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Home My WebLink AboutPerformance PlanAl 1 s 1 m w m s Newport Beach, California Performance Plan >- low WOO Fiscal Year 2013 -14 P, LI F RN�P O Prepared for the Newport Beach City Council: Mayor Keith Curry Mayor Pro Tern Rush Hill Council Member Michael F. Henn Council MemberTony Petros Council Member Leslie J. Daigle Council Member Edward D. Selich Council Member Nancy Gardner Able of Contents City Officials 8 City Manager's Transmittal Letter 9 Finance Director Budget Summary 13 User's Guide 20 Organization Chart 24 Organizational Values 25 Revenue Summary 28 Expenditures by Fund 31 Operating Expenditures by Department &Type 32 Operating Expenditures -All Funds 33 Summary of Estimated 2012 -13 Year End Balances 37 Summary of Estimated 2013- 14Year End Balances 40 General Government City Council 44 City Clerk 46 City Manager 50 Human Resources 56 City Attorney 60 Finance 64 Public Safety 166 Police Department 74 Fire Department 86 Development Services Community Development 96 Public Works Municipal Operations 106 Public Works 118 Community Services Library Services 128 Recreation & Senior Services 136 Other Budgets Description of Internal Service Funds 146 Debt Service & Other Activities 148 Capital Improvements 152 Tide & Submerged Land Fund 158 Capital Asset Schedule 159 Equipment Maintenance & Replacement Fund 163 Rolling Stock in Service 164 Three -Year Comparison of Full -Time & FTE 165 Positions Historical Capital Projects Spending 166 Glossary of Fund Descriptions & Accounting 167 Terms INTRODUCTION G Louncil Member ...` -. District 1 District 7 City Manager �® City Attorney Dave Kiff City Clerk Aaron Harp Leilani Brown Steve Badum Assistant City Manager Dan Matusiewicz ......................................................... ............................... ........................Finance Director /Treasurer Kimberly Brandt ........................................... ............................... ......................Community Development Director ScottPoster .................................................................................................. ............................... ...........................Fire Chief Terri L. Cassidy ............... ............................... .........................Deputy City Manager /Human Resources Director Cynthia Cowell ................................................................. ............................... ........................Library Services Director Mark Harmon ............................................................................... ............................... Municipal Operations Director JayJohnson ....................................................................................................................... ............................... Police Chief DaveWebb ..................................................................................................... ............................... Public Works Director Laura Detweiler ......................................... ............................... .....................Recreation & Senior Services Director CITY OF NEWPORT BEACH Honorable Mayor Curry and City Council Members City of Newport Beach 100 Civic Center Drive Newport Beach, California 92660 Dear Mayor Curry and Council Members: I'm pleased to submit the Fiscal Year 2013 -14 City Budget. This document represents yet another balanced budget while increasing our investment in three key areas — crime prevention, neighborhood beautification and our community- serving facilities. The budget again reflects your commitment to fiscal responsibility and effective allocation and management of the City's resources. Our recovering economy and your decision- making in recent years provides us with the opportunity to commit resources strategically for future improvements while allowing us to continue the provision of high level and cost effective public services. Economic Overview Recent economic trends suggest reasonable growth for the world economy with a slow mend to the U.S. economy. We think the rebound will be slightly faster in Orange County, and in Newport Beach in particular. The number of new jobs in Orange County increased 2.3 %, or 30,600, from January 2012 to January 2013, suggesting widespread recovery across the local economy. As a result of these gains, Orange County's economy is expanding faster than that of California or the nation. Unemployment in Orange County and the nation stood at 6.5% and 7.6% respectively as of April 2013. Newport Beach's unemployment rate stood at 4.2% as of December 2012. Forecasters predict that the largest employment gains in Orange County will include those in our most vital sectors: leisure and hospitality, and professional, scientific and technical services. The housing market began to rebound during the first half of 2012, as home buying increased due to low interest rates and affordable prices. Foreclosures are at their lowest levels in five years. Median prices and numbers of sale transactions are up statewide. The median sales price of a single family home in Newport Beach from January through December 2012 was $1,270,000. This represents a $72,500 (6.1 %) increase in median sales price from 2011. While still 21.9% off the 2007 median sales price peak of $1,625,000, the City of Newport Beach values have recovered more quickly than most other communities in Southern California. The housing market is poised for recovery but the speed and magnitude of the recovery will depend on the overall economy. As the result of these economic trends, the General Fund's top three revenue sources (Property Tax, Sales Tax and Transient Occupancy Taxes) are so far performing better than projected in the FY 2012 -13 budget and are expected to continue their climb into positive territory in FY 2013 -14. We're projecting that secured property taxes will increase 4% over FY 2012 -13 revised estimates and sales tax revenues will be up over 5.5 %. Transient Occupancy Tax estimates are up almost 7 %. However, we must not rely solely on the revenues that result from an expanding economy to balance our budget. The City, like other public organizations throughout the nation, also needs to focus on ways to address the imbalance where expenditures continue to grow faster than revenues. 0 Reducing and Reallocating the Cost of Service The majority of General Fund expenditures are dedicated to salaries and benefits. While we have made significant progress in recent years, accrued pension liabilities continue to exceed assets set aside to fund the projected benefit obligations. Importantly, the City has always funded 100% of the actuarial determined pension contribution, never taking a "pension holiday." Still, the market value of pension assets has been quite volatile. The combined effect of market volatility (especially the crash of 2008 -09) and pensioners living longer (among other things) is that the unfunded liability got as high as $263 million in 2009. It was at $226 million as of the last actuarial valuation date 6/30/2011, which is still significantly high. The City continues to work collaboratively with employees to recalibrate the compensation structure and share in the costs of pension obligations. Direct employee contributions to pensions — $0 /year less than a decade ago — is now upwards of $5 million a year. In April 2013, the City Council adopted a plan to accelerate payments towards the unfunded liability, thus paying it down over a fixed and shorter time period. This potentially avoided $100 million of interest expense over the next 30 years. In a separate action, CalPERS adopted changes to their rate smoothing policies that are expected to increase employer contribution rates in the near term, but improve the financial stability of the plans over time. Through the collective bargaining process, miscellaneous employees in non - safety departments agreed to increased pension contributions, which will result in their paying almost 50% of the total current pension obligation. By the conclusion of FY 2013 -14, all safety employees will be contributing 9 -12% of their pensionable earnings to CalPERS, in some cases over 25% of the total current pension obligation. Newly hired City employees are enrolled in lower tier pension plans that ultimately result in lower pension benefits at a higher age at retirement and include employee cost sharing provisions. Continuing our efforts to get both smaller and smarter, the FY 2013 -14 balanced budget as proposed includes a net reduction of 16 full -time positions and 14 full -time equivalent (FTE) part- time positions, but more importantly, redirects staffing to areas that most need it. The Finance Department is restructuring to take advantage of new Civic Center efficiencies. These efficiencies allow customer service staff providing similar services to be collocated reducing the number of necessary support staff while maintaining customer service integrity. Your Council has already approved a renewed investment in parking technology to provide for parking lot automation and enhanced use of parking technologies. This net reduction of 16 includes hiring four new law enforcement staff to focus in on one of our area's enforcement needs — property crime. The Police Department is proposing to start up a focused crime suppression unit which will be staffed by three new police officers and one new police sergeant. This is in direct reaction to troubling actions at the State level, where AB 109 allowed the State to shift convicted felons from State prisons to County jails. The problem is what happens next — the County jails then must release of thousands of inmates into local communities to make room. Community Development and Municipal Operations are also reducing staff, while Recreation and Senior Services staff will increase slightly to provide appropriate staffing levels at the new Civic Center Community Room and at the Community Youth Center where usage has increased significantly since the building was remodeled in 2010. Some of the above referenced staff reductions were achieved via a Voluntary Separation Incentive Plan (VSIP) in which 21 employees participated. Fourteen of the 21 positions will not be refilled. The Plan provided a six -month continuation of health insurance contributions and salary continuance up to 10 weeks (same as severance pay) for employees who agreed to leave City employment prior to June 30, 2013. The individual employee payments will range from $15,000 to a maximum of $27,500. The one -time cash outlay for the VSIP benefit and leave cash -outs will cost nearly $700 thousand initially but the ongoing salary and benefit savings will amount to $1.4 million annually. 10 Due to these staffing and benefit changes, the trajectory of future costs has been driven downward. Recall that we were at 833 full time positions in July 2009. We adopted a budget with about 752 full -time positions in June 2012. Our budget today proposes further reductions, to 736, while still putting more officers on the streets and keeping service levels high. Core Budget Principles We prepared the FY 2013 -14 budget using the core budget principles that were identified during last year's budget preparation process. Those core budget principles have served us well and we will continue to practice them: 1. Adhere to and build on 2010's Fiscal Sustainability Plan. 2. Use the upcoming years as an opportunity to thoughtfully and methodically change the way our local government does business. 3. Maintain — even increase — our investment in our infrastructure. 4. We should stop doing some things: we don't want ten great programs today to become ten mediocre programs tomorrow. We'll keep seven or eight great ones. 5. We must continue to address pension costs comprehensively and aggressively. 6. Public Safety is paramount — but there are still smarter, better ways of delivering public safety services without compromising safety. Balancing these needs has not been easy, but management has taken a deliberative and disciplined approach to the programs proposed in this budget. The City Council considered the following proposals as reflected in the Performance Plan and the Detailed Budget: • Facilities. The City continues its financial commitment to the Facilities Financial Planning Reserve in FY 2013 -14 with an $8 million transfer from the General Fund. This represents a $4 million increase from the prior year that will provide for the following projects in the coming year: Marina Park, Sunset Ridge, Lifeguard Headquarters and the Corona del Mar Fire Station. • Basic Infrastructure — $5M in General Fund CIP. The City's Capital Improvement Program (CIP) serves as a plan for the provision of public infrastructure improvements, special projects, ongoing maintenance programs and the implementation of the City's master plans. In FY 2013 -14, General Fund contributions in the amount of $5 million to the CIP will provide for Balboa Boulevard landscape rehabilitation, street and sidewalk maintenance, park structure replacements, and other projects. Notable water utility capital investments include the Corona del Mar transmission main project and the replacement of the Big Canyon reservoir cover. This is the second time in as many years that we have programmed the General Fund CIP in excess of $5 million, following the significant cuts in recent years prior, and meeting a direction your Council game to me as City Manager. • Less Personnel. A net reduction of 16 full -time and 14 part-time positions which includes increased public safety staffing and enhanced service delivery efficiencies. • A Vital Support System for Law Enforcement. Initiated funding, recommended at $1 million each year for FY 2012 -13 and for FY 2013 -14, for 800 MHz radio replacement that will occur County -wide over the next 15 years. This investment is necessary and critical for public safety and emergency operating services. • Better and Smarter Technology. Increased funding commitments to technology improvements to provide for the acquisition and implementation of a new Enterprise Resource Program (ERP), a new Computer Aided Dispatch /Records Management System (CAD /RMS) system for the Police Department, community based permits software and other technology enhancements that promise additional service efficiency. 11 • Continue a careful effort to outsource certain city services, provided that a contractor can perform the same or better level of service at less cost to the City. The FY 2013 -14 budget includes, among other things, the outsourcing of parking lot operations and business license enforcement. The adopted budget maximizes existing staff resources and confirms the commitment to maintain the high levels of service that the community expects and deserves. The balanced budget that you see for FY 2013 -14 is the result of prior Council actions that have resulted in an organization that is fiscally sound, meets the needs of the community, delivers services effectively and efficiently, and is forward- looking. My plan for FY 2013 -14 is to focus on: Continue working with the IT Strategic Plan to help us use technology better to be smarter, faster and leaner. With the Civic Center done, getting even more great projects built — like Marina Park, Sunset Ridge Park and more. More contracting out — again where it makes sense. The Hard Work of Preparing the Budget Staff from the Office of Budget and Management (OMB), a division of the Finance Department, is responsible for coordination of the budget process, including working with the departments to develop expenditure budgets and with Public Works staff on the Capital Improvement Program budget. Accounting Division staff assists with revenue estimates by analyzing revenue history, national and local economic trends, and department input. Revenue projections are, as always, based on conservative assumptions to minimize surprise and to assure the City has adequate financial resources to meet obligations and complete the programs approved by the City Council. OMB staff publishes the Budget Detail and Performance Plan publications and Public Works staff publishes the Capital Improvement Program budget. We could not stay the "shining city by the bay" that we are without the tough, committed work of our City employees. I am thankful to the Council and community that many of them have such a wonderful working environment at the new Civic Center. I know that they are as humbled and thankful as I am to be where we are, in a community that has such civic pride and enjoys its interactions with its employees — from fire fighters to police officers to planners to beach cleaning crews. They love working for your City Council and the citizens of Newport Beach. I look forward to continuing to work with them in the coming year. Respectfully submitted, o. David A. Kiff City Manager 12 FINANCE DIRECTOR BUDGET SUMMARY The budget for the City of Newport Beach is intended to be a reflection of the City policies, goals and priorities. It communicates to citizens and staff what program allocation decisions have been proposed to the City Council. The proposed budget reaffirms our commitment to maintain the high service levels and increase our investments in technology and community infrastructure at a level of service that the community expects and deserves. Here is an overview of the adopted FY 2013 -14 budget for all funds: ADOPTED BUDGET- ALL FUNDS Estimated Adopted Increase (Decrease) Appropriation FY 2012 -13 FY 2013 -14 Amount Percent Operating Budget $217,526,480 $219,183,816 $1,657,336 0.76% Capital Improvement Budget* 95,681,879 70,160,354 (25,521,525) - 26.67% $313,208,359 $289,344,170 ($23,864,189) -7.62% • FY 2012 -13 reflects one -time construction activities associated with the Civic Center and Park Project. GENERAL FUND vs. TOTAL BUDGET The General Fund is the key operating fund within the City's budget. The General Fund is used to account for discretionary revenues and expenditures while all other funds are used to account for enterprise activities, internal service activity, major capital improvement projects and special revenue sources that are otherwise restricted for specific purposes. Enterprise funds include the activities of the Water and Wastewater operations. Internal service funds are essentially internal cost centers used to account for centralized activities and strategically save for programs with long -term cash flows including claims management, equipment replacement, compensated absences, post employment medical benefits and information technology. Capital project funds account for major facility and infrastructure improvements, such as the new Civic Center and Park, Marina Park and Sunset Ridge Park. One of our key capital projects funds, the Facilities Financial Planning Reserve Fund, is intended to accumulate resources to perpetually build and replace critical city facilities and parks such the capital projects mentioned above. Special revenue funds include Gas Tax revenues, Measure M taxes and revenues generated from Tidelands just to name a few. For the purposes of this overview, enterprise activity, special revenue sources and major capital improvement funds are segregated from General Fund activity and are summarized as "All Other Funds." General Fund revenues for FY 2013 -14 are projected at $166 million. City Council Reserve Policy F -2 dictates that some portion of the funds available to the City be reserved or "set aside" for future use. Set asides for FY 2013 -14 total $4.1 million and include $1.7 million for the affordable housing reserve, and $1.2 million for the contingency reserve, and $1.2 million for other revenue set - asides. Interfund Transfers or "transfers -in" total $10.5 million and include resources transferred from other funds which are used to offset administrative and maintenance costs necessary to conduct particular projects or programs within the General Fund. When General Fund revenues and transfers -in are netted against set asides, the net General Fund revenue total for FY 2013 -14 is $172.5 million. General Fund expenditures for FY 2013 -14 total $162 million. In addition to departmental operating expenditures, this amount includes an $8 million transfer -out to the Facilities Financial Planning Reserve, $250k to the Facility Maintenance Reserve, $7.6 million to the Capital Improvement Program, and $1 million to the Equipment Replacement Fund in support of the City's share of the 800 MHz Countywide Coordinated Communications System (CCCS). The CCCS is Orange County's 13 analog /digital trunked public safety radio communications system that provides radio communications services and interoperability among City and County law enforcement, fire services, public works and lifeguard /marine safety departments in Orange County. The net of revenues less expenditures provides a projected budget surplus of $246,463 for FY 2013 -14 as indicated in the table below. FY 2013 -14 General Fund Budget Summary Revenues $166,042,691 Adjustment for Transfers -In 10,538,364 Adjustment for Set- Asides (4,089,152) Net Revenues $172,491,903 Expenditures Transfers -Out FFP Transfer -Out CIP Transfer -Out Equipment Replacement Transfer -Out Facility Maintenance Net Expenditures Net General Fund Surplus /(Deficit) REVENUE FORECAST $155,432,818 8,000,000 7,562,622 1,000,000 250,000 $172,245,440 $246,463 The General Fund's top three revenue sources (Property Tax, Sales Tax, and Transient Occupancy Taxes) are performing better than projected in the FY 2012 -13 budget and are expected to continue their climb into positive territory in FY 2013 -14. We are projecting FY 2013 -14 General Fund revenues at $166.0 million, an increase of approximately $3.0 million or 1.82% from our FY 2012 -13 revised revenue forecast. The projected increase over FY 2013 -14 appears to be fairly modest due to certain one -time revenue sources received in FY 2012 -13, which are not expected to reoccur in FY 2013 -14 including the distribution of our equity interest in the Airborne Law Enforcement joint powers authority of $2.5 million, the distribution of unencumbered proceeds from a County redevelopment agency (RDA) of $1.9 million and certain other revenue. If it were not for the one -time revenues, the 2013 -14 revenue forecast would be 4.2% higher than our revised 2012 -13 forecast. While secured property taxes are anticipated to increase 4% over our FY 2012 -13 forecast, the Property tax category as a whole is only expected to increase by 0.8 %, or $610,700, from FY 2012 -13 due to the one -time tax distribution of RDA proceeds. Demand for housing nationwide and especially within Orange County is increasing, as are housing median prices. With interest rates still hovering near historic lows and an improving job market, strong demand and higher assessed valuation is expected for FY 2013 -14. Taxes Other than Property is the next largest revenue category and is projected to increase 5.94 %, or over $3 million in FY 2013 -14 from the FY 2012 -13 revenue estimate. Within this category, sales tax and transient occupancy tax (TOT) are expected to increase 5.53% and 7.00% respectively over the prior year. FY 2013 -14 sales tax is estimated at $22.7 million, an increase of almost $1.2 million. The transportation (new and leased autos), consumer goods, and restaurant business sectors in particular have seen the largest gains and are indicative of growing consumer confidence. TOT is estimated to increase $1.1 million from the prior year due largely to higher occupancy in city hotels, motels, cottages and resorts and a generally improving travel and tourism business sector. The largest year- over -year transient occupancy tax increases derived from the Fairmont Hotel, Marriot Resort, and Resort at Pelican Hill. Licenses and Permits revenue is projected to be about $1.3 million over the FY 2012 -13 revenue estimate, due to one -time affordable housing contributions from developers. The Other Revenue 14 category is dropping significantly due to the one -time receipt of $2.5 million in FY 2012 -13 from the sale of helicopter equipment following the dissolution of the Joint Powers Airborne Law Enforcement Program. Total FY 2013 -14 City revenues, excluding internal charges, are expected to increase 9.4 %, or $23.6 million, from FY 2012 -13. The table below indicates the changes from the FY 2011 -13 budget to the FY 2013 -14 proposed budget in the General and the aggregate of all other funds. Revenue Total Property Taxes Taxes Otherthan Property Licenses and Permits Intergovernmental Charges for Services Fines, Forfeitures & Penalties Use of Money a nd Property Other Revenue Total General Fund Revenue All Other Revenue Total City Revenue Less Internal Premiums Total City Revenue Net of Internal Charge s EXPENDITURE FORECAST 2012 -13 2012 -13 2013 -14 Change from Original Amended Budget Adopted Budget Amended $72,975,146 $76,950,273 $77,560,969 0.79% 48,895,236 51,212,852 54,255,938 5.94% 4,163,212 4,114,811 5,382,970 30.82% 1,209,809 1, 3 80, 6 8 5 1,443,521 4.55% 14,468,595 15,578,236 15,291,626 -1.84% 3,539,847 3,814,847 3,776,000 -1.02% 7,715,351 7,612,006 7,946,866 4.40% 2,859,200 2,414,969 384,800 - 84.07% 155,826,396 163,078, 679 166,042, 691 1.82% 81,868,842 86,709,043 107,311,450 23.76% 237,695,238 249,787,722 273,354,141 9.43% (18,709,213) (17,936,758) (18,020,266) 0.47% $218,986,025 $231,850,964 $255,333,875 10.13% The General Fund contains expenditures for all operating City departments except for the Harbor Resources Division within the Public Works Department and the Oil and Gas Division of the Municipal Operations Department which are funded through Tidelands, and the Water and Wastewater Divisions within the Municipal Operations Department respectively. The General Fund is the main operating fund for the City and is generally of most interest to residents as it is funded predominantly (79 %) by tax revenues. As mentioned in the City Manager's Transmittal Letter and addressed briefly above, this budget focuses on programs and activities that support four core qualities that make Newport Beach special: a high quality physical environment; a sense of community enjoyment and safety; civic engagement within the community and with City government; and an accountable and responsive City government. Departments continue to review all programs to ensure they support these core values and at the same time continue to look for department operating reductions or increased revenue opportunities, where appropriate. In FY 2013 -14, the proposed General Fund expenditures, including General Fund capital improvements, total $162.0 million, an increase of 1.9 %, or $3 million, from the amended FY 2012 -13 General Fund budget. New General Fund capital improvement project funding for FY 2013 -14 is proposed to be $5.7 million, an increase of $230,000 over the previous year. When combined with the anticipated carry-over budget of $1,843,417 that will be re- budgeted from FY 2012 -13 to FY 2013 -14, the total CIP budget will be approximately $7.5 million in FY 2013 -14. Our goal is to maintain the funding for new General Fund capital improvement projects at $5 million, which is the level we believe, is in keeping with our goal of maintaining our physical environment. The proposed budget also includes a General Fund transfer of $8 million to the Facilities Financial Planning Reserve Fund, up nearly $4 million from the previous year. The FY 2013 -14 General Fund operating budget is $154.5 million. This represents an increase of 1.25 %, or $1.9 million, from the FY 2012 -13 estimated final budget. The City Manager required all 15 directors to maintain existing budget levels so that resources could be allocated to other priority projects that support our core values (see table below). The increases to operating department budgets were primarily limited to contractually obligated CPI adjustments within contracts and merit salary increases. Total proposed City expenditures in FY 2013 -14, including debt service and capital projects, is $289.3 million. Excluding internal service charges to fund insurance reserves, equipment maintenance and replacement, and post employment medical benefits, total expenditures are proposed to be approximately $271.3 million. The City's Workforce The FY 2013 -14 budget includes personnel changes that result in the net reduction of 16 full -time and 14.33 part-time (or full -time equivalent) positions for a total workforce reduction of 30.33 full -time equivalent personnel. These personnel reductions were largely the result of a Voluntary Separation Incentive Program and other workforce reductions as mentioned in the City Manager's Transmittal Letter. The approval of these changes reduced our total full -time position count to 736 full -time and 111.91 part-time (full -time equivalents) personnel. To review historical staffing trends, please refer to the Three -Year Comparison of Full -Time and FTE Positions in the Appendix Section. 16 2012 -13 2012 -13 2013 -14 Change Original Estimated Adopted from Function and Activities Budget Budget Budget Revised GENERAL FUND BUDGET General Government $14,861,603 $14,912,781 $14,858,341 -0.37% Public5afety 77,724,272 80,150,115 81,643,822 1.86% Community Development 9,217,053 9,916,628 9,562,160 -3.57% Public Works 29,800,873 30,106,718 30,157,632 0.17% Community Services 16,781,992 17,983,628 17,975,863 -0.04% Debt Service /Non Departmental 750,000 785,000 265,000 - 66.24% Operating Budget Savings - (1,295,000) - n/a Total General Fund Operating Budget 149,135,793 152,559,870 154,462,817 1.25% General Fund CIPs 8,037,381 6,446,317 7,562,622 17.32% Total General Fund Budget $157,173,174 $159,006,187 162,025,439 1.90% TOTAL CITY BUDGET Total Operating Budget $212,338,561 $217,526,480 $219,183,817 0.76% Total CIP Budget 110,140,289 95,681,879 70,160,354 - 26.67% Total City Budget 322,478,850 313,208,359 289,344,170 -7.62% Less Internal Charges (18,709,213) (17,936,758) (18,020,266) 0.47% Total City Budget Net of Internal Charges $303,769,637 $295,271,601 $271,323,904 -8.11% Total proposed City expenditures in FY 2013 -14, including debt service and capital projects, is $289.3 million. Excluding internal service charges to fund insurance reserves, equipment maintenance and replacement, and post employment medical benefits, total expenditures are proposed to be approximately $271.3 million. The City's Workforce The FY 2013 -14 budget includes personnel changes that result in the net reduction of 16 full -time and 14.33 part-time (or full -time equivalent) positions for a total workforce reduction of 30.33 full -time equivalent personnel. These personnel reductions were largely the result of a Voluntary Separation Incentive Program and other workforce reductions as mentioned in the City Manager's Transmittal Letter. The approval of these changes reduced our total full -time position count to 736 full -time and 111.91 part-time (full -time equivalents) personnel. To review historical staffing trends, please refer to the Three -Year Comparison of Full -Time and FTE Positions in the Appendix Section. 16 Position Changes Department Add /(Delete) Position CDD (2.0) Assistant Plan ners CDD (1.0) Chief BUi l ding Inspector City Ana rney (1.0) Deputy City Attorney City Manager (1.0) Assistantto City Manager City Manager 0.5 IT Manager City Manager 0.5 Deputy City Manager Finance (1.0) Graphics& Printi ng Specialist Finance (1.0) Printing Services Supervisor Finance (1.0) Parking Lot Supervisor Finance (3.0) Fiscal Clerk Finance (1.0) License Clerk Finance 1.0 Senior Accountant Fire 1.0 Lifeguard Officer (was 0.40 FTE) Human Resources (1.0) Human Resources Director Human Resources 0.5 Deputy City Manager Info Tech (1.0) Personal Comp /Network Coordinator (transferred to PD) Info Tech (20) Applications Coordinator PD (transferred to PO) Info Tech (1.0) Police Computer System Manager (transferred to PD) Info Tech (1.0) Police MIS Spera list(tra nsferred to PD) Info Tech (1.0) Chief Information Officer Info Tech 0.5 IT Manager Info Tech (1.0) Li brary Information Systems Admninistrator Info Tech 1.0 ITTechnician Info Tech (1.0) Telecommunication Specialist Library (1.0) Arts Coordinator MOD - General Services (1.0) Groundsworker I MOD - General Services (1.0) Traffic Painter MOD - General Services (3.0) Refuse Worker II MOD - General Services (3.0) Refuse Worker I MOD - Wastewater (1.0) Utilities Crew Chief MOD - Wastewater (1.0) Senior Equipment Mechanic Police 1.0 Personal Comp/ Network Coordinator (transferred from IT) Police 2.0 Applications Coordinator PD (transferred from IT) Police 1.0 Police Computer System Manager (transferred from IT) Police 1.0 Police MIS Specialist (transferred from IT) Police 3.0 Police Officer Police 1.0 Police Sergeant Police (lA) Custody Officer Public Works (lA) City Surveyor Publ is Works (1.0) Senior Traffic Engineer Tech Public Works (1.0) Junior Civil Engineer +5% Public Works 1.0 Associate Civic Engineer +5% Public Works 1.0 Administrative Assistant Recreation 2.0 Office Assistants (was 1.69 FTE) Recreation 2.0 Recreation Coordinators (was 1. 76 FTEASSistant Recreation Coordinators) (16.0) Full -time Position Reduction from FY 13 to FY 14 Part -time FTES (14.3) Net FTE Reductions (30.3) 17 CAPITAL IMPROVEMENT PROGRAM (CIP) The CIP serves as a funding plan for public improvements, special projects and many ongoing maintenance programs. Projects in the CIP include construction and rehabilitation of arterial highways, local streets, storm drains, bay and beach improvements, parks and buildings, and water and wastewater improvements. The FY 2013 -14 CIP budget is approximately $70.2 million, representing more than $36.1 million in new project funding and approximately $34.1 million in projects that will be re- budgeted or carried forward from FY 2012 -13 to FY 2013 -14. $70,160,354 Specific project plans for this budget year are discussed in more detail in the CIP section of the Budget documents. There is also a summary of Historical Capital Projects Spending in the Appendix Section of this document. IN CONCLUSION The development of the City's annual budget takes an enormous amount of staff time and effort. I am proud of how management staff continues to work collaboratively to allocate resources in support of the City Council directed priorities and in support of the core qualities that make Newport Beach special. I also want to thank my finance team for their professionalism, dedication, and technical abilities. My sincere appreciation is extended to the City Council and City Manager for their leadership and support; and, to all department directors, division managers and departmental budget liaisons for their contributions. Dan Matusiewicz Finance Director - Treasurer In FY 2013 -14 Category Budget Facilities $11,449,654 Streets and Drainage 18,599,755 Traffic 3,578,563 Parks, Harbors and Beaches 27,765,930 Water Qua I i ty and Environmental 4,879,623 Water 2,883,786 Wastewater 481,885 Miscellaneous 521,158 $70,160,354 Specific project plans for this budget year are discussed in more detail in the CIP section of the Budget documents. There is also a summary of Historical Capital Projects Spending in the Appendix Section of this document. IN CONCLUSION The development of the City's annual budget takes an enormous amount of staff time and effort. I am proud of how management staff continues to work collaboratively to allocate resources in support of the City Council directed priorities and in support of the core qualities that make Newport Beach special. I also want to thank my finance team for their professionalism, dedication, and technical abilities. My sincere appreciation is extended to the City Council and City Manager for their leadership and support; and, to all department directors, division managers and departmental budget liaisons for their contributions. Dan Matusiewicz Finance Director - Treasurer In P LIFpR` 19 CITY OF NEWPORT BEACH BUDGET FOR FISCAL YEAR 2013 -14 User's Guide Each year the City prepares and adopts, by formal Resolution, an annual budget as required by the City's Charter. The budget is the operating and capital expenditure plan for the City for the fiscal year beginning on July 1 and ending on June 30 of the following year. Budget Process — During December of each year, the Finance Department prepares preliminary fund balance estimates for the current year and preliminary revenue estimates for the next fiscal year. In January of each year, the Finance Department prepares a budget calendar and issues budget instructions and expenditure detail to each department for use in preparation of the next year's City budget. Included in these instructions are budget guidelines and appropriation limits for each department. These guidelines are developed by the Finance Director and approved by the City Manager. After submission of revenue and appropriation requests by each department, the Finance Department summarizes the requests for review by the City Manager and department heads. After review at the City Manager level, the Finance Department prepares the City's proposed budget for the next fiscal year and submits it to the City Council. Thereafter, the City Council holds as many budget study sessions as it deems necessary. Subsequent to Council review and prior to its final adoption, the City Manager provides each Council Member with an itemized list of all proposed changes to permit a roll call vote by the City Council on each item during the budget hearing at the regular Council meeting. The City Council holds the budget hearing and adopts the budget on or before June 30 as required by the City Charter. Citizen input is encouraged during the Council study sessions or during the budget hearing. The Budget is prepared on a modified accrual basis with all appropriations lapsing at the close of the fiscal year. If an expenditure of an appropriation is required but unexpended at the close of the fiscal year, the appropriation must be rebudgeted or reappropriated by the City Council. Administration of the Annual Budget — During the budget year, department heads and their designated representatives may only authorize expenditures based on appropriations previously approved by City Council action, and only from accounts under their organizational responsibility. In addition, budget expenditures may only be authorized in the year appropriated. Department heads are responsible for not authorizing expenditures above budget appropriations in any given expenditure classification within their purview, without additional appropriation or transfer as specified below. New Appropriations. During the Budget Year, the City Council may appropriate additional funds for special purposes by a City Council Budget Amendment. The City Manager has authority to approve requests for budget increases not to exceed $10,000 in any Budget Activity or Capital Project. All budget amendment increases exceeding $10,000 shall be referred to the City Council for approval. Transfers. During the fiscal year, actual expenditures may exceed budget appropriations for specific expenditure line items within departmental budgets. If a total departmental budget, within a specific Classification, is not exceeded, the Finance Director has the authority to transfer funds within that Classification and department, to make the most efficient use of funds appropriated by the City Council. (Salaries and Benefits, Maintenance and Operation, Other Charges, and Capital Outlay are the City's four Classifications.) Realignments. Further, funds may be realigned between one Department Budget Activity and another, within the same Classification, with City Manager approval. For example, if a Fire Department function and the employee who accomplishes it are replaced by a slightly different function assigned to the Police Department, the City Manager may authorize the transfer of appropriate salary and benefit funds to support this function. 