,648,763 1.25% Wastewater - Operations 1,754,157 1,893,290 2,221,135 2,188,180 2,481,269 2,602,594 1.58% Wastewater•CIP 1,072,573 1,635,551 687,808 1,269,143 2,534.085 1,206,290 1.61% Total Enterprise Funds 20,873,989 2 r4_8 T033 3207,17 20.21 218 ,803,342 23,089. 77 10.94% INTERNAL SERVICE FUNDS Insurance Reserve 3,350.000 6,776,529 6,228,971 8,574,542 5,039,183 5,388,68.9 3.20% Equipment Funtl - Operations 3,085,904 3,824,754 3,687,090 3,585,439 5,071,341 4,046,723 3.22% Equipment Fund - CIP 44,582 111,346 69,336 93,054 405,254 - 0.26% Equipment Fund - Debt Service 720,132 831,589 459,776 27,849 386,321 119,568 025% PO Equipment Replacement - - - 600,707 701,000 0.38% Compensated Absences 1,300,000 1,807,921 918,644 1,579,160 1200,000 1,206,000 0.76% Retiree Medical 867,000 1,732,143 1,199,235 1735,921 1,336,355 1,974956 0.85% Total Internal Service Funds 9367818 i6A84282 12563 57A988 14.0397 13 92% OTHER FUNDS Police Grams 510,102 309,680 318,639 382,778 368,886 209,337 023% CDBG - Operations - 150,623 149,981 136,690 231,008 155,653 0.15% CDBG -Debt Service - 72,846 183,581 186,301 204,964 191,224 0.13% Tidelands - Harbor Resources 948.224 1,078,207 1,178,187 1,189,389 1,901,737 1,965,090 1.21% Tidelands - Oil and Gas 382,202 357,693 365,699 419,482 478,102 475,102 0.3D% Tidelands - Debt Service 237,062 237,062 237,062 237,062 237,062 237,062 0.15% AOMD 105,000 130,641 96,003 66,297 26,415 26,415 0.02% Enviromrental Liability 98,971 195,340 154,389 273,392 90,000 90.000 0.06% Newport Annexation - Debt Service - 1,243,300 1,200,000 1,390,453 1,200,000 1,200.000 0.76% Library - Debt Service 720,132 565,925 567,935 564,514 570,250 567,780 0.36% Ackerman Fund 185,000 128,500 1,200,272 102,543 15,100 43.400 0.01% All Other CIP 28,383219 10,349,038 10,028068 24895,956 38.076448 28980,837 24.211% Total Other Funds 24 589 912 14,818 85 15 677 816 844.856 43 2 141 900 Z7.59% TOTAL OPERATING BUDGET 118,218,711 131,551,503 138,604,242 744,867,238 167,326,571 165,574,748 100.00% TOTAL CIP 39,602,979 21,410,431 20,384768 41,028.891 61,328582 40051405 TOTAL CITY BUDGET 157,621, 152,88t,9 158,9 ,010 85,894,1 9 218, 53 5,828,153 LESS: INTERNAL CHARGES (11,432,508) (12,235,482) (12,627,940) (12,629,695) (12,681,039) (14,331,323) TOTAL BUDGET NET OF INTERNAL CHARGES 14B 389,182 140,728,452 146,361,070 173,084231 205,970.114 191,294.830 13 2006-07 EXPENDITURES BY DEPARTMENT Maintenance Salaries& %of and %of Capital %of Debt Total %of Benefits Total Operation Total Outlay Total Service Budget Total DEPARTMENT SERVICES Cily, Council 256,192 0.25% 1,515,819 2.87% 7,000 0.16% - 1,779,011 0.87% City Clerk 338,205 0.32% 154,804 029% - 0.00% - 493,009 0.24% City Manager 2.523,282 2.42% 1,229.722 2.33% 36,000 0.83% - 3,789,004 1.84% Human Resources 1.078,960 1.03% 563,660 1.07% 81000 0.19% - 1,650,820 0.80% City Atlomey 849,824 0.81% 197.656 0.37% 4,000 0.09% - 1,051,480 0.51% Administrative Services 5,766,879 5.52% 1,218,903 2.31% 545,719 12.64% - 7,531,501 3.66% Police 32.834,383 31.41% 5,264,W2 11.85% 533,188 12.35% - 39,631,573 19.27% Fire 24,414,299 23.38% 4,363,710 8.25% 203,635 4.72% - 28,961,644 14.09% Planning 1,960,508 1.89% 593,670 1.12% 50,750 1.18% - 2,604,928 1.27% Building 3,413,891 3.27% 309,497 0.59% 261500 0.61% - 3,749,888 112% General Services 9,624,903 922% 11,930.206 22.57% 32,100 0.74% - 21,587,209 10.50% Library Services (irrcl Cultural Arts) 4,381,107 4.19% 1,391.814 2.63% 111,100 2.57% - 5,864,021 2.86% Recreation and Sr. Services 2,655,168 2.54% 2,303,432 4.36% 15,000 0.35% - 4,973,800 2.42% Public Works 4,122,653 3.95% 859,519 1.63% 31,100 0.72% - 5,013,272 2.44% Utilities 5,583,983 5.35% 13,566.438 25.66% 52,650 1.22% - 19,203,071 9.34% INTERNAL SERVICES Insurance Reserve - 0.00% 5,388.689 10.19% - 0.00% - 5,388,689 2.62% Equipment Maim. & Replacement 1,345,780 129% 676,243 1.28% 2,024,700 46.91% - 4,046,723 1.97% PO Equipment Raplacement - 0.09% 94.000 0.18% 607,000 14.06% - 701,000 0.34% Compensated Absence 1,206,000 1.15% - 0.00% - 0.00% - 1,206,000 0.59% Retiree Medical 1,974,956 1.89% - 0.00% - 0.00% - 1,974,956 0.96% DEBT SERVICE Office Equipment Leases - 0.00% - 0.00% - 0.00% - 0.00% COBG Balboa Village Loan - 0.00% - 0.00% - O.W% 191,224 191,224 0.09% Balboa Yacht Basin Construction Lose - 0.09% - 0.09% - 0.00% 237,062 237,062 0.12% Newport Annexation - 0,00% - 0.00% - 000% 1,200,000 1,200,000 0.58% Central library, Construction - 0,00% 5,250 0.01% 0.00% 562,530 567,780 0.28% Groundwater improvement Bonds - 0.00% 5,ODO 0.01% - 0.00% 1,643,783 1,848,7113 0.80% Rolling Stock Leases - 0.00% - 0.00% - 0.00% 119,568 119,568 0.06% OTHER ACTIVITIES Narcotic Asset Forfeiture - 0.00% 61.907 0.12% 27,430 0.64% - 89,337 0.04% SLESF 109,721 0,11% 10279 0.02% - 0.00% - 120,ODD 0.06% LLEBG - 0100% - 0.00% - 0.00% - - 0.00% AQMD - 0.00% 26,415 0.05% - 0.00% - 26,415 0.01% Envirenmemal Liability Fund - 0.00% 90,000 0.17% - 0.00% - 90,000 0.04% Ackerman Donation - 0.00% 43,400 0.08% - 0.00% - 43,400 0.02% Capital Improvement Projects - 0.00% - 0.00% - 0.00% - 40,051,405 19.48% Total Budget 104,440,695 100.00% 52,864,035 100.00% 4,315,872 100% 3,954,147 205,626,153 100.00% Less: Internal Charges (6,619,318) (8,712,005) - (14,331,323) Total Budget Net of Internal Charges 98,821,377 44,152,030 4,315,872 3,954,147 191,294,830 %OF %OF %OF %OF BUDGET TOTAL GENERAL BUDGET TOTAL OPERATING BUDGET TOTAL TYPE BUDGET FUND TYPE BUDGET Salaries and Benefits 104,440,695 63.08% 50.79% 93,733,641 72.98% 69.09% Maintenance and Operation 52,864,035 31.93% 2571% 32,509,480 25.31% 23.96% Capita, OaOay, 4,315,872 2.61% 2.10% 2,200,742 1.71% 1.62% Debt Service 3,954,147 2.39% 1.92% - 0.00% 0.00% Total Operating Budget 165,574,748 100.00% 90.52% 128,443,862 100.00% 94.68% CAPITAL IMPROVEMENTS TOTAL BUDGET 14 40,051,405 1m.00% 19.48% 7215,278 100.00% 5.32% 205,626,153 100.00% 100.00% 135,659,140 100.00% 100.00% ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Historical Capital Projects Spending (dollars In thousands) 40,000 37,500 ■General Fund Projects -- -- 35,000 OSpecial Revenue a Cooperative Projects ` ■Special Assessment Projects 32,500 O Enterprise Fund Projects ■Intemal Service Fund 30,000 27,500 _. _ ......... .....- ._.._.....,. ...._,....,......,. _. .,..- 25,000 22,500 ....... ......_..........._..- .... -..._ ........___..... __....._...... 20,000 .......__ ....... .......... ....._............... 17,500 15,000 - - -- -- -- - 12,500 10,000 7 500 ...,.. ..i L.. 5,000 2,500 tu 0 S o 0 0 'WPI N N n 4 0 0 0 0 0 15 2000.01 2001 -02 2002 -03 2003.04 2004 -05 2005 -06 2006 -07 Actual Actual Actual Actual Actual Estimated Projected General Fund Projects General Fund 5,433 7,656 3,625 4,594 5,790 12,122 7,215 Special Revenue, Cooperative Projects & Others CDBG 288 526 1,826 721 59 741 - Gas Tax 1,785 2,107 1,622 1,549 .1,476 3,346. 2,479 . Tidelands 561 958 858 910 887 1,622 2,900 Contributions 174 166 834 1,857 2,464 10,079 9,332 Circulation Et Transportation 569 247 957 1,122 508 2,265 2,713 Building Excise Tax 271 640 180 154 170 483 448 Measure M 1,123 972 985 1,248 1,044 2,235 1,575 Bike Et Trailways - 58 - - - AHRP Fund 527 679 85 400 1,253 Environmental Liability - - 635 Traffic Congestion Relief 539 363 85 345 326 American Trader Oil Spill Remedjation 345 3,319 564 609 54 901. 93 Newport Coast Annexation - - 32 7 375 7,004 225 Mariners Library - - 90 299 1,785 3,885 - Fire Station #7 - - 4,402 3,053 2 Back Bay Science Center 1,653 SAH Community Center - - - - - 4,150 Misc SAH Projects - - - - - 61 Special Assessment Projects Assessment Districts 2,183 1,670 1,697 782 12,373 2,842 - CIOSA Development 765 148 295 516 1,245 - 1,079 Bonita Canyon Development 4,D85 1,343 63 82 856 75 59 Enterprise Fund Projects Water 1,502 4,447 4,935 5,008 6,179 7,190 2,649 Sewer 516 1,073 1,636 688 1,269 2,434 1,206 Internal Service Fund Equipment Maintenance 12 45 111 69 93 405 - Annual Totals 19,612 26,383 21,410 20,385 41,027 61,429 40,051 40,000 37,500 ■General Fund Projects -- -- 35,000 OSpecial Revenue a Cooperative Projects ` ■Special Assessment Projects 32,500 O Enterprise Fund Projects ■Intemal Service Fund 30,000 27,500 _. _ ......... .....- ._.._.....,. ...._,....,......,. _. .,..- 25,000 22,500 ....... ......_..........._..- .... -..._ ........___..... __....._...... 20,000 .......__ ....... .......... ....._............... 17,500 15,000 - - -- -- -- - 12,500 10,000 7 500 ...,.. ..i L.. 5,000 2,500 tu 0 S o 0 0 'WPI N N n 4 0 0 0 0 0 15 16 Fire 2300 Planning 2700 I Building 2900 I Gen. Svcs. 3100 Library 4000 Rec8Sr Svc 4500 Pub. Works 5000 I Utilities 5900 Internal Svc 6000 Other Activities Total 967,490 1,371,774..:2,354,145 '6066421 27354,434 .1;449`709 2,955,409",,: 3,464;529 890356 34';539;896[ 11,041977 24,205425 1,127,720 91,408 15,756: -::882;098 512,664 59,219 ! 256;012 - 'is'4 325;8071 49,704 47,007 427,033 81788 2,944 6,476 145,568 17,796 996,910 _ - - - - '963 321.0 503,724 _ - - 503,724 • 1;450,550 - - - , ;�, - - - 1;450 ;5501 866,319 - - - 866,319 _ - - - - - :74,664 18,396 26,958 150 9242, 475 21325 66;639; 161,056 25,421 14,650 990 774 25,700 7,606 297,813 ..: 384;688•..... - - - - - - �• .. 842,391; 385,781 - _ - 1,247,691 - :� :- �? :::77.8'875 , • - 778;875: 376,875 376,875 -;..i r.. i,`cy7rw ":, ". y,- ; €mss`; - 97330 1484,420 187,348 285,952 1,084,344 404,276 246,510 325,393 517,671 147,906 7960028 240 _ -- 8;639 1,200 1,200 1,200 1,200 1,058 1,200 600 16,658 8,500 - - 409,010 109;721 125;231' 1,865,946 1,865,946 - 35,300. 11,333 -`0.N 80;7121 !We!: - <132,745' 17,453 2,130 3,272 11,863 4,280 2,615 3,753 5,880 1,637 90434 " -- -3,856 .. -: 479 - -:731 - :2;772- 1- ,033- 630 832; 1,323, , !`378 20413: 23,449 24,714 49,139 590,560 61,170 50,917 69,074 286,394 84,373 1,468,688 : %658;386' -1,730,734 420,331 48,012 82,395 212,325 82,405 50,740 103,439 121,259 31162 - 2,053,910 :127;064,: 16,652 30,079 62,824 42,145 26,915 37;693 37,143 '10;071 728;501 14,330 20,060 35,088 15,015 34,280 16,367 43,947 8,933 2,263 292,968 - 71,000 101,617 .176,022" 436,677 201;570 '119;334 . 218;628 264,340 - .': >64,459• - �sZ653,566 96,162 136,670 237,105 598,075 270,801 159,891 294,595 361 894 87,771 3,598.034 .3;377;873:'* - - - _ - - /!a >;! -' - rr, 7,393,728 1,133484 2,475426 ..42,289 3,428 ,; ",591 '23;385 13,169 2,221. 3,882: 50,250 `• +163663 24,414,299 1,960,508 3,413,691 9,624,903 4,381,107 2,655,168 4,122,653 5,583,985 4,526,734 109,721 104,440,694 31,500 8 000 1,000 20,000 4;000' 14.460 122,514 500 8,000 276,600 2,000 27,500 5,600 58,500 8,500 1.001) 812,445 428,167 3,309 38,7B0 1,031;512 + ^3,417 48,940 39;437 -' 323,655.,, x:28'372 : -::E, 1M6202 916,004 1,830 34,197 1,030,118 2,792 54,889 30,028 385,051 19,566 8,347 3,132,120 149,231 .,,k:A200 .,,;, 33 ,100 99 ^159" .,74;330 '6477 249,170.,•, €'7,450 " 3;975 1,154298 223,059 59,500 54,120 70,000 39,950 717,492 :•.:51,120 12,000 3400 1,500 16,000 38,198 3,906 50000 `• � -- •.: K ?•"305,737.' 29,568 12,000 4,450 1,250 2,810 4,165 6,100 6,550 1,500 149,745 91,040 :500 11,000:; - 31,200 101,000 •x:8;200cY. 16279 '4: 3961549` 122,140 189,000 102,000 3,245,636 14,500 1,315,421 115,097 246,800 81,000 800 7,452,513 276,133 80,994 61,391 -`.. ���.•.:_ - '- 1,021836" - - 150,000 150,000 - 8,721 ..962,650 ,75,225:'- 95,388- - - '1;500 "' - 1246,935 45,305 75470 9,500 5,600 4,050 9,050 6,250 -08000 5250.; 4,275 57 324 8,500 17,500 4,300 5,900 16,950 11,000 18,700 5,000 25,800 382,707 •;94,750 59,000 56,108 750 11,046 20,300 9,949 11,360 9,400 29,800 3,000 - 524,547 •- ,10,731. 13,000.31$53 7,100 2,000 2,500 - 70,984 80,369 167,500 154,828 62,000 1,661,500 23,000 2,230,297 `500 500+ 8,300 661,000 13,954 22,303 28,000 739,057 101,868 X6,000'. 12;100,, 6850" 1ai ",39,070 23446 -.'� ?19900 %5,600 ,:-- ?- -1;000 •• 390,905• 54,868 - - 3,750 - - 112,293 +348'500 425,500 11,250 18,050 19,000 ;•• 53,917 : •. 22,100 19,578 1,500 130,695 15,000 15 000 :.224.000 :- 224;000 28,220 1,000 200,125 15,450 15,966 1,800 400,000 - 805,829 - - ,.'28,093 . :. -?'w: 28,093 60,90C 60,900 :..17.600 57,600• 17 18 Fire 2300 Planning 2700 Building 2900 Gen. Svcs. 3100 Library 4000 Rec &Sr Svc 4500 Pub. Works 5000 U8lities 5900 Internal Svc 6000 Other AIlivi8es Total 5,000 . S' 6,000 6,500 6,500 740,929 .63,500' :63;500 45,294 6,000 395,455 270,000 270,000 408,000- 408,000 377,130 5,500 30,400 15,000 34,110 205,501 9,117 235,100 85,000. 1,195,077 12,900 14,400' 118,434 47,800 540 11,900 3161054 61,000 20,000 40,525' 20,695 12.590 66,560 56 550 _ - - 18,300 _ _ _ _ - - _ -18300 4,000 _ _ _ 4,500 17,600 17,600 106,000 - _ _ _ 106,000 20'200" 20,200, 38,500 - - 38 500 22,500 `22;500 6,000 _ _ _ _ _ __ 6,000 36,000 36,000 25,000 25,000 581,200 581,200 800 300 1,000 11,360 1,150 8,700 6,000 37,700 164,618 150,080 1968,950 88,000 121,000 2,000. 21,750 3617,686 _ _ 40,000 65,000 30,000 21,500 21,500 6425 '6,625 639,740 639,740 30,000 3,400,000 3 400,000 3,200,000 3.200.000 80,000 80,000 461,795 35,000 185,000 19,790 701,585 .100,000 100,000 58,000 1,759,490 1.817,490 217,308 21,548 7,425 740,006 5,172 62,458 347,815 366,243 77,055 3,328,698 59,659 5,000 64,659 - 36400 38,400 15,000 15,000 3,700 90,000 93,700 - _ _ _ _ - - 2,418,461 2,418,461 - 2,970,2'28 - 2,970 228 4,363,710 593,670 309,4971 11,930,208 1,391,814 2,303,432 859,519 13,566,438 6,158,932 242,251 52,864,035 25,500 18,500 -- - 15,500 111,100 13,000 20,700 3,00() - 282,291 25,125 9,250 1,200 13,000 3,500 833,991 10,500 - - _ 1 15,500- 2,238,500 2,238 500 4,700 4,700 330,000 330,000 2,000 13,000 17,500 168,010 16,600 2,000 33,650 42,000 27,430 546,090 16,000 8,000 9,200 1,000 47,300 203,635 50,750 26,500 32,100 111,100 15,000 31,100 52,650 2,631,700 27,430 4,315,872 3,9 ,147 3,954,147 28,981,644 2,604,928 3,749,888 21,587,209 5,884,021 4,973,600 5,013,272 19,203,073 13,317,368 4,333,549 165,574,748 40,051,405 40,051.405 28,981,644 2,604,928 3,749,888 21,587,209 5,884,021 4,973,600 5,013,272 19,203,073 13,317,368 44,384,954 205,626,153 19 SUMMARY OF ESTIMATED 2005 -06 YEAR END FUND BALANCES Estimated Estimated Estimated Actual Estimated Budget Capital Year End Fund Balance Revenue Transfere Transfers Expenditures Improvements Fund Balance Fund l Account 2004-05 2005-06 In Out 2005-06 2005-08 200508 General Fund - 130,136,827 17,661,805 13,820,151 122,339,665 11,638,796 Contingency Reserve 15,202,852 - - - - 11 5,202,M2 Stabilization Reserve - - - - - - - Actual Fair Market Value Adj. - - - - - FutureFairMarketValueAdj. - - - Appropriations Reserve (operating) 7,095,959 - - 1,594,903 - - '5,501,056 Appropriatlons Reserve (capital) 1,402,100 - 1,574,621 1,402,100 - - 1,574,621 Reserve for inventories 213,352 - - - - 213,362 Reserve for Prepaid Items 648,365 - - 236,561 - - 411,804 Reserve for Encumbrances 2,432,061 - - 2,432,061 - - - Unrealized Events Impacting Budget - - 2,751,901 - Affordable Housing Reserve 1,329,420 - - - - - 1,329,420 Reserve for Long tens receivable 50,000 - - - - - - 50,000 Paramedic Program (Hoag) 306,163 - 1,449 - - - 307,612 Recreation Instruction Reserve 162,692 - 28,000 - - - 190,692 Senior Citizen Site 18,139 - 2,500 - - - - 20,839 Park In Lieu Fees 1,435,974 - - - - 483,679 - 952,295 Off Street Parking 74,887 - 7,000 - - - 81,887 In Lieu Parking Fees 295,489 - 72,000 - - - 367,489 Neighborhood Enhancement Res. A 125,786 - 28,000 - 153,786 Neighborhood Enhancement Res. B 837,357 - 300,000 74,999 - - 1,062,366 Oceanfront Encroachment 804,898 - - - - - 804,898 Reserve for Capital Improvement 14,300,000 - 2,000,000 5,300,000 - - 11,000,000 Reserve for PERS Rate 5,000,000 5,000,000 54,487,395 130,136,827 21,675,375 27,612,676 122,339,685 12,122,475 44,224,761 Ackerman Donation Fund - - - - - Appropriations Reserve - 35,000 - 19,900 15,100 - Appropriations Reserve - Scholarship 182,368 - - - - 182,368 Appropriations Reserve - Hi Tech 9,482 - - - - 9,482 Perm Scholarship Endowment Reserm 199,389 - 5,900 - - 205,289 Pen Equipment Endowment Reserve 598,166 - 14,000 - - - 612,166 Fair Value Adj. Reserve - - - - - ReserveforEncumbrance - - - - - - - CDBG Fund - - - - - - Appropriations Reserve 177,3858 42 872, 56.150 31,500 435,972 741,288 (102,410) Reserve for Encumbrance 56,150 - - 56,150 - - - AOMD Fund - - - - - - Appropriations Reserve 95,606 104,000 - - 26,415 - 173,191 Reserve for Encumbrance - - - - - - - Asset Forfeiture Fund - - - - - Appropriations Reserve 85,601 70,000 48,291 - 248,886 - (44,994) Fair Value Adj. Reserve - - - - - - - - ReserveforEncumbrances 48,291 - - 48,291 - - SLESF- COPS Fund - 121,722 - - 120,000 - 1,722 Local Law Enforcement Block Grant - - - - - - - Appropriations Reserve - - - - - - - Fair Value Ad). Reserve _ - - - - - - - - - - State Gas Tax Fund - - - - - - - Appropriations Reserve 2,749,675 1,948,823 782,955 160,000 - - 3,345,955 1,975,498 Fair Value Adj. Reserve - - - - - - Reserve for Encumbrances 782,955 - - 782,955 - Traffic Congestion Relief Fund - - - - - Appropriations Reserve - 352,362 - - 344,638 7,724 Fair Value Adj. Reserve - - - - - - - Reserve for Encumbrances - - - - - - - Measure M Fund Tumback 1,374,120 1,200,000 1,234,944 - 1,700,794 2,108,270 Fair Value Adj. Reserve - - - - - - Tumback Encumbrances 1,234,944 - 1,234,944 - - Competitive (535,313) 566,238 534,023 - - ,534,022 30,926 Competitive Encumbrances 534,023 - - 534,023 - - - W ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ SUMMARY OF ESTIMATED 2005 -06 YEAR END FUND BALANCES Estleudod Estimated Estimated Actual Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Imprevemems Fund Balance Fund l Account 200405 2005-06 In Out 2005-06 200506 2005-06 Tronsporiation Efficiency Act - - - - - - - Appropriations Reserve - - - - - - - Fair Value Adj. Reserve - - - - - - Reserve for Encumbrances - - - - - - Ekes & Trailways S13821 Appropriation Reserve - - - - - - Fair Value Adj. Reserve - - - - - - ReserreforEncumbrances - - - - - - - AHRP Fund Appropriations Reserve 6,576 - - - - 400,000 (393,424) Reserve for Encumbrances - - - - - Tide and Submerged Land Fund Appropriation Reserve - 8,112,178 552,713 4,425,548 2,616,901 1,622,442 - Fair Value Adj. Reserve - - - - - - - Appropriations Reserve (capital) - - 1,080,269 - - 1,060,269 Reserve for Encumbrances 552,713 - - 552,713 - - - Lipper Bay Reserve 74,174 - 75,000 311,000 - - (161,826) Oil and Gas 120,000 - 40,000 - - - 160,000 Contributions Fund Mac Cool>eratW Projects (2,608,849) 1,275,981 1,155,638 - - 1,754,628 (1,931,858) Bristol Street Relinquishment - 750,000 - - - - 750,000 PCH Relinquishment 3,511,000 - - - - 100,000 3,411,000 Environmental Contributions 139,996 1,077,349 - - - 1.831,723 (614,378) Reserve for Encumbrances 1,155,638 - - 1,155,638 - - - Circulation and Transportation Fund Appropriations Reserve 2,831,040 511,717 1.184,963 200,000 - 2,264,623 2063,097 Fair Value Adj. Reserve - - - - - - - Reserve for Encumbrances 1,184,963 - - 1,184,963 - - - Building Excise Tax Fund Appropriations Reserve 392,154 209,356 - - - 482,760 118,760 Fair Value Adj. Reserve - - - - - - - Reserve for Encumbrances - - - - - - - Environmental Liability Fund Appropriation Reserve 1,868,669 430,000 - - 90,000 - 2,208,669 Fair Value Adj. Reserve - - - - - - - Reserve for Encumbrances - - - - - - - 00 Spill Remediation Fund Appropriation Reserve 854,267 36,000 56,063 - - 900,909 45,421 Fair Value Adj. Reserve - - - - - - Reserve for Encumbrances 56,063 - - 56,063 - - - Newport Annexation Funds Receipt Fund 9,400,000 3,336,000 - 1,377,500 - - 11,358,500 Fair Value Adj. Reserve - Receipt - - Allocation Fund - - 1,200,000 - 1,200,000 - - Fair Value Adj. Reserve - Allocation - - - - - - - Building Fund 6,697,482 205,000 218,037 - - 7,004,037 116,482 Fair Value Adj. Resenre-Building - - - - - - Reserve for Encumbrances- Building 218,037 - - 218,037 - - Library Debt Service Fund Appropriation Reserve - - 570,250 - 570,250 - - Reserve for Debt Service 568,240 - - - - 568.240 Assessment District Projects Appropriation Reserve 1,807,368 13,724 478,992 - - 2,842,221 (542,137) Reserve for Encumbrances 478,992 - - 478,992 - - - Fair Value Adj. Reserve - - - - Civic Cemed Fire Station Construction Appropriation Reserve (144,309) - 365,411 - - 371,011 (149,909) Reserve for Encumbrances 365,411 - - 365.411 - - - 21 SUMMARY OF ESTIMATED 2005 -06 YEAR END FUND BALANCES Estimated Estimated Estimated Actual Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance Fund !Account 2004-05 200546 In Out 200548 2005-06 200546 CIOSA Fund Appropriation Reserve 3,331,647 100,455 200,000 - - - 3,632,102 Fair Value Adj. Reserve - - - - - - - Reserve far Encumbrances - - - - - - - Bonita Canyon Development Fund - - - - - - Appropriation Reserve 76,226 5,000 - - - 75,457 7,769 Reserve for Encumbrances - - - - - - - Mariners Library Fund Appropriation Reserve (2,203,158) 2,397,119 3,342,406 - - 3,885,046 (34$679) Reserve for Encumbrances 3,342,406 - - 3,342,406 - - Fire Station #7 Fund Appropriation Reserve (172,277) 1,600,000 1,697,901 - 3,063,499 72,125 Reserve for Encumbrances 197,901 - - 197,901 - Be&BayScienceCenterFund - - Appropriation Reserve 5,461 - 2,017,608 - 6,021,406 - ReserveforEncumbrances 45,444 3,834,400 - 45,444 (163,937) SAH Community Center Appropriation Reserve - - - - - - - Reserve for Encumbrances - - - - - - - MISC SAH Projects Fund Appropriation Reserve - - - - - - - Reserve for Encumbrances - - - - - - - Newport Bay Dredging Fund - - - - - - Permanent Endowment 3,857,000 - - - - - 3,857,000 Appropriation Reserve 68,883 120,000 - - - - 188,883 Fair Value Adj. Reserve - - - - - - - Insurance Reserve Fund Workers' Compensation Reserve 6,788,531 3,949,421 - - 2,420,075 - 8,317,877 Liability Reserve 306,108 2,578,697 1,500,000 - 2,619,108 - 1,765,697 Fait value Adj. Reserve - - - - - - Retiree Medical Fund Operating Fund (162,900) 1,100,000 6,113,618 - 1,336,355 - 5,714,363 Conversion Fund 2,301.788 236,663 1,000,000 2,538,451 - - 1,000,000 Fair Value Adj. Reserve - - - - - - - Compensated Absence Fund Appropriation Reserve 1,165,800 1,618,410 - - 1,200,000 - 1,584,210 Fair Value Adj. Reserve - - - - - - - Equipment Fund Equipment Maintenance - 1,872,937 278,439 125,000 1,874,676 405,254 (253,554) Equipment Replacement- All Other 7,140,994 2,743,765 1,739,010 403,439 3,582,986 - 7,637,344 Equipment Replacement- PO 1,381,041 671,916 - - 600,707 - 1,452,250 Fair Value Adj. Reserve - - - - - - - Reserve for Encumbrances 1,739,010 - - 1,739,010 - - - Water Enterprise Fund - 19,172,466 7,595,184 2,298,303 16,597,668 7,090,319 781,360 Water System Reserve 3,399,356 - 2,298,303 - - 5,697,659 Stabiszaboo Reserve 3,508,126 - - 787,645 - - 2,720,481 Future Infrastructure Reserve 3,417,369 - - 3,417,359 - - - Fair Value Adj. Reserve - - - - - - - Reserve for Encumbrances 3,390,180 3,390,180 13,715.021 19,172,466 9,893,487 9,893,487 16,597,668 7,090,319 9,199,500 Wastewater Enterprise Fund - 3,166,000 1,850,209 - 2,481,269 2,434,085 100,855 Wastewater System Reserve 1,602,276 - - 435,674 - - 1,166,602 Stabilization Reserve 569.565 - - 568,030 - - 1,535 Future Infrastructure Reserve 1.535 - - 1,535 - - - Fair Value Adj. Reserve - - - - - - - Reserve for Encumbrances 844 ,970 844,970 3.018,346 3,166,000 1,850,209 1,850,209 2,481,269 2,434,085 1,268,992 TOTAL 137,555,091 196,532,384 60,941,651 60,941,651 184376,053 61,328,582 112,382,841 22 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ SUMMARY OF ESTIMATED 2006 -07 YEAR END FUND BALANCES Estimated Estimated Estimated Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance Fund f Account 200546 2006-07 In Out 2005-07 2005-07 200&07 General Fund Contingency Reserve Stabilization Reserve Actual Fair Market Value Adj. Future Fair Market Value Adj. Appropriations Reserve (operating) Appropriations Reserve (capital) Reserve for Inventories Reserve for Prepaid Items Reserve for Encumbrances Unrealized Events Impacting Budget Affordable Housing Reserve Reserve for Long term receivables Paramedic Program (Hoag) Recreation Instruction Reserve Sealer Citizen Site Park In Lieu Fees Off Street Parking In Lieu Parking Fees Neighborhood Enhancement Res. A Neighborhood Enhancement Res. B Oceanfront Encroachment Reserve for Capital Improvement Reserve for PERS Rate Changes Ackerman Donation Fund Appropriations Reserve Appropriations Reserve - Scholarship Appropriations Reserve - Hi Tech Penn Scholarship Endowment Resen, Perm Equipment Endowment Reserve Fair Value Adj. Reserve Reserve for Encumbrance CDBG Fund Appropriators Reserve Reserve for Encumbrance AOMD Fund Appropriations Reserve Reserve for Encumbrance Asset Forfeiture Fund Appropriations Reserve Fair Value Adj. Reserve Reserve for Encumbrances SLESF -COPS Fund Local Law Enforcement Block Gram Appropriations Reserve Fair Value Adj. Reserve State Gas Tax Fund Appropriations Reserve Fair Value Adj. Reserve Reserve for Encumbrances Traffic Congestion Relief Fund Appropriations Reserve Fair Value Adj. Reserve Reserve for Encumbrances Measure M Fund Tumback Fair Value Adj. Reserve Tumback Encumbrances Competitive Competitive Encumbrances - 136,449,519 6.610,667 7,782,221 128,641,826 15,202,852 - 1,100,001 - - 5,338,556 - - 710,368 - 1,574,621 - - 1,574,621 - 213,352 - - - - 411,804 - - - - 1,329,420 - - - - 50,000 - - - - 307,612 - - 57,612 - 190,692 - 28,000 - - 20,639 - 2,500 - - 952,295 - 68,940 - - 81,887 - 7,000 - - 367,489 - 40,000 - - 153,786 - 28,000 - - 1,062,358 - 300,000 75,000 - 985,203 - 190,000 - - 11,000,000 - 3,000,000 - - 182,368 9,482 205,289 612,166 . (102,410) 173,191 (44,994) 1,722 1,975,498 7,724 2,108,270 30,926 40,000 - 40,000 - 8,000 - - 10,000 - - 7,000 - - 15,000 - 374,792 - 15,450 104,000 45,000 122,000 1,947,500 355,000 1,156,928 160,000 5,000 38,400 340,877 26,415 89,337 120,000 6,636,139 - - 16,302,853 - 4,628,188 213,352 411,804 - 1,329,420 - 50,000 - 250,000 - 218,692 - 23,139 150,000 871,235 - 88,887 407,489 - 181,786 130,000 1,157,358 299,139 876,064 - 14,000,000 5am nm • 185,368 212,289 627,166 (89,945) 250,776 (89,331) 3,722 2,478,966 1,284,032 325,500 37,224 1.075,150 2,190,048 500,000 (469,074) 23 SUMMARY OF ESTIMATED 2006 -07 YEAR END FUND BALANCES - Estimated Estimated Estimated Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance Fund l Account 2005-06 2006 -07 In Out 2606 -07 2006-07 200&07 Transportation Efficiency Act - - - - - - - Appropriations Reserve - - - - - - - Fair Value Adj. Reserva - - - - - - ReserveforEncumbrances - - - - - - - Bikes & Trailways SB821 Appropriation Reserve - - - - - - - Fair Value Adj. Reserve - - - - - - - Reserve for Encumbrances - - - - - - - AHRP Fund Appropriations Reserve. (393,424) 400,000 - - - 1,253,260 (1,246,684) Reserve for Encumbrances - - - - - - - Tide and Submerged Land Fund Appropriation Reserve - 8,119,529 1,060,269 3,602,616 2,677,254 2,899,928 - FairValueAdj.Reserve - - - - - - Appropriations Reserve (capital) 