20 Reprogramming. Any reprogramming of funds among the four Classifications (Salaries and Benefits, Maintenance and Operation, Other Charges, and Capital Outlay) within a given fund requires the City Manager's approval. Any budget revision that changes the total amount budgeted for any fund (other than the minor provisions allowed for the City Manager) must be approved by the City Council. Capital Proiects. The department head having primary responsibility for a Capital Project (usually the Public Works Director) is authorized to encumber and approve subsequent expenditure of City funds for Capital Projects. However, contracts in excess of $120,000 require specific City Council authorization at the time of contract award. In addition, any contracts not of format and wording already approved by the City Attorney require specific City Attorney review and approval prior to contract award. The budget document is intended to provide the public concise and readable information about the City of Newport Beach's proposed operating and capital budgets, as well as anticipated funding sources. The document is actually prepared in three separate volumes: the Performance Plan, the Budget Detail and the Capital Improvement Program. The Performance Plan is designed to be the summary "user friendly" document for the public. It is divided into the following five major sections: (The Table of Contents lists every subject covered in the budget document and its page number.) Introduction — includes the Table of Contents, City Organization Chart, List of City Officials, the City Manager's Letter of Transmittal and the Finance Director's Budget Summary. Summaries — includes Revenues by Source, Expenditures by Function, Estimated Fund Balances and Schedule of Fund Transfers. Department Budgets — includes proposed performance plans and budget information by department. Other Budgets — includes a description of internal service funds, debt service information and the proposed capital improvement budgets by funding source. Appendix — includes a summary of the Tide and Submerged Land Fund; a Capital Asset Schedule (Land, Structures and Improvements for the City); a summary of Rolling Stock in Service; a Three Year Comparison of Full -time and Full -time Equivalent Positions; a history of capital projects spending; and a glossary of accounting terms and definitions of terms used in the Newport Beach Budget documents. Both the Budget Detail volume and the Capital Improvement Program volume are designed to provide the reader more detail on the proposed operating and capital improvement expenditures. The Capital Improvement Program volume also serves as a Five Year Proposed Capital Improvement Plan. For the most part, the General Fund is the portion of the City's operating budget that funds the majority of City services. This fund is used to account for fiscal resources which are dedicated to the general government operations of the City, and which are not required to be accounted for in another fund. Examples of the services funded by the General Fund include Police, Fire and Lifeguard Services; Refuse Collection; Public Library; Recreation Programs; much of the City's expenditures on street maintenance; Community Development and Engineering services; as well as the general administration of the City. In addition, many Capital Improvements are funded by the General Fund. The General Fund and its activities are primarily supported by property, sales and transient occupancy taxes. In addition, the other revenue sources supporting General Fund activities include: Licenses, Fees and Permits; Intergovernmental Revenues; Charges for Services; Fines, Forfeitures and Penalties; 21 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 just over 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, other insurance payments and information technology. Finally, the Budget includes Enterprise Funds, which are used to account for City operations that are financed and operated in a manner similar to private business enterprises. The objective of segregating activities of this type is to identify the costs of providing the services, and to finance them through user charges. The two main City enterprise funds are the City's Water Fund and the Wastewater Fund. Both of these funds are financed by user charges to the customers (residents and businesses of Newport Beach). Appropriation (Gann) Limit — Article XIIIB of the California Constitution (Proposition 4) specifies that tax based appropriations of government entities (with certain exclusions) may increase annually only by a limited amount (primarily to allow for population increases and inflation). Newport Beach has been under its Gann Limit by a comfortable margin each year. For 2013 -14, the appropriations limit adopted by the City Council, in accordance with Revenue and Taxation Code Section 7910, was $159,433,819. Calculations determining this amount, which is $30.8 million greater than the budgeted proceeds of taxes (even without adjusting for exclusions) are verified as part of the City's annual audit. In addition to the Annual Budget, the City's audited financial statements for the prior fiscal years are available in the Finance Department, City Clerk Department and each of the City's library branches. Fund Balance Policy — Reserve Policy F -2 in the City of Newport Beach Council Policy Manual identifies various constraints imposed on reserve balances established by City Council. This policy, in part, identifies the Contingency Reserve balance in the General Fund shall have a target balance of fifteen (15 %) General Fund, Operating Budget. In addition to the General Fund's reserves, other reserve policies have been established for the perpetual replacement of equipment and major facilities; the pre- funding of claims, judgments and compensated absence payables and the funding of stabilization and contingency reserves levels in the Water and Wastewater enterprises. Debt Administration — The City does not issue debt instruments to finance operating activities; therefore Debt Service Expenditures are the result of capital financing ventures. There are two principal reasons why debt instruments are issued. The first circumstance is when the cash flow for the construction or purchase of a long -term asset would cause a significant strain on the City's cash flow and the asset to be financed will benefit many service periods. In no instance would the City select the duration of a given debt instrument to extend beyond the expected life of the asset financed. The second scenario arises when an asset to be purchased may not cause a significant cash flow strain but it would be economically advantageous to finance the asset rather than to purchase it outright (e.g. occasionally the City can borrow money at a lower rate than its investment portfolio is earning). Information regarding the City's current Debt Service Expenditures is included in the section entitled, Other Budgets. 22 Cash Management — The City pools all cash and investments of all funds, except for funds required to be held by outside fiscal agents under the provisions of certificates of participation and investment funds in its deferred compensation plan. Under the provisions of the City's investment policy, and in accordance with Section 53601 of the California Government Code, the City may deposit and invest in the following: • Certificates of Deposit • Negotiable & Non - negotiable Certificates of Deposit • Bankers Acceptances • U.S. Treasury Issues • Federal Agency or U.S. Government - Sponsored Enterprise Obligations • Prime Commercial paper • Repurchase Agreements and Reverse Repurchase Agreements • Local Agency Investment Fund (State of California) • County Investment Pool (Los Angeles) • Medium Term Corporate Bonds /Notes • Mortgage- backed Securities and Asset - backed securities • Municipal Bonds • Money Market Funds The City allocates interest to all funds as required by Federal, State, County, or local code. Each fund allocated interest is indicated on the Revenue Summary of the Budget Detail book. 23 ELECTORATE r BUILDING CODE —! L BOARD OFAPPEALS— J r CIVIL SERVICE BOARD , L-- - - - - -J r-- - - - - -� PLANNING COMMISSION L-- - - - - -J II CITY CLERK II FINANCE AccoundnglReportingl6utlgeting Treasury Management Billing & Receivables P. 'n Payable Cashiering Parking Revenue Postal Services Purchasing & Warehousing MAYOR CITY MANAGEF IT Public Information FIRE Fire Suppression(Operations) Ocean Lifeguards Training and Education Hazardous Materials Fire Prevention Junior Lifeguard] Program Administration Emergency Medical Services HUMAN RESOURCES POLICE Patrol Support Services Traffic Chief of Police Detecgves Fleet Maintenance Jail Oreastnh HUMAN RESOURCES Recruitment General Liability Employee/Labor Relations Benefits Administration ClassificationlCompensation Workers'Compensabon Citywide Training Retiree Competing &Benefits Grievances & Discipline Wastewater Collection O ELECTED OFFICIALS Fiscal Year 2013 -14 r BOARD OF LIBRARY 1 L — — 7 —U§TEU — J r PARKS, BEAQHES s 1 LRECREATION COMMISE IONJ r-- - - - - --i CITYARTS COMMISSION r HARBOR COMMISSION , L-- - - - - -J I CITYATTORNEY II MUNICIPAL OPERATIONS Administration Operations Support Equipment Maintenance Field] Maintenance I Water Be,[. Oil& Gas Production Parks and Street Trees Refuse Collection Electrical Services Wastewater Collection PUBLIC WORKS Engineering Infrastructure Master Planning CIP Design &Construction Development Services Traffic Planning & Engineering Oil& Gas Production Harbor Resources NPDES & Water Quality Public Right of Way Permitting LIBRARY SERVICES Central Library & Branches Adult & Youth Programs Literacy Services Arts & Cultural Services Information & Reference Services RECREATION & SENIOR SERVICES Youth &Adult Programs Senior Programs & Services Playground /Perk Development Special Events Facility Management Reservations Marine Protection Aquatics COMMUNITY DEVELOPMENT Land] Use and Development Building Inspection Long -Range Planning Plan Checo Pernit Services Use and Occupancy Residential Building Records Housing Programs Code Enforcement r - - - -- L----J COUNCIL APPOINTED BOARDS & COMMISSIONS 24 COUNCIL APPOINTED POSITIONS CITY DEPARTMENTS Mission Statement "Newport Beach is on exceptional community because of its nautical heritage, the natural beauty of the bay and ocean, and its outstanding enhancements. As employees of the City of Newport Beach, we have been entrusted to be the stewards of the quality of life cherished by those who live, work and visit here. In support of that trust, we commit to provide excellent service that respects the uniqueness and diversity of the community." Organizational Values As Employees of the City of Newport Beach, we choose to embrace and practice the following values: In practicing integrity, we strive to be honest, reliable, respectful, ethical, fair, and authentic. We will serve in a manner consistent with community values and follow through on our commitments. In practicing empathy, we will be sensitive to the needs of others by being compassionate, thoughtful, open - minded, willing to understand, and by being good listeners. In practicing service, we understand our roles as representatives of the City. We will endeavor to practice humility, to make things better for others, and to treat others, as we want to be treated. In practicing excellence, we will strive to do our best by demonstrating competence and a commitment to quality. We will be innovative, thorough, efficient, and effective in our work. In creating a positive work environment, we will express our appreciation for, and recognize, others. We will follow a work ethic, take pride of ownership in our work, be courteous, encourage creative thinking, seek and be open to challenges, create esprit de corps, maintain a safe environment, and act with enthusiasm. In creating unity ofpurpose, 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. 25 SUMMARIES REVENUE SUMMARY 2013 -14 71,546,135 INTERGOVERNMENTAL 76,950,273 USE OF MONEY AND PROPERTY 2009 -10 2010 -11 2011-12 2012.13 2012 -13 2013 -14 Percent Actual Actual Actual Original Revised Adopted Increase FundlRevenue Category Revenue Revenue Revenue Revenue Revenue Revenue (Decrease) GENERALFUND PROPERTY TAXES TAXES OTHER THAN PROPERTY LICENSES AND PERMITS INTERGOVERNMENTAL CHARGES FOR CURRENT SERVICES FINES, FORFEITURES & PENALTIES USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL GENERAL FUND 71,999,679 ASSET FORFEITURE FUND 71,546,135 INTERGOVERNMENTAL 76,950,273 USE OF MONEY AND PROPERTY 0.79% OTHER REVENUE 45,898,190 TOTAL FORFEITURE FUND Y� OTS GRANT 54,255,938 INTERGOVERNMENTAL d TOTAL OTS GRANT FUND 0 4,163,212 M SLESF - COPS FUND 1•� INTERGOVERNMENTAL Q USE OF MONEY AND PROPERTY 1,209,809 TOTAL SLESF - COPS FUND 1,443,521 JAG FUND (FORMERLY LLEBG) 15,210,976 INTERGOVERNMENTAL 15,900,289 USE OF MONEY AND PROPERTY 15,578,236 TOTAL LLEBG FUND -1.84% CDBG FUND 3,542,294 INTERGOVERNMENTAL 3,539,847 USE OF MONEY AND PROPERTY 3,776,000 TOTAL CDBG FUND 71,999,679 71,630,345 71,546,135 72,975,146 76,950,273 77,560,969 0.79% 41,357,702 45,898,190 49,681,079 48,895,236 51,212,852 54,255,938 5.94% 2,603,618 3,234,996 4,085,672 4,163,212 4,114,811 5,382,970 30.82% 2,693,785 2,306,209 2,189,764 1,209,809 1,380,685 1,443,521 4.55% 15,210,976 15,134,529 15,900,289 14,468,595 15,578,236 15,291,626 -1.84% 3,739,303 3,542,294 3,772,841 3,539,847 3,814,847 3,776,000 -1.02% 7,495,504 7,531,034 8,047,288 7,715,351 7,612,006 7,946,866 4.40% 1,814,044 1,457,541 877,260 2,859,200 2,414,969 384,800 - 84.07% 146, 914, 612 150,735,137 156,100, 328 155,826,396 163,078,679 166, 042, 691 1.82 316,650 7,508 - - - 25,603 - - - - - - 0.00% 0.00% 0.00% 324,158 INTERGOVERNMENTAL 25,603 2,025,226 2,427,091 2,217,500 0.00% 183,538 227,507 154,698 60,600 323,996 46,250 - 85.73% 183,538 227,507 154,698 60,600 323,996 46,250 - 85.73% 119,072 747 100,016 703 141,453 498 100,000 138,222 138,222 0.00% 0.00% 119,819 100,719 141,951 100,000 138,222 138,222 0.00% 67,672 285 13,322 - 10,976 - - - 8,139 - - - - 100.00% 0.00% 67,957 13,322 10,976 692,224 8,139 - - 100.00% 470,499 284,615 355,654 350,834 416,000 350,669 - 15.70% 0.00% 470,499 284,615 355,654 350,834 416.000 350,669 692,224 STATE GAS TAX FUND INTERGOVERNMENTAL 1,384,963 2,025,226 2,427,091 2,217,500 2,177,585 2,517,083 15.59% USE OF MONEY AND PROPERTY 67,355 63,248 53,003 25,601 25,601 20,947 - 18.18% OTHER REVENUE 178,801 0.00% TOTAL GAS TAX FUND 1,452,318 2,088,474 2,480,095 2,243,101 2,203,186 2,538,030 15.20% PROP 1B TRANSPORTATION FUND INTERGOVERNMENTAL - - - 692,224 692,224 - - 100.00% USE OF MONEY AND PROPERTY 24,109 3,239 - - - - 0.00% TOTAL PROP IB TRANSPORT FUND 24,109 3,239 7,931 692,224 692,224 253,786 - 100.00% TRAFFIC CONGESTION FUND 2,173,314 2,152.446 1,142,198 1,371,000 2,569,612 1,703,786 - 33.69% INTERGOVERNMENTAL 781,202 197,344 - - - - 0.00% USE OF MONEY AND PROPERTY 3,316 3,380 506,728 275,000 375,000 373,024 0.00% TOTAL TRAFFIC CONGESTION FUND 784,518 200,724 15,802 30,000 - - 0.00% TIDELANDS FUND 3,675,000 1,153,646 - 100.00% LICENSES, PERMITS AND FEES 1,271,375 1,485,375 1,790,750 1,706,180 1,893,500 2,038,500 7.66% INTERGOVERNMENTAL - - - - - - 0.00% CHARGES FOR SERVICES 82,400 151,284 120,524 115,000 115,000 115,000 0.00% FINES, FORFEITURES & PENALTIES 242 2,935 22,946 2,500 2,500 15,000 500.00% USE OF MONEY AND PROPERTY 8,630,984 8,821,318 10,135,702 8,751,059 8,766,908 9,906,286 13.00% OTHER REVENUE (8,992) 162,166 0.00% TOTAL TIDELANDS FUND 9,976,009 10,460,912 12,232,088 10,574,739 10,777,908 12,074,786 12.03% TIDELANDS CAPITAL FUND LICENSES, PERMITS AND FEES - - - - - 1,026,947 - INTERGOVERNMENTAL - - - - 1,538,000 - USE OF MONEY AND PROPERTY 178,801 TOTAL TIDELANDS FUND 1,538,000 1,205,748 - 21.60% CONTRIBUTIONS FUND INTERGOVERNMENTAL 1,903,669 2,136,516 1,134,267 1,371,000 2,569,612 1,450,000 - 43.57% USE OF MONEY AND PROPERTY 95,625 - - - - - 0.00% OTHER REVENUE 174,020 15,930 7,931 253,786 0.00% TOTAL CONTRIBUTIONS FUND 2,173,314 2,152.446 1,142,198 1,371,000 2,569,612 1,703,786 - 33.69% CIRCULATION AND TRANS FUND LICENSE, PERMITS AND FEES 366,087 378,481 506,728 275,000 375,000 373,024 -0.53% USE OF MONEY AND PROPERTY 92,853 64,154 15,802 30,000 - - 0.00% OTHER REVENUE 3,675,000 1,153,646 - 100.00% TOTAL CIRCULATION FUND 4,133,940 442,635 522,530 305,000 1,528,646 373,024 - 75.60% w REVENUE SUMMARY 2013 -14 2009 -10 2010 -11 2011 -12 2012 -13 2012 -13 2013 -14 Percent Actual Actual Actual Original Revised Adopted Increase Fund /Revenue Category Revenue Revenue Revenue Revenue Revenue Revenue (Decrease) BUILDING EXCISE TAX FUND LICENSES, PERMITS AND FEES 74,947 100,134 307,975 105,000 344,000 235,000 - 31.69% USE OF MONEY AND PROPERTY 6,469 4,861 5,577 4,077 4,077 2,855 - 29.96% OTHER REVENUE 0.00% TOTAL BET FUND 81,416 104,995 313,552 109,077 348,077 237,855 - 31.67% MEASURE "M "FUND INTERGOVERNMENTAL 1,797,798 1,175,606 2,578,563 4,203,026 4,235,459 2,760,717 - 34.82% USE OF MONEY AND PROPERTY 78,546 58,336 44,442 50,000 50,000 30,809 - 38.38% OTHER REVENUE 0.00% TOTAL MEASURE "M" FUND 1,876,344 1,233,942 2,623,005 4.253,026 4,285,459 2,791,526 - 34.86% AIR QUALITY MGMT FUND INTERGOVERNMENTAL 97,868 100,655 264,047 100,000 100,000 - - 100.00% USE OF MONEY AND PROPERTY 10,627 5,656 4,126 3,077 3,077 2,882 -6.33% OTHER REVENUE 0.00% TOTAL AQMD FUND 108,495 106,311 268,173 103,077 103,077 2,882 - 97.20% ENVIRONMENTAL LIABILITY FUND OTHER REVENUE 452,063 481,952 515,372 455,000 478,123 484,160 1.26% USE OF MONEY AND PROPERTY 73,396 55,717 38,927 44,810 44,810 34,042 - 24.03% TOTAL ENVIRONMENTAL LAB FUND 525,459 537,670 554,299 499.810 522,933 518,202 -0.90% NEWPORT ANNEXATION FUND INTERGOVERNMENTAL - - - - - - 0.00% USE OF MONEY AND PROPERTY 201,059 117,601 69,511 54,000 54,000 29,211 - 45.91% TOTAL ANNEXATION FUND 201,059 117,601 69,511 54,000 54,000 29,211 - 45.91% ASSESSMENT DISTRICT PROJECTS OTHER REVENUE 5,801,903 - - - - - 0.00% USE OF MONEY AND PROPERTY 52,887 24,000 24,000 4,457 - 81.43% TOTAL ASSESSMENT DIST. FUND 5,854,790 24,000 24,000 4,457 - 81.43% FACILITIES FINANCIAL PLANNING FUND LICENSES, PERMITS AND FEES - - - - - - OTHER REVENUE - - 13,545,000 2,000,000 3,416,227 26,895,579 687.29% USE OF MONEY AND PROPERTY 275,381 343,796 350,563 348,072 223,626 - 35.75% TOTAL FACILITIES FINANCING FUND 275,381 13,888,796 2,350,563 3,764,299 27,119,205 620.43% MAJOR FACILITIES REPLACEMENT FUND USE OF MONEY AND PROPERTY - 209,315 399,779 250,000 99,693 - - 100.00% OTHER FINANCING SOURCES USES 127,815,300 0.00% TOTAL MAJOR FACILITIES FINANCING 128,024,614 399,779 250,000 99,693 - 100.00% CIOSA FUND OTHER REVENUE - - - - - - 0.00% USE OF MONEY AND PROPERTY 40,285 2,544 0.00% TOTAL CIOSA FUND 40,285 2,544 0.00% BONITA CANYON DEV. FUND OTHER REVENUE 153,871 - - - - - 0.00% USE OF MONEY AND PROPERTY 51 5 0.00% TOTAL BONITA CANYON DEV. FUND 153,922 5 0.00% MARINERS LIBRARY INTERGOVERNMENTAL 318,074 - - - - - 0.00% OTHER REVENUE - - - - - - 0.00% USE OF MONEY AND PROPERTY 592 0.00% TOTAL MARINERS LIBRARY FUND 318,666 0.00% OASIS SR CENTER INTERGOVERNMENTAL 1,569,879 1,685,873 - - - - 0.00% OTHER REVENUE - - - - - - 0.00% USE OF MONEY AND PROPERTY 0.00% TOTAL OASIS SR CENTER 1,569,879 1,685,873 0.00% FIRE STATION #7 INTERGOVERNMENTAL - - - - - 0.00% OTHER REVENUE - - - - - - 0.00% USE OF MONEY AND PROPERTY 1,169 0.00% TOTAL FIRE STATION #7 FUND 1,169 0.00% BACK BAY SCIENCE CENTER INTERGOVERNMENTAL 300,000 - - - - 0.00% OTHER REVENUE - - - - - - 0.00% USE OF MONEY AND PROPERTY 0.00% TOTAL BACK BAY SCIENCE CENTER 300,000 0.00% 29 O Q QZ REVENUE SUMMARY 2013 -14 - INTERGOVERNMENTAL - OTHER REVENUE 2009 -10 2010 -11 2011 -12 2012 -13 2012 -13 2013 -14 Percent Actual Actual Actual Original Revised Adopted Increase Fund /Revenue Category Revenue Revenue Revenue Revenue Revenue Revenue (Decrease) 4,944,909 376,436 - 1,170,800 1,450,517 - - 100.00% - - - - - - 0.00% 6.00% 4,944,909 376,436 1,170,800 1,450,517 - 100.00% - MIsc.SAH PROJECTS - INTERGOVERNMENTAL - OTHER REVENUE 0.00% USE OF MONEY AND PROPERTY - TOTAL Misc. SAH PROJECTS - WATER ENTERPRISE FUND - LICENSES, PERMITS AND FEES 17,269,587 INTERGOVERNMENTAL 23,762,559 CHARGES FOR SERVICES 24,862,868 USE OF MONEY AND PROPERTY 10.33% OTHER REVENUE 55,405 TOTAL WATER FUND 65,166 WASTEWATER ENTERPRISE FUND 55,518 INTERGOVERNMENTAL (21,020) CHARGES FOR SERVICES 115,128 USE OF MONEY AND PROPERTY 45,000 OTHER REVENUE 7011 TOTAL WASTEWATER FUND I� INSURANCE RESERVE FUND 24.973,034 WORKERS' COMP PREMIUM 27,534,028 GENERAL LIABILITY PREMIUM DISABILITY INSURANCE PREMIUM OTHER REVENUE TOTAL INSURANCE FUND g RETIREE MEDICAL FUND CHARGES FOR SERVICES USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL RETIREE MEDICAL FUND COMPENSATED ABSENCE FUND INTERGOVERNMENTAL CHARGES FOR SERVICES USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL COMP. ABSENCE FUND INFORMATION TECHNOLOGY FUND CHARGES FOR SERVICES OTHER REVENUE TOTAL INFO TECHNOLOGY FUND EQUIPMENT MAINTENANCE FUND INTERGOVERNMENTAL PARKING EQUIPMENT EQUIPMENT MAINTENANCE EQUIPMENT REPLACEMENT OTHER REVENUE TOTAL EQUIPMENT FUND PD EQUIPMENT MAINTENANCE FUND EQUIPMENT REPLACEMENT OTHER REVENUE TOTAL PD EQUIPMENT FUND ACKERMAN FUND USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL ACKERMAN TRUST FUND NEWPORT BAY DREDGING FUND USE OF MONEY AND PROPERTY OTHER REVENUES TOTAL BACK BAY DREDGING DEBT SERVICE FUND USE OF MONEY AND PROPERTY OTHER FINANCING SOURCES USES TOTAL DEBT SERVICE FUND TOTAL ALL FUNDS Less: Internal Premiums TOTAL ALL CRY FUNDS, NET OF INTERNAL PREMIUMS 4,944,909 376,436 - 1,170,800 1,450,517 - - 100.00% - - - - - - 0.00% 6.00% 4,944,909 376,436 1,170,800 1,450,517 - 100.00% - - - - - - 0.00% - - - - - - 6.00% 17,269,587 19,950,223 23,762,559 24,862,868 24,862,868 27,430,464 10.33% 157,726 55,405 32,093 65,166 65,166 55,518 - 14.81% (21,020) 122,692 115,128 45,000 45,000 48,046 6.77% 17,406,293 20,128,320 23,909,779 24.973,034 24,973,034 27,534,028 10.26% - - - - - - 0.00% 3,363,458 3,323,017 3,376,436 3,173,030 3,173,030 3,279,500 3.36% 70,790 39,105 38,409 12,000 12,000 7,602 - 36.65% 3,159,672 6.146.183 (24,870) 25,416 (182,813) 45,000 45,000 57,583 27.96% 3,409,378 244,247 3,387,538 3,232,031 3,230,030 3,230,030 3,344,685 3.55% 2,769,262 2,769,262 2,723,584 2,769,262 2,706,375 2,706,339 0.00% 3,140,532 - - 3,140,068 3,068,886 3,068,231 -0.02% 172 - - - - - 0.00% 636,931 360,236 436,088 236,853 236,853 158,225 - 33.20% 6,546.897 3,129,498 3,159,672 6.146.183 6,012,114 5,932,795 -1.32% 3,492,096 3,723,971 3,782,988 3,943,000 3,344,300 3,603,000 7.74% - - - - - - 0.00% 2,608,726 2,445,748 11,047,671 2,755,000 2,755,000 2,750,000 -0.18% 6,100,822 6,169,719 14,830,659 6,698,000 6,099,300 6,353,000 4.16% 12,116 - - - - - 0.00% 2,383,307 2,323,973 2,230,167 2,235,690 2,229,951 2,248,374 0.83% 50,063 19,114 17,454 25,758 25,758 15,195 - 41.01% 2,014,257 (3,668) 3,674 3,200 3,200 - 100.00% 2,445,486 2,339,420 2,251,295 2264,648 2,258,909 2,263,569 0.21% 5,039,247 4,964,193 4,964,193 3,369,007 - 32.13% 7,001 0.00% 5,046,248 4,964,193 4,964,193 3,359,007 - 32.13% - - - - - - 0.00% - - - - - 400,664 0.00% 2,295,281 2,222,291 2,008,370 2,100,000 2,014,257 2,005,916 -0.41% 3,002,573 2,905,201 2,869,656 3,500,000 2,953,096 3,671,235 24.32% 343,210 412,628 244,247 275,942 275,942 249,874 -9.45% 5,641,064 5,540,120 5,122,273 5,875,942 5,243,295 6,327,689 20.68% 691,945 691,945 550,500 550,500 550,500 0.00% 103,695 58,661 64,450 64,450 57,082 - 11.43% 795,640 750,606 614,950 614,950 607,582 -1.20% 25,491 17,735 11,544 5,950 5,950 4,744 - 20.26% 0.00% 25,491 17,735 11,544 5,950 5,950 4,744 - 20.26% 104,074 72,740 46,683 34,185 34,185 34,414 0.67% 0.00% 104,074 72,740 46,683 34,185 34,185 34,414 0.67% 21,999 1,497,193 2,535,413 2,549,876 2,425,095 2,406,081 -0.78% 6.00% 21,999 1,497,193 2,535,413 2,549,876 2,425,095 2,406,081 -0.78% 224,302,688 342,253,025 252,179,439 237.695,238 249,787,722 273,354,141 9.43% (13,591,127) (10,220,727) (14,871,025) (18,709,213) (17,936,758) (18,020,266) 0.00% 210,711,561 332,032,298 237,308,414 218,986,025 231,850,964 255,333,875 10.13% 30 EXPENDITURES BY FUND 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2012 -13 2013 -14 % of Total Actual Actual Actual Actual Original Revised Adopted Operating Function and Activities Expenditures Expenditures Expenditures Expenditures Expenditures Expenditures Expenditures Budget GENERAL FUND BUDGET General Government 44,919,067 43,351,152 41,402,375 40,793,782 41,954,328 43,983,103 44,615,180 20.36% City Council 1,188,990 1,163,486 1,138,753 1,036,820 1,003,776 1,033,776 1,023,962 0.47% City Clerk 469,507 382,393 453,521 583,501 714,950 741,627 655,701 0.30% C'Ty Manager 1,779,540 1,502,081 1,541,641 1,672,925 2,552,454 2,630,911 3,012,537 1.37% Human Resources 2,053,500 2,331,541 2,165,106 2,498,074 2,675,172 2,593,674 2,575,202 1.17% City Attorney 2,097,159 2,688,217 2,724,204 1,995,770 2,307,853 2,301,853 2,295,766 1.05% Finance 7,978,960 7,439,653 7,401,510 4,909,396 5,607,398 5,610,940 5,295,173 2.42% Total General Government 15,567,656 15,507,671 15,424,735 12,896,486 14,861,603 14,912,781 14,858,341 7.00% Public Safety Police Department 44,919,067 43,351,152 41,402,375 40,793,782 41,954,328 43,983,103 44,615,180 20.36% Fire Department 33,356,318 33,411,086 33,228,362 34,181,698 35,769,944 36,167,012 37,028,642 16.89% Total Public Safety 78,275,385 76,762,238 74,630,737 74,975,480 77,724,272 80,150,115 81,643,822 36.60% Community Development - - - - - - - 0.00% City Manager 660,941 563,542 516,753 (15,730) - - - 0.0D % Community Development - - - 8,499,415 8,648,772 9,3411 8,969,880 4.09% Planning 3,324,759 3,12(1 2,870,470 - - - - 0.0D% Building 4,713,078 4,408,216 4,256,871 - - - - 0.00% Public Works- CodeMater Quality Enforce 16,705 14,342 58,137 314,510 568,281 568,281 592,280 0.27% Total Community Development 8,698,778 8,097,898 7,644,104 8,798,195 9,217,053 9,916,628 9,562,160 4.34% Public Works 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 0.55% Municipal Operations - General Services 22,440,344 22,160,950 20,794,709 21,826,025 22,934,807 23,239,832 23,169,835 10.57% Public Works 5,644,502 5,646,082 5,573,782 5,727,878 6,002,130 6,002,950 6,037,334 2.75% Municipal Operations - Utilities 1,454,692 1,158,994 1,170,070 926,857 863,936 863,936 950,463 0.43% Total Public Works 29,539,538 28,966,026 27,538,561 28,480,760 29,800,873 30,106,718 30,157,632 14.03% Community Services 19,350 4,650 4,750 29,000 5,000 5,000 5,000 0.00% City Council - Centennial - - - 76,974,248 91,017,070 75,895,649 59,288,847 0.00% Pop reation &Sr. Services 6,760,245 6,555,331 7,222,603 8,357,758 8,929,425 8,961,W2 9,453,010 4.31% Libraries & Arts 6,521,718 6,554,183 6,581,788 7,302,926 6,615,327 7,344,156 6,849,943 3.13% Finance - Parking Meters 30,606,727 46,762,962 410,695 2,071,240 1,237,240 1,678,110 1,672,910 0.76% Total Community Services 13,281,963 13,109,514 14,215,086 17,731,924 16,781,992 17,983,628 17,975,863 7.90% General Fund Operating Budget Savings - - - - - (1,295,000) - 0.00% General Fund Debt ServicelNon Dept Exp 1,571,250 - 765,000 780,000 750,000 785,000 265,000 0.12% Total General Fund Op. Budget 146,934,570 142,443,297 140,218,223 143,662,845 149,135,793 152,559,870 154,462,817 70.47% General Fund Cps 5,910,047 7,127,010 2,086,096 3,827,130 8,037,381 6,446,317 7,662,622 3.45% Total General Fund Budget 152,844,617 149,570,307 142,303,319 147,489,975 157,173,174 159,006,187 162,025,439 74.02% ENTERPRISE FUNDS Water - Operations 16,806,079 16,908,256 17,106,085 17.376,899 18,359,766 18,529,134 19281,097 8.80% Water - CIP 1,433,341 1,714,482 1,563,954 1,366,232 10,297,750 13,027,668 2,737,000 1.25% Water - Debt Service 1,581,325 1,585,000 4,672,987 3,672,436 - - - 0.00% Wastewater - Operations 2,792,917 2,711,550 2,593,954 2,866,566 3,063,517 3,063,484 2,845,911 1.30% Wastewater - CIP 423,255 369,261 2,949,380 553,658 788,088 312,245 571,885 0.26% Total Enterprise Funds 23,036,917 23,288,549 28,886,360 25,835,792 32,509,121 34,932,531 25,435,893 15.31% INTERNAL SERVICE FUNDS Insurance Reserve 6,805,959 5,379,784 7,102,468 6,792,871 5,828,510 5,828,510 6,400,510 2.92% Equipment Fund - Operations 3,266,604 3,850,214 4,133,W9 2,348,295 5,597,209 6,415,033 3,645,771 1.62% Equipment Fund - CIP 65,709 57,950 74,667 5,258 - - - 0.00% Equipment Fund - Debt Service - - - 959,440 - - - 0.00% PD Equipment Replacement 477,300 802,540 570,923 875,944 431,629 431,629 1,264,700 0.58% Compensated Absences 2,158,082 6,432,776 2,547,885 1,876,529 1,964,100 1,964,100 2,670,050 1.22% Retiree Medical 8,249,701 5,720,155 1,388,168 6,471,811 6,698,000 6,698,000 3,232,000 1.47% Information Technology 4,689,103 5,706,509 6,156,696 9,693,473 4.42% Total Internal Service Funds 21,023.355 22,243.419 15.817.620 24.019.251 26.225.957 27.493.968 26,806,504 12.35% OTHER FUNDS Police Grants 278,959 440,533 301,977 402,378 372,953 696,949 538,442 025% CDBG - Operations 124;479 134,720 123,181 112,632 131,878 131,878 122,675 0.05% CDBG - Debt Service 196,253 197,535 199,345 201,653 202,485 202,485 204,722 0.09% Finance. - Packing Lots - - - - - - - 0.00% Tidelands - Harbor Resources 1,921,292 1,806,717 1,856,904 1,564,586 1,831,624 1,831,624 1,780,557 0.81% Tidelands - Oil and Gas 671,273 711,311 675,403 706,328 861,735 861,735 754,147 034% Tdelands - Debt Service 237,062 237,062 237,062 5,543,809 - - - 0.0D% Circulations& Trans Debt Service - 183,044 189,241 253,364 - - - 0.00% AQMD 16,705 14,342 58,137 6,188 10,500 10,500 10,500 G.W Environmental Liability 123,878 108,537 - 141,454 161,086 171,086 176,886 0.08% Newport Annexation - Debt Service 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 0.55% Debt Service 565,463 569,379 4,782,790 9,682,542 10,631,267 10,631,267 10,601,017 4.84% Civic Center Admin Fees - - 4,774,285 15,512 7,500 - - 0.00% CIOSA Debt Service - - 191,784 253,364 137,500 137,500 - G.W% Other - Fire 800 MHz Radios - - - - - - 393,541 0.16% Ackerman Fund 19,350 4,650 4,750 29,000 5,000 5,000 5,000 0.00% All Other CIP 22,774,375 37,494,259 18,466,270 76,974,248 91,017,070 75,895,649 59,288,847 27.05% Total Other Funds 28,129,089 43,102,089 33,061,129 97,087,058 106,570,598 91,775,673 75,0761 50.19% TOTAL OPERATING BUDGET 194,427,251 191,441,402 194,929,061 211,705,549 212,338,561 217,526,480 219,183,816 100.00% TOTAL CIP 30,606,727 46,762,962 25,139,367 82,726,526 110,140,289 95,681,879 70,160,354 32.01% TOTAL CITY BUDGET 225,033,978 238,204,364 220,068,428 294,432,075 322,478,850 313,208,359 289,344,170 LESS - INTERNAL CHARGES (14,108,851) (13,591,127) (10,220,727) (14,871,025) (18,709,213) (17,936,758) (18,020,266) TOTAL BUDGET NET OF INTERNAL CHARGES 210,925,127 224.613.237 209,847.701 279,561,051 303.769.637 295,271.601 271,323.904 31 1.1.1 O yQry� W CQ CL G City Council City Clerk City Manager Human Resources City Attorney Finance Police Fire Community Development Municipal Operations Public Works Library Services (incl Cultural Arts) Recreation and Sr. Services General Fund - Non Dept INTERNAL SERVICES Insurance Reserve Equipment Main[. & Replacement PD Equipment Replacement Compensated Absence Retiree Medical Information Technology Other- Fire 800 MHz Radios DEBT SERVICE CDBG Balboa Village Loan Balboa Yacht Basin Construction Loan Circulation and Transportation Newport Annexation Central Library Construction Civic Center Admin Fees CIOSA Groundwater Improvement Bonds Rolling Stock Leases OTHER ACTIVITIES Narcotic Asset Forfeiture OTS Grant SLESF LLEBG AOMO Environmental Liability Fund Ackerman Donation Capital Improvement Projects Total Budget Less: Internal Charges Total Budget Net of Internal Charges OPERATING BUDGET Salaries and Benefits Maintenance and Operation Capital Outlay Debt Service Total Operating Budget CAPITAL IMPROVEMENTS TOTAL BUDGET 2013 -14 EXPENDITURES BY DEPARTMENT Maintenance Salaries& %of and %of Capital %of Debt Total %of Benefits Total Operation Total Outlay Total Service Budget Total 248,206 0.20% 773,956 1.02% 1,800 0.04% - 1,023,962 0.35% 519,428 0.41% 136,273 0.18% - 0.00% - 655,701 0.23% 1,420,817 1.13% 1,589,720 2.10% 2,000 0.N% - 3,012,537 1.04% 1,631,704 119% 938,498 1.24% 5,000 0.10% - 2,575,202 0.89% 1,349,627 1.07% 939,539 1.24% 6,600 0.13% - 2,295,766 0.79% 4,192,429 3.32% 2,329,653 3.07% 446,000 8.72% - 6,968,082 2.41% 38,458,040 30.47% 6,149,444 8.11% 7,694 0.15% - 44,615,178 15.42% 30,407,089 24.09% 6,379,085 8.41% 242,466 4.74% - 37,028,640 12.80% 7,337,394 5.81% 1,715,962 2.26% 39,200 0.77% - 9,092,556 3.14% 14,992,384 11.88% 31,933,569 42.09% 75,500 1.48% - 47,001,453 16.24% 5,564,083 441% 2,821,139 3.72% 24,950 0.49% - 8,410,172 2.91% 5,000,101 3.96% 1,847,842 2.44% 2,000 0.04% - 6,849,943 2.37% 5,249,971 4,16% 4,175,591 5.50% 27,450 0.54% - 9.453,012 3.27% 185,000 0.15% 80,000 0.11% - 0.00% - 265,000 0.09% - 0.00% 6,400,510 1144% - 0.00% - 6,400,510 2.21% 1,339,005 1.06% 663,066 0.87% 1,543,700 30.19% - 3,545,771 1.23% - 0.00% 190,000 0.25% 1,074,700 21.02% - 1,264,700 0.44% 2,670,050 2.12% - 0.00% - 0.00% - 2,670,050 0.92% 3,232,000 2.56% - 0.00% - 0.00% - 3,232,000 1.12% 2,214,382 1.75% 6,506,769 8.58% 972,322 19.01% - 9,693,473 3.35% - 0.00% - 0.00% 393,541 7.70% - 393,541 0.14% - 0.00% - 0.00% - 0.00% 204,722 204,722 0.07% - 0.00% - 0.00% - 0.00% - - 0.00% - 0.00% - 0.00% - 0.00% - - 0.00% - 0.00% - 0.00% - 0.00% 1,200,000 1,200,000 0.41% - 0.00% 11,000 0.01% - 0.00% 10,590,017 10,601,017 3.66% - 0.00% - 0.0y% - 0.00% - - 0.00% - 0.00% - 0.00% - o.00% - - 0.00% - 0.00% - 0.00% - 0.00% - - 0.00% - 0.00% - o.00% - 0.00% - - 0.00% 53,000 0.04% 98,590 0.13% 248,630 4.86% - 400,220 0.14% - 0.00% - 0.00% - 0.00% - - 0.00% 138,222 0.11% - 0.00% - 0.00% - 138,222 0.05% - 0.00% - 0.00% - 0.00% - - 0.00% 7,500 0.01% 3,000 0.00% - 0.00% - 10,500 0.00% - 0.00% 176,886 0.23% - 0.00% - 176,886 0.06% - 0.00% 5,000 0.01% - o.00% - 5,000 0.00% - 0.00% - 0.00% - om% - 70,160,354 24.25% 126,210,432 100.00% 75,865,092 100.00% 5,113,553 100% 11,994,739 281 100.00% (4,954,713) (13,065,553) - - (18,020,266) 121,255,719 62,799,539 5,113,553 11,994,739 271,323,904 % %OF % %OF BUDGET TOTAL GENERAL BUDGET TOTAL TOTAL TYPE BUDGET FUND TYPE BUDGET 126,210,432 57.58% 43.62% 110,632,185 71.62% 68.28% 75,865,092 34.61% 26.22% 43,015,972 27.85% 26.55% 5,113,553 2.33% 1.77% 814,660 0.53% 0.50% 11,994,739 547% 4.15% 0.00% 0.00% 219,183,816 100.00% 75.75% 154,462,817 100.00% 95.33% 70,160,354 24.25% 2425% 7,562,622 100.00% 4.67% 289,344,170 100.00% 100.00% 162,025,439 100.00% 100.01 32 OPERATING EXPENDITURES -ALL FUNDS Acct Code Activity - Function City Council City Clerk City Mana er Human Resource City Finance Police I Fire I Community I Development Municipal Operations Public Works Library Services Recreation & Sr Svcs Internal Svc Funds Other Activities Total Activity - Function Acct Code 7000 SALARIES - MISC 346,171 964,619 1,084,360 935,717 2,628,092 5,524,953 1,109,645 4,799,225 8,973,271 3,798,253 2,602,528 2,518,358 2,267,853 35,000 37,588,045 SALARIES -MISC 7000 7010 SALARIES - SAFETY 14,094,720 12,795,872 26,890,592 SALARIES - SAFETY 7010 7020 SALARIES - PERM PART TIME & TEMP 131,920 736,143 1,374,664 103,669 90,304 817,120 1,060,570 40,393 4,354,783 SALARIES -PERM PART TIME & TEMP 7020 7040 OVERTIME, MISC 500 2,000 1,000 6,500 246,664 70,600 518,848 15,535 1,883 2,400 32,006 3,000 900,936 OVERTIME, MISC 7040 7041 OVERTIME, SAFETY 1,344,658 50,000 1,394,658 OVERTIME, SAFETY 7041 7042 OVERTIME, PLANNED _ _ _ _ _ _ _ 417,209 _ _ _ _ _ _ _ 417,209 OVERTIME, PLANNED 7042 7043 OVERTIME, VACATION RELIEF _ _ _ _ _ _ _ 1,587,629 _ _ _ _ _ _ _ 1,587,629 OVERTIME, VACATION RELIEF 7043 7044 OVERTIME, UNCONTROLLED _ _ _ _ _ _ _ 965,893 _ _ _ _ _ _ _ 965,893 OVERTIME, UNCONTROLLED 7044 7059 PACKER/CALLBACK/STANDBY PAY 29,000 212,773 10,000 251,773 PACKER/CALLBACK/STANDBY PAY 7059 7060 SPECIAL ASSIGNMENT/TILLER/EMT PAY _ _ _ _ _ _ _ 68,703 _ _ _ _ _ _ _ 68,703 SPECIAL ASSIGNMENTITILLERIEMT PAY 7060 7062 NIGHT DIFF, MISC 50,147 238 10,050 60,435 NIGHT DIFF, MISC 7062 7063 CERTIFICATION PAY 3,516 230,345 51,151 47,726 7,313 935 17,934 358,920 CERTIFICATION PAY 7063 7066 BILINGUAL PAY 7,200 45,600 13,800 9,000 1,800 1,800 1,800 81,000 BILINGUAL PAY 7066 7067 LONGEVITY PAY 63,926 69,550 133,476 LONGEVITY PAY 7067 7070 SCHOLASTIC ACHIEVEMENT 624,110 482,253 1,106,363 SCHOLASTIC ACHIEVEMENT 7070 7071 EDUCATION RETENTION, MISC _ _ _ _ _ _ 116,413 _ _ _ _ _ _ _ _ 116,413 EDUCATION RETENTION, MISC 7071 7072 HOLIDAY PAY, MISC _ _ _ _ _ _ 196,684 _ _ _ _ _ _ _ _ 196,684 HOLIDAY PAY, MISC 7072 7074 HOLIDAY PAY, SAFETY 631,115 338,960 970,075 HOLIDAY PAY, SAFETY 7074 7076 LEADERSHIP PAY, SAFETY _ _ _ _ _ _ 18,300 _ _ _ _ _ _ _ _ 18,300 LEADERSHIP PAY, SAFETY 7076 70851 UNEMPLOYMENT & TERMINATION PAY 2,275,000 150,000 2,425,000 UNEMPLOYMENT & TERMINATION PAY 7085 70881 PAID FLEX/SPILLOVER PAY _ _ _ _ _ _ _ _ _ _ _ _ _ 375,000 _ 375,000 PAID FLEX/SPILLOVER PAY 7088 7100 COUNCIL ALLOWANCES 117,826 _ _ _ _ _ _ _ _ _ _ _ _ _ _ 117,826 COUNCIL ALLOWANCES 7100 7210 HEALTH /DENTALNISION 109,152 72,768 127,344 209,208 129,163 571,229 3,726,048 2,358,732 909,600 2,283,096 618,528 673,104 664,008 472,992 12,924,972 HEALTH /DENTAL/VISION 7210 7223 RETIREE INSURANCE - OPEB COST 15,979 53,542 71,561 54,303 136,815 913,582 664,783 238,445 456,060 180,654 130,387 115,350 395,538 3,426,999 RETIREE INSURANCE - OPEB COST 7223 7250 SALARY SAVINGS /REIMBURSEMENT 3,450 68,797 83,100 76,679 540,000 138,222 453,096 SALARY SAVINGS /REIMBURSEMENT 7250 7227 RETIREE INSURANCE - RHS CONTRIB 9,474 10,854 37,006 200,545 145,463 59,995 102,787 36,750 40,873 31,643 2,430,010 3,105,400 RETIREE INSURANCE - RHS CONTRIB 7227 7290 LIFE INSURANCE 420 735 1,191 746 3,297 22,919 15,435 5,235 13,165 3,570 3,771 3,826 2,715 77,025 LIFE INSURANCE 7290 7295 EMPLOYEE ASSISTANCE 69 160 264 163 720 5,019 3,369 1,146 2,876 779 848 837 596 16,846 EMPLOYEE ASSISTANCE 7295 7350 OTHER MISC BENEFITS /ALLOWANCES 960 29,150 7,185 9,840 11,100 280,183 67,553 24,800 46,560 18,360 7,800 21,990 8,939 7,500 541,920 OTHER MISC BENEFITS/ALLOWANCES 7350 7370 WORKERS' COMP, MISC 4,913 26,717 14,622 18,046 69,023 146,594 80,399 95,203 423,267 51,930 69,174 142,438 73,913 1,216,239 WORKERS COMP, MISC 7370 7371 WORKERS COMP, SAFETY 819,784 670,316 1,490,100 WORKERS' COMP, SAFETY 7371 7373 COMPENSATED ABSENCES 12,116 33,762 37,953 32,750 91,987 684,522 483,336 167,973 314,065 132,939 91,088 88,143 79,375 2,250,009 COMPENSATED ABSENCES 7373 7425 MEDICARE FRINGES 1,754 5,068 14,441 15,913 13,787 40,653 325,125 220,901 69,668 115,855 55,613 48,300 50,893 51,678 1,029,649 MEDICARE FRINGES 7425 7439 PERS EMPLOYER PD MEMBER CONTRIB MISC 2,555 3,358 9,357 10,518 9,076 26,501 153,234 18,033 50,580 87,109 36,985 32,368 40,661 22,257 502,592 PERS EMPLOYER PD MEMBER CONTRIB MISC 7439 7440 PER EMPLOYER CONTRBN -MISC 16,367 53,656 149,516 