1,060,269 - - 1,060,269 - - - Reserve for Encumbrances - - - - - - - Upper Bay Reserve (161,826) - 75,000 - - - (86,826) Oil and Gas 160,000 - 40,000 - - - 200,000 Contributions Fund Mlsc Cooperative Projects (1,931,858) 384,488 - - - 5,297,918 (6,845,288) Bristol Street Relinclulshment 750,000 - - - - 494,677 255,323 PCH Retinclulshment 3,411,000 - - - - 90,000 3,321,000 Environments] Contributions (614,378) 702,025 - - - 3,449,000 (3,361,353) Reserve for Encumbrances - - - - - - Circulation and Transportation Fund Appropriations Reserve 2,063,097 448,000 230,000 - 2,712,600 (431,503) Fair Value Ad. Reserve - - • - - - - Reserve for Encumbrances - - - - - - Building Excise Tax Fund Appropriations Reserve 118,760 160,000 - - - 448,162 (169,402) Fair Value Adj. Reserve - - - - - - - ReserveforEncumbrances - - - - - - - Environmentai Liability Fund Appropriation Reserve 2,208,669 446,000 - - 90,000 635,000 1,929,669 Fair Value Adj. Reserve - - - - - - - ReserveforEncumbrances - - - - - - - Oil Spill Remediation Fund Appropriation Reserve 45,421 5,000 - - - 93,004 (42,583) Fair Value Adj. Reserve - - - - - - Reserve for Encumbrances - - - - - Newport Annexation Funds Receipt Fund 11,358,500 448,000 - 1,400,000 - - 10,406,500 Fair Value Adj. Reserve - Receipt - - - - - - - Allocation Fund - - 1,200,000 1,200,000 - - Fair Value Adj. Reserve - Allocation - - - - - - Building Fund 116,482 270,000 - - - 225,000 161,482 Fair Value Adj. Reserve - Building - - - - - - - Reserve for Encumbrances- Building - - - - - - - Library Debt Service Fund Appropriation Reserve - - 567,780 - 567,780 - - Reserve for Debt Service 568,240 - - - - - 568,240 Assessment District Projects Appropriation Reserve (542,137) 13,724 - - - - (528,413) Reserve for Encumbrances - - - - - - - Fair Value Adj. Reserve - - - - - Civic Canted Fire Station Construction Appropriation Reserve (149,909) - - - - - (149,909) Reserve for Encumbrances - - - - - - - 24 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ SUMMARY OF ESTIMATED 2006 -07 YEAR END FUND BALANCES Estimated Estimated Esthnaled E58mated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expandituros Impmvemants; Fund Balance Fund l Account 2005 -00 2006 -07 In Out 2000-07 2006 -0T 200"T CIOSA Fund Appropriation Reserve 3,632,102 120,000 150,000 - - 1,078,500 2,823,602 Fair Value Adj. Reserve - _ _ _ _ _ Reserve for Encumbrances - - - - - - Bonita Canyon Development Fund Appropriation Reserve 7,769 4,000 - - - 58,700 (46,931) Reserve for Encumbrances - - - - - - - Mariners Library Fund Appropriation Reserve (348,679) 23,743 - - - - (324,936) Reserve for Encumbrances - - - - - - - Fire Station #7 - Approprla6on Reserve 72,125 - - - - 1,800 70,525 Reserve for Encumbrances - - - - - - Back Bay Science Center Fund - 1,652,672 (1,652,672) Appropriation Reserve (163,937) - - - - (163,937) Reserve for Encumbrances - - - - - - SAHCommunity Center - - - - - - Appropriation Reserve - - - - - 4,150,000 (4,150,000) Reserve for Encumbrances - - - - - - - MISC SAH Projects Fund - - - - - - - Permanent Endowment - - - - - 61,200 (61,200) Appropriation Reserve - - - - - - - Newport Bay Dredging Fund Permanent Endowment 3,857,000 - - - - 3,857,000 Appropriation Reserve 168,883 160,000 - - - 348,883 Fair Value Adj. Reserve - - - - - - Insurance Reserve Fund Workers' Compensation Reserve 8,317,877 3,311,921 - - 2,418,461 - 9,211,337 Liability Reserve 1,765,697 3,441,197 - - 2,970.228 - 2,238.666 Fair Value Adj. Reserve - - - - - - - Retiroe Medical Fund Operating Fund 5,714,363 388,000 1,700,000 - 1,974,956 - 5,827,407 Conversion Fund 1,000,000 212,500 750,000 - - - 1,962,500 Fair Value Adj. Reserve - - - - - - - Compensated Absence Fund Appropriation Reserve 1,584,210 2,071,972 - - 1,206,000 2,450,182 Fair Value Adj. Reserve - - - - - - - Equipment Fund Equipment Maintenance - 11988,590 170,933 125,000 2,035,523 - - Equipment Replacement -All Other 7,383,790 2,885,843 - 295,933 2,130,768 - 7,842,932 Equipment Replacement - PD 1,452,250 953,570 - - 701,000 - 1,704,820 Fair Value Adj. Reserve - - - - - - - ReserveforEncumbrances - - - - - - - Water Enterprise Fund - 17,929,000 1,351,293 - 16,631,293 2,649,000 - Water System Reserve 5,697,659 - - - - - 5,697,659 Stabilization Reserve 3,501,841 - - 1,351,293 - - 2,150,548 Future Infrastructure Reserve - - - - - - - Fair Value Ad]. Reserve - - - - - - - Reserve for Encumbrances 9,199,500 17,929,000 1,351,293 1,351,293 18,631,293 2,649,000 7,848,207 Wastewater Enterprise Fund 100,855 3,434,000 274,029 - 2,602,594 1,206,290 - Wastewater System Reserve 1,166,602 - - 274,029 - - 892,573 Stabilization Reserve 1,535 - - - - - 1,535 Future Infrastructure Reserve - - - - - - - Fair Value Adj. Reserve - - - - - - - Reserve for Encumbrances 1,268,992 3,434,000 274,029 274,029 2,602,594 1,206,290 894,108 TOTAL 112,400,646 188,916,841 18,754,412 18,754,412 166,473,712 40,051,405 94,792,370 25 2006 -07 FUND TRANSFERS - ALL FUNDS eneral Fund 160,000 Transfer In (From General Fund Reserves): Current Year Operations $ 2,417,601 Contingency Reserve 1,100,001 Actual Fair Market Value Adj. - Appropriations Reserve (operating) - Transfer In (From Current Year Operations): Appropriations Reserve (capital) - Paramedic Program (Hoag) - Recreation Instruction Reserve 28,000 Senior Citizen Site 2,50C Park In Lieu Fees 68,94C Off Street Parking 7,OOC In Lieu Parking Fees 40,000 Neighborhood Enhancement Res. A 28,OOC Neighborhood Enhancement Res. B 300,000 Oceanfront Encroachment 190,OOC Reserve for Capital Improvement 3,000,OOC Reserve for PERS Rate Changes - Transfer In (From Other Funds) Gas Tax Fund 160,000 Tidelands Fund 3,487,616 CDBG Fund 15,450 AQMD Fund - Circulation & Transportation Fund 80,000 Equipment Maintenance Fund 125,000 Equipment Replacement Fund 125,000 Newport Annexation Funds 200,000 Total Transfers In $ 11,375,108 ?neral Fund Transfer Out (To General Fund Reserves): Current Year Operations $ 4,764,441 Contingency Reserve - Actual Fair Market Value Adj. - Appropriations Reserve (operating) 710,368 Transfer Out (To Current Year Operations): Appropriations Reserve (capital) 1,574,621 Encumbrances Unrealized Events Impacting Budget - Paramedic Program (Hoag) 57,612 Recreation Instruction Reserve - Senior Citizen Site - Park In Lieu Fees - Off Street Parking - In Lieu Parking Fees - Neighborhood Enhancement Res. A - Neighborhood Enhancement Res, B 75,000 Reserve for Capital Improvement - Transfer Out (To Other Funds): Library Debt Service Fund 567,780 Retiree Medical Fund - Operating 1,700,000 Retiree Medical Fund - Conversion 750,000 Total Transfers Out $ 10,199,822 Ackerman Donation Fund Ackerman Donation Fund Transfer In (From): Transfer Out (To): Appropriation Reserve $ 40,000 Fund Balance $ 40,000 Total Transfers In $ 40,000 Total Transfers Out $ 40,000 CDBG Fund CDBG Fund Transfer In (From): Transfer Out (To): Reserve for Encumbrance $ General Fund $ 15,450 Appropriation Reserve Total Transfers In $ Total Transfers Out $ 15,450 AQMD Fund AQMD Fund Transfer In (From): Transfer Out (To): $ General Fund $ Total Transfers In $ Total Transfers Out $ K: ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2006 -07 FUND TRANSFERS - ALL FUNDS Asset Forfeiture Asset Forfeiture Transfer In (From): Transfer Out (To): Reserve for Encumbrance $ Appropriations Reserve $ Total Transfers In $ Total Transfers Out $ State Gas Tax Fund State Gas Tax Fund Transfer In (From): Transfer Out (To): Reserve for Encumbrance $ General Fund $ 160,000 Appropriation Reserve - Total Transfers In $ Total Transfers Out $ 160,000 Traffic Congestion Relief Fd. Traffic Congestion Relief Fd. Transfer In (From): Transfer Out (To): Fund Balance $ Appropriation Reserve $ Total Transfers In $ Total Transfers Out $ Transfer In (From): Tumback Encumbrances $ Competitive Encumbrances Total Transfers In $ Transfer Out (To): Tumback Fund Balance Competitive Fund Balance Total Transfers Out Bikes & Trailways.(SB821) Bikes & Trailways (SB821) Transfer In (From): Transfer Out (To): Fund Balance $ Appropriation Reserve $ Reserve for Encumbrance Total Transfers In $ Total Transfers Out $ Transfer In (From): Reserve for Encumbrances Tidelands Operations Appropriation Reserve Total Transfers In 115,000 1,060,269 $ 1,175,269 Transfer Out (To): General Fund Appropriation Reserve Upper Bay Reserve Oil & Gas Reserve Total Transfers Out $ 3,487,616 1,060,269 75,000 40,000 $ 4,662,885 Contributions Fund Contributions Fund Transfer In (From): Transfer Out (To): Reserve for Encumbrances $ Appropriation Reserve $ Total Transfers In $ Total Transfers Out $ 27 AHRP Fund AHRP Fund Transfer In (From): Transfer Out (To): Fund Balance $ Fund Balance $ Total Transfers In $ Total Transfers Out $ Transfer In (From): Reserve for Encumbrances Tidelands Operations Appropriation Reserve Total Transfers In 115,000 1,060,269 $ 1,175,269 Transfer Out (To): General Fund Appropriation Reserve Upper Bay Reserve Oil & Gas Reserve Total Transfers Out $ 3,487,616 1,060,269 75,000 40,000 $ 4,662,885 Contributions Fund Contributions Fund Transfer In (From): Transfer Out (To): Reserve for Encumbrances $ Appropriation Reserve $ Total Transfers In $ Total Transfers Out $ 27 2006 -07 FUND TRANSFERS - ALL FUNDS Circulation Fund Building Excise Tax Fund Circulation Fund Transfer In (From): Appropriations Reserve $ Transfer Out (To): Fund Balance $ Appropriation Reserve General Fund $ 80,000 Reserve for Encumbrance Total Transfers In $ Ciosa Fund 150,000 Total Transfers In $ Fund Balance Total Transfers Out $ 230,000 Building Excise Tax Fund Building Excise Tax Fund Transfer In (From): Transfer Out (To): Appropriations Reserve $ Reserve for Encumbrances $ Reserve for Encumbrances Appropriation Reserve Fund Balance Fund Balance Total Transfers In $ Total Transfers Out $ Environmental Liability Fund Newport Annexation Funds Environmental Liability Fund Transfer In (From): Receipt Fund $ - Transfer Out (To): Allocation Fund Appropriation Reserve $ Building Fund Encumbrances Fund Balance $ Total Transfers In $ Total Transfers Out $ 1,400,000 Total Transfers Out $ Oil Spill Remediation Fund Oil Spill Remediation Fund Transfer In (From): Transfer Out (To): Reserve for Encumbrances $ Appropriation Reserve $ Total Transfers In $ - Total Transfers Out $ - Newport Annexation Funds Newport Annexation Funds Transfer In (From): Transfer Out (To): Receipt Fund $ - General Fund $ 200,000 Allocation Fund 1,200,000 Receipt Fund 1,200,000 Building Fund Encumbrances - Building Fund Appropriations - Total Transfers In $ 1,200,000 Total Transfers Out $ 1,400,000 Library Debt Service Fund Library Debt Service Fund Transfer In (From): Transfer Out (To): General Fund $ 567,780 Fund Balance $ Total Transfers In $ 567,780 Total Transfers Out $ Assessment Districts Fund Assessment Districts Fund Transfer In (From): Transfer Out (To): Reserve for Encumbrance $ Appropriation Reserve $ Fund Balance Fund Balance Total Transfers In $ Total Transfers Out $ Civic Center Construction Civic Center Construction Transfer In (From): Transfer Out (To): Reserve for Encumbrances $ Appropriation Reserve $ Total Transfers In $ Total Transfers Out $ E9 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2006 -07 FUND TRANSFERS - ALL FUNDS CIOSA Fund CIOSA Fund Transfer In (From): Transfer Out (To): Fund Balance $ 150,000 Appropriation Reserve $ Total Transfers In $ 150,000 Total Transfers Out $ Mariners Library Fund Mariners Library Fund Transfer In (From): Transfer Out (To): Reserve for Encumbrances $ Appropriation Reserve $ Total Transfers In $ Total Transfers Out $ Fire Station # 7 Fire Station # 7 Transfer In (From): Transfer Out (To): Reserve for Encumbrances $ General Fund Appropriation Reserve $ Total Transfers In $ Total Transfers Out $ Marine Science Center Marine Science Center Transfer In (From): Transfer Out (To): Reserve for Encumbrances $ Appropriation Reserve $ Total Transfers In $ Total Transfers Out $ Retiree Medical Fund Retiree Medical Fund Transfer In (From): Transfer Out (To): Fund Balance $ 2,450,000 Appropriation Reserve $ Reserve for Encumbrance Total Transfers In $ 2,450,000 Total Transfers Out $ Insurance Reserve Fund Insurance Reserve Fund Transfer In (From): Transfer Out (To): Fund Balance $ Appropriation Reserve $ Reserve for Encumbrance Total Transfers In $ Total Transfers Out $ Transfer In (From): Equipment Maintenance Reserve for Encumbrance Total Transfers In $ 170,933 $ 170,933 Transfer Out (To): General Fund Overhead General Fund Overhead Equipment Replacement Total Transfers Out $ 295,933 125,000 $ 420,933 29 2006 -07 FUND TRANSFERS - ALL FUNDS Water Enterprise Fund Water Enterprise Fund Transfer In (From): Transfer Out (To): Operations $ Wastewater Operations $ 274,029 Reserve for Encumbrances - Water Operations $ 1,351,293 Future Infrastructure Reserve - Water System Reserve - Stabilization Reserve 1,351,293 Water Fund Balance Total Transfers In $ 1,351,293 Total Transfers Out $ 1,351,293 Wastewater Enterprise Fund Wastewater Enterprise Fund Transfer In (From): Transfer Out (To): Wastewater System Reserve $ 274,029 Wastewater Operations $ 274,029 Reserve for Encumbrance - Reserve for Encumbrance - Future Infrastructure Reserve Wastewater Infrastructure. Rsv. - Stabilization Reserve - Total Transfers In $ 274,029 Total Transfers Out $ 274,029 TOTAL TRANSFERS $ 18.754.412 TOTAL TRANSFERS $ 11.754.412 30 CITY COUNCIL Z f- m Z To protect Newport Beach's unique quality of life for the full enjoyment F of its residents, visitors, and business owners and to direct the efficient and effective delivery of municipal services rn III 1111111 III1111111III11111111111I III IIIII I I III111111111111111111111111111111IIIII1111111111III RUM IIII 111111111111111111111111 [111I1111111111111111111IIIII IIII I IIII IIIIII I III I IIII IIII IIII III1IIIIII 111111 �I�I IIIII IIII�IIII IIIII .• .... ....• ..... .. ..... ......• ..... ....• ...... ..• .... THE NEWPORT BEACH CITY COUNCIL Newport Beach is a "charter city," which, among other things, means that Newport Beach's voters have approved a Charter that governs many city operations. The Charter also sets forth that this community shall have a governing board of seven members. The seven members of the Newport Beach City Council each represent and reside in one of seven districts. But because Council Members are elected "at large" by all of Newport Beach's registered voters, they have a broader constituency, '.. Being a council member is technically just a part-time job, but the time commitment — from early morning meetings with residents to special committee assignments to Council meetings that can run late into the night -- often takes up 40+ hours a week. The Charter also directs the City Council to hire a "chief executive officer"— called the City Manager — to run the day -to -day operations of the City "corporation." The City Manager, the City Clerk, and the City Attorney are the only city employees directly hired by the City Council the City Manager oversees the hiring of everyone else. 32 The City Council has two primary tools to implement policy :— the City's yearly budget (summarized as this Resource Allocation Plan) and the various priorities that the Council sets at its twice -a -month public meetings. For the year 2006 -07, the Council expects to follow these efforts closely: ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ --- 2006 -07 Council Efforts ■ Approval of an updated General Plan for the community. ■ Assisting with the California Coastal Commission's final review and approval of a Local Coastal ■ Program (LCP) for Newport Beach, including an Implementation Plan and the already- approved Land Use Plan. ■ ■ Working with the County of Orange to more effectively — but cooperatively — manage issues within our "sphere of influence," like the Newport Bay Nature Preserve, tidelands, any expansion ■ of John Wayne Airport beyond the existing Settlement Agreement, and the Santa Ana Heights Redevelopment Agency. ■ ■ Protecting the Upper and Lower Newport Bay from sedimentation and pollution and our ocean beaches from bacterial pollution. ■ Ensuring the timely completion of resident - supported projects that improve our streets, water and ■ wastewater systems, and parks and medians. ■ Working to renew Measure M, the half -cent sales tax for transportation and transit in Orange ■ County, in a manner that best reflects the transportation needs of our residents and businesses. ■ Ensuring the timely design and construction of large capital projects, like the Back Bay Science Center, the Santa Ana Heights Fire Station, and two new community centers — one in the Newport ■ Coast and one in Santa Ana Heights. ■ The City Council's budget includes the costs of the City's membership in key associations that ■ work towards common municipal purposes, like the League of California Cities and the Southern California Association of Governments (SCAG). ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2003 -04 2004 -05 2005 -06 2006 -07 Actual" Actual" Estimated" Proposed" Salaries and Benefits $ 146,219 $ 239,265 $ 273,534 $ 256,192 Maintenance and Operations $ 922,002 $ 1,390,787 $ 1,773,635 $ 1,515,819 Capital Outlay $ - $ 8,869 $ 7,000 $ 7,000 Total 1,068,221 1,638,921 2,054,169 1,779,011 ' Includes Airport Growth Control and Spheres Issues expenditures " Includes Spheres Issues and Centennial expenditures Z A i O Z 33 ■ CITY CLERK ' ■ To provide service to the Mayor and City Council, City Manager, administrative C z departments, and the public in a courteous, timely, and efficient manner 0i while remaining neutral and impartial. fa W To improve the administration of the affairs of the City Clerk's office ■ U) 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. IIIIIIIIII IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII ... IIIIIIIIII ■ The City Clerk attends all meetings of the City Council and serves as Clerk of the Council. Some ■ of the primary responsibilities performed by the City Clerk are: ■ • Prepares and publishes agendas for City Council meetings in accordance with the legal requirements ■ for public meetings. • Records and maintains the proceedings of the City Council meetings, including an index of the City Council actions. • Maintains official records associated with formal actions of the City Council, assists the public with research and retrieval of information and retrieves and certifies public documents. • Maintains the document imaging system in order to reduce staff time in searching, retrieving and . copying records, as well as providing storage for permanent records. • Provides staff and the residents with online access to the Newport Beach Municipal Code; Council Policy Manual; Boards, Commissions and Committees Manual; application blanks and vacancy ■ notices for Boards and Commissions; City Council agendas, minutes, and staff reports. • Assists the public in understanding and participating in the decision and policy making process. • Maintains Appointive List as required under Maddy Appointive List Act (for Boards and ■ Commissions). • Processes legal publications, postings and notices. ■ • Ensures accurate codification of City - adopted ordinances. • Acts as Filing Officer for the Political Reform Act of 1974 regulations (campaign disclosure forms . and statements of economic interest). • Receives and opens bids for City projects. ■ • Receives and processes claims for damages and, summons and complaints against the City. • Serves as the City's Election Official and receives petitions relating to initiatives, referendums or ■ recalls. • Serves as custodian of the official records of the City and maintains custody of the City Seal. • Executes all ordinances, resolutions and contracts. • Administers oaths, affirmations and acknowledgements. ■ • Processes passport applications in accordance with U.S. Department of State procedures. 34 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ The City of Newport Beach is celebrating its centennial in 20061 To tare City Clerk's office, this marks 100 years of maintaining the official records of the City. Such records include the minutes of all City Council meetings, all adopted ordinances and resolutions, a variety of other documents approved by the City Council, and campaign filings and election materials. Many of these documents have been scanned, making retrieval quick and easy, and permanent otiske storage possible in the event that disaster recovery is ever needed. ■ Service Indicators ■ Council Meetings, Regular Council Meetings, Special or Adjourned ■ Resolutions adopted ■ Ordinances adopted Municipal elections ■ Registered voters ■ Municipal Code Supplement pages distributed Claims/Summons and Complaints processed Contracts /Agreements processed ■ Notices of Completion /Release Bonds Documents processed to Orange County Recorder ■ Pages scanned into Document Imaging System ■ Passports processed ■ ■ ■ ■ ■ ■ ■ ■ Salaries and Benefits Maintenance and Operations Capital Outlay Total Elections Grand Total 2003 -2004 2004 -2005 2005 -2006 2006 -2007 Actual Actual Estimated Projected 23 23 23 23 21 23 30 25 80 78 80 80 25 27 30 30 0 1 0 1 55,997 60,529 60,373 60,000 45,000 52,479 55,000 55,000 180 169 170 180 120 113 120 120 30 17 15 15 40 17 20 20 35,000 80,000 50,000 50,000 800 655 800 800 . 2003 -04 2004 -05 2005 -06 2006 -07 Actual Actual Estimated Proposed $ 261,437 $ 288,860 $ 317,779 $ 338,205 $ 33,744 $ 34,089 $ 54,909 $ 54,804 $ 2,901 $ - $ - $ 295,181 $ 325,850 $ 372,688 $ 393,009 $ 49,606 $ - $ 100,000 $ 295,181 $ 375,456 $ 372,688 $ 493,009 mm C „fin m $ z a z 0 to �o a a i_ O. z 35 CITY MANAGER C To maintain the delivery of high quality municipal services and a legislate and manage the affairs of the city according to law and W for the benefit of residents and property owners f 1111111111111111 11111111111111 1111111111 11111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111 THE CITY MANAGER The City Council appoints the City Manager to make sure the City's operations run effectively. The City's Charter prescribes specific duties to the City Manager, including the power to appoint department directors and to prepare and present the annual budget. The Charter also directs the City Manager to report back to the Council each year on the fiscal operations of the City, to see that the City follows the laws of the Charter and the State of California, and more. The City Manager implements the direction of the City Council to ensure that the priorities and interests of the Council are achieved. In addition to attending Council meetings, the City Manager convenes meetings of the City's management team (department directors) and of individuals and groups throughout the City. Other topics more regional in nature are also on the City Manager's plate. The City Manager's Office monitors the political 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 2006 -07, these external issues may include: • Actions at the State level that might impact City finances or restrict cities' ability to protect rights -of -- way. • Changes in the local, state, and national economy that may also change the City's revenue base. • Positioning the City to effectively compete for State grant funding for new projects, especially those that address costly water quality obligations. The City Manager's budget includes three key divisions — Code & Water Quality Enforcement, Harbor Resources and Public Information. Because the strategic issues supervised by the City Manager's Office can require the use of specialized expertise, this budget also includes funds for short -term contracts with consultants. Code & Water Quality Enforcement Division The City's Code and Water Quality Enforcement Division is one of the most well- respected in the region. Code & Water Quality Enforcement has two major emphases: protecting the community's quality of life via the enforcement of the municipal code (regarding noise, nuisances, signage, encroachments, and more) and protecting Newport Bay and our ocean shoreline by implementing State and Federal clean water requirements. The Division will continue its proactive, face -to -face education and enforcement efforts regarding "best management practices" (BMPs) for water conservation and water quality. Public Information Division The Public Information Division will focus on completing and implementing long- awaited new cable franchise agreements in 2006 -07 and implementing the public, governmental, and educational 36 ( "PEG ") programming that may result from the agreements. ■ ■ r ■ ■ ■ $ 2,004,133 ■ Harbor Resources Division $ ■ More than 1,200 individuals and businesses operate a pier, marina, or mooring in Newport Harbor and 2,523,282 therefore require a formal permit to access and use this resource. Habitat protection, water quality ■ improvement, and the myriad regulations that direct the City to comply With the federal Clean Water. 663,611 Act, the Coastal Act, and the City's Harbor Policy demand specific attention by the Harbor Resources . $ 1,229,721 Capital Outlay staff. The Harbor Commission, a seven - member board appointed directly by the City Council — plays $ an important role here, too. The Harbor Resources Division includes parking lot administration and $ an innovative tidepool protection program. Harbor Resources is housed at the Balboa Yacht Basin $ off of Harbor Island Drive. Total ■ Service Indicators 2004 -2005 2005 -06 2006 -07 2,754,524 Actual Estimated Projected ■ Code & Water Quality Enforcement Division Administrative Citations Issued 275 320 340 ■ Educational Contacts Made 1,800 1,850 1,900 . Water Quality Education Impressions 670,000 680,000 700,000 Public Information Division ■ Adelphia/Cox Monthly Half Hour Shows 96 98 114 ■ Special Events Cable Programming 4 8 12 Quarterly Newsletter "City Scenes" 4 4 4 News Releases 21 19 24 Web Site Responses www.nbcitynews.com 104 65 100 S Web Streaming of NBTV News Programs - 36 72 ■ Info -by -email Notices 16 9 18 Public Education Tours /Speakers Bureau 2 2 2 Harbor Resources Division . Dock Construction Permits Reviewed 100 120 140 Dredging Permits Reviewed 35 26 40 Fire Code Compliance Citations Issued 25 40 20 ■ Other Harbor Compliance Warnings and Citations 15 17 20 Number of Vehicles at Balboa Pier Lot 227,000 230,000 230,000 Number of Vehicles at CDM Lot 126,000 115,000 130,000 Students Trained /Educated and Public Contact via MLR Program 73,000 75,000 76,000 Number of Classes Coordinated by MLR Program 271 251 275 2003 -04' 2004 -05 2005 -06 2006 -07 Actual Actual Estimated Proposed Salaries and Benefits $ 2,004,133 $ 2,066,053 $ 2,284,919 $ 2,523,282 Maintenance and Operations $ 1,664,168 $ 663,611 $ 1,958,294 $ 1,229,721 Capital Outlay $ 30,156 $ 24,B60 $ 43,724 $ 36,000 Total $ 3,698,457 $ 2,754,524 $ 4,286,937 $ 3,789,003 Code & Water Quality Enforcement Division added. ■ Al 'a < x M 0 X 3 t 0 M �a a 5r Z� a O Z 37 HUMAN RESOURCES O Z rn W iF To increase the City's effectiveness through recruitment and retention of employees committed to providing quality public service that meets the goals and objectives set by the City Council and the City Manager. We further this mission by the development of systems which recognize the value of each employee and provide the necessary tools to recruit, retain, and develop a workforce capable of high performance. We accomplish this mission by having a "customer first" attitude;. demonstrating a spirit of cooperation; being a trusted and valued source of human resources knowledge and expertise; and by being responsive to and aware of internal and external customer needs. 