168,076 145,036 425,230 1,002,276 477,215 762,201 1,393,125 589,863 449,089 489,732 358,644 6,480,026 PER EMPLOYER CONTRBN -MISC 7440 7441 PERS EMPLOYER CNTRBN- SAFETY 6,044,058 5,558,214 11,602,272 PERS EMPLOYER CNTRBN - SAFETY 7441 7442 PERS EMPLOYER PD MEMBER CONTRIB SAFE 496,858 109,889 606,747 PERS EMPLOYER PD MEMBER CONTRIB SAFEI 7442 7460 RETIREMENT PART TIME /TEMP 552 1,640 12,657 49,928 1,762 3,386 19,917 16,387 594 106,823 RETIREMENT PART TIMEITEMPI 7460 SUBTOTAL SALARY & BENEFITS 248,206 519,428 1,420,817 1,631,705 1,349,627 4,192,429 38,458,041 30,407,090 7,337,393 14,992,383 5,564,083 5,000,101 5,249,972 9,455,437 383,722 126,210,432 SUBTOTAL SALARY & BENEFITS 8010 ADVERT & PUB RELATIONS 4,000 8,000 5,000 10,000 11,650 26,245 13,000 11,000 6,000 44,460 139,355 ADVERT & PUB RELATIONS 8010 8012 PROGRAMMING /FIRE EXPLORERS 5,000 500 30,000 35,500 PROGRAMMING /FIRE EXPLORERS 8012 8020 AUTOMOTIVE SERVICE 1,930 446,435 208,326 19,400 421,500 17,100 6,000 39,750 13,500 1,173,941 AUTOMOTIVE SERVICE 8020 8021 AUTOMOTIVE EXTERIOR MAINT 52,768 3,000 55,768 AUTOMOTIVE EXTERIOR MAINT 8021 8022 EQUIPMENT MAINTENANCE 11,577 528,118 48,532 1,243,153 53,569 7,061 69,341 44,566 2,005,917 EQUIPMENT MAINTENANCE 8022 8023 AUTOMOTIVE PURCHASE 141,445 141,445 AUTOMOTIVE PURCHASE 8023 8024 EQUIPMENT REPLACEMENT 10,100 550,500 1,569,278 36,959 1,341,393 45,768 5,492 92,998 18,747 3,671,2351 EQUIPMENT REPLACEMENT 8024 8030 MAINT & REPAIR - EQUIP 150 15,000 10,650 1,000 1,000 6,954 78,817 127,887 20,000 38,400 282,600 12,600 8,000 3,500 135,000 741,558 MAINT & REPAIR - EQUIP 8030 8031 MAINT &REPAIR - COPIERS 4,000 30,000 34,000 MAINT &REPAIR - COPIERS 8031 80331 MAINT & REPAIR- PRINTERS 500 1,200 5,000 4,000 48,000 8,250 11,760 5,650 6,700 4,000 7,085 6,975 109,120 MAINT & REPAIR - PRINTERS 8033 8034 MAINT & REPAIR - NOC 12,772 71,897 30,000 114,669 MAINT & REPAIR - NOC 8034 8040 MAINT & REPAIR - FACILITIES 2,000 1,635 20,000 176,120 171,652 5,000 425,664 40,220 105,000 133,938 1,081,229 MAINT & REPAIR - FACILITIES 8040 8050 PSTGE,FREIGHT, EXPRESS NOC 1,000 3,000 97,050 4,500 5,300 48,350 48,615 14,120 17,400 83,882 6,350 15,000 60,698 400 405,665 PSTGE, FREIGHT, EXPRESS NOC 8050 8060 PUBLICATIONS & DUES NOC 40,000 650 8,000 4,200 4,500 10,800 21,363 34,430 46,700 7,250 13,000 7,850 3,505 1,500 203,748 PUBLICATIONS & DUES NOC 8060 8065 PROPERTY MANAGEMENT _ _ _ _ _ _ _ _ 19,400 _ _ _ _ _ _ 19,400 PROPERTY MANAGEMENT 8065 8070 RENTAL/PROP & EQUIP NOC 3,950 34,517 32,443 15,500 5,700 400 81,288 173,798 RENTAL /PROP & EQUIP NOC 8070 8078 EMPLOYEE RECOGNITION 10,000 10,000 EMPLOYEE RECOGNITION 8078 8080 SERVICES -PROF & TECH NOC 233,267 14,650 730,000 116,000 67,000 337,345 735,739 239,947 573,355 2,033,087 1,011,100 43,564 362,027 4,672,736 9,590 11,179,407 SERVICES -PROF & TECH NOC 8080 80802 SERVICES -OTHER SPECIAL 295,000 308,993 200,000 803,993 SERVICES -OTHER SPECIAL 80802 80805 SERVICES -TREE RELATED _ _ _ _ _ _ _ _ _ 310,000 _ _ _ _ _ 310,000 SERVICES -TREE RELATED 80805 80808 SERVICES - NPDES /TMDL ADMIN 310,000 310,000 SERVICES - NPDESIrMDL ADMIN 80808 8081 SERVICES - JANITORIAL 73,918 8,821 330,000 2,500 92,000 163,299 670,538 SERVICES - JANITORIAL 8081 8085 SERVICES - NEWPORT COAST _ _ _ _ _ _ _ _ _ 1,550,820 _ _ _ _ _ 1,550,820 SERVICES - NEWPORT COAST 8085 8088 SERVICES - CONTRACT 700,000 1,396,000 285,000 2,002,710 4,383,710 SERVICES - CONTRACT 8088 8089 SERVICES -CITY PRINT CONTRACT 20 2,940 3,527 5,650 2,156 8,034 15,220 13,140 15,713 4,214 6,905 5,425 179,916 80,000 342,860 SERVICES -CITY PRINT CONTRACT 8089 808C PARKING METER CONTRACT/ CONTRIB 1,191,215 1,191,2151 PARKING METER CONTRACT / CONTRIB 808C 8100 TRAVEL & MEETINGS NOC 9,000 2,500 28,500 6,000 6,000 29,950 8,270 41,080 15,000 7,500 12,000 5,275 12,800 16,275 200,150 TRAVEL & MEETINGS NOC 8100 8105 TRAINING 1,000 1,600 5,500 10,500 9,500 35,500 145,183 155,392 23,500 23,800 27,000 5,200 30,750 15,000 22,540 511,965 TRAINING 8105 8106 TRAINING, POST 86,991 86,991 TRAINING, POST 8106 8107 TRAINING, CITY WIDE 20,000 7,714 27,714 TRAINING, CITY WIDE 8107 8112 UTILITIES - TELEPHONE 500 2,270 98,290 89,513 9,505 41,350 9,600 5,425 9,180 254,150 519,783 UTILITIES - TELEPHONE 8112 8114 UTILITIES - NATURAL GAS 5,000 19,155 1,500 18,000 1,000 14,850 7,160 2,500 69,165 UTILITIES - NATURAL GAS 8114 8116 UTILITIES - ELECTRICITY 174,720 126,279 5,000 2,514,000 45,000 187,500 132,484 32,000 5,000 3,221,983 UTILITIES - ELECTRICITY 8116 8118 UTILITIES - WATER 800 5,000 13,800 3,000 762,200 10,000 18,400 26,303 839,503 UTILITIES -WATER 8118 8140 SUPPLIES- OFFICE NOC 4,000 3,960 8,234 15,000 8,100 29,641 71,215 28,510 18,649 13,200 27,550 28,756 32,520 3,250 292,585 SUPPLIES - OFFICE NOC 8140 8142 SUPPLIES- COMPUTER/COPY MACHINE 7,000 13,000 15,745 12,220 47,965 SUPPLIES - COMPUTER /COPY MACHINE 8142 8145 SUPPLIES -AUTO PARTS EXPNS 92,000 369,500 461,500 SUPPLIES -AUTO PARTS EXPNS 8145 8148 SUPPLS -CHKS /INVOICES /FRMS 5,600 11,390 16,9901 SUPPLS -CHKS /INVOICES /FRMS 8148 8150 SUPPLIES- JANITORIAL NOC 600 13,000 23,100 103,000 2,000 26,050 31,890 199,6401 SUPPLIES - JANITORIAL NOC 8150 Kiq Qz rrq 0 Q Q g g 9 �1 cm OPERATING EXPENDITURES -ALL FUNDS Acct Code Activity - Function City Council City Clerk City Mana er Human Resources City Attorne Finance Police Fire Community Development Municipal Operations Public Works Library Services Recreation & Sr Svcs Internal Svc Funds Other Activities Total Activity - Function Acct Code 8155 WASTEWATER/SEWER PROGRAMS 15,000 15,000 WASTEWATER/SEWER PROGRAMS 8155 8156 WELLS & STATION MAINTENANCE 221,474 221,474 WELLS & STATION MAINTENANCE 8156 8160 MAINT & REPAIR MATRLS NOC 600 450 1,477 28,220 1,126,670 1,300 8,740 30,537 - 1,197,994 MAINT & REPAIR MATRLS NOC 8160 8165 MAINT- IRRIGATION REPAIR 28,000 - 28,000 MAINT- IRRIGATION REPAIR 8165 8166 MAINT -STORM DRAINS 222,988 - 222,988 MAINT -STORM DRAINS 8166 8168 MAINT - PIERS /FLOATS /DOCKS 10,000 15,000 - 25,000 MAINT - PIERS /FLOATS /DOCKS 8168 8170 MAINT- BEACH CLEANING /BBSC 363,500 25,000 - 388,500 MAINT -BEACH CLEANING 8170 8173 MAINT - BLDG /PLYGRND EQ RPR - 5,000 5,000 MAINT- BLDG /PLYGRND EQ RPR 8173 8176 MAINT - TRAFFIC CONTROL - 6,500 6,500 MAINT - TRAFFIC CONTROL 8176 8180MAINT- OUTSIDE LABOR - 60,000 60,000 MAINT - OUTSIDE LABOR 8180 81811 MAINT -COMP SOFTWARE - 8,311 8,000 16,311 MAINT -COMP SOFTWARE 8181 8183 MAINT- BACKFLOW & SCADA - 99,432 99,432 MAINT - BACKFLOW & SCADA 8183 8186 MAINT -SEWER - 123,000 - 123,000 MAINT -SEWER 8186 8190 WATER PROGRAMS - 482,373 - 482,373 WATER PROGRAMS 8190 8200 SPECIAL DEPT SUPPLIES NOC 2,000 10,500 95,160 442,845 18,528 445,779 17,835 15,500 190,554 132,000 - 1,370,701 SPECIAL DEPT SUPPLIES NOC 8200 8204 UNIFORM EXPENSE - 2,384 125,000 279,601 5,000 57,300 100 11,540 9,000 489,925 UNIFORM EXPENSE 8204 8206 PRISONER CUSTODY EXPENSE - 42,500 42,500 PRISONER CUSTODY EXPENSE 8206 8208 PHOTO EXPENSE - - 3,500 - 3,500 PHOTO EXPENSE 8208 8209 SHOOTING RANGE SUPPLIES - - 47,800 - 47,800 SHOOTING RANGE SUPPLIES 8209 8210 S.W.A.T. SUPPLIES - - 51,665 - 51,665 S.W.A.T. SUPPLIES 8210 8211 ICANINE SUPPLIES - - 12,590 - 12,590 CANINE SUPPLIES 8211 8212 STREET CLEANING EXPENSE - - 544,000 - 544,000 STREET CLEANING EXPENSE 8212 8214 CARPENTER SHOP SUPPLIES - 1,500 - 1,500 CARPENTER SHOP SUPPLIES 8214 8216 SAFETY EQUIPMENT - 300 4,000 - 4,300 SAFETY EQUIPMENT 8216 8220 SIGN SHOP SUPPLIES - 2,000 - 2,000 SIGN SHOP SUPPLIES 8220 8222 TRAFFIC SUPPLIES & CONTRACT - 8,000 - 8,000 TRAFFIC SUPPLIES & CONTRACT 8222 8224 ROADWAY PAINTS & BARS - 11,700 - 11,700 ROADWAY PAINTS & BARS 8224 8228 SIGNS AND SIGN MATERIALS 25,000 - 25,000 SIGNS AND SIGN MATERIALS 8228 8232 SIGN INSTALLATION MATRLS 20,000 - 20,000 SIGN INSTALLATION MATRLS 8232 82341NSCTCDES /HRBCDES /FNGCDES 6,000 - 6,000 INSCTCDES /HRBCDES /FNGCDES 8234 82351 PLANT MATERIALS/TURF RENOVATION 100,000 - 100,000 PLANT MATERIALSITURF RENOVATION 8235 8236 FERTILIZER/TOP SOIL /AMENDMENTS 20,000 - 20,000 FERTILIZER/TOP SOIL/AMENDMENTS 8236 8238 ASPHALT /CONCRETE MATERIALS 340,000 340,000 ASPHALT /CONCRETE MATERIALS 8238 8240 TOOLS, INSTRUMENTS, ETC 4,500 11,000 1,300 19,087 1,950 6,000 43,837 TOOLS, INSTRUMENTS, ETC 8240 8250 SPECIAL DEPT EXPENSE NOC 407,000 535,000 11,000 1,938 82,666 120,918 35,080 2,033,658 63,957 610,680 3,901,897 SPECIAL DEPT EXPENSE NOC 8250 8254 CITY GRANTS 25,000 40,000 65,000 CITY GRANTS 8254 8255 TUITION REIMBURSEMENT 95,500 - 95,500 TUITION REIMBURSEMENT 8255 8260 LIBRARY MATERIALS 30,300 619,740 - 650,040 LIBRARY MATERIALS 8260 8265 FIREWORKS 35,000 - 35,000 FIREWORKS 8265 8292 HAZARD MITIGATION - 180,406 180,406 HAZARD MITIGATION 8292 82951 IMPORTED WATER EXP -MWD - 4,859,026 4,859,026 IMPORTED WATER EXP -MWD 8295 8296 GROUNDWATER EXP - 3,984,198 3,984,198 GROUNDWATER EXP 8296 8297 RECLAIMED WATER EXP -OCWD - 121,600 121,600 RECLAIMED WATER EXP -OCWD 8297 8298 OTHER AGENCY FEES - 26,383 598,564 269,500 1,500 11,000 906,947 OTHER AGENCY FEES 8298 8301 STATION OPERATIONS 35,959 35,959 STATION OPERATIONS 8301 8303 WATER CNSERV EDU & PUB REL 100,000 100,000 WATER CNSERV EDU & PUB REL 8303 8310 HARDWARE /SOFTWARE OPERATIONS 1,080 5,200 2,000 766,500 3,000 8,000 2,220 2,500 810,000 1,600,500 HARDWARE /SOFTWARE OPERATIONS 8310 8318 IT ISF OPERATING /STRATEGIC CHARGES 519 70,975 68,677 107,493 84,693 436,088 117,834 298,091 375,433 305,599 241,657 309,971 193,956 125,412 2,736,398 IT ISF OPERATING /STRATEGIC CHARGES 8318 8319 IT STRATEGIC CHARGES 6,423 6,659 11,482 14,805 65,522 54,264 70,239 119,760 77,235 42,846 87,669 53,465 22,240 632,609 IT STRATEGIC CHARGES 8319 8330 SVC CHARGE - ADMINISTRATIVE 1,484,209 1,484,209 SVC CHARGE - ADMINISTRATIVE 8330 8340 GENERAL INSURANCE 5,475 65,736 16,673 25,985 44,855 861,519 497,321 131,313 954,375 222,668 111,054 40,853 90,404 3,068,231 GENERAL INSURANCE 8340 83711 RSS RESERVES 103,085 103,085 RSS RESERVES 8371 8511 CITY SCHOLARSHIP TRUST 5,000 5,000 CITY SCHOLARSHIP TRUST 8511 8551 CDBG 122,675 122,675 CDBG 8551 8621 BENEFITS & RECRUITING 128,500 128,500 BENEFITS & RECRUITING 8621 8638 EXCESS INSURANCE 335,000 61,886 396,886 EXCESS INSURANCE 8638 8656 ATTORNEY FEES /OUTSIDE COUNSEL 10,000 65,000 675,000 275,000 1,125,000 2,150,000 ATTORNEY FEES /OUTSIDE COUNSEL 8656 8706 AMBULANCE FEES 165,000 165,000 AMBULANCE FEES 8706 N/A WORKERS COMPENSATION 2,628,660 2,628,660 WORKERS' COMPENSATION N/A N/A GENERAL LIABILITY - - - 4,500 2,311,850 - 2,316,350 GENERAL LIABILITY N/A SUBTOTAL MAINT. & OPERATION 773,956 136,273 1,589,720 938,498 939,539 2,329,653 6,149,445 6,379,086 1,715,962 31,933,570 2,821,138 1,847,843 4,175,589 13,760,345 374,476 75,865,0921 SUBTOTAL MAINT & OPERATION 9000 OFFICE EQUIPMENT 2,000 5,000 5,000 1,000 7,000 1,250 2,000 9,500 32,750 OFFICE EQUIPMENT 9000 9005 PC REPLACE & SOFTWARE LICENSE 5,000 4,000 605,000 614,000 PC REPLACEMENT 9005 9010 COMPUTER EQUIPMENT 1,000 30,000 9,000 9,450 500 49,950 COMPUTER EQUIPMENT 9010 9020 FITNESS /PLAYGROUND EQUIPMENT 5,000 15,000 5,000 25,000 FITNESS /PLAYGROUND EQUIPMENT 9020 9100 ROLLING EQUIPMENT 2,265,400 2,265,400 ROLLING EQUIPMENT 9100 9102 CONTRACTED SET UP 3,000 3,000 CONTRACTED SET UP 9102 9106 EQUIPMENT RENOVATION 140,000 140,000 EQUIPMENT RENOVATION 9106 9200 SHOP EQUIP & COPIER PURCHASES 1,000 73,000 74,000 SHOP EQUIP & COPIER PURCHASES 9200 9300 EQUIPMENT, N.O.C. 440,000 2,694 227,466 56,000 13,500 3,500 196,500 525,538 1,465,198 EQUIPMENT,N.O.C. 9300 9311 HARDWARE > $10,000 305,822 305,822 HARDWARE > $10,000 9311 9400 OFFICE FURNITURE /FIXTURES 1,800 1,600 8,200 2,500 6,200 1,500 116,630 138,430 OFFICE FURNITURE/FIXTURES 9400 SUBTOTAL CAPITAL OUTLAY 1,800 - 2,000 5,000 6,600 446,000 7,694 242,466 39,200 75,500 24,950 2,000 27,450 3,590,722 642,168 5,113,553 SUBTOTAL CAPITAL OUTLAY DEBT SERVICE i - - - - - - - - - - - - - - 11,994,739 11,994,739 DEBTSERVICE TOTAL OPERATING EXPENSES 1,023,962 655,701 3,012,537 2,575,203 2,295,766 6,968,082 44,615,180 37,028,642 9,092,555 47,001,453 8,410,171 6,849,944 9,453,011 26,806,504 13,395,105 219,183,816 TOTAL OPERATING EXPENSES CAPITAL IMPROVEMENT PROJECTS I - - - - - - - - - - - - - - - 70,160,354 CAPITAL IMPROVEMENT PROJECTS TOTAL 1,023,962 655,701 3,012,537 2,575,203 2,295,766 6,968,082 44,615,180 37,028,642 9,092,555 47,001,453 8,410,171 6,849,944 9,453,011 26,806,504 13,395,105 289,344,170 35 Qz rrq 0 Q Q g g 9 �1 cm SUMMARY OF ESTIMATED 2012 -13 YEAR END FUND BALANCES 25,833,830 152,559,870 6,441,988 - Estimated Estimated Estimated Actual Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance 'und /Account 2011 -12 2012 -13 In Out 2012 -13 2012 -13 2012 -13 General Fund Nonspendable Reserve for Inventories Reserve for Long term receivables Reserve for Prepaid Items Restricted Affordable Housing Reserve Hoag Circulation Improvements Park In Lieu Fees Committed Contingency Reserve Reserve for Facilities Replacement Plan Senior Citizen Site Senior Fitness Center Off Street Parking Paramedic Program Recreation Instruction Reserve Recreation Facilities Reserve Senior Services Facilities Reserve In Lieu Parking Fees Neighborhood Enhancement Res. A Neighborhood Enhancement Res. B Oceanfront Encroachment Cable Franchise START Video Encumbrances Capital Reappropriations (CIP Rebudget) City Manager Assignments Reserve for PERS Rate Changes Fair Value Adjustment Assignments Unassigned TOTAL Ackerman Donation Fund Appropriations Reserve Appropriations Reserve - Scholarship Appropriations Reserve - Hi Tech Perm Scholarship Endowment Reserve Perm Equipment Endowment Reserve Fair Value Adj. Reserve Reserve for Encumbrance CDBG Fund Appropriations Reserve Reserve for Encumbrance AQMD Fund Appropriations Reserve Fair Value Adj. Reserve Reserve for Encumbrance Asset Forfeiture Fund Appropriations Reserve Fair Value Adj. Reserve Reserve for Encumbrances OTS Grant Fund Reserve for Encumbrances SLESF - COPS Fund Appropriations Reserve Fair Value Adj. Reserve Justice Assistance Grant (formerly LLEBG) Appropriations Reserve Fair Value Adj. Reserve State Gas Tax Fund Appropriations Reserve Appropriations Reserve (CIP rebudget) Fair Value Adj. Reserve Reserve for Encumbrances Prop 1 B Transportation Fund Appropriations Reserve Fair Value Adj. Reserve Reserve for Encumbrances Traffic Congestion Relief Fund Appropriations Reserve Fair Value Adj. Reserve Reserve for Encumbrances - 163,078,679 21,757,009 25,833,830 152,559,870 6,441,988 - 217,771 - - - - - 217,771 7,350,953 - 2,796,955 471,250 - - 9,676,658 137,984 - - - - - 137,984 2,128,289 - 615,513 - - - 2,743,802 134,760 - - - - - 134,760 917,589 - - - - - 917,589 21,582,798 - 551,977 - - - 22,134,775 23,790 - - 23,790 - - - 23,567 - 23,500 - - - 47,067 - - 7,500 7,500 - - - 479,366 - - 42,192 - - 437,174 451,710 - 19,900 - - - 471,610 15,626 - 13,000 - - - 28,626 6,754 28,790 35,544 - - 67,000 67,000 - - - 297,612 - 56,169 - - 1,000 352,781 (863,449) - 449,785 - - 3,329 (416,993) 548,448 - 180,000 - - - 728,448 1,514,574 - 260,000 1,460,385 - - 314,189 386,607 - 3,850 - - - 390,457 3,572,662 - - 3,572,662 - - - 603,167 - 1,843,417 603,167 - - 1,843,417 5,000,000 - - - - - 5,000,000 246,118 - - 246,118 - - - - 13,582,180 - 250,000 13,482,180 - - 21,433,482 21,433,482 79,792,358 163,078,679 28,924,365 45,810,074 152,559,870 6,446,317 66,979,141 121,767 5,950 6,656 - 5,000 38,107 - - - - 32,566 - - - - 261,203 - - - - 719,832 - - - - 6,656 - - 6,656 - 416,000 - - 334,363 568,961 103,077 2,379 - 10,500 2,379 2,379 1,148,903 - 28,237 - 272,953 5,284 - - 5,284 - 22,953 - - 22,953 - (22,339) 323,996 - - 323,996 - 138,222 - - 100,000 (287) 326 287 326 8,139 3,102,657 2,203,186 2,491,604 2,052,552 - 4,050,350 30,560 - 408,492 - - 692,224 37 129,373 38,107 32,566 261,203 719,832 100,000 (18,363) 663,917 904,187 (22,339) 38,222 39 (39) 8,139 4,050,350 - 790,792 2,956,305 2,052,552 - - - 30,560 - - 4,050,350 408,492 - - - 692,224 �Gj l� Q QZ SUMMARY OF ESTIMATED 2012 -13 YEAR END FUND BALANCES Measure M Fund - Estimated Estimated Estimated Actual Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance Fund l Account 2011 -12 2012 -13 In Out 2012 -13 201213 2012 -13 1,202,573 Measure M Fund - 2,118,445 537,930 Turnback 1,453,802 - - Turnback Fair Value Adj. Reserve 18,235 - - TurnbackEncumbrances 621,338 - - Competitive (2,788,322) 2,699,250 Measure M 2 - 1,586,209 1,586,209 Appropriations Reserve (CIP rebudget) 3,339,784 - - Campretive Encumbrances 95,140 - - Competitive Fair Value Adj. Reserve 7,389 - 7,389 Tide and Submerged Land Operating Fund - 21,500 - 1,061,348 Appropriation Reserve - 10,777,908 - Fair Value Adj. Reserve 42,116 - - Capital Reappropriations (CIP Rebudget) 584,636 - - Reserve for Encumbrances 434,596 - 434,596 Upper Bay Reserve 228,820 - 85,000 Oil and Gas 400,000 - rr vl1 Tide and Submerged Land Harbor Capital Fund - - 7�1f Appropriation Reserve (7,339,658) 1,538,000 - Fair Value Adj. Reserve - - 100,000 Capital Reappropriations (CIP Rebudget) 100,000 = - Reserve for Encumbrances 359,955 - - 1,752,898 - - 998,335 Contributions Fund 18,200 - - Misc. Cooperative Projects (3,020,791) 2,072,778 Bristol Street Relinquishment 371,571 - - Bristol St. Fair Value Adj. Reserve 2,184 - 3,972,524 PCH Relinquishment 3,972,524 - - PCH Relinquishment Fair Value Adj. Reserve 22,022 - - Environmental Contributions (2,410,125) 496,834 vU Environmental Fair Value Adj. Reserve - - - Appropriations Reserve (CIP rebudget) 1,962,D00 - - Reserve for Encumbrances 1,163,768 - 656,069 Circulation and Transportation Fund - 9,053 - Appropriations Reserve (1,523,037) 1,528,646 168,900 Fair Value Adj. Reserve 9,053 - - Appropriations Reserve (CIP rebudget) 168,900 - - Reserve for Encumbrances 967,169 - 580,050 Building Excise Tax Fund - 3,215 - Appropriations Reserve 645,093 348,077 - Fair Value Adj. Reserve 3,215 - 22,444 Appropnations Reserve (CIP rebudget) - - 4,699,570 Reserve for Encumbrances - - - Environmental Liability Fund 40,077 1,254,000 - Appropriation Reserve 4,325,279 522,933 40,077 Fair Value Adj. Reserve 22,444 - 1,200,000 Reserve for Encumbrances - - - Newport Annexation Funds Receipt Fund 5,959,923 54,000 Fair Value Adj. Reserve- Receipt 40,077 - Allocation Fund - - Fair Value Adj. Reserve - Allocation - - Building Fund - - Fair Value Adj. Reserve- Building - - ReserveforEncumbrances- Building - - Debt Service Fund 1,202,573 - - 2,118,445 537,930 - 18,235 - - - - 621,338 - - - 2,879,313 - - 3,363,978 (573,737) Appropriation Reserve 2,179,415 24,000 1,586,209 - 3,339,784 - - - - 95,140 - - - - 7,389 - - 21,500 - 1,061,348 8,208,558 2,693,359 937,339 - - 42,116 - - - 1,295,000 584,636 - - 1,295,000 - 434,596 - - - 85,000 - - - 313,820 40,000 - - - 440,000 459,955 300,000 - 4,036,505 (9,678,208) 300,000 100,000 - - 300,000 - 359,955 - - - 1,752,898 - - 998,335 (193,450) 18,200 - - 388,200 1,571 637,330 5,553 2,184 - - - - 3,972,524 Manna Park (2,213,002) - - 22,022 1,354,670 - - 1,695,428 (2,254,049) - 1,962,000 - - - - 1,163,768 - - - 1,145,122 267,500 - 656,069 27,162 - 9,053 - - - 168,900 - 967,169 - - - 3,215 324,950 - 580,050 91,385 - 3,215 - - - 324,950 - - - 324,950 22,444 - 171,086 - 4,699,570 - 22,444 - - - 40,077 1,254,000 - - 4,800,000 - 40,077 - - - 1,200,000 - 1,200,000 - - Appropriation Reserve 2,532,561 2,425,095 8,054,820 - 10,631,267 - 2,381,209 Reserve for Debt Service - - - - - - - Assessment District Projects Appropriation Reserve 2,179,415 24,000 497,021 - - - 2,700,436 Reserve for Encumbrances 475,521 - - 475,521 - - - FairValueAdj.Reserve 21,500 - - 21,500 - - - Facilities Financing Plan Fund Appropriations Reserve 32,951,505 3,764,299 15,417,866 25,817,434 - - 26,316,236 Fair Value Adj. Reserve 198,220 - - 198,220 - - - Major Facilities Replacement Civic Center (13,466,703) 99,693 65,867,089 - - 53,768,035 (1,267,956) Appropriations Reserve (CIP rebudget) 2,316,717 - 2,316,717 - Reserve for Encumbrances- Civic Center 48,100,417 - - 48,100,417 - - - Reserve for Prepaid items 642,883 637,330 5,553 37,593,314 99,693 65,867,089 51,054,464 - 53,768,035 (1,262,403) Manna Park (2,213,002) - - - - 3,374,440 (5,587,442) Sunset Ridge Park (1,528,537) - - - - 562,179 (2,090,716) Police Facility (2,175) - 2,175 - - - - RE SUMMARY OF ESTIMATED 2012 -13 YEAR END FUND BALANCES - - - Estimated Estimated Estimated Actual Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance Fund l Account 2011 -12 2012 -13 In Out 2012 -13 2012 -13 2012 -13 Lifeguard Headquarters (30,179) - - - - 266,090 (296,269) Strategic Planning (105,665) - - - - 6,734 (112,399) City Hall Reuse - - - - - - - West N.NewportLand Purchase - - 4,308,199 - - - 4,308,199 Appropriations Reserve (CIP rebudget) - - - Reserve for Encumbrances - - - - - - - CIOSA Fund Appropriation Reserve - - 187,500 - 137,500 - 50,000 Fair Value Adj. Reserve - - - - - - - Reserve for Encumbrances - - - - - - - Back Bay Science Center Fund - - Appropriation Reserve (125,421) - 125,421 - - - Reserve for Encumbrances - - - - - Misc. SAH Projects Fund Appropriation Reserve (1,244,540) 1,450,517 1,189,805 - - 1,360,806 34,976 Appropriations Reserve (CIP rebudget) 1,170,800 - 1,170,800 - Reserve for Encumbrances 19,005 - - 19,005 - - - Facilities Maintenance Fund - - 1,000,000 - - - 1,000,000 Appropriation Reserve - - - - - - - Reserve for Encumbrance - - - - - - - Newport Bay Dredging Fund - - - - - - Permanent Endowment 3,857,000 - - - - - 3,857,000 Appropriation Reserve 998,234 34,185 26,916 - - - 1,059,335 Fair Value Adj. Reserve 26,916 - - 26,916 - - - Insurance Reserve Fund Workers' Compensation Reserve 16,629,113 2,824,802 841,620 - 2,793,660 - 17,501,875 Liability Reserve 6,583,462 3,187,313 32,005 1,764,747 3,034,850 - 5,003,183 Fair Value Adj. Reserve 122,249 - - 122,249 - - - Retiree Medical Fund Operating Fund 5,054 6,099,300 4,551,000 - 6,698,000 - 3,957,354 Conversion Fund - - - - - - - FairValueAdj.Reserve - - - - - - - Compensated Absence Fund - - - - - - - Appropriation Reserve 1;713,604 2,258,909 1,023,434 - 1,964,100 - 3,031,847 Fair Value Adj. Reserve 10,063 - - 10,063 - - - Information Technology Fund Appropriation Reserve 1,446,329 4,964,193 5,556,455 - 6,156,696 - 5,810,281 Fair Value Adj. Reserve 4,640 - - 4,640 - - - Equipment Fund Equipment Maintenance - 2,014,257 - - 1,903,339 - 110,918 Equipment Replacement - All Other 17,796,708 3,229,038 153,029 5,000,000 4,511,694 - 11,667,081 Equipment Replacement - PD 3,393,096 614,950 23,342 - 431,629 - 3,599,759 800 MHz Equipment - - 1,000,000 - - - 1,000,000 Fair Value Adj. Reserve 112,875 - - 112,875 - - - Reserve for Encumbrances 63,496 - - 63,496 - - - Water Enterprise Fund Stabilization & Contingency Reserve 6,538,243 24,973,034 222,401 3,871,512 18,529,134 - 9,333,032 Infrastructure Replacement Reserve 2,783,882 - 7,517,111 9,000 - 13,027,668 (2,735,675) Appropriations Reserve (CIP rebudget) 2,890,766 - - 2,890,766 - - - FairValueAdj.Reserve 45,551 - - 45,551 - - - Reserve for Encumbrances 922,683 922,683 13,181,125 24,973,034 7,739,512 7,739,512 18,529,134 13,027,668 6,597,357 Wastewater Enterprise Fund Stabilization & Contingency Reserve 4,477,611 3,230,030 147,025 517,500 3,063,484 30,973 4,242,709 Infrastructure Replacement Reserve (3,541,195) - 1,055,657 - - 281,272 (2,766,810) Appropriations Reserve (CIP rebudget) 493,900 - - 493,900 - - - FairValueAdj.Reserve 22,145 - - 22,145 - - - ReserveforEncumbrances 169,137 169,137 1,621,598 3,230,030 1,202,682 1,202,682 3,063,484 312,245 1,475,899 TOTAL 237,989,875 249,787,722 167,488,573 167,488,573 217,526,480 95,681,879 174,569,239 39 le.l O 0, r IN H U CQ CL G SUMMARY OF ESTIMATED 2013.14 YEAR END FUND BALANCES - 23,500 Adopted Adopted Estimated Adopted Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance Fund /Account 2012 -13 2013 -14 In Out 2013 -14 2013 -14 2013 -14 General Fund Nonspendable Reserve for Inventories Reserve for Long term receivables Reserve for Prepaid Items Restricted Affordable Housing Reserve Hoag Circulation Improvements Park In Lieu Fees Committed Contingency Reserve Reserve for Facilities Replacement Plan Senior Citizen Site Senior Fitness Center Off Street Parking Paramedic Program Recreation Instruction Reserve Recreation Facilities Reserve Senior Services Facilities Reserve In Lieu Parking Fees Neighborhood Enhancement Res. A Neighborhood Enhancement Res. B Oceanfront Encroachment Cable Franchise START Video Encumbrances Capital Reappropriations (CIP Rebudget) City Manager Assignments Reserve for PERS Rate Changes Fair Value Adjustment Assignments Unassigned TOTAL Ackerman Donation Fund Appropriations Reserve Appropriations Reserve - Scholarship Appropriations Reserve - Hi Tech Perm Scholarship Endowment Reserve Perm Equipment Endowment Reserve Fair Value Adj. Reserve Reserve for Encumbrance CDBG Fund Appropriations Reserve Reserve for Encumbrance AOMD Fund Appropriations Reserve Fair Value Adj. Reserve Reserve for Encumbrance OTS Grant Fund Reserve for Encumbrances Asset Forfeiture Fund Appropriations Reserve Fair Value Adj. Reserve Reserve for Encumbrances SLESF - COPS Fund Justice Assistance Grant (formerly LLEBG) Appropriations Reserve Fair Value Adj. Reserve State Gas Tax Fund Appropriations Reserve Capital Reappropriations (CIP Rebudget) Fair Value Adj. Reserve Reserve for Encumbrances Measure M Fund Turnback Tumback Fair Value Adj, Reserve Turnback Encumbrances Measure M 2 Capital Reappropriations (CIP Rebudget) Competitive Competitive Encumbrances - 166,042,691 10,538,364 13,339,152 155,432,818 217,771 - - - - 9,676,658 - - - - 137,984 - - - 2,743,802 - 1,702,825 - - 134,760 - - - - 917,589 - - 917,589 22,134,775 - 1,180,148 - - 7,562,622 246,463 217,771 9,676,658 137,984 4,446,627 134,760 23,314,923 47,067 - 23,500 - - - 70,567 - - 7,500 - - - 7,500 437,174 - - 43,200 - - 393,974 471,610 - 65,000 - - - 536,610 28,626 - 12,300 - - - 40,926 35,544 - 5,000 - 40,544 - - 44,000 - - - 44,000 352,781 - 60,301 - - - 413,082 (416,993) - 517,578 - - - 100,585 728,448 - 211,000 - - - 939,448 314,189 - 260,D00 - - - 574,189 390,457 - - - - - 390,457 1,843,417 - - 1,843,417 - - - 5,000,000 - - 708,665 - - 4,291,335 350,000 - - - - - 350,000 21,433,482 21,433,482 66,979,141 166,042,691 14,627,516 16,852,023 155,432,818 7,562,622 67,801,885 129,373 4,744 - - - - 134,117 38,107 - - - 5,000 - 33,107 32,566 - - - - - 32,566 261,203 - - - - - 261,203 719,832 - - - - - 719,832 (18,363) 350,669 - - 327,397 - 4,909 663,917 2,882 - - 10,500 - 656,299 (22,339) 46,250 - - - - 23,911 904,187 - - - 400,220 - 503,967 38,222 138,222 - - 138,222 - 38,222 8,139 - - - - - 8,139 2,956,305 2,538,030 4,050,350 - - 6,418,350 3,126,335 4,050,350 - - 4,050,350 - - - 537,930 - - - - - 537,930 1,586,209 1,515,405 - - - 2,425,200 676,414 (573,737) 1,276,122 - - - 4,338,776 (3,636,391) ER SUMMARY OF ESTIMATED 2013 -14 YEAR END FUND BALANCES Adopted Adopted Estimated Adopted Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance Fund l Account 2012 -13 2013 -14 In Out 2013 -14 2013 -14 2013 -14 Tide and Submerged Land Operating Fund (4,241,238) - - - Appropriation Reserve - 12,074,786 Fair Value Adj. Reserve - - Capital Reappropriations (CIP Rebudget) 1,295,000 - Reserve for Encumbrances - - UpperBayReserve 313,820 - Oil and Gas 440,000 - Tide and Submerged Land Harbor Capital Fund - - Appropriation Reserve (9,678,208) 1,205,748 Fair Value Adj. Reserve - - Capital Reappropriations (CIP Rebudget) 300,000 - Reserve for Encumbrances - - Contribulions Fund 329,240 QZ Misc. Cooperative Projects (193,450) 1,703,786 Bristol Street Relinquishment 1,571 - Brislol SL Fair Value Adj. Reserve 2,184 - PCH Relinquishment 3,972,524 - PCH Relinquishment Fair Value Adj. Reserve 22,022 - Environmental Contributions (2,254,049) - CapitalReapproprialions(CIP Rebudget) - - ReserveforEncumbrances - - Circulation and Transportation Fund - CdM Fire Station Rebuild Appropriations Reserve 27,162 373,024 Fair Value Adj. Reserve - - Capital Reappropriations (CIP Rebudget) - - ReserveforEncumbrances - - Building Excise Tax Fund - Appropriations Reserve 91,385 237,855 Fair Value Adj. Reserve - - Capital Reappropriations (CIP Rebudget) 324,950 - ReserveforEncumbrances - - Environmental Liability Fund Appropriation Reserve 4,699,570 518,202 Fair Value Adj. Reserve - - Reserve for Encumbrances - - Newport Annexation Funds Receipt Fund 4,800,000 29,211 Fair Value Adj. Reserve - Receipt - - Allocation Fund - - Fair Value Adj. Reserve - Allocation - - Building Fund - - Fair Value Adj. Reserve - Building - - ReserveforEncumbrances- Building - - Debt Service Fund Appropriation Reserve 2,381,209 2,406,081 Reserve for Debt Service - - Assessment District Projects Appropriation Reserve 2,700,436 4,457 Reserve for Encumbrances - - Fair Value Adj. Reserve - - Facilities Financing Plan Fund 1,295,000 7,834,082 1,295,000 85,000 40,000 300,000 300,000 2,534,704 3,001,000 266,512 324,950 324,950 176,886 1,254,000 - 1,200,000 8,054,820 Appropriations Reserve 26,316,236 27,119,205 8,917,589 43,775,525 1,200,000 10,601,017 398,820 480,000 300,000 (8,472,460) 5,751,574 (4,241,238) - - - - - 1,571 Major Facilities Replacement 2,184 QIZ 1,500,000 2,472,524 (1,267,956) - 4,005,553 - 22,022 G] 79,000 (2,333,049) - - - - - - Reserve for Encumbrances -Civic Center - - - - - - 580,000 (446,326) 5,553 5,553 (1,262,403) - 4,005,553 5,553 - 7,724,708 (4,987,111) Qry 324,950 329,240 QZ 5,040,886 3,575,211 2,241,093 2,704,893 18,577,505 Fair Value Adj. Reserve - - - - - - - Major Facilities Replacement Civic Center (1,267,956) - 4,005,553 - - 7,724,708 (4,987,111) Capital Reappropriations (CIP Rebudget) - - - - - - - Reserve for Encumbrances -Civic Center - - - - - - - Reserve for Prepaid Items 5,553 5,553 (1,262,403) - 4,005,553 5,553 - 7,724,708 (4,987,111) Marina Park (5,587,442) - 20,000,000 - - 15,100,930 (688,372) Sunset Ridge Park (2,090,716) - 9,000,000 - - 8,769,000 (1,859,716) Police Facility - - - - - - - Lifeguard Headquarters (296,269) - 1,680,269 - - 1,384,000 Strategic Planning (112,399) - 300,000 - - 187,601 - City Hall Reuse - - CdM Fire Station Rebuild - - 250,000 - - 250,000 - WestN.Newport LandPurchase 4,308,199 - - - - - 4,308,199 15th Street Reslroom Complex (Design) - - - - - - - 41 H W CQ CL G H SUMMARY OF ESTIMATED 2013 -14 YEAR END FUND BALANCES Adopted Adopted Estimated Adopted Budget Capital Year End Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance Fund l Account 2012 -13 2013 -14 In Out 2013 -14 2013 -14 2013 -14 Big Canyon Reservior Auxiliary Maini Yard - - - - - 750,000 (750,000) Capital Reapproprialions (CIP Rebudget) - - - - - - - ReserveforEncumbrances - - - - - - - Facilities Maintenance Fund 1,000,000 - 250,000 - - 150,000 1,100,000 Appropriation Reserve - - - - - - - Reserve for Encumbrance - - - - - - - Public Arts & Culture - - 390,436 - - 100,000 290,436 CIOSA Fund Appropriation Reserve 50,000 - 186,512 - - - 236,512 Fair Value Adj. Reserve - - - - - - - Reserve for Encumbrances - - - - - - - Back Bay Science Center Fund Appropriation Reserve - - - - - - - Reserve for Encumbrances - - - - - - - Misc. SAH Projects Fund Appropriation Reserve 34,976 - - - - 153,758 (118,782) Capital Reapproprialions (CIP Rebudget) - - - - - - - Newport Bay Dredging Fund Permanent Endowment 3,857,000 - - - - 3,857,000 Appropriation Reserve 1,059,335 34,414 - - - 1,093,749 Fair Value Adj. Reserve - - - - - - Insurance Reserve Fund Workers'Compensation Reserve 17,501,875 2,785,451 - - 2,838,660 - 17,448,666 Liability Reserve 5,003,183 3,147,343 - - 3,561,850 - 4,588,676 Fair Value Adj. Reserve - - - - - - - Retiree Medical Fund Operating Fund 3,957,354 6,353,000 - - 3,232,000 - 7,078,354 Conversion Fund - - - - - - - Fair Value Adj. Reserve - - - - - - - Compensated Absence Fund Appropriation Reserve 3,031,847 2,263,569 - - 2,670,050 - 2,625,366 Fair Value Adj. Reserve - - - - - - - Information Technology Fund Appropriation Reserve 5,810,281 3,369,007 2,000,000 - 9,693,473 - 1,485,815 Fair Value Adj. Reserve - - - - - - - Equipment Fund Equipment Maintenance 110,918 2,005,916 - - 2,015,571 - 101,263 Equipment Replacement - All Other 11,667,081 3,921,109 - 2,000,000 1,530,200 - 12,057,990 Equipment Replacement - PD 3,599,759 607,582 - - 1,264,700 - 2,942,641 800 MHz Equipment 1,000,000 - 1,000,000 - 393,541 - 1,606,459 Fair Value Adj. Reserve - 400,664 - - - - 400,664 Reserve for Encumbrances - - - - - - - Water Enterprise Fund Stabilization & Contingency Reserve 9,333,032 27,534,028 330,000 4,016,330 19,281,097 980,000 12,919,633 Infrastructure Replacement Reserve (2,735,675) - 4,238,530 - - 1,757,000 (254,145) Fair Value Adj. Reserve - - - 552,200 - - (552,200) Reserve for Encumbrances 6,597,357 27,534,028 4,568,530 4,568,530 19,281,097 2,737,000 12,113,288 Wastewater Enterprise Fund Stabilization Reserve 4,242,709 3,344,685 - 535,613 2,845,911 - 4,205,870 Future Infrastructure Reserve (2,766,810) - 958,593 - - 571,885 (2,380,102) Fair Value Adj, Reserve - - - 422,980 - - (422,980) Reserve for Encumbrances 1,475,899 3,344,685 958,593 958,593 2,845,911 571,885 1,402,788 TOTAL 174,569,239 273,354,141 83,485,118 83,485,118 220,153,817 70,160,354 157,609,208 42 DEPARTMENT BUDGETS City Council Mission Statement .. o protect and enhance Newport Beach's unique quality of life for the full enjoyment of its residents, visitors and business owners and to direct the efficient and effective delivery of municipal services. Overview Newport Beach is a charter city with a Council- Manager form of government. Unlike a general law city that only has certain powers granted by the state, a city governed by a voter - approved charter establishes its own powers and authorities. The seven members of the Newport Beach City Council each represent and reside in one of seven districts, but they are elected at -large by all of the city's registered voters and therefore serve a broader constituency. While being a City Council member is considered a part -time job, the actual time commitment can be significant. In addition to City Council meetings and study sessions, Council Members hold special committee assignments, meet frequently with city staff, local residents and business owners to discuss issues and projects, and regularly attend a variety of community events. Per the City's charter, the City Council hires three people: the City Manager, the City Clerk and the City Attorney. The City Manager oversees the hiring and management of the rest of the staff. While it is the City Council's responsibility to enact policy, it is the City Manager's job to implement it. Goals In Newport Beach, the City Council reviews and approves three tools that are critical to implementing policy —the City's yearly budget, the quarterly business report and the various goals and priorities that the Council sets. In 2013, the Council chose to continue to focus its annual goals and priorities on items that are important to sustaining the quality of life in and economic viability of Newport Beach.These included: • Extending the neighborhood - friendly protections at John Wayne Airport. • Investing in infrastructure that revitalizes neighborhoods. • Establishing long -term sources of funding for tidelands capital efforts. • Continuing to right -size the City organization without compromising services. • Adding to the community's arts and cultural values and institutions. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Mayor Councilmember 0.01 0.06 0.01 0.06 0.01 0.06 0.01 0.06 Total Budgeted Staffing 0.07 0.07 0.07 0.07 Total City Council Department Costs: 45 Q q �J MCI R Ful Q C1 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 219,101 $ 171,755 $ 243,710 $ 248,206 Maintenance and Operations $ 919,653 $ 865,046 $ 758,266 $ 773,956 Capital Equipment $ - $ 19 $ 1,800 $ 1,800 Total $ 1,138,753 $ 1,036,820 $ 1,003,776 $ 1,023,962 45 Q q �J MCI R Ful Q C1 City Clerk Mission Statement To provide service to the Mayor and City Council, City Manager, City Departments and the public in a courteous, timely and efficient manner while remaining neutral and impartial. To improve the administration of the affairs of the City Clerk's Office consistent with applicable laws and through sound management practices to provide easier access to local government and fulfill our responsibility to the residents of Newport Beach. Department Overview The City Clerk's Office provides service and support to the Mayor, City Council, City Manager and administrative departments, as well as the public. As the office of record, the City Clerk has responsibility for maintaining the official records of City Council actions in accordance with the legal requirements for public meetings and execution of all minutes, ordinances, resolutions and contracts. Services to the public include assistance with understanding and participating in the decision and policy making process, assistance with research and retrieval of information and public documents, notary services and day to day inquiries. Goals • Increase ease of access to City records, enhance transparency and create a more paperless environment through the implementation of a new records management system (Laserfiche) and an agenda management workflow system. • Provide continued support to staff and improve various City processes, e.g. Board, Commission and Committees, and the agenda packet process • Update the City's Records Retention schedule and process. Workload Indicators Actual Actual Actual Projected Council Meetings, Regular 23 20 22 22 Council Meetings, Special or Adjourned 24 20 22 23 Resolutions adopted 153 110 126 120 Ordinances adopted 32 35 22 25 Claims /Summons and Complaints processed 136 85 100 100 Contracts /Agreements processed 400 500 470 500 Notices of Completion /Release Bonds 24 22 23 25 Documents process to Orange County Recorder 38 25 45 30 Passports processed 425 345 250 0 Public Records Act requests processed 0 90 ** 290 300 FPPC Form management 285 314 370 370 Notaries 127 165 180 200 BID Openings 0 0 20 * ** 20 Department of State approved Passport Services transition from the City Clerk's Office to Library Services during for the upcoming FY. Effective January 2012 (pursuant Council Policy E -1). Prior to FY 12/13 this workload indicator was not tracked. Budget Overview 2013 -2014 ($655,701) ■Salaries - $347,631 (53 %) []Benefits - $171,797 (26 %) O Advertising /Publications /General Liability - $14,125 (2 %) 2% O Supplies /Maintenance - $100,458 (15 %) ■ Prof/Tech Services - $17,590 (3 %) OTravel /Meetings- $4,100 (1 %) Total City Clerk Department Costs: 47 Q q Q 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 314,269 $ 465,362 $ 461,567 $ 519,428 Maintenance and Operations $ 74,629 $ 116,726 $ 163,383 $ 131,273 Capital Equipment $ - $ 269 $ - $ - Total $ 388,898 $ 582,357 $ 624,950 $ 650,701 Elections $ 64,623 $ 1,144 $ 100,000 $ 5,000 Total $ 453,521 $ 583,502 $ 724,950 $ 655,701 47 Q q Q Core Functions: • Prepare, publish and notice agendas and documents for City Council meetings. Record and maintain the proceedings of the City Council meetings. Maintain the document imaging system in order to reduce staff time in searching, retrieving and copying records, as well as providing storage for permanent records. Provide staff and the residents with online access to the Newport Beach Municipal Code; Council Policy Manual; Boards, Commissions and Committees Manual; applications and vacancy notices for Boards and Commissions; and City Council agendas, minutes and staff reports. Maintain the Appointive List for Boards and Commissions as required under the Maddy Appointive List Act. Process legal publications, postings and notices. Ensure accurate codification of City- adopted ordinances. Work Plan: • Continue efforts to reduce hard -copy agenda packets, make available on the website and assist residents with the location of such documents. • Promote the use of electronics in lieu of paper. ME Assist with the implementation of various software for the new Civic Center, including a Council Chambers voting system and agenda management system. Transition from the previous records management software with the updated Laserfiche software. Ensure transition is quality assured and provide necessary assistance to staff and the public. Preserve permanent records in a newly improved vault. Continue to update and improve documenta- tion provided on the City's website. Make documents better attainable using the new records management software. Revise pursuant to the MaddyAct and continue to issue updates as they occur. Continue to follow publication and posting requirements in accordance with State mandates, and make this information available on the City's webpage. Work with City staff in the preparation and timing of notices for publication. Work closely with the City's codifier to ensure an accurate Newport Beach Municipal Code. • Act as Filing Officer for the Political Reform • Notify and follow up with all Form 400 and Form Act of 1974 regulations (Campaign Disclosure 700 filers of their filing obligations pursuant to Forms and Statements of Economic Interest.) FPPC regulations. • Receive and open bids for City projects. • Work with City departments to schedule City Clerk bid openings and have appropriate staff in 1.0 attendance during the openings to answer any Department Assistant + 7.5% questions. • Accept and transmit Claims for damages, and • Process in a timely manner and maintain the Summons and Complaints against the City. official Claims log for the City. 4.0 • Provide the public, Risk Management and our Third Party Administrator with requests and necessary information. • Serve as the City's Election Official and receive • Comply with all laws and regulations related to petitions relating to initiatives, referendums or the conduct of elections. recalls. • Administer oaths, affirmations and acknowl- • Continue to administer the Oath or Affirmation edgements. to new officials. • Receive and transmit Public Records Act • Consistent with City Council Policy E -1, assist requests. the public and staff on all requests. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Administrative Assistant - 1.0 1.0 1.0 Assistant City Clerk 2.0 1.0 1.0 1.0 City Clerk 1.0 1.0 1.0 1.0 Department Assistant + 7.5% - 1.0 1.0 1.0 Total Budgeted Staffing 3.0 4.0 4.0 4.0 .• U p q �J Q Q G1 City Manager Mission Statement e one of the best cities in the nation, with great amenities, strong services, a high -level community involvement and transparent government. Department Overview The City of Newport Beach operates under a Council- Manager form of government. The elected seven - member City Council appoints the city manager to provide executive leadership and oversee the day -to -day business of the City government. The city manager is responsible for implementing City Council policies, directing City departments and operations, and developing and managing the City's capital and operating budgets. The City Manager's Office includes the public information office, economic development and information technology divisions. Key Department Programs • City Management • Public Information Goals Economic Development • Information Technology • Provide leadership and strategic direction to the City's nine operating departments; • Maintain strong fiscal accountability and transparency of public funds and resources; • Provide direction and oversight to the development and execution of the City's annual budget and Capital Improvement Program; • Effectively communicate with the public. • Develop an information technology infrastructure and provide top quality IT support to help the City become a streamlined and efficient organization. 50 Total City Manager Office Costs: 2010 -11 2011 -12A 2012 -13- FY 2011 -12 2013 -14• Actual Actual Estimated 1.0 Proposed Salaries and Benefits $ 2,265,711 $ 1,378,089 $ 1,456,188 $ 1,420,817 Maintenance and Operations $ 901,498 $ 494,829 $ 1,172,323 $ 1,589,720 Capital Equipment $ 23,056 $ 7 $ 2,000 $ 2,000 IT Internal Service Fund $ - $ 4,689,104 $ 5,294,783 $ 9,693,473 Total $ 3,190,265 $ 6,562,029 $ 7,925,294 $ 12,706,010 Parking Lots Division was transferred to the Revenue Division in FY 2010 -11. - Deputy City Manager - A Code & Water Quality Enforcement and Harbor Resources Divisions were transferred to the Community 0.5 Executive Assistant to the City Manager Development and Public Works Departments in FY 2011 -12. 1.0 1.0 1.0 - Police Department Information Technology functions moved to the Police Department budget in FY 12 -13. • Expenditures for the City's new ERP system and CAD /RMS systems were budgeted for FY 14. - - Programs City Management The executive staff, led by the City Manager, is responsible for the implementation of Council goals, oversight of day -to -day City operations and delivering a balanced budget.The City Manager continues to work on modernizing the City's organizational structure to improve efficiency and customer service and to reduce operational costs and long -term financial obligations. Key objectives for this year include completing the JWA settlement extension process, implementing the classification and compensation study, completing infrastructure investment projects in a timely and efficient way, continuing to improve the City's information technology infrastructure and researching and studying alternative Fire / EMS models. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Administrative Assistant to Assistant City Manager 1.0 1.0 1.0 1.0 Assistant City Manager 2.0 1.0 1.0 1.0 Assistant to the City Manager - 1.0 1.0 - City Manager 1.0 1.0 1.0 1.0 Department Assistant + 7.5% 1.0 - - - Deputy City Manager - - - 0.5 Executive Assistant to the City Manager 1.0 1.0 1.0 1.0 IT Manager - - - 0.5 Total Budgeted Staffing 6.0 5.0 5.0 5.0 51 Q q �J Q Q G1 Public Information Office Intended Outcome: To effectively share information about City policies and programs and facilitate communication between the City of Newport Beach and its residents, businesses and visitors. Core Functions: Provide community outreach, media relations and public relations assistance to City departments to facilitate communication with the community and identify potential issues. • Provide information, both proactively and in response to inquiries, to members of the news media. • Encourage citizen engagement by using interactive communication tools and techniques to share information and gather feedback. Facebook - cityofnewportbeach Twitter - @newportbeachgov iouYouTube - newportbeachgov Budgeted Staffing: Work Plan: • Complete annual update of the division's strategic communication plan to incorporate new resources and technologies. • Complete changes and updates to the City's NBTV programming and use of video to more effectively communicate information related to the Council's goals and City programs and projects. • Develop a communication and tour program to convey information about the Civic Center's features, services and architecture. Develop web content, print materials, social media messages and videos focused on City projects, programs and issues. Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Production Assistant 2.31 - 2.45 - Public Information Specialist Public Information Manager 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Total Budgeted Staffing 4.31 2.0 4.5 2.0 Total Public Information Office Program Costs: 52 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 298,112 $ 389,723 $ 408,602 $ 327,379 Maintenance and Operations $ 34,601 $ 32,864 $ 84,452 $ 241,690 Capital Equipment $ 4,137 $ - $ - $ - Total $ 336,850 $ 422,588 $ 493,054 $ 569,069 52 Economic Development Intended Outcome: To create quality infrastructure and safety services, to make it easy and simple for businesses to secure permits and plan check, and to further strengthen city /business relationships. Work Plan: • Continue to support efforts and identify projects and funding sources to revitalize the physical environment and public infrastructure in the City's commercial districts. • Furtherdevelop relationships with business owners and representatives in each of the City's core business sectors. • Simplify City procedures and improve clarity and ease of access for businesses. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Economic Development Coodinator 1.0 - - - Economic Development Administrator 1 - - - Department Assistant + 7.5% 0.3 - - - Total Budgeted Staffing 2.3 0.0 0.0 0.0 ' Total Economic Development Program Costs: 53 U p MCIq �J Q Ful Q C1 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated" Proposed Salaries and Benefits $ 265,449 $ - $ - $ - Maintenance and Operations $ 266,005 $ 264,252 $ 381,000 $ 709,500 Capital Equipment $ - $ - $ - $ - Total $ 531,454 $ 264,252 $ 381,000 $ 709,500 'This new division was created in FY 2012 -13. Formerly CDD - Econ Devi division 2720. 53 U p MCIq �J Q Ful Q C1 Information Technology Intended Outcome: To provide top quality hardware and software support to provide smarter, faster and easier IT systems for residents, business customers and staff. Core Functions: • Computer systems and network administration • Email, phone and voicemail support • System security • Centralized database application development and support • Development and administration of the City's Internet, Intranet and mobile sites • GIS data analysis and mapping Work Plan: 54 Complete document management (Laserfiche) implementation to make an easy to search database of City documents. Continue implementing the IT Strategic Plan including; o Choose and implement a Computer Aided Dispatch and Records Management System for the Police Department. o Complete an RFP for anew ERP (Finance, HR, Budget, Payroll, etc) system, choose a vendor and begin implementation. o Refine Mobile App (myNB) and continue to expand mobile and web based services. Work to help the City move toward a streamlined organization that uses cutting - edge technology off- the - shelf, that has greater flexibility and skill, and utilizes private resources where appropriate. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Applications Coordinator P.D. - 2.0 2.0 - Chief Information Officer - 1.0 1.0 - Electronics Specialist - 1.0 - - Engineering Technician - - 0.5 0.5 GIS Analyst - 2.0 2.0 2.0 GIS Technical Aide - 0.5 0.5 0.5 GIS Technician - 1.0 1.0 1.0 Information Systems Coordinator - 1.0 1.0 1.0 IT Applications Analyst - 3.0 3.0 3.0 IT Applications Supervisor - 1.0 1.0 1.0 IT Manager - - - 0.5 IT Operations Supervisor - 1.0 1.0 1.0 IT Specialist III - 2.0 2.0 2.0 IT Technician - 1.0 1.0 1.0 Library Information Systems Administrator - 1.0 1.0 - Personal Computer /Network Coordinator - 1.0 1.0 - Police Computer Systems Manager - 1.0 1.0 - Police MIS Specialist - 1.0 1.0 - Senior IT Applications Analyst - 1.0 1.0 1.0 Senior IT Specialist - 1.0 1.0 1.0 Total Budgeted Staffing - 22.5 22.0 15.5 IT positions relating to the Police Department were transferred to the new Police IT division. Total Information Technology Program Costs: 2010 -11 2011 -12" 2012 -13 2013-14 - Actual Actual Estimated Proposed Salaries and Benefits $ $ 2,684,274 $ 2,164,078 $ 2,214,382 Maintenance and Operations $ $ 1,691,648 $ 1,427,103 $ 6,506,769 Capital Equipment $ $ 313,182 $ 1,703,602 $ 972,322 Total $ $ 4,689,104 $ 5,294,783 $ 9,693,473 Actual expenditures for IT were part of Finance in FY 2010 -11. Consolidated into one division reporting to the City Manager's Office in FY 2011 -12. Expenditures for the City's new ERP system and CAD /RMS systems were budgeted for FY 14. 55 Q q Q C1 Human Resources /Risk Management Mission Statement o assist and guide customers through administrative processes, reduce City's liability costs, and hire and retain quality employees to fulfill the City's organizational goals. Department Overview he Human Resources (HR) Department delivers professional customer service and support to City departments, employees, City Council, Civil Service Board and the public. We provide organizational strategy and analytical information to support the City Manager and assist in achieving key goals established for negotiations with bargaining units, streamlining of the organization, restructuring/ reorganizing, and succession planning. We continue to offer training opportunities to help shape and motivate the workforce to meet and anticipate the needs of the community while remaining an exceptional place to work. HR is committed to hiring the most capable, versatile and qualified employees for City Departments, while adhering to budgetary parameters. We work with City Departments to provide expertise in the latest employment - related laws and best practices to minimize the City's liability. This includes being informed in such areas as workers' compensation, liability prevention, risk management topics and performing a yearly assessment of our benefit program for viability and cost effectiveness. Deputy City Manger /Human Resources Director Terri Cassidy is the Secretary to the Civil Service Board and works collaboratively with the City Attorney's Office to help the Board comply with the City Charter, Civil Service Board Rules, Procedural Hearing Rules, City Policy, Memoranda of Understanding (labor contracts), employee /employer relations and to remain current with trends in government and industry. Key Department Programs • Administration • Benefits Labor Relations /Contract Administration • Recruitment & Selection • Civil Service Board Support • Risk Management 56 Goals • Offer viable and cost effective resources and benefits to City employees. • Continueto improve and enhance administrative managementto all departments through the use of online services, in -house training and other cost saving measures. Total Human Resources Department Costs: 2010 -11 2011 -12 2012 -13 2013 -14 Workload Indicators Actual Actual Estimated Projected Recruiting & Administration Division Actual Actual Full -time Recruitments 50 40 40 35 Part-time Recruitments 33 33 30 25 Tuition Reimbursements 168 142 148 150 Unemployment Claims 53 67 20 30 Classification & Compensation Studies 27 22 0 ' 0 " Benefits & Risk Management Division $ 6,000 $ 5,000 Benefit Transactions 2,341 2,699 2,730 3,300 Retirements 24 26 45 28 General Liability Claims 129 101 100 110 Industrial Disability Retirements 4 6 4 6 Workers' Comp & Disability Claims 150 133 140 155 All classification changes will occur through the Fox Lawson & Associations city -wide classification and compensation study, which we anticipate will be completed by early FY13 -14 Total Human Resources Department Costs: 57 Q q Q a 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 1,405,653 $ 1,489,297 $ 1,479,387 $ 1,631,704 Maintenance and Operations $ 755,816 $ 1,006,587 $ 1,108,286 $ 938,499 Capital Equipment $ 3,636 $ 2,190 $ 6,000 $ 5,000 Total $ 2,165,106 $ 2,498,074 $ 2,593,673 $ 2,575,202 57 Q q Q a Programs Benefits /Risk Management Division Core Functions: • Administer and train employees on the City's benefit programs. Health /Dental/Vision Benefits Employee Assistance Program Deferred Compensation Program Retirement Benefits Disability Benefits Workers'Compensation Claims • Assure compliance with local, state and federal rules & regulations. DMV Employer Pull Program DOT Drug Program Personnel Policies and Procedures Safety Program (OSHA) Family Medical Leave Act (FMLA) Compliance Affordable Care Act Consolidated Omnibus Budget Reconciliation Act (COBRA) Health Insurance Portability and Accountability Act (HIPAA) Compliance • Provide resources for City departments and staff. Employee Health Fair New Hire Orientation Public Agency Retirement Services (PARS) Coordination Retirement Procedures Oversee and maintain administrative procedures. General Liability Claims Regarding Personal and Property Damage Update and Maintain Employee Records in Database Records Management Special Events Review Verifications of Employment Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013.14 Department Assistant 1.0 1.0 1 0 1.0 Deputy City Manager - - - 0.25 HR/RM Department Administrator 0.75 0.75 0.50 0.75 Human Resources Director 0.5 0.5 0.5 - Human Resources Specialist 1 1.0 1.0 1.0 1.0 Human Resources Specialist II 1.0 1.0 1.0 1.0 Human Resources Supervisor 1.0 1.0 1.0 1.0 Total Budgeted Staffing 5.25 5.25 5.00 5.00 Total Risk Management /Benefits Program Costs: 101-1 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 638,233 $ 699,016 $ 669,589 $ 719,017 Maintenance and Operations $ 329,728 $ 210,088 $ 404,085 $ 383,543 Capital Equipment $ - $ - $ - $ - Total $ 967,961 $ 909,104 $ 1,073,674 $ 1,102,560 101-1 Administration /Recruitment Division Core Functions: • Coordinate, organize and provide City -wide training to facilitate employee's knowledge of current practices. • Support and maintain the City's Civil Service Board and System. • Research and analyze classification and compensation studies. • Facilitate collective bargaining for all exclusive, recognized bargaining units (currently 10). • Provide counseling to City departments and staff members Progressive Discipline Policy Grievances Employee Career Issues Pensions /Related Topics Employee Relations • Organize and administer City -wide events and programs. Employee Recognition Restructuring Assistance Scholarship Program Tuition Reimbursement MOU Contracts Unemployment • Initiate, coordinate, facilitate and process recruitments and selection of City employees. Knowledge and Assistance with online NeoGov Recruiting System Pre - employment Physical Exams (Occupational Medical) Background Screening and Fit for Duty Evaluations Job Offers and Promotions Budgeted Staffing: Positions FY 2010 -11 FY 2011.12 FY 2012 -13 FY 2013 -14 Administrative Assistant to the HR Director 1.0 1.0 1.0 1.0 Department Assistant - - 1.0 1.0 Deputy City Manager - - - 0.25 HR /RM Department Administrator 0.25 0.25 0.50 0.25 Human Resources Analyst 1.0 1.0 1.0 1.0 Human Resources Analyst Part-time 1.5 0.75 - - Human Resources Director 0.5 0.5 0.5 - Human Resources Specialist II - 1.0 1.0 1.0 Human Resources Supervisor 1.0 1.0 1.0 1.0 Office Assistant 1.0 1.0 - - Senior Human Resources Analyst - - 1.0 1.0 Total Budgeted Staffing 6.25 6.50 7.00 6.50 Total Administration /Recruitment Program Costs: 59 5 Q q Q G1 Eli 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual' Estimated Proposed Salaries and Benefits $ 767,420 $ 790,280 $ 809,799 $ 912,687 Maintenance and Operations $ 426,088 $ 796,499 $ 704,201 $ 554,955 Capital Equipment $ 3,636 $ 2,190 $ 6,000 $ 5,000 Total $ 1,197,145 $ 1,588,970 $ 1,520,000 $ 1,472,642 59 5 Q q Q G1 Eli Office of the City Attorney Mission Statement he City Attorney's Office provides timely, cost- effective, quality legal advice and services to support the City Council, the City Manager and all City departments, boards, commissions and committees in achieving the City Council's goals while limiting risk and costs to the taxpayers. Department Overview he CityAttorney's Office provides legal advice and services to the City Council,Citystaff, boards, commissions and committees through the preparation of ordinances, resolutions, contracts and legal opinions relating to land use, public safety and other municipal law matters. As the prosecutor for the City, the City Attorney's Office protects the health, safety and welfare of the public through the effective prosecution of violations of the Charter and Municipal Code. The City Attorney's Office also represents the City, its officers and staff in civil litigation matters and manages the legal services provided to the City by outside legal counsel. Key Department Programs • Advisory • Representation Goals Continue to provide the highest quality legal services in an efficient and cost effective manner to the City Council, City officials, City staff, boards, commissions and committees. Assist in developing legal strategies for implementing City Council goals, identifying legal issues related to community development proposals and responding to community concerns. • Propose alternative and legally acceptable ways to accomplish the City Council's objectives when the City encounters legal obstacles. • Maintain an accessible attorney staff; provide timely responses to formal and informal requests for legal advice and enhance legal support to City departments. .E Represent the City in legal proceedings and effectively manage legal services provided by outside counsel. Support City staff's efforts to resolve violations of the Charter and Municipal Code in a fair and timely manner. • Pursue cost controls and expenditure restrictions to decrease costs and promote efficiencies in the legal services provided to the City. • Attract, develop, and retain qualified and experienced legal staff. City Attorney's Office Programs The City Attorney's Office, led by the City Attorney, is responsible for advising the City Council, the City Manager and all City departments, boards, commissions and committees regarding applicable legal requirements as well as representing the City in administrative proceedings and litigation. Budgeted Staffing: Positions FY 2010 -11 FY 2011.12 FY 2012 -13 FY 2013 -14 Administrative Assistant to the City Attorney 1.0 1.0 1.0 1.0 Assistant City Attorney 2.0 2.0 2.0 3.0 Budget Analyst - - 0.1 0.1 Budget Intern - 0.1 - - City Attorney 1.0 1.0 1.0 1.0 Department Assistant 1.0 2.0 - - Deputy City Attorney 2.0 2.0 2.0 - Deputy City Attorney Part-time 0.7 0.7 - - Legal Assistant - - 1.0 1.0 Office Assistant 1.0 - - - Paralegal 2.0 1.0 1.0 1.0 Total Budgeted Staffing 10.7 8.8 8.1 7.1 Total City Attorney Department Costs: Maintenance & Operations for FY 11 included outside counsel expenditures. 