1111 I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I.I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I Department Highlights for FY 2005 -06 There were several changes in the Human Resources Department this past year. One of the biggest changes was a new Human Resources Director, Barbara Ramsey, who joined our.team in July. Barbara replaced Diana Axley, who led our team for the past two years and now enjoys retirement. We also welcomed Sara Leal whojoined our earn in April as a Human Resources Specialist. This year citywide recruitments in all departments increased significantly. To ensure that we hire the best and most qualified candidates, we restructured our recruitment process to give it more reliability and validity. As part ofthe process, we have been developing more job - related written and performance tests and having more involvement in the oral board process to ensure objective evaluation and consistency among interviews. The changes have brought a new level of objectivity to our recruitment procedures and will assist us in defending our hiring decisions. In addition, these changes provide us the job - related tools needed to hire the best candidate for the position based on needs and requirements of each department. Because of the increased recruitments, the manual application process became more time consuming and inefficient. To better serve our customers and work more efficiently, we implemented the NEOGOV software program which provides online recruitment, selection, applicant tracking, reporting, analysis and HR automation features. NEOGOV is dedicated to helping their clients maximize efficiency and experience measurable results. This is a new program for us; however, some agencies using the system have experienced a 45% savings in staff effort and a 25% reduction is recruitment time. We look forward to completely implementing and using this program to the full extent by the beginning of July 2006. We continue to focus on improving our processes to provide excellent employment and benefit information to City Departments and the public. To provide better service and ensure consistency in administering our programs new procedures were developed for catastrophic leave, bilingual pay, and reclassification studies. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ This year we implemented changes in benefits and salaries for eleven different bargaining units. This involved working ■ closely with Administrative Services staff to ensure that each detail in each Memorandum of Understanding was accurately ■ implemented. It also involved developing new policies and procedures and implementing new benefits such as Bilingual ■ Pay and Police Holiday Pay. As part of the implementation, we ■ revised the Employee Compensation & Benefit Summary and assisted in revising salary schedules and flex leave tables. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ This year was the culmination of over several years of hard work for a citywide committee of employees whose goal was to develop a new Employee Performance Evaluation Program. The Human Resources Manager chaired the committee, which consisted of employees from various departments. Together they developed a new performance evaluation form and guidebook so that all employees in the city will be evaluated consistently, using the same forms and guidebook. It is our goal for this system to be used online, which we will implement next fiscal year. The Directors in HR, Fire, Recreation & Senior Services, and the HR Manager developed a training program and trained over 175 managers and supervisors "in- house" on the new system in May and June 2006. This is an excellent example of how employees and departments work together to achieve a common goal and improve the way we do things for all City employees. AB 1825 requires that by January 1, 2006, employers are to provide two hours of interactive sexual harassment training to all supervisory employees. We provided this training and updated our Unlawful Discrimination and Harassment Policy to comply with recent court rulings. As required by this law, we will schedule training for all new supervisors and every two years for all supervisory employees. In addition, we coordinated Family Medical Leave (FMLA) training for all supervisors. To ensure all employees are trained in this mandated benefit, we arranged to video tape the sessions and now have a two -CD set of FMLA training for future use. The Human Resources Department, working closely with Administrative Services, implemented the new Medical Expense Reimbursement Program (MERP), which replaces the old Retiree Health Benefits Program. This was a very time consuming but rewarding project that benefits the City and all regular full -time employees, as well as retirees. The second phase of implementation was to bring all the existing retirees into a modified plan similar to the employee plan and work with an outside agency to administer the retiree health program for over 360 retirees. This was a very complicated and detailed project that was accomplished successfully with the help of several employees in various city departments. One of our major goals in 2005 -2006 was to develop an RFP for Workers' Compensation Claims Administration Services. We were able to accomplish this goal with much success and through ■ the process elected to unbundle the services of the current vendor and use additional vendors for ■ managed care services. We felt that unbundling these services will provide better services for the City while gaining additional cost savings. The City's Government Agency Employer Pull Notice (EPN) Program underwent an overhaul. As a full service local government agency with a mobile fleet of 500 plus vehicles, the City's participation in the 39 ■ HUMAN RESOURCES (CONTINUED) W O aQ D� O Kne EPN Program is important in providing confirmation of employees valid operating licenses, as well as, an additional loss control measure, which is vital in providing insurance for our fleet. The City received notice that the DMV was changing their procedures and with the assistance of the departments, we were able to implement the changes to ensure that we remain active in the program. Human Resources Objectives FY 2006 -2007 • Implementation and integration of Employee Access Center, a web -based module of FinancePlus • Develop, implement and integrate an online Open Enrollment using the Employee Access Center • Implement and integrate online employee benefit tools • Revise and improve the City's safety and accident program and procedures • Develop supervisory training to include injury/accident reporting • Revise Employee Policy Manual • Implement on -line performance evaluations Human Resources Administration /Operations Staffing: 6.25 $1,146,594 Labor Relations /MOU Administration Personnel Policies Deferred Compensation Civil Service Commission Support City Employee Activities & Events City Telephone Directory Employee Identification Card & Parking Permits Employment Verifications Personnel Action Form Processing Changes of Addresses Front Office and Public Counter Service Employee/Labor Relations Citywide Training RecruitmenttSelection Classification/Compensation PERS /PARS Assistance Tuition Reimbursement Exit Interviews Unemployment Administration Employee & Retirement Counseling Grievances & Disciplines Records Management Risk Management Staffing: 3.5 General Liability Workers' Compensation Claims Administration Disability Benefits Employee Health Fair Employee Assistance Program Employee Fitness Center Administration Pre- employment Physical Exams Benefits Administration DOT Drug Program FMLA/HIPPA Compliance Safety Program DMV Employee Pull Program Retiree Medical Insurance New Employee Orientation Disability Retirements Contract Review ,& Insurance Compliance Insurance Procurement Special Event Review Loss Control Advisory Services ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Service Indicators 20042005 2005 -2006 2006 -2007 $ Estimated Projected Estimated Recruitments 67 88 110 Firefighter Pre - Employment Process 15 25 15 Tuition Reimbursements 153 165 180 Unemployment Claims 16 20 21 Personnel Action Forms 1,256 1,488 1,500 ClassificationlCompensation Studies 38 40 44 Surveys for other agencies 168 180 189 PERSlPARS Issues 98 105 110 Fingerprints entered 368 384 400 Trainings Conducted 13 27 25 Contract Negotiations meetings 40 20 45 Employee Relations Matters 26 30 30 Benefit Forms Processed Actives & Retirees 728 926 972 General Liability Claims 77 45 47 Workers' Compensation & Disability Claims 126 133 130 Industrial Disability Retirements Processed 3 3 3 New Employee Orientations Conducted 35 69 72 Part -time hires 51 140 175 Budget Highlights FY 2006 -2007 The HR Department will continue to provide the tools and training needed to keep current with Human Resources related laws and practices. Automating processes and developing procedures for Citywide consistency is a high priority along with Citywide training and developing a strong safety program for all employees. Salaries and Benefits Maintenance and Operations Capital Outlay Total 2003 -04 2004 -05 2005 -06 2006 -07 Actual Actual Estimated Proposed $ 823,561 $ 856,861 $ 926,476 $ 1,078,960 $ 332,110 $ 421,983 $ 437,660 $ 563,660 $ 9,333 $ 9,364 $ 8,000 $ 8,000 $ 1,165,004 $ 1,288,208 $ 1,372,136 $ 1,650,620 V'U M m 5M A 3 a Z n M -0 > Z a O 2 41 CITY ATTORNEY Z Z m w a_ W � 4 rn Z g s aZ Op 42 To represent and /or advise City Council, Boards and Commissions, and City Staff with respect to all legal matters pertaining to the City 1111111111111111111111111111111 loll Hill till IIIIII IIIII III I IIIIII III 111115111111111111111111111 loll I III 111111I III I IIII 11 111111111111111111111111111 tI 111 III1111 III 111111 IIII 1111111111111111111111111111111111111111111111111111111 ....... ..... ....... .........• • .................. .. Department Functions The City Attorney acts as the legal advisor and counsel for the City Council, City Boards and Commissions, City Manager, and all City Departments. Some of the primary functions of this office are to: • Render legal opinions and advice to City Council and City staff. • Review and /or prepare proposed contracts, bond financing papers, and insurance requirements. • Monitor, control, 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 and open meeting laws. • Prepare, review drafts, and assist in the negotiation of agreements to which the City is a party. • Draft, analyze, and lobby for legislation necessary to achieve City Council goals. • Prepare or review ordinances, resolutions, deeds, pleadings, and other legal documents. • Appear before courts and administrative tribunals to represent the City's interests in regulatory and personnel hearings and appeals. One City Attorney One Assistant City Attorney One Deputy City Attorney One Administrative Assistant to the City Attorney One Department Assistant One Part-time Contract Attorney ■ ■ ■ ■ To maintain an accessible attorney staff and provide timely responses to formal and informal ■ requests for legal advice. ■ To work with other City department heads in developing legal strategies for implementing Council goals, identifying legal issues to surrounding community development proposals and responding ■ to community concerns about traffic and quality of life. ■ To work with Risk Management to provide effective legal counsel to represent and appear for the ■ City in all legal actions, or proceedings including defense of tort liability claims and enforcement ■ of City codes, rules and regulations. ■ To be proactive to limit City liability and to present reasonable and cost effective solutions to legal problems without compromising the interests of the City, its officers, or employees. ■ ■ ■ Service Indicators 2003 -04 2004 -05 2005 -06 2006 -07 Actual Actual Estimated Projected ■ Requests for Opinions/Advice (In- House) 5,250 5,500 5,500 6,000 Council, Board, and Commission Meetings 100 100 100 100 ■ Preparation /Review of Contracts, MOUs, Agreements 300 300 400 500 ■ Litigation Caseload 150 50 50 25 Code Enforcement Caseload 120 80 86 70 ■ Developmenttreview of Resolutions and Ordinances 75 85 85 100 ■ Court and Hearing Appearances 100 80 80 40 Public Assistance (phone or in person, by attorney or support staff) 7,200 7,200 7,200 7,000 ■ Legislative Advocacies 20 20 20 20 Public Records Act Requests 29 40 60 70 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Salaries and Benefits Maintenance and Operations Capital Outlay Total 2003 -04 2004 -05 2005 -06 2006 -07 Actual Actual Estimated Proposed $ 690,097 $ 649,068 $ 779,040 $ 849,824 $ 374,171 $ 312,857 $ 212,001 $ 197,656 $ 7,320 $ 8,548 $ 3,000 $ 4,000 $ 1,071,588 $ 970,473 $ 994,041 $ 1,051,480 G) "a O x �i X IV C X m o 3 a z n FIT T > 5r z0 1 O z 43 Although many oftheservices provided bythe Department, including payroll, accounts payable, ■ ADMINISTRATIVE SERVICES ■ collection of financial and technological services. The Resource Management Division is the ■ o W To provide highest quality Management Information Services, ■ a Financial Management, and a variety of support services ■ Ffor City Officials, the public, and other departments U) ■ .. . � �wmnwuwuw ..... mumn mnmmmmmmmn mnm nnmmmmnmmnummmwmm�m........... m ■ The Organization Although many oftheservices provided bythe Department, including payroll, accounts payable, The Administrative Services Department is a composite organization that performs a diverse collection of financial and technological services. The Resource Management Division is the ■ executive division of the Department that oversees four functional divisions: Fiscal Services, ■ Management Information Services, Revenue, and Accounting. On the surface, our primary purpose is to provide financial and information technology services to the frontline public serving departments. However, we are also charged with the most paramount objective of a ■ public agency; that is to provide prudent custodial services of publicly entrusted resources. Treasury, Debt Management, Budgeting, Internal Control, Property Control, Purchasing, and Annual Financial Reporting are all examples of Administrative Services' responsibility to be the financial steward for the entire organization. . Although many oftheservices provided bythe Department, including payroll, accounts payable, print shop /mail room, purchasing /warehousing, and Management Information Services, are provided in support of other City Departments, in some cases the Department serves the public directly. Examples of services provided directly to the public by the Department include: licensing, cashiering, water billing and maintenance of the City's Web Site. Mission and Goals The Department's Mission and day -to -day activities cover a wide range of functions for the ■ City. The Department's 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 budgeting, purchasing, vendor payables, property control, travel claims, and employee reimbursements. However, it is . important for the Department's energy to focus 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 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 enterprise database applications, the Geographic ■ Information System, and Telecommunications support. ■ • To maintain functional and cost effective payroll and benefit services. . 44 ■ ■ ■ • To develop and maintain a revenue structure, including tax based revenues, fees, and charges, which is fair, equitable, and efficient. To provide appropriate municipal licensing and regulatory services 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 purchasing, contract administration, and fixed asset tracking services. ■ • 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 services 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 dedicated work force through increased cross- training and other appropriate measures. Accounting Staffing: 8 plus 1.25 FTE $1,007,730 General Accounting Payroll Property Control & Fixed Asset Tracking Audit Coordination Debt Administration Financial Reporting Mgt. Information Services Staffing: 17 plus .5 FTE $2,700,056 Computer Applications Support Telecommunications Geographic Information System PC Technical Support Network Management Database Management Fiscal Services Staffing: 16 plus 2.48 FTE $1,857,985 Cash Management Purchasing Warehousing & Inventory Control Printing & Reproduction Postal Services Remittance Processing Accounts Payable Resource Management Staffing: 3 $501,304 Budget Management Investment Management Internal Control *does not include Ackerman Scholarship fund TOTAL $7,531,503 56 Positions, plus 5.83 FTE Revenue Staffing: 12 plus 1.60 FTE $1.464.426 Municipal Billing Intergovernmental Transfers Licenses Regulator Permits Revenue Development Receivables & Collections �a 1 M =1 Z O i 2 45 ADMINISTRATIVE SERVICES (CONTINUED) Financial Services Every budgetary Division of the Department providesfinancial services inane capacity oranother. Three Divisions composed of Fiscal Services, Revenue, and Accounting, are the primary points of contact for our customers, while the Resource Management Division provides the executive, administrative, and overall coordination of the Department as a whole. The core financial services include licensing, revenue development, tax administration, cashiering, treasury, billing, purchasing, accounts payable, payroll, inventory, fixed assets, budgeting, accounting, internal control, 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, the Department also provides financial planning services that are critical to the City's financial stability and, ultimately, the City's ability to provide and maintain the high quality of municipal services our residents have grown to expect. Departmental personnel assist other departments in budgeting, analyzing, and financing major equipment acquisitions and /or infrastructure improvements. Departmental personnel also manage debt financing levels appropriately, balancing the financial burden across the service life of the improvements. The Fiscal Services Division is now the largest in the Department composed of: 1) Central Cashiering; 2) Accounts Payable; 3) Print Shop Multigraphics; 4) Mail. Room and Remittance Processing; 5) Purchasing and Central Warehouse operations; and 6) Parking Meter Management. Fiscal Services is a diverse Division of nineteen full and part-time employees with primary support functions for the Administrative Services Department and the entire organization. The Division's activities include contract administration, purchasing card. program, encumbrances and payments processing, and the purchase of materials, equipment, and services for all City Departments. The Central Warehouse, located at the Corporation Yard is responsible for control management of inventory supplies used by numerous field crews of multiple departments. The Warehouse also assists in property control management and the disposal of surplus equipment. Central Cashiering processes all of the payments made to the City for a multitude of billing systems. In addition, Central Cashiering handles incoming telephone calls and difficult customer service situations. The Print Shop produces numerous duplicating and multigraphics jobs for an extensive number of customers and works diligently to produce the City's Comprehensive Annual Financial Report (CAFR) and both the Preliminary and Final Budget book sets. Mail Room functions include incoming. and outgoing U.S. Postal mail, the folding /insertion of correspondence material, and remittance processing of all City billings. With the additional responsibilities associated with vendor payables, Fiscal Services is now also coordinating the tax reporting of compensation and benefits on behalf of vendors. New to the Division this year is the Parking Meter Collection Crew. This staff of three was previously assigned to Public Works and is responsible for the maintenance of the City's parking meters, change machines, and meter coin collection activities. Their coin collection duties result in $1.6 million of revenue each year. 001 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Ii (■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ The Revenue Division is responsible for overall revenue administration, including development, recovery, and analysis. This plays a key role in the City's ability to maintain consistent service levels. Staff members monitor proposed legislative changes that affect the City's revenue streams. , They often take a lead role in mounting opposition against bills that have a detrimental impact on municipal services. Staff reviews existing State laws mandating a higher level of service on the City, and pursues reimbursement of the additional costs imposed by the State. As local control over revenue streams has shifted to State and County agencies, Revenue staffs review of the accuracy of subventions from those agencies has increased. The Citywide consolidation of receivables management has increased efficiencies and expanded the Department's customer service responsibilities to its external customers — residents and visitors. Revenue has pioneered and manages a unique program to link like entities across diverse databases to consolidate customer information, and improve customer service and revenue recovery. Included in these customer services is the adjudication of all non - criminal actions taken by City Departments (e.g. parking and administrative citations). Revenue's income contract administration ensures compliance with agreements while maximizing the benefits arising from use of public properly. Revenue specific compliance and allocation audits, license inspectors and other revenue enhancement measures ensure a level playing field for all taxpayers within each tax base. The Accounting Division acts as the financial historian for the City, accounting for and reporting the results ofoperation fora given period, and documenting the City's financial position at each fiscal year -end. Consequently, Accounting staff members are often utilized to satisfy information requests, analyze past . operation results, as well as estimate the cost of future ventures. Budgeting is also a natural fit for this Division and is the home of most budget preparation. Although cities are not required to file an income tax return, cities are not exempt from many federal and state imposed excise tax filings and annual reports. In charge of City payroll, this Division also coordinates the tax reporting of compensation and benefits on behalf of employees and employee benefit plans. After . the coordination of the budgeting, accounting, and financial reporting processes, this Division then assumes the role as the audit liaison for all financial, compliance, and grant related audits. ■ Information Technology The Management Information Systems (MIS) Division, which is the second largest Division in the Department, has the challenge of taking the lead not only for the Administrative Services Department, but also for the entire City in this critical area. The specific functions at issue involve every Division at the most fundamental level. ■ Information and communication technology is a fast moving, ever changing industry that the City must ■ embrace and grow with in orderto keep up with the demands of our Community and using Departments. ■ This area of service includes administration of shared computer systems, Intemettintranet access and firewalls, development and administration of the City's Web site, centralized database applications development and support, software training, and personal computer purchasing, support, and network administration. Network administration and support includes telecommunications and Wide Area ■ ■ 47 ■ ADMINISTRATIVE SERVICES (CONTINUED) ■ Networking (WAN). The Telecommunications Section operates and maintains the 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 (GIS) designed to provide analysis and mapping capabilities. The Future The Administrative Services Department continues to take the lead in providing automation solutions and communications services to all City Departments, the City Council, and members of the public. City LAN/WAN infrastructure, personal computers and software applications will continue to be upgraded to take advantage of the latest in hardware and software technologies. Voice and data technology solutions will continue to be implemented between all City between all remote sites in order to provide faster, more efficient, cost effective connectivity. Applications including: core accounting, billing, and HRM modules; GIS; document imaging and management; and Interactive Voice Response (IVR) systems will continue to be developed and expanded. Updated Aerial photography of the entire City and surrounding areas will be incorporated into the GIS system along with light detection and ranging (LIDAR) data that will provide 3 dimensional geographic display and analytical capabilities. The Internet and Intranet Web sites will continue to be developed and expanded with an emphasis towards providing an advanced, more efficient means of communicating and presenting information to citizens and employees. Additionally, the focus on development of these Web sites will be geared towards implementing sophisticated, interactive solutions and tools designed to provide better, more efficient customer service.. The MIS Division is committed to providing enterprise solutions to all City departments. Careful consideration is given toward developing open systems that are able to readily communicate and share information. The move is toward developing and implementing systems that are "user friendly." The Division also maintains a strong commitment towards providing training and guidance to all City Departments in related information systems areas. Expenditures by Division Resource Accounting Management 14% 7% Fiscal Services Revenue 25% 18% Mgt. Information Services 36% 48 Expenditures by Type Capital Equipment Maintenance and Operations 15% Salaries and Benefits . 78% ■ E M M M M M M ■ ■ ■ ■ Service Indicators 2003 -04 2004 -05 2005 -06 2006 -07 5,079,583 $ Estimated Estimated Estimated Projected ■ Budget Administered $167,229,174 $171,171,873 $193,672,199 $205,626,153 Capital Equipment Warrants Issued 20,290 17,613 20,000 18,188 ■ Value of Payments Processed $100,232,519 $118,250,333* $117,981,345 $123,050,000 $ Checks Deposited 177,879 213,170 182,557' *" 180,500 ■ Value of Currency Deposited $2,794,560 $2,800,000 $2,912,678 $3,100,000 ■ Annual Payroll & Benefits $83,249,130 $88,156,993 $95,565,418 $104,391,495 Paychecks Processed 26,200 27,275 27,150 27,400 Purchase Orders 686 669 636 " 650 ■ Images Printed 4,380,336 3,961,101 ** 4,443,911 4,582,866 Printing & Binding Jobs 4,665 4,333 ** 4,854 4,905 ■ Mail Room Volume 223,000 208,000" 205,000 215,000 Municipal Statements 200,000 205,000 205,000 205,000 Accounts Receivable Billings 31,000 10,000 *" 10,000 10,000 ■ New Business Licenses 4,000 4,000 6,000 4,800 ■ Business License Renewals 13,000 20,000 22,000 13,000 Dog Licenses Issued 3,000 3,200 3,600 3,600 Marine Charter Permits 1,100 1,500 200 * * ** 200 Parking Citations Processed 88,000 72,000 75,000 75,000 Administrative Citations Processed 1,500 2,500 5,000 5,000 ■ Ajudications 4,700 3,100 3,200 3,200 Business Tax Revenue $2,830,127 $2,500,000 $3,500,000 $3,200,000 Business Tax Notices 7,700 9,560 16,000 13,000 Transient Tax Revenue $8,045,132 $8,500,000 $9,100,000 $9,700,000 . Transient Tax Notices 3,100 3,100 3,100 3,100 . Film Permits Not available Not available Not available 140 ■ City Owned Telephone Units 825 835 865 835 Service & Repair Calls 1,890 1,944 1,953 1,911 ■ Average Monthly Calls 75,000 79,135 81,358 82,967 ■ * Increase due to direct pays not included until FY 03. *' Decrease due to outsourcing of municipal services statements and use of email. and Web links. ■ * ** Decrease due to consolidation of billings on municipal statements. . * * ** High decrease projected Clue to anticipated changes to annual permitting. ■ ■ 2003 -04 2004 -05* 2005 -06 2006 -07 Actual Actual Estimated Proposed Salaries and Benefits $ 4,233,973 $ 4,391,990 $ 5,079,583 $ 5,766,880 Maintenance and Operations $ 975,446 $ 1,057,513 $ 1,026,538 $ 1,218,904 Capital Equipment $ 69,527 $ 205,986 $ 377,149 $ 545,719 Total $ 5,278,946 $ 5,655,489 $ 6,483,270 $ 7,531,503 * Started Computer Replacement program. X m 5� 3 a Z 0 M p b 2 0 1 O 2 ■ POLICE DEPARTMENT 0 W �w W �a W 50 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. IIIII1111 �I. IIIIIIIIIIIII�I�I�I�I�I�IIIIIIIIIIIIIIIIIIIIIIIIIIIII�I�I�I�I�I�I��II��II�I��II��II��I�II��III�I�I�II��I�III�I�I�I�11��1�I�I�I�I�I�I�1�I�I11�1�111�I11111111111111111111111111111111111111111111111111 111111111111111111111111 ■ ■ ■ ■ ■ J i y� i' is 4v'. r"pfi'1 +..fi Ska, r >F�t;s�...�t rap `� � it J� 5 y,t (( 1 ■ W ��gg ■ tPR Te YZ +�1 «i, qi� a I 5 ■ ■ ■ ■ A New and Unique Look For The Department's Marked Patrol 'Units With Enhanced Graphics For Improved Visibility ■ ■ ■ ■ ■ ■ ■ ■ ■ Community Outreach remains a fundamental objective of the Department's commitment to providing training in Crime Prevention, Crime Awareness, Identity Theft and Personal Safety in ■ the Community., ■ Capital Projects will occupy the attention of a number of our staff during the coming year as ■ we complete the upgrade of certain areas of the 32- year -old Police Facility and also focus on its ■ capability to sustain operations in an emergency. ■ Recruitment continues to be a high priority for our Organization as well as for other agencies throughout the profession. This issue will remain as one of our top priorities as we compete for only qualified candidates. ■ ■ Potential Annexation of West Santa Ana Heights and the related planning required to provide police services to a new segment of an expanded Community is a goal for 2006. ■ ■ ■ ■ Technology continues to be an area that requires regular review and evaluation of its Officer Jeff Brouwer Representing the Department in a. viability, as well as ensuring its integration with Recruiting Booth present Department systems that support our commitment of service to the Community. We will also continue the Department's leadership role in the implementation of the Countywide Integrated Law and Justice System Strategic Plan. ■ Police Vehicle Markings are planned to change this year with a unique, updated look for the . Department's fleet, improving our visibility in the Community and serving as a visual deterrent for potential offenders. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2003 -04 2004 -05 2005-06 2006 -07 Actual Actual Estimated Proposed Salaries and Benefits $ 27,505,636 $ 28,913,512 $ 30,204,894 $ 32,834,383 Maintenance and Operations $ 4,713,980 $ 5,035,792 $ 5,493,473 $ 6,264,002 Capital Outlay $ 228,819 $ 543,361 $ 885,737 $ 533,188 Internal Service Fund $ - $ $ 600,707 $ 701,000 Total $ 32,448,435 $ 34,492,665 $ 36,584,104 $ 39,631,573 Sworn Personnel 148 148 148 148 NonSwom Personnel 89 89 90 92 Total Personnel 237 237 238 240 010 O A -e sp> Z A 4 O Z 51 POLICE DEPARTMENT (CONTINUED) Z W o � q � N as • 52 Chief of Police Staffing: 10, plus .49 FTE $1,812,810 Professional Standards D.A.R.E. Media Relations Environmental Services Community Relations Legal Affairs Crime Prevention Citizen's Academy Patrol Staffing: 97, plus 4.29 FTE $14,797,981 Watch One Watch Two Watch Three . Jail Unit S.W.A.T. Bicycle Unit Canine Unit Disaster Planning Helicopter Program (A.B.L.E.) Volunteer Program Reserve Officer Unit Hostage Negotiation Unit Traffic Staffing: 32, plus 3.74 FTE $4,581,515 Traffic Services Accident Investigations Motors Parking Control Crossing Guard Traffic Education Animal Control Special Events Planning Support Services Staffing: 55, plus 6.84 FTE $10,005,805 Alarms Officer Communications Video Unit Property Unit Polygraph Unit Fiscal Services Records Section Training Section Range /Armory Computer Systems Planning /Research Facility Maintenance. Electronic Equipment Repair Fleet Maintenance Staffing: 2 $1,577,975 Parts Inventory Automotive Service Equipment Replacement Collision Repair Vehicle Maintenance Detectives Staffing: 44, plus .19 FTE $6,855,487 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) School Resource Regional Narcotic Suppression Program (R.N.S.P.) (Figures do not include Asset Seizure or other grant funds) Resource Distribution The Police Department is comprised of the following divisions of responsibility — The Office of the Chief of Police, Patrol/Traffic, Detectives, Support Services, and Fleet Maintenance. Under the leadership of Chief Bob McDonell, the Department's management team includes three Captains and nine Lieutenants. Of the Department's authorized strength of 148 sworn officers, over 90 %° of them are assigned to field or investigative positions. Personnel related costs make up 82.7% of the Police Department's total budget, with the remainder devoted to training, technology, office equipment, supplies, and other operational costs. Detective Fleet Maint Detective 17% COP Traff•° Pati 37% 4% COP 5% Support Services 25% FY 07 Budget bV Division (NAFF & Grant Funds Not Included) Traffic 12% Patro 56% 241%, 5% Swom Officers by Division Support Services 3% Updated Polka Department Webpage for Easier Navigation of Available Services Including Employment Opportunities and Megan's Law Access Service Indicators 2003 -04 2004 -05 2005 -06 2006 -07 a1 m Actual Actual Estimated Projected"' '�_ M ElmCrime 3,077 3,028 stows 3,240 m Fsa SthadJe Adult Arrests 3,201 3,079 2,990 2,860 Ydeo News 3 Juvenile Detentions w.00em wrre_ 251 259 amr.saeurew.�.a p Part Two Crimes/Miscellarteous Reports 10,123 10,079 re..auee.ar�oaa�. ®E'n'Wm 10,301 w..v� s",.pe .ra ako�aM®1eT�nnvXe�h ..,..._ -••••. bW hYCi. Total ComputerAided Dispatch Entries FeuNre - �- 82,945 86,627 ,wa.,c..a ws ea«sun 60,764 Updated Polka Department Webpage for Easier Navigation of Available Services Including Employment Opportunities and Megan's Law Access Service Indicators 2003 -04 2004 -05 2005 -06 2006 -07 a1 m Actual Actual Estimated Projected"' '�_ M Part One Crimes' 3,077 3,028 3,180 3,240 m O Adult Arrests 3,201 3,079 2,990 2,860 3 Juvenile Detentions 317 251 259 250 Part Two Crimes/Miscellarteous Reports 10,123 10,079 10,367 10,301 m Total ComputerAided Dispatch Entries 82,414 82,945 86,627 88,997 Calls for Service 60,764 58,039 61,418 62,626 Domestic Violence Cases Investigated 199 276 278 300 Number of Cases Assigned for Investigation 4,486 4,343 4,593 4,664 .. Number of Cases Assigned Per Detective 320 310 328 333 Value of Property Recovered 4,094,053 2,720,795 3,352,383 3,482,760 Field Interviews Conducted 6,293 5,912 5,334 4,769 False Manes Handled 4,069 Unavailable 3,702 3,446 Animals Impounded 686 550 605 599 Animal Control Citations Issued 1,148 926 948 930 Fatal Traffic Collisions 5 5 6 6 Injury Traffic Collisions 530 542 567 593 Property Damage Collisions 1,027 953 959 937 Vehicle Code CitationslWamings issued 17,751 17,553 17,063 16,567 Other Citations Issued 3,858 309 3,718 3,623 Parking Citations Issued 71,076 72,665 70,505 70,013 • Part One are me elgM most serious Crimes (Homicide, Forcible Rape, Robbery, Aggravated Assault, Burglary, Lameny-theft, Auto Theft and Arson) as defined by the FBI in the uniform Crimes Reports. "Projected service Indicators for 2006/2007 Fiscal Year are derived from mathematical formulas based on historical data and are not indicative of reseal downward trends. 53 FIRE DEPARTMENT C W U) i W a U) rn iU iY a. Z To reduce the loss of life and property from fire, medical, marine, and environmental emergencies through education, prevention, hazard reduction, and response 1111111111111111111 loll 111111111111111111111111111VIII1111111111111111 VII III 11111111111111111111111111 VII I III 1 111111 III 1 111111 III II III 111111 I III 1111111111 III I11111111111111111111111111111 loll 11116111111111111II .1 I111 11111I III III ... ......... ..... .... ........... ............ ..... ...... .... .... . The mission statement above provides the framework for all of the goals and activities of the Newport Beach Fire Department. The Department's 148 full -time employees and over200 seasonal employees provide 24 -hour protection and response to the City's residents and visitors. • Identify and reduce fire and environmental hazards that may threaten life and property. • Provide a safe, effective and expeditious response to requests for assistance. • Develop an adequately trained work force to effectively perform their duties. • Participate in the community development planning process to improve fire and life safety. • Encourage department personnel to assume leadership roles in the organization. • Plan for response to natural and man -made disasters that affect the community. • Educate and train City employees and the community to assist them in maintaining a safe environment. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2006 -2007 Emphasis With strong roots and a long history, the Fire Department continues to develop and enhance its mission of superior safety, service, and professionalism. The department focuses on effective and efficient methods for the delivery of public safety services to the community of Newport Beach. This is the expanded level of assistance Newport Beach citizens have grown to expect. The Fire Department continues to build on past successes and strives to meet the future demands of a unique and expanding community. Today, the Newport Beach Fire Department places emphasis on Emergency Services, Fire Prevention, Disaster Preparedness, and the Training and Education of those who serve, as well as those to be served. Emergency Services The Newport Beach Fire Department strongly believes in offering our community the highest level of service. In order to provide the highest level of emergency services, the Fire Department maintains one Operations Division, which encompasses fire, emergency medical service, and lifeguard responders. Our fire emergency responders are strategically located in eight fire stations around the city, ensuring they can respond rapidly to emergency situations. Afocus for 2006 -2007 will be the construction of our new fire station in Santa Ana Heights. The new facility will include a firefighter training facility and community training classroom. These additional facilities will allow the department to not only enhance our existing emergency operations for Santa Ana Heights, but also improve operations throughout the city with enhanced firefighter training. In addition, the community classroom will allow us to offer additional public safety classes to the residents in a variety of subjects. Our emergency medical service responders rely on advanced equipment to save lives, including Automatic External Defibrillators (AEDs), paramedic monitors that easily identify heart attacks, and devices that monitor blood sugar levels. In 2006, new modular ambulances went into service which offer more patient treatment room and easily accommodate advanced medical equipment. Our "Fire Medics" program is currently utilizing a new medical information system called Aculert, where our residents can provide medical and family contact information prior to an emergency. With the swipe of a Driver's License or special identification card, paramedics can quickly access information via handheld computer. Our Ocean Lifeguards protect over 10 million beach visitors each year with their preventative actions and medical assistance. All of our emergency response personnel are highly trained and strive to ensure the safety of our community. ■ Fire Prevention ■ The goal of the Fire Prevention Division is to safeguard the community from fire and environmental hazards through programs providing for adherence to fire regulations, public education, and hazard ■ mitigation. To meet this goal, the Division's responsibilities include: ■ Fire Safety Inspections - It is the duty of the Fire Prevention Division to inspect all commercial occupancies. This includes retail stores, business offices, high -rise buildings, educational facilities, ■ apartment buildings, residential care facilities and acute care facilities such as hospitals, surgery centers and dialysis centers. Private residences are inspected at the request of the individual property owner. ■ 55 FIRE DEPARTMENT (CONTINUED) The purpose of the inspection is to ascertain and cause to be corrected, any conditions liable to cause a fire. Inspections also determine if the life safety provisions of the building and fire codes are provided for and adequately maintained. The condition of built -in fire protection equipment, interior finishes, exits, operation of exit doors, exit signs, fire doors, emergency lighting, interior and exterior storage, and hazardous materials are inspected. On site visits and one -on -one discussions. with a property owner or manager are an important factor in eliminating potential fire problems and developing good working relationships with our business community. Over 6500 commercial occupancies are included in the Division's inspection program. The majority of which are inspected by the Department's firefighters. Highly technical inspections, such as schools, care facilities, hospitals, and similar institutions are inspected by Fire Prevention Specialists from the Fire Prevention Division. Plan Review - Prior to issuing any permit for construction, erection, alteration, repair, or demolition, the Fire Prevention Division reviews all plans in conjunction with the Building Department: The review of building plans provides the Fire Department with an opportunity to verify that fire and life safety requirements are being met prior to the completion of the building. Pre- submittal Review - As a service to our customers,. the Fire Prevention Division .provides consultation services to architects, developers, contractors and property owners prior, to plan submittal. This review provides an overview of fire and life safety regulations which may affect:the .. proposed building and the surrounding area. Our review includes information such as the building's .. size limitations, occupancy classification, determination of required fire flow, designation of fire lanes, . fire access, hydrant placement, fire department connection placement and turning radius. By providing this service, we have greatly reduced the amount of corrections applicants need to make and, therefore, we have reduced our plan check turn around time to less than two weeks. Fire Investigation - The Fire Department attempts to investigate all fires to determine fire cause. The Fire Prevention Division coordinates the efforts of the Operations Division's six on -duty fire investigators. Our six professional fire investigators work in conjunction with the Newport Beach Police Department and assist in criminal investigations by determining the origin and cause of fires. An additional focus is on identifying factors that can be used to lessen the number of fires in the future. Data from fire investigations can help enhance inspection procedures, public education programs and fire suppression activities. Special Fire Protection Areas — The Fire Prevention Division provides inspection services to all of the residential properties within the City's wildland interface areas. These areas include Newport Coast, Corona del Mar, Mission Bay Canyon, plus the Eastbluff and Westcliff communities. Two separate standards are in place to assist residents and reduce the effects of a catastrophic wildfire: New developments, including all newly annexed property in Newport Coast, comply with the City's Fuel Modification Standard. This standard specifically identifies the type and quantities of largely non - combustible vegetation that can be planted at the time of new construction. The standard also contains provisions for annual maintenance and upkeep of the designated properties by property owners or home owner's associations. 56 A second standard for Hazard Reduction has been adopted to address the needs of existing residences, such as those outside of Newport Coast. The Hazard Reduction Standard, allows ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ homeowners and fire prevention specialists to work with existing landscapes to create defensible space between the homes and wild land areas, which enables fire fighters to better protect the threatened properties. All Special Fire Protection Areas are inspected annually by one of the Division's fire protection ■ specialists to insure compliance. Our staff is also assisted by the firm of Dudek and Associates ■ who provide technical expertise and assure compliance with all State and Federal wildlife regulatory agencies. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Hazardous Materials — As a member of the Orange County Certified Unified Program Agency (CUPA), the Newport Beach Fire Department is responsible for the collection of hazardous materials disclosure information and business emergency planning. This information is collected annually from all businesses within the City of Newport Beach that handle or store more than 55 gallons, 200 cubic feet or 500 pounds of hazardous materials. The information is collected and reviewed by the Fire Prevention Division, then disseminated to fire units in the field for use in fighting fires at these businesses. Approximately 150 businesses participate in the program. Other aspects of the hazardous materials program, including underground storage, the accidental release program and hazardous waste, are managed by the Orange County Health Department's Environmental Health Division. This relationship between the City of Newport Beach Fire Department and the Orange County Health Department is designed to provide a high level of service for our business customers, many of whom conduct business in other parts of Orange County. At the same time, it provides a high level of safety for the firefighters and residents of Newport Beach by means of local disclosure reporting. Disaster Preparedness Due to the tragic events that followed the 2005 hurricanes that struck the gulf coast states, the City of Newport Beach is reminded of the importance of being trained, informed and prepared for any disaster. The Disaster Preparedness Coordinator is committed to providing education and training to City employees and residents. The City's Emergency Operations Center (EOC) is regularly activated for drill scenarios and we continually enhance our response capabilities. Disaster training for the residents within the City continues through the very successful Community Emergency Response Team (CERT) program, which is currently being offered twice a year. Our City employees are also receiving preparedness and safety training through the Emergency Response Team (ERT) program. ■ The next step in preparedness will be the adoption and implementation of the National Incident Management System (NIMS), and the National Response Plan (NRP). Due to the success of ■ California's Standardized Emergency Management System (SEMS) under which the City of Newport ■ Beach operates, the federal government has created NIMS, the nation's first -ever standardized approach to incident management and response. NIMS unifies federal, state, territorial, tribal, and ■ local levels of government into one coordinated effort. This integrated system makes America safer by establishing a uniform set of processes, protocols, and procedures that all emergency responders at ■ every level of government will use to manage response efforts. A component of NIMS is the National ■ Response Plan (NRP), which will be used at all levels of government during an incident of national significance. NIMS training will be conducted for all full time City employees and volunteers. ■ ■ 57 FIRE DEPARTMENT (CONTINUED) Z Z 0 as a 58 In addition, the Fire Department will be hiring a Community Preparedness Coordinator to continue our disaster preparedness outreach efforts to our residents. The Coordinator will target community groups and special populations in the City to promote disaster awareness and preparedness. Training and Education The Newport Beach Fire Department continues to strive for excellence in training and education for both department employees and our community. Department employees participate in a combination of classroom instruction and field drills. Newport Beach Fire and Lifeguard personnel consistently receive the highest scores in the training classes completed. The Department Training Program concentrates on excellence and effectiveness in our provision of life saving services. As previously mentioned, the construction of the new fire station and training facility in Santa Ana Heights will allow us to improve firefighter training and community education programs. Emergency responders will begin training on the National Incident Management System (NIMS) to comply with the new Federal Regulations. Additionally, firefighters will continue training for response to Hazardous Materials and Weapons of Mass Destruction incidents which will sustain each employee's knowledge base at a high level. The combination of personnel growth and individual skill development unites to form a uniquely effective department. The Fire Department also provides excellent community education. Department members provide safety instruction and training to school age children through the Junior Fire Marshal, the Junior Lifeguard, and Lifeguard Cadet Programs. Lifeguard personnel have continued our "CPR in the Schools, Working Together to Save Lives" program. Each year in this program, over 700 Newport -Mesa high school safety education students at local high schools are taught CPR and other safety instructions. Salaries and Benefits Maintenance and Operations Capital Outlay Total General Tax Revenue Other Revenue Total Revenue Non-Sworn Personnel Swom Personnel Total Full-time Personnel Seasonal - (FTE) The popular Public Safety Day Open House held each October during Fire Prevention Week gives Department personnel the opportunity to demonstrate many skills developed through extensive training and also provides close interaction with our community members, allowing for in -depth safety education. 2003 -04 2004 -05 2005 -06 2006 -07 Actual Actual Estimated Proposed $ 20,418,031 $ 20,958,710 $ 22,168,771 $ 24,414,299 $ 3,407,584 $ 3,469,093 $ 3,982,634 . $ 4,363,709 $ 204,331 $ 173,608 $ 473,648 $ 203,635 $ 24,029,946 $ 24,601,411 $ 26,625,053 $ 28,981,643 $ 20,752,450 $ 20,924,636 $ 23,558,897 $ 26,815,743 $ 3.277.496 $ 3.676.775 $ 3.066.156 $ 2.165,900 14 14 15 16 134 134 '135 138 148 148 150 154 32.60 30.78 30.78 31.77 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Safety Operations Staffing: 130 $22,640,582 Fire Suppression EMS Response & Transportation Ocean SafetylBeach Rescue Dive Team Rescue Boats Hazardous Materials Response Hazardous Situation Mitigation Fire Prevention Inspections Training Staffing: 8 $1,853,285 Fire Chief Administration Staffing: 8.5 $1,413,522 Apparatus & Equipment Budgeting Communications Facility Management Mapping Personnel Purchasing and Procurement Fire Training Lifeguard Training Junior Lifeguard Program Lifeguard Cadet Program Community Relations & Education Public Information Disaster Preparedness Emergency Management C.E.R.T. Program Community Disaster Preparedness Emergency Medical Services) Staffing: 1.5 $1,842,314 EMS Financial Management Continuing Education Employee Health Exposure Control Medical Quality Assurance Medical Disaster Planning Fire Prevention Staffing: 6 $1,231,940 Fire Code Enforcement Hazardous Materials Regulation Hazardous Vegetation Management Knox Box Access System Fire & Arson Investigation Fire Code Plan Checks Fire Code Building Inspections Special Event Management Service fee programs include the paramedic service fee program, and emergency ambulance transportation. Other service fee systems in place include: fire permit fees, the Fire Medics program, and the Junior Lifeguard program. Users of any of these programs offset their.end result costs. Service Indicators Fire Responses Medical Responses Fire Medics Membership Water Rescues Lifeguard Medical Aids Boats in Distress . Preventative Actions Fire Alarm Responses Other Emergency Responses Public Education Hours Fire Inspections New Construction Inspections Beach Attendance 2003 -04 Actual 423 5,860 6,500 5,827 5,472 95 160,809 1,195 1129 1,000 4,500 Not available 11,203,815 2004 -05 Actual 228 5,568 5,800 4,384 7,348 96 118,190 737 2,296 1,000 4,550 Not available 8,309,790 2005 -06 Estimated 214 5,382 5,840 2,257 8,905 91 70,862 693 2,736 1,200 6,470 801 6,758,342 2006-07 Projected 400 5,800 6,500 6,000 7,700 100 125,000 1,250 3,000 1,200 6,600 900 10,000,000 .. �m Z 3 i to OZi Z 'G m fn C "n fn G 3 Z Q M 59 PLANNING DEPARTMENT W �f �w a 66 ° Plan and manage the development or use of land, and provide the highest level of customer service consistent with the law, policy, and.community goals. 111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111 .......................... • ... • • ... ............................u.. u....... • •. ............................... The function of the Planning Department is to promote and enhance the physical environment 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 promoting high quality community and economic development. Budget Highlights The Planning Department operates under the supervision of an Assistant City Manager and the Planning Director. Funding for the Assistant City Manager is within the City Manager's budget. The Department will continue the General Plan update effort begun at the end of FY 2002 -03.. Because this is such a significant program for the City, its funding is identified in a distinct budget line. Funds for the entire update were encumbered in FY 2002 -03 and augmented in March, 2006 to carry the project through completion. There is substantial funding for the implementation efforts to follow. Certification of the Local Coastal Program is another major program from the last fiscal year which will carry over into FY 2006 -07, with major expenditures only for the consultant assistance which may be required for certification of the Implementation Plan. The Department expects submittal of the Implementation Plan to occur in the first half of this fiscal year, allowing for certification to be completed before the end of the fiscal year. The Planning Department budget for 2006 -07 is essentially the same as 2005 -06, with two notable exceptions. The budget reflects the above -noted General Plan implementation efforts, which will be provided by both staff and consultant effort. Also, it provides information within the Department's workload indicators that supports a need for additional full -time professional and clerical support staff necessary to adequately sustain the continuing high volume of activity both in plan check and submittals for discretionary permits (Modifications, Use Permits, Variances, etc.). Facilities and equipment needs are anticipated In addition to the direct staffing costs. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ • Process all plans and permits in a friendly, efficient, accurate and timely manner. • Enforce standards specified in all State and City planning, zoning, development and environmental review laws. • Provide high quality staff services to the Planning Commission. Support EQAC's efforts in the EIR review process. • Support the EDC and implement the City's economic development policies and programs. Administer the CDBG program. • Provide City support for four Business Improvement Districts. • Continue implementation of Housing Element Programs. This Year's Objectives • Complete and implement both the General Plan Update and the Economic Development Strategic Plan. • Gain certification of the Local Coastal Program, and begin implementation efforts. • Amend Development Regulations to implement updated General Plan and simplify administration. • Implement. Citywide Directional and Wayfinding Sign Program. • Implement Citywide Sign Inventory and Amortization Program for non - conforming signs. • Participate in implementation of various Commercial district public improvement efforts. O A 3 61 ■ PLANNING DEPARTMENT (CONTINUED) ' ■ Zoning Plan Check demands continue to increase, which is illustrated in the service indicator chart ■ below. Discretionary, planning permit cases are also increasing, as reflected below. Reduction in ■ some current planning activities are offset by increases in Condominium Conversions and other applications also handled by the Zoning Administrator. ■ U Service Indicators ■ 4 I Application Type ■ 0 2004 -2005 General Plan Amendments LL Actual M W Estimated Code Amendments tL Use Permits Variances 10 10 Tract Maps 6 Modification Permits 22 17 Condominium Conversions 49 Lot Line Adjustments 48 32 Plan Checks 320 300 280 260 240 220 62 Planning Activities or Projects 2001 2002 2003 2004 2005 ■ ■ ■ 2003 -2004 2004 -2005 2005 -2006 2006 -2007 Actual Actual Estimated Projected ■ , 10 10 7 6 12 22 17 20 49 44 48 32 ■ 11 5 2 4 0 6 4 4 ■ 118 95 133 180 ■ 12 21 25 40 44 9 14 24 ■ 6,517 6,534 .6,603 6,673 ■ Planning Activities or Projects 2001 2002 2003 2004 2005 Planning/Administration Staffing: 16 $1,916,183 Planning Commission Environmental Quality Affairs Committee Advance Planning Current Plans & Projects Plan Checks Environmental Review GIS /Data & Demographics Regional Planning Activities Housing Current 2C Plan Check 19% Economic Development(MBG Staffing: 3 $688,745 Economic Development Committee Peninsula Revitalization/PROP Committee Business Improvement Districts Business Retention /Recruitment CDBG Administration 2% Advance Planning 1.9% Salaries and Benefits Maintenance and Operations Capital Outlay CDBG Fund Total Clerical Support CDBG 13% 10% Economic Development 18% 2003 -04 2004 -05 2005 -06 2006 -07 Actual Actual Estimated Proposed $ 1,457,295 $ 1,601,550 $ 1,819,578 $ 1,960,508 $ 728,747 $ 552,449 $ 1,611,163 $ 438,017 $ 31,695 $ 27,632 $ 48,998 $ 50,750 $ 149,981 $ 136,690 $ 231,008 $ 155,653 $ 2,367,718 $ 2,318,321 $ 3,710,747 $ 2,604,928 .. x to NZ_ 4 M _i O i Z g 2 A i O 2 63 ■ BUILDING DEPARTMENT ' ■ Z To ensure the quality of life of those who live, work, and visit the City of Newport ■ g ii w Beach by promoting safety in the regulation of the construction, use, and iw occupancy of buildings and by taking a customer oriented approach ■ Nto finding educated, cost effective solutions ■ IIIIIIIIIIIIIIIIIII.... III. III. IIIIOIIIIIIIOIII... .IIIIIIIIIIII....IIIIII........ III....IIlII ... III1IlIIIOIlII1I10 1III... .IIlOIIIl........IIOIlII1III111 III ....IIIOIIIIIIIIIIIIOIIIIIIII ■ Department Highlights ■ 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 Building IL Department ensures that the standards set by these codes for construction are met through ■ plan review, permit issuance and on -site inspections. The Newport Beach Building Department • Continue to look for ways to improve service delivery to our customers. was a key member of the uniformity effort to develop a uniform set of codes throughout Orange ■ County. ■ ■ • Maintain a management system that effectively and efficiently utilizes resources to achieve the ■ mission of the organization. . gContinue 0 enhancements to the "Permit Plus" permit tracking and processing system. ■ IL Implement issuing a combination building permit. ■ • Continue to look for ways to improve service delivery to our customers. ■ • Facilitate compliance with City - adopted codes and State - mandated standards. • Continue the quality assurance program for all department activities. • Continue to process permit applications and drawings efficiently and complete 90 % of all plan ■ reviews within four weeks tum- around goal. •. Continue to track and coordinate plan check turn- around:time to verify that all departments meet the four weeks tum -around goal. • Facilitate compliance with City - adopted codes and State mandated standards. • Utilize new technological advances to make customer dealings with the Building Department ■ more efficient and convenient. • Achieve consistency in inspections and interpretations by inspectors through staff training and , interaction. • Continue to catalog and integrate the County records as they are received from the County of Orange for Newport Coast for customer and staff access. Continue to improve plan tracking and storage methodologies to provide access to plans and permits as easy as possible. ■ • Automate plan check correction lists. • Continue transition of electrical, mechanical, plumbing, fire alarm and fire sprinkler plan check to the subtrades plans examiner. • Update our handheld computer system for field inspections to a real time wireless system that will allow immediate inspection results far our customers on the Internet. 64 ■ Administration* Staffing: 5, plus .8 FTE $536,379 Plan Check/Permits Services P I Inspections Staffing: 12, plus 1.13 FTE II Staffing: 12, plus .63 FTE $1,690,789 $1,522,720 TOTAL $3,749,888 29 Positions, plus 2.56 FTE `The Building Department pools clerical support staff for all three divisions under the Administrative Division. Budget Highlights The Building Department is responsible for reviewing construction drawings and inspecting building construction to verify compliance with minimum building safety standards required by local and State construction codes. The Building Department budget is divided into three sections: Administration, Plan Check/Permits Services and Inspections. Projected Construction Activity for Fiscal Year 2005 -06 Total Construction Valuation: $307,074,000 Number of Plan Submittals: 2,770 Number of Building Permits: 3,570 Total Inspections: 35,100 Total Number of Permits: 10,450 a c ; o — � a o � w c o V m 96 -97 97 -98 98 -99 99 -2000 2000- 2001- 2002- 2003- 2006- 2005- 2001 2002 2003 2004 2005 2008• Fiscal Years *Projected 00 �m �a 3 i Z O i Z C—M BUILDING DEPARTMENT (CONTINUED) Administration staff is responsible for both customer service and assisting other staff members. Administration works with walk -in customers as well as answering a large volume of phone calls, including monitoring the main office line. Phone tasks include helping with inspection requests, relaying inspections times, providing flood zone determinations, taking citizen complaints about unsafe and/or illegal construction occurring in their neighborhood, handling public utility releases, and answering a wide variety of different customer questions. Administration is responsible for the archiving of Customer reviewing scanned building records documents, including permits, plans, engineering calculations, geotechnical reports, and correction lists. These documents are scanned and built into the Alchemy database for future reference. Staff assists customers such as architects, contractors, real estate agents, appraisers and homeowners conduct research to find archived documents. Customers frequently require access to plans when planning new projects such as remodels, alterations and additions. These documents currently exist in a number of mediums including hard copy or original format, microfiche and now digitally scanned alchemy files. Administrative staff is currently working on the long process to migrate all documents; including thousands of older microfiche files into digital format, accessible via Alchemy software with a CD backup in storage: The data migration of microfilm copies of permits to alchemy is expected to be completed this year. This means that all permits and geotechnical reports will be viewable via the intemet. The next step in the data migration process is to scan the microfilm plans from previous years. In addition to overseeing the archiving of Building Department records and the microfilm conversion, the Records Specialist is responsible for the tracking and maintenance of plans at all stages of project development. By having one individual responsible for the management of all plans for every. department with plan check responsibilities, the Building Department is able to contribute to the other departments while increasing the accountability of the Building Department as it relates to the location of plans. Plan Check/Permits Services Division processes applications for construction permits and associated drawings and performs plan review to make sure projects comply with code requirements before issuing building permits. This is accomplished 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 building department code professional to ■ ■ ■ ■ ■ ■ r ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ the project. Assistance on the technical requirements of codes is provided over the counter to homeowners, contractors, architects and design engineers by Building Department staff engineers. The Building Department hired two additional plan check engineers for a total of six engineers in an effort to do a higher percentage of plan review in -house and reduce the number of plan checks done by outside plan check consultants. A subtrades plans examiner position has been added to review electrical, mechanical, plumbing, fire alarm and fire sprinkler drawings. This should provide better customer service because the subtrades plans examiner is available to customers in contrast to field inspectors who were previously reviewing these drawings. The plan check division is proud of its quality and timely processing of all construction documents and permits. Inspection ensures that construction projects conform to the approved plans as well as the various building codes and local ordinances and that the site conditions are, as presented, on the plans approved by the City. The Inspection Division is comprised of commercial and residential units, which allows our inspectors in those areas to stay current on types of inspections they are asked to perform. For example, in commercial projects detailed familiarity with disabled access requirements are essential to those assigned to our commercial unit. Similarly, issues in residential inspections relating to habitability are not normally encountered in commercial inspections. Periodic rotation of the inspectors in the residential and commercial units allows them to become familiar with these specific issues. Under the commercial inspection unit, we perform light commercial combination inspections. This benefits our customers since they are dealing On 71112005, we issued a building permit for the with one inspector for several building trades. Newport Lexus dealership. Construction is In addition, we became more efficient by handling progresepVrapidly The Buildinglnspection Division several trades inspections by an individual inspector is providing inspections and assistance in coordination with the aggressive construction schedule. in one visit. "Inspection Services" is beneficial to our customers in that it provides a well- trained third party to oversee the work being provided by their contractor and ensure that the code prescribed, minimum level of safety, and workmanship is maintained regardless of whether the project is commercial or residential. This division is also responsible for conducting Residential Building Records (RBR) inspections at the time of sale for all residential buildings. In an effort to be as efficient and productive as possible, the inspectors utilize a handheld computer system that they carry with them in the field. The inspectors input and maintain all records electronically, which keeps our records accurate 67 BUILDING DEPARTMENT (CONTINUED) 3500 3000 In 2500 E. 2000 0 H 1500 7 U 1000 500 0 68 up to the current day and gives the inspector access to permit records while in the field. This R q o o o o ' q technology has helped us manage record levels of construction activity within the City. It is our w `L objective to replace our current system with a real time wireless system that will offer many benefits to our customers, including instant inspection results on the Internet. Q t'n Z o Service Indicators 2003 -2004 2004 -2005 2005 -2006 a# OF CUSTOMERS ASSISTED Actual Actual Estimated ** E# OF CUSTOMERS ASSISTED BY AN ENGINEER Plan Submittals 3,306 3,059 2848 UPermits Issued C S Building Permits 4,117 3,793 3,753 X Grading Permits 432 319 317 U. Electrical Permits 2,531 2,202 2,794 W Plumbing Permits 2,034 1,924 1,770 (" Mechanical Permits 1,492 11366 1,240 Pool /Spa Permits 178 162 162 Harbor Permits 113 87 118 Residential Building Records Permits 1,686 1,572 1,626 Fire Permits 448 580 576 Total Permits Issued 13,031 12,005 12,356 Inspections Building Code Enforcement 399 259 278 Inspections related to Complaints 1,250 1,052 973 RBR Inspections 1,555 1,241 Construction Inspections 47,117 34,935 31,255 Total Inspections 50,452 37,487' 35,500 Inspections done by other departments are no longer included in this report Seasonal conditions and economic factors can significantly affect future projections Customer Service Log 2005 -2006 3500 3000 In 2500 E. 2000 0 H 1500 7 U 1000 500 0 68 W 4 R q o o o o ' q q c n w `L a r c 5 M v > v c IL Q t'n Z o a# OF CUSTOMERS ASSISTED E# OF CUSTOMERS ASSISTED BY AN ENGINEER ■# OF CUSTOMERS THAT WAITED MORE THAN 30 MINS W 4 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ m 0 > m c Q' rA � _ c O H Building Department Revenue 96 -97 97 -98 98 -99 99 -2000 2000- 2001- 2002- 2003- 2004- 2005- 2001 2002 2003 2004 2005 2006' Fiscal Years 'Projected Building Department Expenditures by Function Plan Check / Permit Processing 45.4% Administration 14.4% nspection 40.2% . �A r 2 a 1 0 2 69 2003 -04 2004 -05 2005 -06 2006 -07 Actual Actual Estimated Proposed Salaries and Benefits $ 2,385,288 $ 2,562,909 $ 3,003,161 $ 3,413,891 Maintenance and Operations $ 638,336 $ 699,369 $ 280,591 $ 309,497 Capital Outlay $ 42,048 $ 30,340 $ 26,500 $ 26,500 Total $ 3,065,672 $ 3,292,618 $ 3,310,252 $ 3,749,888 �A r 2 a 1 0 2 69 GENERAL SERVICES p W To provide optima( services and support to the residents, business 1 W community, and other City departments through dedication and Fexcellence in safety, performance, and cost containment ui 1111 1 1 1 1 1 11111111111111111111 I I I I I I I I I I I I I I I 11 I I I I I I I I I I I I I I I I I111I I I111I I I I I I I I I I I I I I I I 11111111111111111111111111111 HIP 11111111111111111111111 .11111 1 1111111111111111111111111 1 1 1 1 1 1 1 1111111111 1 11 111111111 I I I I I I111I I I I I I I I I I I I I I I I III I • .... ..... ....... ...• ...... ................ .....• .... .... ... Annual Department Goals • Provide exemplary level customer service to the public, other departments, and agencies Coordinate beautification programs throughout the City • Improvement and maintenance of community assets Ensure environmental responsibility with recycling and storm water. management programs • Expand supervisory, technical, and safety training for employees Welcome innovation and creative solutions from all sources . • Improve disaster preparation and coordination • : Empower and train employees for greater responsibility Department Overview The General Services Department consists of seven divisions that are identified in the organizational chart on the next page. Department functions include residential refuse collection and recycling; maintenance of the City's urban forest, parks and landscaped areas, storm drains, tide valves, beaches, traffic signs pavement markings, and public facilities; management and replacement of the City fleet of vehicles and equipment; and improvement of public streets and sidewalks. �o In Fiscal Year 2006 -07, the Department's main objectives will focus on maintaining a high level of service to the public and other City departments. In addition to these objectives, each division within the department has identified key challenges and emerging projects. ■ ■ ■ ■ Resource Distribution ■ The General Services Department is comprised of the following seven divisions: ■ • Administration • Parks Maintenance • Field Maintenance • Street Trees ■ • Operations Support • Equipment Maintenance /Replacement • Refuse Collection ■ ■ Administration Number of Personnel: 6 ■ Proposed Budget: $802,412 ■ Operations Support Field Maintenance ■ Number of Personnel: 32 Number of Personnel: 25 Proposed Budget: $5,349,346 Proposed Budget: $3,782,488 ■ Refuse Equipment Maintenance / Replacemen Number of Personnel: 30 Number of Personnel: 15 Proposed Budget: $6,252,163 Proposed Budget: $4,046,723 ■ ■ Street Trees Parks Maintenance Number of Personnel: 2 Number of Personnel: 14 ■ Proposed Budget: $1,107,444 Proposed Budget: $4,293,355 Total $25,633,931 ■ 125 positions ■ Budget Highlights ■ Fiscal Year 2005 -06 proved to be as challenging as expected, as the department assumed additional responsibilities and staff worked to take a proactive role in maintaining the City's streets, parks, and ■ facilities. ■ The General Services Department faces several challenges and significant work plan items in the new fiscal year. The Department budget for fiscal year 2006 -07 includes a staffing level of 125 full- time positions. The budget also includes minor increases to maintenance and operational budgets ■ to account for increased costs and expanded responsibilities, including: contract rate increases, increased materials and resources costs, weed Budget FY 06.07 ■ abatement adjacent to drainage culverts in Newport E,Wp M MaintwwiWReplscem . Coast, contract landscape services for native habitat 16% ME In rau Ma enan� in Morning Canyon and medians and roadsides $„ep, T, 3% ,s% ■ in Newport Coast, contract tree maintenance in 4% Newport Coast, and expansion of the inlet guard parts Mtin(e. oparemna sworn program along newly relinquished sections of Coast R ■ Highway. ■ RIFE T Z .. 3 m O Z 71 72 GENERAL SERVICES (CONTINUED) The budget will again include funding for summer beach restroom maintenance, for contract services to perform the required annual inspection and cleaning of the storm drain system in response to NPDES permit requirements, and to perform City- wide alley sweeping. Each of these services will be performed by private contractors. Key Challenges In Fiscal Year 2006 -07, the Administration Division will take on several new projects and assignments. With the current contract for refuse collection services in Newport Coast expiring in January 2007, the division will examine options for the continued refuse collection services in that area. In addition, the Division will begin to develop new recycling programs and initiatives to meet statewide diversion requirements and increase public knowledge of environmental programs. Administrative staff will also start work on identifying grants that will allow General Services to develop new improvement projects and services for City parks and beaches. Other support projects for the division include revising department human resources .functions for employee recruitments and performance evaluations. The Field Maintenance Division will be faced with key challenges next fiscal year. The division will work with the Public Works Department to refine the City's concrete, pavement, and sidewalk management plan. Better coordination among departments will help to streamline resources and alleviate any deferred maintenance to hardscape, sidewalks, and streets. This will prove to be crucial as the costs of materials and supplies continue to escalate. In Fiscal Year 2006 -07, the Operations Support Division will begin a pilot management plan for drainage culverts in Newport Coast. Staff will work to survey culvert locations and then develop a maintenance plan and schedule for hillside brush and weed abatement adjacent to these drainage structures; many in locations with limited access. Additionally, the Division will purchase and install inlet guards on newly acquired sections of Coast Highway. The installation of these guards will continue to keep debris from entering the storm drain system and will help the city to maintain compliance with state and local water quality requirements. One major challenge that the Department will face in FY 06 -07 is the design and installation of a Compressed Natural. Gas (CNG) fueling station at the Corporation Yard. Equipment Maintenance Division staff will continue to work with the South Coast Air:Quality Management District to identify grant funds and potential firms that design CNG fueling stations. Staff will also develop training programs and review vehicle replacement schedules to account for adding CNG vehicles to the City's rolling stock In the Parks/Trees Division, .staff will assume maintenance efforts at several new locations. The Division will increase tree pruning efforts at Newport Coast, take over maintenance of native habitat at ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ I♦ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Morning Canyon, and assume management of newly acquired medians and roadsides along Newport Coast. The Refuse Division will also take on a significant work plan challenge during FY 06 -07. The Division will work to develop a pilot automated refuse collection program. In analyzing the City, staff has identified areas that would benefit from automated refuse collection. In these areas, an automated system could help to streamline the collection process and significantly reduce staff time spent on collection routes. Service Level Indicators 2003 -04 2004 -05 2005 -06 2006 -07 m m 9,002,787 $ . 9,624,903 Maintenance and Operations $ 8,902,394 $ 10,120,550 Actual Actual Estimated Projected C $ Public Restrooms Serviced 56 56 56 56 $ 32,100 City Restrooms Serviced 96 96 96 3,565,439 $ 5,071,341 City Buildings Serviced 71 72 71 72 $ 21,880,956 Sidewalk Repair (square feet) 50,000 50,000 55,000 55,000 m Street Patching (tons of mix) 5,000 4,500 4,600 4,600 Curb & Gutter Replacement 3,000 3,000 3,200 3,200 Street Sweepings (miles) 55,000 56,648 54,000 54,500 Beach Cleaning (tons of refuse) 4,000 3,500 3,000 3,500 Regulatory Signs Posted 3,000 3,500 3,000 3,000 Street and Pavement Marking (feet) 200,000 175,000 980,000 1,000,000 Graffiti Incidents 2,525 2,600 2,300 2,200 Refuse (number of homes) 30,600 30,621 36,630 36,630 Refuse Collected (tons) 45,594 45,626 45,626 45,626 Number of Parks Maintained 48 48 54 55 Number of Trees Trimmed' 14,890 14,550 14,890 15,550 Number of Vehicles Serviced 4,100 4,100 3,563 3,600 ' Tree Trimming projections include City staff and contractual efforts. 06107 Projected includes supplemental budget request . ■ - for Newport Coast. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2003 -04 2004 -05 2005 -06 2006 -07 Actual Actual Estimated Proposed Salaries and Benefits $ 7,821,114 $ 8,155,132 $ 9,002,787 $ . 9,624,903 Maintenance and Operations $ 8,902,394 $ 10,120,550 $ 10,597,072 $ 11,930,205 Capital Outlay $ 17,637 $ 39,835 $ 31,250 $ 32,100 Internal Service Funds $ 3,687,090 $ 3,565,439 $ 5,071,341 $ 4,046,723 Total (1) $ 20,426,235 $ 21,880,956 $ 24,702,450 $ 25,633,931 Personnel 124 124 124 125 (1) Includes Equipment Maintenance and Replacement Fund Expenditures (Internal Service Fund) 2 0 i_ O 2 73 LIBRARY SERVICES Z z W I F. �a To serve as the cultural, educational, and informational heart of the City through the Central Library and branch libraries ■ ■ 11111111111111111111111111111 loll I1111 IIIi���iI �III� III�;IIIII1�; �;111111,111111111111;;il 111;i111i1111111111111111111 1111111111111 11111111111111lolll,�,I;I;lolll 11111111111111 ;1111i11i11i1iii11111 loll 1- 1111111 ;111,111111111,111111111, ■ ............ ...... ............ ........ Department Overview ■ Library Services seeks to serve the Newport Beach community as its most valuable resource for ■ educational, informational, and cultural enrichment. The Central Library and its three branches, ■ Mariners, Corona del Mar and Balboa, offer a diverse range of informational resources, special programs for every age, and public services such as the Literacy Program. ■ The Newport Beach Public Library was rated as the top California public library in its population ■ category in the 2005 HAPLR report. The Library serves over 870,000 customers with its ■ informational resources. Over 1.5 million items are checked out of the Library system each year and electronic resources are available 24/7. A City Council appointed Board of Library Trustees ■ plays a critical role in the Library's service provision. The Arts and Cultural Services Division of the Library and the City Arts Commission provide a variety of arts programs and events for the . community. ■ ■ • Maximize the resources of the Library to touch the lives of the Newport Beach community. ■ aProvide a broad range of educational, cultural and leisure opportunities for all ages. ■ (L • Support the work of the Board of Library Trustees, the City Arts Commission, and the Sister Cities ■ Commission. Z O g aZ O 74 Library Services Staffing: 40 FT, 25.7 FTE $5,706,519 Information & Reference Services Youth Services Central Library and Branches Adult & Youth Programming Literacy Services Support for Board of Library Trustees Friends of the Library Newport Beach Public Library Foundation Literacy Advisory Council . includes Ackerman Fund Arts & Cultural Services Staffing: '1 FT $177,502 Three Annual Juried Art Shows City Hall & Library Galleries Arts & Cultural Grants Concerts in the Park Cultural Arts Programs Support for City Arts Commission Sister City Association ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Budget Highlights ■ On Thursday, April 20, 2006 the Mariners school students joined City and School District officials to cut the ribbon and celebrate the opening of the Donna and John Crean Mariners Joint -Use Library. ■ The Library has expanded it services to include new formats audio books on [Pod shuffles. The ■ traditional Library catalog has also been updated with the introduction of Aquabrowser which provides ■ quick access to related subjects, authors and titles. The Library Web page was given a new look with the addition of a Press Room, a new children's site (www.newportkids.org) and a teen site (www. ■ nbplteens.org). ■ The Library expanded public training to include Tuesdays @ 2, small class training sessions on specific internet topics such as "E -mail. Basics," "Advanced Searching," and "How to Buy and Sell on ■ EBay." ■ The Library employed the services of a Mystery Shopper at the Central Library to evaluate customer service. The staff has used the feedback to continuously improve service throughout the year. In the ■ coming year the program will be expanded to the Branch Libraries. ■ A new look for the Central Library included new carpeting throughout, new shelving in the Children's ■ Room, refurbished reading areas, and a reorganization of the collection. In FY 2006 -07, Library Services staff will continue to expand resources and maintain the quality services that the community expects. New services will include digital downloads allowing customers ■ to download audio books from the Library's collection to their own electronic devices or computers. The Library will also explore mail delivery of books directly to customers' home or office and "Books ■ at the Beach" a summertime special with a traveling Librarian. ■ In FY 2006 -07 the Library will keep pace with the electronic technology to assist our customers in procuring business, educational and entertainment information. We will continue to provide public ■ computer training workshops for using the Library Catalog and databases. ■ A Children's Sea and Discovery Garden is planned for the Central Library and a new library card just for kids will be issued to children between the ages of birth to 11 years. ■ The Library Literacy program provided reading improvement opportunities for 109 adult learners and 14 families. ■ City funds are augmented by support from the Friends of the Library, the Newport Beach Public Library Foundation, the Literacy Advisory Council, State and Federal grant funding, donations from local service clubs and in -kind services from businesses. ■ 75 LIBRARY SERVICES (CONTINUED) Department Services The Library, under the direction of the Board of Library Trustees, provides comprehensive library services to the community. The Library responds to customer demands for informational and recreational resources in print, electronic, and other non -print formats, and continues to have increased use of resources. Awide range of database and informational services are available from home through the Library's Web page, www.newportbeachlibrary.org. The Library provides a strong literacy program funded in part by donations and state grants. Adult Programs The Libraryoffers adiverse rangeof adult programs, monthly concerts, computer training workshops, special literary and book - related events, the annual Library Foundation sponsored Distinguished Speakers Lecture Series, and other cultural and intellectual activities. The Library's Time for Tales and Look at the Library air as regularly scheduled programs on Adelphia Channel 3 and Cox Channel 30. The Library continues its outreach to seniors with programming and a book -drop at OASIS, and the homebound delivery service. Children and Teens The annual Summer Reading Program, Christmas Puppet Show, Willy Wonka Oompa - Loompa Party, Craft Club, children and young adult book clubs, children's storytimes and teen art and poetry programs, computer training for kids, and other events geared toward children and teens continue to draw an enthusiastic response and establish the Library as an important asset to lives of young people in this community. In addition, the Library has added free online access to "Live Homework Help," "Tumblebooks," and other databases geared especially to children and teens. 76 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Arts and Culture The Arts & Cultural Services Division supports the City Arts Commission and the Sister- City Association. Art activities include exhibits at the Central Library and City Hall, juried art shows, Concerts in the Parks, and Shakespeare by the Sea. The City Arts Commission annually awards Cultural Arts Grants to local arts organizations for performances in schools, OASIS, and the Library. The division budget provides funds for the Sister City Association to support the student exchange program, international festivals and visits from Sister City delegations. ■ Service Indicators 2003 -2004 Actual Estimated Actual ■ Library Circulation of Materials 1,392,346 ■ Customers Served 870,550 168,999 Reference Questions Asked 170,380 34,949 Program Attendance 27,606 ■ Remote Online Users' - 1,850 Juried Shows /Art Exhibits Attendance' 2,000 ■ 8,634 8,500 $40,000 Cultural Programs Attendance" - ■ Cultural Grants Awarded $40,000 5,958,456 Sister Cities Grant Awarded' - ■ $ 3,942,537 $ 'Statistical information unavailable prior to 2004 -2005 ■ 5,144,590 $ ■ Fees for Services $ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2004 -2005 2005 -2006 2006 -2007 Actual Estimated Projected 1,475,025 1,505,002 1,520,252 885,852 920,144 938,546 168,999 170,052 173,453 34,949 35,602 35,000 202,551 222,806 227,262 1,850 1,924 2,000 7,952 8,634 8,500 $40,000 $40,000 $40,000 $11,500 $16,500 $11,500 2003 -04 2004 -05 2005 -06 2006 -07 Actual Actual Estimated Proposed Salaries and Benefits $ 3,515,696 $ 3,510,737 $ 4,038,101 $ 4,381,107 Maintenance and Operations $ 1,528,527 $ 1,547,572 $ 1,678,490 $ 1,391,814 Capital Outlay $ 46,114 $ 114,147 $ 241,865 $ 111,100 Total Expenditures $ 5,090,337 $ 5,172,456 $ 5,958,456 $ 5,884,021 General Tax Revenue $ 3,942,537 $ 3,953,017 $ 5,144,590 $ 5,434,021 Fees for Services $ 44,318 $ 32,392 $ . 29,200 $ 30,000 Intergovemmental Reimbursements $ 479,207 $ 354,304 $ 329,481 $ 300,000 Other Miscellaneous Revenue $ 624,275 $ 832,743 $ 455,185 $ 120,000 Total Revenue $ 5,090,337 $ 5,172,456 $ 5,958,456 $ 5,884,021 m M m a Z 0 M 0 a Z5 a i O Z 77 RECREATION & SENIOR SERVICES O y W v, W gF f0 'a a. %8 E To enhance the quality of life by providing diverse opportunities in safe and well maintained facilities and parks. We pledge to respond to community needs by creating quality educational, recreational, cultural, and social programs for people of all ages. .............................................................................. ............................... Department Overview This past year brought new opportunities and programs, all of which helped to continue to promote a strong service oriented Recreation & Senior Services Department with a mission of enhancing the quality of life for the Newport Beach community. The Department consists of three divisions: Administration, Recreation Services, and Senior Services. Under the guidance of the Department Director, and leadership of the Parks, Beaches & Recreation Commission, the Department is responsible for the creation, coordination, and implementation . of recreational and social services that serve a population ranging from newborn babies, to the very active retired community. In addition, this Department oversees the use of the City's 62 parks and facilities. The backbone of the Department's success is the numerous part-time staff who are out in the field serving the community as well as the hundreds of volunteers who join us on a daily basis to fulfill our mission. Their assistance to our full -time staff creates a solid foundation of a talented, skilled, and service oriented team. While Recreation & Senior Services programs feature many direct, one -on -one services, technology continues to play an increasing role in our ability to provide a wider range of services. The quarterly Newport Navigator that is mailed to each home in the City to inform residents about each Division's services and available fee -based activities, is also accessible online. Residents are able to access department program information through our web site and register for classes and programs online. With each new season of classes and.activities we continue to see a steady increase in online. customers. This past year the Department won the California Parks & Recreation Society award for Special Publications for the Special Summer Brochure. Judged against all other cities under 100,000 population in the state, our publication stood out as the best. Overall Department Coals for 2006 -07 • Kick-off a community wide health and wellness program — Catch the Health Wave in January 2007 • Continue to take the lead role in the planning and preparation for the City's Centennial Celebration • Participate in and support efforts for the two Community Center projects slated for both the Santa Ana Heights and Newport Coast Communities • Enhance marketing to increase awareness to the community ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Recreation Services The Recreation Division offers a wide variety of programs for tots, youth, and adults. These programs include year -round sports leagues, seasonal swim lessons, and many lifelong learning or fitness classes. Over 100 contractors provide class instruction or umpires for adult sports leagues. Professional trained staff work in the swim programs, after - school programs, youth recreational sports programs, and day camps. The Division is staffed with eight full -time recreation professionals and ■ up to 35 part-time staff such as recreation leaders, recreation clerks, ■ and swim instructors. The Division also includes three full -time field and building maintenance workers, and one full -time department assistant. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ City operated youth sports programs attract over 1000 children annually and Youth Sport Organization Members such as youth soccer and baseball serve over 3000 youth annually. . Division sponsored annual special events include a Surf Contest, Corona del Mar Scenic 5K, Sunday Fun -Day, Winter Wonderland, Rent -A- Santa, Special Olympics, Basketball, Rose Parade Excursion, Arbor Day, Flashlight Egg Hunt, and the Independence Day Parade and Picnic. Picnic areas, fields, and meeting rooms are available for reservation and staff processes over 1000 requests each year. There are over thirty playgrounds throughout the City for children ages 2 -12. In the coming year this Division will continue the refurbishment of some park sites with new playground equipment and play surfaces. The new playground maintenancefinspector staff will concentrate on making the existing playgrounds look better and last longer. The Division is also the coordinator of Special Event Permits for the City of Newport Beach and processes over 300 permits per year for events large and small. Recreation Services Goals: • Finalize and implement a Marketing and PR Plan for the Department • Establish a higher standard of maintenance for fields and buildings by better tracking and more frequent inspections • Raise the quality of customer service in aquatics programs • Develop an e-mail distribution system for youth sports flyers and packets • Raise the level of service expectations in contracted officials and instructors Senior Services The Senior Services Division is responsible for the operation of the OASIS Senior Center as well as numerous activities that reach out to our senior population. The Division offers a wide variety of activities which include exercise programs, educational classes, art education, health promotion, 79 RECREATION & SENIOR SERVICES (CONTINUED) counseling and transportation. The goal of this Division is to provide older adults with activities and services that enrich their lives as well as providing them the ability to live independently. The Senior Services Division provides a variety of services which enhance the lives of seniors creating positive and successful aging experiences. The Division accomplishes this by providing programs and activities which address the older adults' evolving needs. Staff stays current on programming activities that are most helpful to the senior population by assessing needs and welcoming senior participation in program ideas. The Senior Services Division has been successful at meeting the challenge of the ever - changing needs of older adults and developing activities that are intellectually stimulating and physically. active. Creative writing, Foreign Policy Discussion and History of Orange County, Foreign Language are among a few new courses designed to stimulate the intellect. This coming year the focus of this Division will turn toward the future. In collaboration with Hoag Hospital we will begin a community needs assessment in order to gain information and insight into the projected needs of seniors in our community in the coming years. This information will assist us as we look to begin the process of replacing the senior center with a new facility designed to meet the growing and changing needs of our senior population. In addition,: we will focus on establishing a Health and Wellness program that will motivate seniors to take control of their health. Seniors will be able to participate in activities that will educate them on wellness and will provide incentives to exercise. This is an exciting time as the OASIS Center has been able to collaborate with both Hoag Hospital and UCI Medical Center in offering health information lectures. OASIS enjoys the assistance of over 100 volunteers who work daily assisting in the various programs and activities. These dedicated individuals provide an invaluable service to the Center and log an average 1200 hours of service a month. The OASIS Senior Center is fortunate to have a dedicated non- profit group, the Friends of OASIS who supports the efforts at the Center to offset the costs to provide services at the Center. This past year the Friends provided a $50,000 donation to the City for the transportation program The staff at OASIS have forged relationships with many community organizations in order to enhance and expand the services provided to the community. These organizations include: South County Senior Services, OC Department of Health, Coastline Community College, University of California Irvine, Hoag Hospital, Braille, Health Insurance Counseling and Advocacy Program, and OCTA. Senior Services Goals • Complete a needs assessment survey of seniors in the community • Develop a master plan for a new Senior Center which will address the current and future needs of older adults Take steps towards beginning a capital campaign to raise money to rebuild the Senior Center Develop a program for Health and Wellness ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Recreation & Senior Services D Administration Staffing: 3 FT; 0.50 FTE Front Office and Public Counter Services Fiscal Services Web Site and Online Registration Parks, Beachs & Recreation Commission Support Recreation Services Staffing: 12 FT; 17.33 FTE $3,412,988 Youth Programs/Sports Aquatic Programs Adult Sports Special Events City Youth Council Playground /Park Development Special Event Permits Youth Sports Commission Field /Facility Maintenance Facility Management/Reservations Contract Classes Marketing and PR Park Patrol Senior Services Staffing: 10 FT; 0.13 FTE $1,051,878 Recreational Programs Educational Classes Congregate and Home Delivered Meals Transportation Program Outreach Services Family Support Special Events Information and Referral Facility Management/Reservations Service Indicators 2003 -2004 2004 -2005 2005 -2006 2006 -2007 Maintenance and Operations Actual Actual Estimated Projected Recreation Services $ 13,099 $ 21,245 $ 17,494 $ 15,000 Special Event Permits 332 321 320 320 Facility Rentals 1,020 1,128 1,200 1,200 Recreation Program Attendance 314,007 319,546 325,000 330,000 Cosponsored Youth Organizations 185,627 194,749 195,000 195,000 Senior Services Programs/Classes 63,000 79,683 80,000 80,000 Human Services 25,000 21,450 24,000 24,000 Transportation Services 12,041 11,936 12,000 12,000 2003 -04 2004 -05 2005 -06 2006 -07 Actual Actual Estimated Proposed Salaries and Benefits $ 1,728,544 $ 1,978,082 $ 2,326,949 $ 2,655,168 Maintenance and Operations $ 1,616,908 $ 1,896,206 $ 2,184,378 $ 2,303,432 Capital Outlay $ 13,099 $ 21,245 $ 17,494 $ 15,000 Total Expenditures 3,358,551 3,895,533 4,528,821 4,973,600 General Tax Revenue $ 1,562,796 $ 1,911,588 $ 2,330,946 $ 2,652,550 Fees for Services $ 1,723,170 $ 1,910,945 $ 2,120,875 $ 2,240,050 Other Miscellaneous Revenue $ 72,585 $ 73,000 $ 77.000 $ 81,000 Total Revenue 3,358,551 $ 3,895,533 4,528,821 4,973,600 ov � m NZ Y � 'i Z 0 { Z :D 'a M m S � m Z 0 M Y QQr f1 Z a i O Z PUBLIC WORKS a t- m W To provide quality, cost effective public works Fand services to the community of F Newport Beach rn o � [9 a 82 11 11111111111111 1 1111 I I I I I I 1 I 1 I 1 I 1 I 1 1 111 11 11111111 I I I I I 111111 I I I I I I I I I I I 1 I I 1 I I I 1 111 11 11111111111111 I I I I I 111111 I I I I I I I I I I I I I I 1 I 1 I 1 1 1111111 11 I 1 I 1 1 111 11 1111111111 111111111 111111111 I I I I I I I I I 1 111111 11 I 1 1 111 11 I I I 1 I I I I I I I I I I 1 1111111111111 I I I ... ... ...• ..... .....• ..... ... ......• ..... .... .. • Meet the current and future needs of infrastructure, services, and resources for citizens and visitors. • Coordinate the implementation of Capital Improvement Program projects. • Design, construct and sustain the City's infrastructure in an efficient and innovative manner including replacement, renovation and improvements to roads, bridges, intersections, traffic signals, streetlighting, water and sewer systems, water quality measures, neighborhood traffic calming structures, parks, docks, piers, beach facilities, and buildings. • Provide outstanding customer service and engineering expertise to the public, other departments, and agencies. • Promote team spirit and pride through our actions and activities. • Encourage continuous employee assessment and development programs. • Facilitate the flow of information by maintaining a records management system. Department Organization The Department of Public Works is responsible for the planning, design, and construction of the City's roads, intersections, bridges, sidewalks, storm drains,.traffic signals, water quality improvements, piers, water and sewer systems, streetlighting, public building facilities, and parks. The Department also protects public property from unpermitted encroachments, ensures the safe construction of private parties working in the public right -of- way, and reviews plans for residential and commercial development. Public Works adds quality and safety to our lives through the use of engineered controls and measures such as traffic signals; signage, and pavement maintenance. The Public Works Department has three divisions:. Administration, Engineering Services, and Transportation and Development Services.. Administration provides financial and support management services for the Public Works Department. Areas of responsibility include: budget development and administration, purchasing, Capital Improvement Program preparation and management, contracts management, customer service via email, telephone, or personal contact at the front counter, permit issuance for encroachments and temporary street closures, plan check processing, centralized clerical services, personnel administration, payroll processing, records management, administration of oceanfront encroachment permits and geographical information systems (GIS). ■ i ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ i ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ IN ■ ■ ■ ■ ■ ■ ■ ■ ■ Engineering Services is responsible for preparing and maintaining short and long term master plans for various critical infrastructure systems including water, sewer, storm drain, water quality, pavement management, and building facilities. Employees in this division also implement the Capital Improvement Program, including the planning, design, construction, and inspection of the City's major capital improvement 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, preparation of local, State, and. Federal funding applications, right -of -way acquisition, permit application processing, utility coordination, and public information publications and workshops. Construction Engineering includes inspection services, topographic surveys and maps, construction staking boundary maps, encroachment surveys, and preparation of "As Built" construction drawings. Engineering services also serves as the City's infrastructure engineering resource to the public and other City's departments using engineering expertise to solve problems and improve the quality of life for the community. Transportation and Development Services is responsible fortraffic engineering, transportation planning, subdivision engineering, traffic signal system operations, neighborhood traffic calming programs, utility underground assessment district administration, and permitting for encroachments in the public right -of -way. This division provides support services to many other City departments and works closely with the Building and Planning Departments to coordinate the processing of all building, land use, and development activities in the City. This division serves as the traffic engineering resource to the public and other City departments to ensure a safe and efficient transportation system. The division also serves as the development services resource to assist property owners, developers, utilities, other City Departments, and other public agencies and special districts accomplish their goals while protecting the integrity and quality of the public right -of -way for current constituents and future generations. Department Highlights One of the key functions of the Public Works Department is the design and construction of the City's major capital projects. In fiscal year 2005 -2006, several important projects were completed. Recent improvements include: • Construction of the Donna and John Crean Mariners Branch Library • Morning Canyon Stabilization Measures • West Newport Street Light Improvements • Newport Heights, Cliffhaven and Seaward Streets Rehabilitation • East Coast Highway Sidewalk and Wall Installation, Morning Canyon to Cameo Shores • City Corporate Yard Building W Upgrades ■ • Mariners and China Cove Pump Station ■ 83 M PUBLIC WORKS (CONTINUED) • Corona del Mar Beach Improvements • Fire Station 6 and Police Station Modifications • Traffic Signal Upgrades (2004-2005) • Sidewalk, Curb and Gutter Replacement Program (2004 -2005) Jamboree Road — MacArthur Boulevard Intersection Improvements • Corona del Mar Area Pavement Rehabilitation • Water Pipeline Master Plan • Sewer and Storm Drain Replacement • Alley Replacement Program (2004 -2005) • 32nd Street Tide Valve Replacement • 44th Street Tide Valve Replacement • Begonia Park Playground Improvements • Irvine Avenue 24" Water Main, University to Bristol • Irvine Avenue Sidewalk at Santiago ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ FY 2006 -07 Capital Improvement Program ■ The following projects are just a few of the many projects the department is expected to begin or complete as a function of the Capital Improvement Program during the 2006 -2007 fiscal year: ■ • Newport Coast Community Center ■ • Fire Station No. 7 Construction (Santa Ana Heights) ■ • Back Bay Marine Science Center • Balboa Village Improvements Phase 3 ■ • Jamboree Road Rehabilitation, University to Bristol and Ford Road to San Joaquin Hills Drive • Newport Boulevard Bioswale ■ • West Newport Streets and Alleys Rehabilitation • Sewer Main Improvements, Big Canyon Trunk ■ • Newport Theater Arts Center Entry ■ • Fire Station 1 Compliance Modification ■ • Traffic Signal Improvements (2005 -2006) Sidewalk, Curb, Gutter. Replacement (2005 -2006) • Newport Shores Pavement Rehabilitation ■ • . Balboa Island Bayfront Repair • Bay Ave Phase 1 Drainage (Bay /Lindo) ■ • Buck Gully Force Main Replacement • Flashing Pedestrian Crosswalk on Coast Highway at Orchid Avenue ■ • Newport Coast Watershed Studies and Improvements ■ ■ Administration Staffing: 6 FT; plus 0.72 FTE Budget and Contracts Personnel Administration Permit Issuance Records Management, Customer Service Geographical Information Systems Engineering Services Staffing: 17 FT; 1 FTE $2,416,208 Capital Projects Design Construction Special Projects Transportation & Development Staffing: 10 FT; 0.85 FTE $1,826,196 Traffic Planning and Engineering Traffic Operations Subdivisions Assessment District Administration 2003 -04 2004 -05 2005 -06 2006 -07 Actual Actual Estimated Proposed Salaries and Benefits $ 3,128,134 $ 3,345,553 $ 3,648,877 $ 4,122,653 Maintenance and Operations $ 585,037 $ 692,495 $ 794,490 $ 859,519 Capital Outlay $ 40,837 $ 18,875 $ 30,600 $ 31,100 Total $ 3,754,008 $ 4,056,923 $ 4,473,967 $ 5,013,272 ov A In _2 3 -t Z O -t Z M F 2 A -91 O Z 85 UTILITIES DEPARTMENT 0 z To provide quality, cost effective utility w g services to the community of i Q Newport Beach 1111111111 1111111111 1111 11111111111111111111 1111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111 111111111111111111111111 1111111111111111111 11111111111111 • Meet the current and future needs for infrastructure, services, and resources for citizens and visitors. Provide the City a safe and reliable water supply Fx IL Operate and maintain the City's water, wastewater, oil and gas, and street lighting systems in an efficient and innovative manner • Provide outstanding customer service and education to, the public, other departments, and agencies. • Promote team spirit and pride through our actions and activities. • Encourage continuous employee assessment and development programs. Facilitate the flow of information by maintaining a records management system... Department Organization The Utilities Department is responsible for providing water service, wastewater collection, oil and gas production, electrical services, and street lights to the citizens of Newport Beach. Water is delivered to the tap, wastewater is transported for treatment, and streets and beach parking lots are made safer with lighting. The Utilities Department has four divisions: Electrical, Oil & Gas, Water, and Wastewater. 86 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ The Electrical Division staff of five field personnel is responsible for the maintenance and operation of electrical services at all City facilities. These facilities include park sites, community buildings, water and sewer pump stations, oil wells, emergency generators, and over 6000 street and parking lot lights. Staff responds to over 1500 service requests each year. The Oil & Gas Division provides contract administration and oversight for a small oil tank farm consisting of 16 wells in West Newport Beach. The operation and maintenance of the oil operation is out sourced. Natural gas is a by- product of the oil production and is sold to Hoag Hospital. The Water Division, which consists of four sections (Water Maintenance and Repair, Water Meters, Water Production, and Water Quality), delivers water from both local and imported sources. A staff of 25 field personnel operates the pumps, reservoirs, and pressure reducing stations, performs water quality testing, provides meter reading services, responds to customer service requests, and performs year -round preventative maintenance of 2725 fire hydrants, 7813 shut -off valves, over 215 miles of transmission mains, and 82 miles of distribution mains. The Wastewater Division staff of 11 field personnel operate 20 pump stations and maintain over200 miles of wastewater collection system that transports the City's wastewater to the County's trunk system for treatment at the Huntington Beach plant. The Wastewater Division's closed circuit television unit is working towards video taping the 200 miles of sewer main by 2008 to meet the General Waste Discharge Requirements for the State of California. 87 UTILITIES DEPARTMENT (CONTINUED) 'a, 14% 6% 2% Water 78% Im ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Electrical Staffing: 5, 0.5 FTE $1,142,845 City Facilities Electrical Service Recreational Field Lighting Parking Lot Lighting Street Lighting Water Staffing: 34, 7.25 FTE $14,982,530 Water Production Water Quality Water Conservation Meter Reading Reclaimed Water Customer Service & Education Water Maintenance & Repair Underground Service Locating Oil & Gas Staffing: 0 $475,102 Oil Production Gas Production Oil & Gas Remediation Wastewater Staffing: 13, plus 1.75 FTE $2,602,594 Sewer Main Cleaning Sewer Mainline Repair Pump Station Maintenance Sewer Lateral/Cleanout Replacement 2003 -04 2004 -05 2005 -06 2006 -07 Actual Actual Estimated Proposed Salaries and Benefits $ 4,643,204 $ 4,867,761 $ 5,232,786 $ 5,583,983 Maintenance and Operations $ 12,500,459 $ 12,858,497 $ 13,437,989 $ 13,566,438 Capital Outlays $ 61,876 $ 85,166 $ 53,745 $ 52,650 CIP $ 5,939,082 $ 7,703,436 $ 10,948,359 $ 3,848,000 Total Expenditures $ 23,144,621 $ 25,514,860 $ 29,672,879 $ 23,051,071 Charges for Services $ 19,513,959 $ 19,559,777 $ 19,432,000 $ 20,550,000 Intergovemmental $ 1,608,507 $ 788,188 $ 805,393 $ - Use of Money & Property $ 145,244 $ 363,206 $ 472,538 $ 790,000 Sales of Oil & Gas $ 1,040,881 $ 1,301,532 $ 1,355,000 $ 1,055,000 Other Revenue $ 402,405 $ 125,905 $ 18,000 $ 23,000 Transfer (To) From Reserves $ 433,625 $ 3,376,253 $ 7,589,948 $ 633,071 Total Revenue $ 23144.621 S 25.514.860 S 29.672.879 $ 23,051,071 10L■ X m 2 1 M i Z O i Z Ta z5 1 0 Z M ■ ■ CITY OF NEWPORT BEACH ■ 2006 -2007 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 four Internal Service Funds — Insurance Reserve Fund, Retiree Medical Insurance Fund, Compensated Absences Fund, and Equipment Maintenance and Replacement ■ Fund. ■ Insurance Reserve Fund. The Insurance Reserve Fund is used to pay all Workers' Compensation ■ and General Liability expenses of the City. This includes insurance premiums, consultant fees, medical expenses, contract attorney costs, payments for judgments and settlements, and all other expenses ■ connected with this function. The amounts paid into this Fund by the individual Departments vary. Each Department's budget base for Liability expenses was established by examining a ten -year history of claims ■ and determining each Department's appropriate share, based on the nature of the claims themselves. That share was then used to establish each Department's percentage of the funding being set aside in the Insurance Reserve Fund for anticipated Liability expenses this year, and to address at least part of ■ any reserve deficiencies. This year's contribution by departments, which constitutes revenue to the ISF, is projected to be $3,328,697. This should constitute sufficient resources to fund short term expenditures ■ and accumulate resources to pay long -term claims. ■ Each Department's share of the City's anticipated Workers' Compensation expenses was determined ■ by an analysis of claims history by labor class in Newport Beach as compared to the same information for the State as a whole. Based on this data, appropriate rates were established for each labor class ■ in the City. These rates were then used to determine the budget base needed in each Department to accumulate the total anticipated Insurance Reserve Fund requirement to pay all Workers' Compensation ■ claims and related expenses for this budget year (approximately $2,418,461). Similar to the situation with ■ Liability, there is an accumulated deficit for Workers' Compensation. Therefore $3,199,421, or a projected excess of $780,960 is being collected to cover the deficit. ■ Retinae Medical Insurance Fund. The City has implemented a new defined contribution Retiree Medical Insurance Fund instead of the prior defined benefit program which will ultimately reduce the City's long- term liability for this program. The transition to the new program will take an estimated twenty years or ■ more to fully implement, but our operating expenses will eventually be capped as we will only need to ■ fund contributions for current employees and the City's unfunded liability will be zero. The contribution amount is based on a formula currently provided for in the Memorandum of Understanding between the ■ City and the employees. ■ 90 ■ ■ ■ ■ Compensated Absences Fund. Departmental payments into the Compensated Absences Internal ■ Service Fund are based on a percentage of salary. That percentage is set at a level which will accumulate a sufficient monetary base within the fund to accommodate current year expenses. This year's contribution ■ to the Fund for this purpose is budgeted at $2,053,909. Any amounts collected in excess of the annual ■ expense, reduce the long -term unfunded liability in this fund. ■ Equipment Maintenance and Replacement Fund. The Equipment Maintenance and Replacement Fund is used to provide funding for the maintenance of almost all of the City's fleet of Rolling Equipment, and ■ to accumulate funds for the eventual replacement of that equipment. Based on the City's maintenance experience, anticipated equipment life span, and projected replacement costs, rates were established for ■ each class and type of equipment. These rates function much like vehicle rental rates from the perspective ■ of the using Departments. Funds for replacement, 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 byeach Departmeritto the City Managerthrough the General Services Director. The City Manager then includes his final recommendation.for Equipment ■ Replacement action to the City Council as part of the annual budget submission. Money accumulated ■ in the Equipment Replacement portion of this Fund can only be used for equipment replacement unless specifically reprogrammed by the City Manager. Each Department Budget unit's "contributions" to this fund, based on the equipment it has in service, can be found on line 8024 of the respective M &O budget sheets. ■ For Fiscal Year 2006 -2007, City expenditures from Internal Service Funds are projected as follows: ■ Equipment Debt Service, ■ $119,568 Wndrers- Cmmnensation'. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Et Equipment $2,0: wmpensate0 Absences, Retiree Medical Insurance', $1,206,000 $1,974,956 Liability', $2,970,228 *Includes legal services, insurance premiums, contract administration, claims & settlements, and payments to providers of medical service. 91 ■ ■ CITY OF NEWPORT BEACH ■ 2006 -2007 RESOURCE ALLOCATION PLAN ■ ■ DEBT SERVICE & OTHER ACTIVITIES 1 ■ Most of the City budget is dedicated to a one -year operating plan for each department. However, certain budgetary components do not fit within this definition. ■ Capital Improvement Projects (CIP) and debt service expenditures benefit more than one operating ■ period. Since CIPs may have significant useful lives, expenditures are deemed to benefit both the current ■ and future operating periods while debt service expenditures are deemed to benefit current, future, and past operating periods. An entire section of the budget document is dedicated to UP expenditures; ■ however Debt Service expenditures can be adequately covered within this section. ■ Some proposed expenditures in the budget only benefit the current operating period but do not readily fit ■ within the operating plan of any one department and /or its funding source cannot be relied upon to fund routine department operations. For lack of .a more descriptive term, we often refer to non - departmental ■ expenditures of this nature as other activities. ■ Debt Service Expenditures ■ Since the City does not issue debt instruments to finance operating activities, Debt Service Expenditures are the result of capital financing ventures. There are two principal reasons why debt instruments are ■ issued. The first circumstance is when the cash flow for the construction or purchase of a long -term asset would cause a significant strain on the City's cash flow and the asset to be financed will benefit many service periods. In no instance would the City select the duration of a given debt instrument to ■ extend beyond the expected life of the asset financed. The second scenario arises when an asset to be purchased may not cause a significant cash flow strain but it would be economically advantageous to ■ finance the asset rather than to purchase it outright (e.g. occasionally the City can borrow money at a lower rate than its investment portfolio is eaming). ■ Library Certificates of Participation (COPs) ■ In 1992 the City issued $7.5 million in COPS to finance the construction of the Central Library. The issue ■ was subsequently refinanced in 1998 to reduce total debt service payments that resulted in an economic gain of $495,745. The Refunded Certificates Principal payments range from $245,000 to $535,000 from June 1, 2000 through June 1, 2019, at an interest rate ranging from 3.60 percent to 5.15 percent and are i serviced by the General Fund. The Certificates outstanding at June 30, 2006, amounted to $5,280,000. ■ Boating and Waterways Loan The City also has a loan from the California Department of Boating and Waterways for the purchase ■ and rehabilitation of the Balboa Yacht Basin. The original loan in 1987 was for $3,300,000. This loan is payable in thirty annual installments of $237,062 at a 4.50 percent rate of interest, which began on August 1, 1987. The outstanding balance at June 30, 2006, amounted to $1,632,789. The loan is funded ■ entirely by Tide and Submerged Lands Fund revenue sources. ■ ■ 92 ■ ■ ■ E Office Equipment Leases The City occasionally enters into lease- purchase agreements to finance the acquisition of copiers, ■ computers, telecommunications or other office equipment and upgrades. The terms of the leases normally range from three to five years and are typically payable monthly. Currently there are no outstanding leases ■ of this nature. Debt of this nature is serviced by whichever fund derives the benefit of the equipment. In most circumstances the General Fund enjoys the benefit of office equipment purchases of this type and would therefore service this debt. Rolling Stock Leases Most City vehicle purchases do present a cash flow challenge and are therefore purchased outright except when financially advantageous conditions exist. However, the City does own and operate some rolling stock including fire engines, ladder trucks, vactor trucks and other heavy equipment that can be several ■ hundred thousand dollars per vehicle. These items are periodically financed through lease- purchase agreements. The interest rates on these obligations range from 3.04 percent to 5.21 percent. Rolling ■ stock capital lease obligations at June 30, 2006, amounted to $166,447. Since the City accounts for all rolling stock activity in a central cost center (internal service fund), debt service payments for all rolling stock related debt is serviced from this fund. However, this central cost center does distribute all vehicle related costs (including acquisition and financing costs) in the form of a maintenance and replacement charge to the organizations that benefit from the vehicle. Water Revenue Bonds In 1995, the City issued $17,100,000 of water revenue bonds to finance the construction and acquisition ■ of groundwater storage and transmission facilities. This debt was refinanced July 1, 1998 for an economic gain of $418,469. The bonds are secured by a pledge of net revenues of the Water Fund. The bonds bear interest ranging from 3.60 percent to 4.50 percent. Semi - annual debt service payments are payable on February 1 and August 1 (totaling $1.6 million per annum). At June 30, 2006, the outstanding balance was $5,925,000 and interest payable was $314,623. Newport Coast Special Assessment District Relief Because the Newport Coast area was not incorporated into the City limits when much of the public improvements that serve this area were constructed, the improvements were financed by private property special assessments. Had the Newport Coast area been incorporated within the City limits at the time ■ the improvements were constructed, the City would have likely participated in funding much of the public improvements. Before this area was officially annexed into the City limits, the City entered into a pre- annexation agreement with the Newport Coast Committee of 2000 where the City agreed to reimburse residents and thereby reduce the cost of certain private property special assessments. As a part of the pre- annexation agreement, the Irvine Ranch Water District (IRWD) is to transfer $25 million to the City in exchange for the right to continue to provide water utility service to this area. With this $25 million due from IRWD, the City will reduce the special assessment levies by $1.2 million a year for 15 years as well as provide other considerations to the Newport Coast residents, i.e., the possible construction of a Community Center. At June 30, 2006, $13,200,000 was outstanding under this agreement and $7 million was designated for the construction of a community center. 93 ■ ■ ■ Community Development Block Grant (CDBG) Loan The CDBG program is a federal revenue source that is restricted to programs and projects that benefit low ■ and moderate income areas. In August of 2002, the City was granted a $2.4 million loan that is secured and will be repaid by future block grant allocations to partially finance the Balboa Village improvements. ■ Commonly known as a "Section 108 Loan," this loan will be repaid over 20 years in $21 5,000 installments. ' As of June 30, 2006, the outstanding balance of this loan was $2,207,000. ■ A Deb! Service Estimates 2006.2007 2006 Odglnal Balance Balance Total Principal . Issuance 0710112006 Additions Deletions 06130!2007 Payments Interest Paid to Date Refunding Library COP 7,330,000 5,280,000 - (300,000) 4,980,000 562,530 262,530 2,350,000 . Balboa Marina Loan 3,457,930 1,632,789 - (163,587) 1,469,202 237,062 73,475 1,988,728 Water Revenue Refunding Bons 14,225,D00 5,925,000 - (1,365,000) 4,540,000 1,643,763 258,763 9,685,000 ■ Rolling Stock Leases 1,700,M 166,447 - (116,566) 49,881 119,568 3,002 1,650,168 Section 108 Loan 2,400,000 2,207,000 - (73,000) 2,134,000 191,224 118,224 266,000 Pre- Annexation Agreement 18,000,000 13,200,000 (1,200,000) 12,000,000 1,200,000 - 6,000,000 ■ Total Debt Service 47,112,979 28,411,236 3,238,153 25,173,083 3,954,147 715,994 27,939,896 ■ ■ OtherActivides . Asset Forfeiture Funds Funds derived from the City's participatory share of State and Federal assets seizures are accounted for separately from other funds due to special restrictions placed on the use of these proceeds. These funds ■ can only be used to supplement but not subsidize law enforcement activities. Therefore, this funding ■ source is not used to fund regular departmental operations. ■ Supplemental Law Enforcement Service Fund (SLESF) State Assembly Bill 3229 provides funds to the City to be used exclusively for front line law enforcement services. The Bill stipulates that SLES funds are to be segregated and used to increase policing efforts and not be used to supplement departmental operations. Air Quality Management District Funds (AQMD) ■ State Assembly Bill 2766 provides cities with a modest annual budget to encourage the reduction of air emissions. The City uses its AQMD funds to support the employee rideshare program and to subsidize the cost of the electric vehicles used to supply City services. ■ ■ ■ ■ ■ ■ 94 ■ ■ ■ ■ Ackerman Donation ■ The City is the beneficiary of lease proceeds of certain commercial property donated by the Carl Ackerman ■ Family Trust. The property was given to the City subject to a December 18, 1992, 15 -year lease. The lease gave the lessee an option to purchase the property and sets out in detail the method to exercise ■ the option, the option price, and conditions of the purchase. On August 8, 2003, the lessee exercised the option to purchase in the amount of $1,940,000. As a condition of the lease, 60 percent of the proceeds were paid to the University of California, Irvine Foundation and the City is required to create a permanent endowment with the remaining 40 percent. Interest earned from the endowment will be accounted for and ■ spent as follows: 75 percent for the purchase of high tech library equipment and 25 percent for a City ■ administered scholarship program ■ Environmental Liability Fund ■ As part of the City's franchise agreements with commercial solid waste haulers, the City collects 5.50 percent of their gross receipts that are set aside to defray the cost of any legal or environmental costs that ■ might arise connected with the collecting, hauling and dumping of waste originating within the City. These funds are used to provide the City with environmental liability insurance and to conduct waste related ■ environmental assessments. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 95 F CAPITAL IMPROVEMENTS The City of Newport Beach Capital Improvement Plan (CIP) serves as a plan for the provision of public improvements, special projects, on -going maintenance programs, and the implementation of the City's master plans. Projects in the CIP include improvements and major maintenance on arterial highways, local streets, and alleys; storm drain and water quality improvements; bay, pier, and beach improvements; park and facility improvements; water and wastewater system improvements; transportation safety and traffic signal improvements; planning programs and studies; and special projects. The FY 2006 -07 CIP consists of over 100 projects representing nearly $24 million in new appropriations and more than $16 million in rebudgeted funds. The CIP was developed with input from all City departments, citizen input, and City Council members who identified needs in their respective areas. The individual project requests were compiled by each department and then submitted to the Public Works Department in early 2006: The projects were prioritized and summarized by available funds and reviewed by the Public Works Director. A Public Works CIP review team.then met with representatives from each Department to discuss funding priorities. The projects recommended for approval were presented to the City Manager in March and were again discussed with each Department Director. The process was finalized in April and packaged for distribution to the City Council. Funding of the capital projects, including projects rebudgeted or carried forward from the prior fiscal year, is derived from multiple funding sources, as follows: 2006 -2007 Capital Improvement Projects by Fund (Includes Rebudgets) Water Fund BET Wastewater Fund 2.9% 0.8% 6.7% Tide and Submerged L 7.1% General Fund 17.3% Street Relinquishment 1.4% 98 CIOSA/ Other Environmental 4A% Transportation and Circulation TrafficCongestion Relief 7.4% Contributions 11.7% Contributions Environmental 8.4% Sant, Ana Heights Projects 11.4% 3.8% I Science Center AHRP 4.0% 3.1% ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Highlights of the new appropriations are presented by fund as follows (please note that some ■ projects are funded under multiple funds): ■ Genera! Fund ■ Projects funded by the General Fund include City facilities, storm drains, alleys, pedestrian ■ improvements, water quality, streetlights, and park projects. Major projects within this fund total over $7 million and include: ■ Repairs and improvements to various City facilities, including Little Corona Beach restroom, police facilities and perimeter fencing, public libraries, fire training facility, and Newport Theater ■ Arts entry ($1,019,200) ■ Storm drain and drainage improvements ($505,000) ■ Sidewalk, curb and gutter replacement program, alley replacements, slope repairs, street, bikeway and parking lot improvements, signs and irrigation improvements, street end and ■ coastal access improvements, and parking meters replacement ($2,420,000) Streetlight replacement program ($400,000) ■ Park improvements including Mariners Park refurbishment, Sunset Ridge Park design, and Newport Village Park construction ($2,067,500) ■ Environmental projects such as Buck Gully maintenance road and wetland restoration and ■ Newport Coast watershed program ($200,000) ■ Other capital purchases, including fire fighting equipment and mobile computers, police generator, repairs to public facilities, and building inspection software ($474,700) ■ ride and Submerged Land Fund ■ The Tide and Submerged Land Fund is used to account for all revenues and expenditures related to the operation of the City's tidelands, including beaches and marinas. Projects in this fund total ■ $2,899,900. Major projects include: ■ ■ Various water quality and environmental programs ($1,119,300) ■ 26th Street tidal structure and other bulkhead repairs ($518,800) Ocean pier studies and repairs ($518,000) ■ Various dock improvements, waterfront walkways, mooring layout design, maintenance projects and studies ($463,900) ■ Oil field improvement program ($280,000) ■ ■ ■ M CAPITAL IMPROVEMENTS (CONTINUED) Building Excise Tax Fund The Building Excise Tax Fund is used to account for revenues received from builders and developers on building and remodeling projects within the City. Expenditures from this fund are used exclusively for fire safety, libraries, parks, beaches, or recreational facilities. Projects in the fund total $448,200 and will be used for public facility improvements that include: • Central Library HVAC retrofit and repair ($40,300) • Playground equipment ($80,000) • Computer equipment for fire apparatus ($87,000) • "Jaws of Life" life saving tool ($33,000) • Facility repairs to fire department stations ($207,900) Water Enterprise Fund Funds for capital projects in the Water Enterprise Fund are derived from water service charges and are used for the rehabilitation and expansion of the City's water service. Projects in this fund total $2,604,000. The projects encompass distribution and piping, water system repairs, and pumping and operating and a building remodel at the Utilities yard. Wastewater Enterprise Fund Funds for capital projects in the Wastewater Enterprise Fund are derived from service charge fees and are used for the rehabilitation and expansion of the City's sewer services. Projects in this fund total $1,206,290 and include sewer main and pump station improvements and a building remodel at the Utilities yard. Cooperative Projects Cooperative Projects are projects funded with grant funds, Gas Tax, and Measure M revenues, which receive funding from sources outside the City, or are part of a joint venture with other agencies or entities. Major cooperative projects to be undertaken in FY 2006 -07 include: • Environmental grants and programs ($3,449,000) • Newport Village Park ($1,700,000) • Bridge seismic retrofit construction ($1,268,700) • Jamboree Road widening over SR73 design ($465,000) 9.0 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Cooperative projects funding sources are as follows: ■ Gas Tax Fund ■ The State Gas Tax FundaccountsforallStateGasTaxrelatedrevenuesandexpenditures ,including ■ street repair, construction, and maintenance. Gas Tax funded projects total $2,479,000. ■ Contributions Fund ■ The Contribution Fund is used to account for revenues received from grant programs, other ■ governmental agencies, or private developers and are expended for specific purposes or construction projects. Projects in this combined fund total $8,844,500. ■ ■ Transportation and Circulation 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 $2,712,600. ■ Orange County Combined Transportation Funding Program ■ The Orange County Combined Transportation Funding Program (OCCTFP) combines funding ■ from multiple sources, such as Measure M Local and Turnback funds $1,575,200. ■ Special Projects ■. This year there are several projects funded by redevelopment funds earmarked for Santa Ana ■ Heights. These projects total $4,699,900 and are: ■ Santa Ana Heights recreation center ($4,150,000) ■ Santa Ana Heights equestrian facilities ($250,000) ■ Santa Ana Heights passive park at Mesa and Birch ($237,100) ■ Mesa Drive storm drain ($50,000) ■ Santa Ana Heights utility undergrounding ($11,200) ■ Conclusion ■ The City continues to undertake an ambitious and wide - ranging capital improvement program. ■ The projects, both significant and diverse, will serve all areas of the City. It is the City's policy to appropriate sufficient funds for all projects scheduled during the coming budget year. Many of the projects require multiple year terms to complete them. In such cases, only the current phase ■ identified to be completed during FY 2006 -07 is budgeted and appropriated. Subsequent phases of a project and projects requiring more time or funding are reconsidered at the appropriate ■ time. ■ ioi TIDE & SUBMERGED LAND FUND Estimated Funds Available Estimated Beginning Fund Balance Estimated Revenue for 2006 -2007 - All Sources Total Funds Available Estimated Chargeable Expenditures Fire General Services Police Public Works Administrative Services City Manager - Water Quality & Code Enforcement Capital Projects Debt Services Expenditures Total of All Proposed Expenditures Estimated Ending Fund Balance $0 $8,119,529 $10,949,522` 2,588,845` 7,133,314" 501,327* 74,315* 388,228 2,645,269 237,062 'Percentage of total department budget based on 1995 -96 full cost allocation plan. 104 ■ ■ ■ ■ ■ ■ ■ ■ ■ $8,119,529. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ $24,517,882 ■ ■ ($16,398,353) ■ ■ ■ Capital Asset Schedule ■ as of June 30, 2005 ■ Year of Historical ■ Description Acquisition Cost ■ Administration and Services City Hall Complex 1930 $2,505,368 ■ Corporate Yard - General Services 1955 5,712,756 ■ Safety Fire Station #1 - Balboa 1962 81,615 ■ Fire Station #2 - Headquarters 1966 94,419 ■ Fire Station #3 - Fashion Island 1971 888,366 Fire Station #4 - Balboa Island 1994 1,420,602 ■ Fire Station #5 - Corona del Mar 1950 237,135 Fire Station #6 - Irvine Avenue 1957 136,009 ■ Fire Station #8 - Newport Coast 2002 1,816,350 ■ Lifeguard Headquarters 1989 556,483 Police Station 1973 3,057,796 ■ Libraries ■ Balboa 1906 187,110 Central 1992 15,012,918 ■ Corona del Mar 1958 217,182 ■ Mariners 1957 803,791 ■ Harbors, Beaches, and Recreation 15th Street Restrooms 1956 538,528 ■ 19th Street Restrooms 1940 2,000 38th Street Park 1925 212,988 Arroyo Park 2003 17,578,871 ■ Beach and Harbor Right of Way various 52,705,580 Balboa Community Center 1956 156,246 Balboa Island Park 1973 162,397 Balboa Beach - Parking Lots and Booth 1986 1,619,492 ■ Balboa Pier 1940 3,558,928 ■ Balboa Pier - Concession 1982 n/a Balboa Pier Restroom 1957 250,229 ■ Balboa Theater 1998 480,000 Balboa Yacht Basin - Apartments /Garages /Parking 1960 150,110 ■ Balboa Yacht Basin - Galley Cafe 1988 44,000 ■ Balboa Yacht Basin - Headquarters / Restrooms 1984 158,746 Balboa Yacht Basin - Land 1930 1,276,308 ■ Balboa Yacht Basin - Piers and Docks 1984 3,079,395 Bayside Park 1926 490,865 ■ ■ ■ 105 106 ■ ■ ■ Capital Asset Schedule ■ as of June 30, 2005 (continued) ■ Year of Historical Description Acquisition Cost ■ Bayview Park 1985 4,430,496 Begonia Park 1926 276,686 Big Canyon - Land 1959 9,696,650 ■ Bob Henry Park 1997 4,480,305 ■ Bolsa Park 1994 99,474 Bonita Canyon Sports Park 2002 6,259,614 Bonita Creek Park 2002 5,051,170 Boy Scout House 1960 2,000 ■ Boys and Girls Club 1971 n/a Buck Gully Restrooms 1956 13,442 Buffalo Hills Park 1970 4,371,663 Bulkheads various 2,357,628 Castaways Park 1997 803,052 CDM Beach - Concession 1970 30,994 ■ CDM Beach - Parking Lot and Booth 1957 1,141,741 CDM Beach - Recreation 2003 180,896 CDM Beach - Restrooms 1956 54,883 ■ Channel Place Park 1958 504,202 Cliff Drive Park 1917 1,026,091 . Cliff Drive View Park 1975 147,668 Eastbluff Park 1965 557,822 Ensign Park 1973 804,466 Ferry Landing Restrooms 1962 28,917 ■ Galaxy Park 1962 255,697 . Gateway Park 1999 1,014,620 Girl Scout House 1956 24,665 . Grant Howald Park 1964 278,216 Grant Howald Park - Community Youth Center 1988 867,529 ■ Harbor View Nature Park 1974 4,167,542 . Inspiration Point 1953 16,000 Irvine Terrace Park 1960 1,703,456 Jasmine Creek Park 1959 48,961 Kings Road Park 1974 210,482 ■ L Street Park 1924 41,948 ■ Las Arenas Park 1956 133,438 Lido Park 1973 94,219 Lookout Point 1953 16,000 Marine Education Facility 2003 511,687 ■ M Street Park 1930 12,763 ■ ■ ■ ■ ■ ■ Capital Asset Schedule ■ as of June 30, 2005 (continued) Year of Historical ■ Description Acquisition Cost ■ Mariners Park 1957 1,212,671 Newport Aquatic Center 1987 n/a ■ Newport Island Park 1938 110,256 ■ Newport Pier 1940 3,558,364 Newport Pier - Concession 1990 nla ` ■ Newport Pier - Restrooms 1989 305,188 Newport Shores Park 1906 57,258 ■ Newport Theater Arts 1973 359,002 ■ Oasis Senior Center 1975 2,022,104 Ocean Front Parking Lot 1919 302,258 ■ Old School Park 1917 24,829 Peninsula Park 1929 609,228 ■ Rhine Wharf Park 1974 52,620. ■ San Joaquin Hills Park 1965 1,162,974 San Miguel Park 1983 2,796,293 ■ Spyglass Hill Park 1970 499,239 Spyglass Reservoir Park 1970 312,377 ■ Sunset Park 1970 311,435 ■ Washington Street Restrooms 1935 381,621 West Jetty View Park 1917 8,276 ■ West Newport Community Center 1988 1,200,000 West Newport Park 1972 5,529,229 ■ Westcliff Park 1962 729,952 ■ Other ■ 26th Street Parking Lot 1965 85,848 ■ 30th Street Parking Lot 1987 1,039,429 Balboa Bay Club - Land 1918 1,049,252 ■ Bayside and Marguerite Parking Lot 1950 83,494 Beacon Bay - Land 1919 750,103 ■ Cannery Village Parking Lot 1989 1,146,634 ■ Mariners Mile Parking Lot 1976 987,157 Palm Street Parking Lot 1906 55,721 ■ Vacant Land behind Central Library 1992 6,448,622 ■ ■ ■ ■ ■ 107 Capital Asset Schedule as of June 30, 2005 (continued) Year of Description Acquisition Equipment Rolling Equipment various Other Equipment various Infrastructure Historical Cost 20,312,947 3,232,668 Road System various 1,328,047,418 Storm Drain System various 53,518,440 Bicycle Paths various 42,975,504 Oil Wells various 1,145,496 Walls various 1,579,000 Other various Water System Utility Yard 1987 2,222,243 Water Reducers various 82,079 Water Meters various 1,035,671 Water Lines /Mains various 62,133,151 Fire Hydrants various 287,739 Reservoirs: Big Canyon 1959 26,710,599 Spyglass 1972 418,244 16th Street 1996 3,800,000 Capitalized Interest 1995 1,034,462 Pump Stations various 2,304,507 Wells 1996 3,417,000 Equipment various 148,191 Sewer System Sewer Lines /Mains various 32,171,243 Pump Stations various 6,927,023 TOTAL $1,793,604,725 ' Leasehold improvements made by Lessee not valued. Im EQUIPMENT MAINTENANCE AND REPLACEMENT FUND Schedule of Rolling Equipment Replacement (FY 2006 -07) Public Safety Departments Police Department 300,000 $ Fire Department Chief of Police Van $ 26,000 Rescue Boat Support Services Van $ 26,000 Truck, 114 ton 44 (6) PatroVTraffic Sedans (10) $ 270,000 Station Wagon (3) Patrol Station Wagons, 4x4 (2) $ 76,000 $ Police Motorcycles (3) $ 57,000 22,500 Traffic Truck $ 18,000 Sub Total It Traffic Sedans (2) $ 52,000 Detective Sedans (2) $ 52,000 Sub Total $ 577,000 Other Departments Office of the City Manager Building Department Clean Sweep Boat $ 36,000 Station Wagon (4) Truck, 1/4 ton 4x4 $ 24,000 Sub Total $ 601000 Public Works Department Station Wagon (2) GeneraiLServices Department 300,000 $ Street Sweepers, Propane Powered (2) $ 400,000 Trailer, Wheeled Pump $ 85,000 Beach Cleaner $ 80.000 Station Wagon $ 25,000 Truck, Traffic Sign Installation $ 70,000 Pressure Washer $ 20,000 Truck, 1/2 Ton $ 22,500 Arrow Board $ 10,000 Sub Total It 712,500 PUBLIC SAFETY TOTALS OTHER DEPARTMENT TOTALS GRAND TOTAL ALL DEPARTMENTS $ 300,000 $ 162,000 $ 63.000 Sub Total $ 525,000 $ 76,000 $ 38,000 Recreation/Senior Services Department Station Wagon $ 19,000 Utilities Department Backhoe Trucks, 1 114 Ton Utility Body (2) Station Wagon, 4x4 Arrow Board $ 1,102,000 $ 1,148,500 $ 2,250,500 $ 140,000 $ 65,000 $ 28,000 $ 10,000 Sub Total $ 243,000 109 ■ ■ ■ CITY OF NEWPORT BEACH 2006 -2007 RESOURCE ALLOCATION PLAN ■ ROLLING STOCK IN SERVICE ■ ■ ■ Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year 200405 2004 -05 2005 -06 2005 -06 2006 -07 2006 -07 ■ Changes & Final Changes & Final Changes & Final General City Operations Adjustments Inventory Adjustments Inventory Adjustments InveMpry ■ Passenger Cars 0 108 0 108 0 108 ■ Jeeps 0 2 0 2 0 2 ■ Motorcycles 0 18 0 18 0 18 Trucks 0 127 +1 128 +3 131 ■ Fire Trucks 0 14 0 14 0 14 Loadpackers 0 25 0 25 0 25 ■ Street Sweepers 0 8 0 8 +1 9 ■ Tractors and Graders 0 4 0 4 0 4 Backhoes and Loaders 0 6 0 6 0 6 ■ Beach Cleaners 0 3 0 3 0 3 Trailers 0 37 +1 38 +1 39 ■ Trailer, Office 0 4 0 4 0 4 ■ Special Equipment 0 19 0 19 0 19 Total General City Operations 0 375 2 377 5 382 ■ ■ Utility Enterprise* ■ Passenger Cars 0 4 0 4 0 4 Trucks +1 46 0 46 0 46 ■ Tractors and Graders 0 2 +1 3 0 3 Backhoes and Loaders 0 6 0 6 0 6 ■ Trailers -1 11 0 11 0 11 ■ Special Equipment 0 17 0 17 0 17 Total Utility Enterprise 0 86 0 86 0 86 ■ ■ GRAND TOTAL 0 461 2 463 5 468 ■ Includes vehicles in both the Water and Wastewater Sections ■ ■ ■ ■ ■ 110 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ SEVEN YEAR COMPARISON OF FULL -TIME POSITIONS 2000-01 2001-02 2002 -03 2003-04 2004-05 200506 2006 -07 GENERAL CITY GOVERNMENT PUBLIC WORKS Police - .. ; .:.- -'. 2ikOW . 238.00- 23r➢tiEF'. OA., "�� 4�ffi6FB •�+' k''N8&.'�� 23RQQC '. = „ 8;p?? I'?',�,"•��OiQ City Clerk 3.00 3.00 3.00 3.00 3.00 3.00 3.00 City Manager -;. 18.00 1Ti.odk, 1'9: ©0�.. 17-OD 'F9t0@!< 20itak'� ^ "'�20:�i Human Resources 0.00 9.00 9.00 9.00 9.00 9.00 9.00 City>Attomey- ... &6a 508 SiQf!'' 500' 5KkiE0 110.00 '� -`154" Administrative Services 49.00 49.00 49.00 50.00 50.00 53.00 56.00 Total 75.00 77.00 77.00 84.00 86.00 90.00 93.00 PUBLIC SAFETY PUBLIC WORKS Police - .. ; .:.- -'. 2ikOW . 238.00- 23r➢tiEF'. 232.O1F;:- 23T.f019 -:_ 23RQQC '. = „ 8;p?? Fire 0.00 146.00 147.00 148.00 148.00 150.00 153.00 Fireans W1'aribe _ t37.00. moo (110 - 0:00 F1= - • :' 8sOt8 Total 358.00 384.00 384.00 385.00 385.00 388.00 393.00 ", ' EW6 General Services 105.00 110.00 COMMUNITY DEVELOPMENT 109.00 109.00 109.00 110.00 ■ GeneratServices - EauipmarrtlSF f3:6f1 ' t8.00 low, min 18.00 Building 24.00 26.00 26.00 28.00 29.00 29.00 29.00 Total 42.00 44.00 46.00 46.00 47.00 48.00 48.00 111 PUBLIC WORKS i :,vqf ..q PWalrcWn�.4nd'USlities. Afl•on... 37.00 OsOCY w..... f}':BFP .,.. ry.W B .' 05110= .. >Y ... .. Public Works 0.00 33.00 33.00 33.00 33.00 34.00 33.00 ■ Utilities - Electrica%' " ... , a.,ebt 500' 5:80 5X6 50& ..,... $'` ;t7r ", ' EW6 General Services 105.00 110.00 111.00 109.00 109.00 109.00 110.00 ■ GeneratServices - EauipmarrtlSF f3:6f1 ' .:.1300 1508:. 18:®6'.:. Total 155.00 163.00 164.00 162.00 162.00 163.00 163.00 ■ COMMUNITY SERVICES .., .:.., Libra .. '.3 &.00 38A6 ,. •37.00 SAO... .. 36AQ 3�98 ?:' "..,. .� ■ Arts C ral Cultural 1.00 1.00 1.00 1.00 1.00 1.00 . 1.00 Administration 2:00 2.Ott f;%00 0:.00 @ait 406 11zab ■ Recreation 9.00 11.00 11.00 11.00 11.00 12.00 12.00 SerdcrCi6ZenS' .. ;.,c _ ::. ..30fk - 7:f10 7.Qf� 7.�'..� 'f&fl6t ?;' 'ii�96 `` .. -1€! . ■ Recreation & Senior Services Admin 0.00 0.00 2.00 2.00 2.00 3.00 3.00 Total 53.00 57.00 58.00 57.00 60.00 65.00 66.00 ■ BALBOA YACHT BASIN 1.00 1.00 1.00 1.00 1.00 0.00 0.00 ■ WATER ENTERPRISE FUND 34.00 33.00 33.00 33.00 34.00 34.00 34.00 ■ SEWER ENTERPRISE FUND 10.00 12.00 12.00 13.00 13.00 13.00 13.00 ■ TOTAL FULL -TIME POSITIONS 728.00 771.00 775.00 781.00 788.00 801.00 810.00 ■ ■ ■ ■ ■ ■ 111 Glossary Accrual Basis - The basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. The accrual basis of accounting is used to account for all proprietary (enterprise and internal service funds) fund types. Activity- Departmental efforts that contribute to the achievement of a specific set of program objectives; the smallest unit of the program budget. 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. 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. Arterial Highway Rehabilitation Fund — Used to account for federal funds available through the Federal Highway Administration Arterial Highway Rehabilitation Program to share the cost of rehabilitating certain arterial roadways in the City. 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. Asset Forfeiture Fund - Established to account for revenues resulting from the seizure of assets in conjunction with criminal cases (primarily drug trafficking). The City's policy is that all such funds be used for enhancement of law enforcement programs. 112 Authorized positions - Employee positions, which are authorized in the adopted budget, to be filled during the year. Available (Undesignated) Fund Balance - This refers to the funds remaining from the prior year that are available for appropriation and expenditure in the current year. Bay Dredging Fund — Used to account for the receipt of permanent endowments intended to fund the ongoing cost of maintaining and dredging of the Upper Newport Bay. Bonds —Aform of borrowing (debt financing) which reflects a written promise from the City to repay a sum of money on a specific date at a specified interest rate. Bond Refinancing - The payoff and re- issuance of bonds, to obtain better interest rates and/or bond conditions. Bonita Canyon Development Fund — Used to account for the receipt and expenditure of funds for the Bonita Canyon Public Facilities Agreement. The improvements include certain public parks and recreation facilities, and street improvements and facilities. Budget - A plan of financial activity for a specified period of time indicating all planned revenues and expenses for the budget period. Budgetary Basis - This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual. Budget Calendar - The schedule of key dates that a government follows in the preparation and adoption of the budget. Budgetary Control - The control or management of a government in accordance with the approved budget for the purpose of keeping expenditures within the limitations of available appropriations and resources. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 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. Business Improvement District Fund - Used to account for monies collected from local business districts for district property improvements and business enhancement. Capital Budget - The appropriation of bonds or operating revenue for improvements to facilities, and other infrastructure. Capital Improvements - Expenditures related to the acquisition, expansion or rehabilitation of an element of the government's physical plant; sometimes referred to as infrastructure. Capital Improvements Program (CIP) - A plan for capital outlay to be incurred each year over a fixed number of years to meet capital needs arising from the government's long -term needs. Capital Outlay- Fixed assets which have a value of $500 or more and have a useful economic lifetime of more than one year; or, assets of any value if the nature of the item is such that it must be controlled for custody purposes as a fixed asset. Capital Project - Major construction, acquisition, or renovation activities which add value to a government's physical assets or significantly increase their useful life. Also called capital improvements. Capital Reserve - An account used to segregate a portion of the government's equity to be used for future capital program expenditures. The amount of capital reserve is roughly equal to the government's annual equipment depreciation and an amount identified as being needed for future capital acquisition. Cash Basis - A basis of accounting in which transactions are recognized only when cash is increased or decreased. Charges for Services - Those charges levied to individuals or organizations for the use or consumption of services provided by the City. Certificate of Participation — A debt issue similar to issuing bonds, but less restrictive. 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 forthe 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 related to the City's Community Development Block Grant program. These funds are received from the Federal Department of Housing and Urban Development and must be expended exclusively on programs for low or moderate income individuals or families. Compensated Absence Fund — Used to account for the City's accumulated liability for compensated absences. 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. Contributions Fund- Used to account for revenues received from other government agencies or private developers and expended for speck street or highway construction projects. Debt Service - The cost of paying principal and interest on borrowed money according to a predetermined payment schedule. 113 Deficit - The excess of an entity's liabilities over its assets or the excess of expenditures or expenses over revenues during a single accounting period. Department - The basic organizational unit of government which is functionally unique in its delivery of services. Depreciation - Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. Development Fees - Those fees and charges generated by building, development and growth in a community. Included are building and street permits, development review fees, and zoning, platting and subdivision fees. Disbursement - The expenditure of moneys from an account. Distinguished Budget Presentation Awards Program - A voluntary awards program administered by the Government Finance Officers Association to encourage governments to prepare effective budget documents. Employee (or Fringe) Benefits - Contributions made by a government to meet commitments or obligations for employee fringe benefits. Included is the government's share of costs for various pensions, medical and life insurance plans, etc. Encumbrance - The commitment of appropri -ated 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. 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. 114 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. Fire Station 7 Fund — Used to account for receipt of revenue intended to fund the construction of a new Fire Station 7 located in the Santa Ana Heights area of the City. 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. The City of Newport Beach's fiscal year is July 1 through June 30. Fixed Assets - Assets that are intended to continue to be held or used long -term, such as land, buildings, machinery, furniture, and other equipment. Fixed assets are also called capital assets. Full -time Equivalent Position (FTE) - A part-time position converted to the decimal equivalent of a full -time position based on 2080 hours per year. For example, a part-time fiscal clerk working 20 hours per week would be the equivalent to .5 of a full -time position. Function - A group of related activities aimed at accomplishing a major service or regulatory program for which a government is responsible (e.g., public safety). Fund - A fiscal entity with revenues and ex- penses 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. 0.) Bond - This type of bond is backed by the full faith, credit, and taxing power of the government. Goal -A statement of broad direction, purpose or intent based on the needs of the community. A goal is general and timeless. Governmental Accounting Standards Board (GASB) — The ultimate authoritative accounting and financial reporting standard - setting body for state and local governments. Grants - A contribution by a government or other organization to support a particular function. Grants may be classified as either operational or capital, depending upon the grantee. Indirect Cost - A cost necessary for the functioning of the organization as a whole, but which cannot be directly assigned to one service. Infrastructure - The physical assets of a government (e.g., streets, water, sewer, public buildings, and parks). Insurance Reserve Fund - Used to account for the City's self- insured general liability and workers' compensation program. Intergovernmental Revenue - Funds received from federal, state, and other local gov- emment 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. Library COP Fund — Used to account for the debt service transactions related to the Certificates of Participation used to finance the construction of the Central Library. 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 depart- mental operations. Mariners Library Fund — Used to account for receipt of revenue intended to fund the construction of a new Mariners Branch Library. Miscellaneous Grants Fund — Used to account for short-term grant programs not individually listed. Modified Accrual Basis — The basis of accounting in which revenues are recognized when they become both "measurable" and "available" to finance expenditures or the current period. All governmental and fiduciary fund types are accounted for using the modified accrual basis of accounting. Net Budget — The legally adopted budget less all interfund transfers and interdepartmental charges. Newport Annexation Fund — Used to account for receipt of revenue from the Irvine Ranch Water District intended to repay Newport Coast property owners for a portion of assessment district costs, and for construction of a community center in Newport Coast. Object of Expenditure —An expenditure classification, referring to the lowest and most detailed level of classification, such as electricity, office supplies, asphalt, etc. 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. 115 Oil Spill Remediation Fund —Used to account for the receipt of the settlement proceeds from the American Trader Company. These funds must be used on projects affecting the areas damaged by the spill. Operating Revenue — Funds that the government receives as income to pay for on -going operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day -to -day services. Operating Expenses — The cost for personnel, materials, and equipment required for a department to function. Performance Budget— A budget wherein expenditures are based primarily upon measurable performance of activities and work programs. Prior- YearEncumbrances —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 unit for the purpose of accomplishing a function for which the government is responsible. Program Budget — A budget that allocates money to the functions or activities of a government rather than to specific items of cost or to specific departments. Program Performance Budget — A method of budgeting whereby the services provided to the residents are broken down in identifiable service programs or performance units. A unit can be a department, a division, or a workgroup. Each program has an identifiable service or output and objectives to effectively provide the service. The effectiveness and efficiency of providing the service by the program is measured by performance indicators. Program Revenue (income) - Revenues earned by a program, including fees for services, license and permit fees, and fines. Purpose - A broad statement of the goals, in terms of meeting public service needs, that a department is organized to meet. 116 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 -Aspecial ortemporary orderof 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. Retiree Insurance Fund — Used to account for the cost of providing post - employment health care benefit. Revenue - Sources of income financing the operations of government. Revenue Bond - A bond that is backed only by the revenues from a specific enterprise or project, such as a hospital or toll road. Secured Property Tax —Atax levied on both real and personal property according to the property's valuation and the tax rate. Service Indicators - Specific quantitative and qualitative measures of work performed as an objective of specific departments or programs. Source of Revenue - Revenues are classified according to their source or point of origin. 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. Special Deposit Fund - Used to account for special deposits held by the City in its fiduciary capacity. 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 Law Enforcement Services Fund (SLESF) — Used to account for revenues received ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ . from the County to be used exclusively for front -line law enforcement activities. 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. Traffic Congestion Relief Fund — Used to account for all revenues received from the State Treasury as per Assembly Bill 2928. These funds must by used only for maintenance or reconstruction costs on public streets or roads. Transient Occupancy Tax — A tax paid to the City for short-term lodging /residency within the City limits. . Short-term is defined as 30 days or less. Unencumbered Balance - The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purposes. Unreserved Fund Balance - The portion of a fund's balance that is not restricted for a specific purpose and ■ is available for general appropriation. ■ Unsecured Property Tax — The property tax on unsecured property such as business inventory or moveable equipment. User Charges - The payment of a fee for direct receipt of a public service by the party who benefits from the service. 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 Capital - Excess of readily available assets over current liabilities. Or cash on hand equivalents which may be used to satisfy cash flow needs. 117