61 Q q GA Q G1 2010 -11 2011 -12 2012 -13 2013 -14 Actual" Actual Estimated Proposed Salaries and Benefits $ 1,523,408 $ 1,267,949 $ 1,409,153 $ 1,349,627 Maintenance and Operations $ 1,195,604 $ 256,679 $ 291,100 $ 264,539 Capital Equipment $ 5,193 $ 5,305 $ 6,600 $ 6,600 Outside Counsel $ - $ 465,837 $ 595,000 $ 6751 000 Total $ 2,724,204 $ 1,995,771 $ 2,301,853 $ 2,295,766 Maintenance & Operations for FY 11 included outside counsel expenditures. 61 Q q GA Q G1 Programs V Al Advisory 3 Intended Outcome: To provide the highest quality legal advice and services to the City Council, City officers, City staff, boards, ^� commissions and committees. Core Functions: Work Plan: • Provide support at meetings of the City Council, boards, commissions and committees. • Develop and maintain systems to provide legal services in a timely, accurate and efficient manner. • Provide timely and accurate legal advice to all departments including reviewing and /or preparing all contracts, ordinances, resolutions and other legal documents. • Provide support to City Clerk's office in regards to Public Records Act requests. • Continue to assist City staff manage risk in an appropriate manner. Coordinate with City departments to ensure that attorneys are properly assigned to cover meetings and participate in training staff, commissioners, board members and committee members regarding applicable legal requirements. Utilize technology to allow for the timely, accurate and efficient provision of contracts, ordinances and resolutions. Assign work to attorneys with requisite experience to handle matters in a timely /accurate manner. Ensure that all attorneys continue to participate in continuing education courses. Assist the City Clerk to interpret legal requirements under the Public Records Act. Continue to work with the City's Risk Manager to standardize indemnity and insurance requirements to appropriately limit risk. 62 Representation Intended Outcome: To represent the City of Newport Beach in litigation and administrative matters in a cost effective manner. Core Functions: Work Plan: • Represent the City of Newport Beach • Coordinate with the City's Code Enforcement in litigation related to violations of the and Planning Divisions to ensure that City staff is City's Charter and Municipal Code. appropriately trained regarding legal requirements. • Provide representation to the City in • Collaborate with City staff to ensure that code administrative matters and litigation. enforcement matters are resolved in a timely, fair • Effectively monitor outside counsel's and consistent manner. representation of the City in litigation • Continue to represent the City at administrative matters. hearings and in litigation matters. • Ensure that outside counsel comply with billing guidelines and that outside counsel are providing quality legal services in a timely and cost effective manner. Performance Measures: The following indicators are provided as a means to quantify some of the general work performed by the City Attorney's Office throughout the year. Workload Indicators Actual Actual Estimated Projected City Council, Board, Commission and 153 120 140 145 Committee Meetings 100 120 120 120 City Council, Board, Commission, Committee 89 115 60 70 and Staff Training 8 15 17 17 Preparation /review of Contracts, Agreements, MOUs 580 600 500 525 Preparation /review Ordinances 31 25 26 34 Preparation /review Resolutions 153 120 140 145 Respond to Records Requests 282 206 40 45 Subpoenas 89 115 60 70 Pitchess Motions 7 10 3 5 Criminal /Civil Litigation Caseload 65 104 75 80 'Beginning in Fiscal Year 2012 -13, CAO treated all amendments to an agreement as one in the same agreement for tracking purposes. 63 Q q �J Q GA pq 4 Q Finance Mission Statement he Finance Department will provide prudent financial management of publicly entrusted resources and will provide the organization with the highest quality financial, administrative, investment and analytical reports and services. We will establish and maintain a level of trust with our community, our City Council and our customer departments and will always be sensitive to our customers' needs. Department Overview he Department's primary purpose is to act as the chief financial steward overall public resources and to provide a wide variety of financial, technical and support functions generally encompassed by treasury, accounting, budget, long -term financial planning, auditing and revenue administration. The City places a high value on transparency and full disclosure in all matters concerning the City's financial position and results of operations. To this end, Finance strives to provide superior disclosure in all documents including but not limited to the City's Budget, Quarterly Financial Reports, Comprehensive Financial Report and compliance filings. We will go beyond the minimum reporting requirements established by the professional standards organizations, including applying to professional certificate achievement programs and completing voluntary event disclosure filings. We provide accurate, reliable and timely financial information to the entire organization and members of the public.These financial reports and services are critical to the City's financial stability, and the City's ability to consistently deliver the highest quality of municipal services our residents have grown to expect and deserve. We are committed to supporting the Council's Fiscal Sustainability Plan by maintaining appropriate cash reserves, maintaining the highest possible credit rating for Newport Beach, accurately reporting and forecasting revenue and expenditure performance on a quarterly basis and appropriately calculating fair and defensible cost recovery targets. In furtherance of the City Council's Fiscal Sustainability Plan, the Finance Department is proposing strategic cuts in department operations, striving to evolve into a smaller and more efficient operation through technological investments and outsourcing the provision of services where appropriate. The 2013- 14 Proposed Budget reflects a reduction of 14.1 Full -Time Equivalent (FTE) staff. A reduction of 8.1 FTE is attributable to the Council approved outsourcing of the Balboa and Corona del Mar parking lot operation. This reduction was achieved through the use of automated parking meter equipment and utilizing professionally managed parking enforcement management services. A 2.0 reduction is attributable to the outsourcing of the print shop to an external vendor and a net 4.0 reduction is attributable to the utilization of fewer staff to operate the "one -stop shop "customer service counter at the new Civic Center. RE Key Department Programs Finance and Treasury • Revenue Office of Management and Budget • Accounting Goals Manage public resources by providing prudent financial planning, reporting and control to manage and protect City assets, with the intended outcome of long term fiscal sustainability. Provide accurate, relevant and reliable information about the City's financial condition to City Council, departments and the public to improve accountability, maintain the public's trust and assist City Council and the City Manager in making well- informed financial decisions. Actively serve on the implementation team for an Enterprise Resource Planning (ERP) system to update our financial systems, improve business processes and develop an improved performance -based budget document. Partner with departments to plan and implement strategic business and financial direction to ensure sound financial decisions. Total Finance Department Costs: 65 U p MCIq �J Q Ful Q C1 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 6,206,236 $ 4,459,229 $ 4,722,163 $ 4,192,429 Maintenance and Operations $ 1,365,941 $ 2,514,844 $ 2,121,886 $ 2,329,652 Capital Equipment $ 240,027 $ 6,563 $ 445,000 $ 446,000 Total $ 7,812,204 $ 6,980,636 $ 7,289,050 $ 6,968,081 ` Actual expenditures for IT were part of Finance in FY 2010 -11, but were moved to the City Manager's Office starting FY 2011 -12. 65 U p MCIq �J Q Ful Q C1 Programs Finance and Treasury Intended Outcome: Provide prudent financial planning and management of public resources, to ensure fiscal sustainability, and high quality, accurate and timely financial reporting and services that our community, departments and City Council can rely upon and utilize to make well- informed decisions. Core Functions: • Provide effective leadership to the Finance Department by providing clear, well- defined goals and expectations which encourage employees to perform their duties with high standards and ethics, always keeping in mind the customer's and the City Council priorities. • Ensurestaff hasthe resourcesand professional training necessary to achieve success in the performance of all duties. • Recommend and maintain prudent fiscal policies to ensure financial stability and protection of City assets. • Provide long -term financial planning and recommend financial strategies for liquidity management, capital planning, public financing and debt management. • Provide economic analysis to support revenue and expenditure assumptions and forecasting. Actively serve on the ERP implementation team and provide technical staff to assist in the implementation to ensure a high quality system which focuses on business process improvements, accurate and timely reporting and overall the protection of all City resources. Budgeted Staffing: Work Plan: • Facilitate the development of a long range fiscal forecast model to identify future challenges and opportunities, causes of fiscal imbalances and strategies to maintain financial sustainability. • Take a leadership role in the implementation of a new financial system / Enterprise Resource Planning (ERP) system. • Further refine as necessary and maintain the Facilities Financing Planning Tool (FFPT) to provide sufficient resources for the long -term Facilities Financial Planning Reserve. Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Administrative Support Services Coordinator 1.0 1.0 1.0 1.0 Deputy Finance Director 1.0 1.0 1.0 1.0 Finance Director /Treasurer 1.0 1.0 1.0 1.0 Fiscal Clerk - - - 1.0 Graphics & Printing Specialist 1.0 1.0 1.0 - Mail Processing Clerk 1.0 - - Printing Services Supervisor 1.0 1.0 1.0 - Senior Mail Processing Clerk 1.0 1.0 1.0 1.0 Total Budgeted Staffing 7.0 6.0 6.0 5.0 •• Performance Measures Performance measures focus our attention on priorities and results and also enhance our accountability for these results to the community we serve. Total Finance & Treasury Program Costs: 2010 -11' 2010 -11 2011 -12 2012 -13 2013 -14 Performance Measures Actual Actual Estimated Projected Outcome: Finance is orudent in olannina. manaoina and orotectino public resources with the Iona -term aoal of fiscal sustainability. Finance always provides high quality, accurate and timely reports and analysis. Proposed Salaries and Benefits $ 797,927 Maintain Underlying Credit Rating of AAA AAA AAA AAA AAA Qtrly Financial Reports Submitted within 45 days 3 4 4 4 Actual Revenues not less than 1 % of mid year forecast Yes Yes Yes Yes Investment Porfolio Benchmark Comparison 2 Capital Equipment $ 161 $ - Avg Credit Quality ( Benchmark / Portfolio) AAA/AA+ AAA/AA AAA/AA' AAA/AA Duration (Benchmark/Porfolio) 1.88/1.74 Yrs 1.88 /1.72 Yrs 1.79/1.70 Yrs 1.80/1.70 Yrs Total Return (Benchmark /Porfolio) 1.35/1.60% 1.07/1.17% 1.03/1.10% 1.0 %/1.00/0 Investment Porfolio Yield to Maturity at Cost 1.60% 91.00% 1.20% 1.20% Contingency Reserve >15% of Operating Budget 15.00% 15.00% 15.00% 15.00% Unrestricted GF Balance >30% Operating Budget° 41.24% 48.35% 35.91% 34.70% General Fund & FFP Balance @ Fiscal Year ends $88,394,489 $112,942,083 $94,317,640 a $87,294,675 Facilities Financing Plan Reviewed Annually Yes Yes Yes Yes Bonded Debt Service <8% of General Fund Revenues 2.19% 4.58% 5.03% 4.96% Financial Health Benchmarked Annually No No Yes Yes 40 Hours of Continuing Education met Annually Yes Yes Yes Yes Finance expenditures maintained under budget Yes Yes Yes Yes 1 Moody's Investor Service, Standard & Poor's and Fitch Ratings have all assigned the City of Newport Beach an AAA credit rating, the highest possible underlying rating, one of only five agencies in California to receive an AAA rating from all three rating agencies. 2 Core Investment Portfolio is currently benchmarked against the BofA ML 1 -3 yr government securities benchmark. 3 Standard and Poors downgraded U.S. Sovereign Debt and related institutions in August 2010. 4 Unrestricted fund balance does not include non - spendable or externaly restricted fund balance. 5 Reserve includes General Fund & Facilities Financial Planning (FFP) Reserve balance. 6 Cash funding for major projects such as the Civic Center, Sunset Ridge and Marina Park may significantly impact this balance in FY 2012 -13. Total Finance & Treasury Program Costs: 2010 -11' 2011 -12 2012 -13 2013-14 - Actual Actual Estimated Proposed Salaries and Benefits $ 797,927 $ 843,676 $ 840,899 $ 738,801 Maintenance and Operations $ 9,413 $ 96,588 $ 184,875 $ 157,525 Capital Equipment $ 161 $ - $ - $ - Total $ 807,501 $ 940,264 $ 1,025,773 $ 896,326 'The Print Shop and Mail Room functions were transferred into the Finance & Treasury Division in FY 2010 -11. Print services were contracted out to an offsite vendor in FY 14. 67 U° p MCI q Q Ful Q C] Office of Management and Budget Intended Outcome: Develop and manage cost effective processes over budget, payroll, accounts payable and purchasing for the protection and allocation of City resources. Provide accurate and reliable financial reports to City Council, the City Manager and departments so they can make informed decisions. Core Functions: • Development and administration of the City's operating budget including monthly monitoring to ensure budgetary control, accuracy of revenues and expenditure compliance. Coordinate and process the City's biweekly payroll function. Provide accounts payable and purchasing services to all departments and administer the Citywide purchasing card program. Manage the City's warehouse including inventory control measures and disposal of surplus property. Prepare financial analysis as directed by management timely and accurately. Budgeted Staffing: Work Plan: • Provide administrative and technical support to the City Council and departments as they develop and implement a strategy - driven budgeting process that is reflective of high -level priorities. • Be actively involved in the implementation of an ERP system for a smooth transition of our financial systems. • Provide coordination and oversight in support of new budgeting and reporting software system. • Provide analytical reports and analysis to management for use in employee contract negotiations. • Report backto Council mid-yearto provide a financial update to the budget as compared to actuals and to report on performance measures. Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Budget Analyst 1.0 1.0 1.4 1.4 Budget Intern - 0.4 - - Budget Manager 1.0 1.0 1.0 1.0 Buyer 1.0 1.0 1.0 1.0 Fiscal Clerk Part -time 0.7 0.5 0.5 - Fiscal Specialist 2.0 2.0 2.0 2.0 Inventory Analyst 1.0 1.0 1.0 1.0 Purchasing Agent - 1.0 1.0 1.0 Senior Budget Analyst 1.0 1.0 1.0 1.0 Senior Buyer 1.0 - - - Senior Fiscal Clerk 1.0 1.0 1.0 1.0 Student Aide 0.5 0.5 0.5 0.5 Total Budgeted Staffing 9.7 10.4 10.4 919 ME 2010 -11 2011 -12 2012 -13 2013 -14 Performance Measures Actual Actual Estimated Projected Outcome: Develop and manae cost effective processes over Budget. Payroll. A/P and Purchasing and provide accurate and timely financial reports to the City Manager, City Council and departments so they can make informed decisions. Salaries and Benefits $ 1,065,771 Total Budget Administered $214,853,870 $344,320,506 $311,693,869 $278,917,876 General Fund Budget $137,088,761 $148,900,334 $157,320,370 $162,340,392 Total Value of Payables Processed $127,500,000 $150,800,000 $176,800,000 $139,000,000 Days to issue vendor payments- target < 7 days n/a 100% 2 100% 100% Purchase Orders Issued 1,295 701 a 750 770 Days to issue purchase order - target 5 days 9 4 3 2 # of Request for Proposals processed 82 98 120 125 Administrative Policies established or revised - target 4 2 4 3 5 Training seminars given to City employees- target 8 3 13 7 9 # of budget adjustments 131 176 180 180 Single audit finding- target none ° 0 0 0 0 # of paychecks processed 25,999 25,083 25,100 25,000 1 Budget Administered represents the gross budget administered (including internal service charges). 2 Target established in FY 11 when we lransitioned to weekly vendor payments. 3 Starting this FY, Blanket Agreements and Maintenance Agreements were phased out; these transactions would be replaced with formal RFPs and Contracts. This will lower the number of PO's issued but raise the number of RFPs and Contracts. 4 No potential loss of grant funding. 1goQ0 Total Office of Management and Budget Program Costs: 2010 -11 *A 2011 -12— 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 1,065,771 $ 1,017,764 $ 1,106,937 $ 1,167,814 Maintenance and Operations $ 107,017 $ 104,026 $ 245,480 $ 180,575 Capital Equipment $ 2,275 $ - $ 4,000 $ - Total $ 1,175,063 $ 1,121,789 $ 1,356,417 $ 1,348,389 *The Print Shop and Mail Room functions were transferred to the Finance and Treasury Division in FY 2010 -11. AThe Budget and Payroll functions were transferred into OMB in FY 2010 -11. —The Parking Meter function was eliminated in FY 2011 -12. .• 0 Q �J Q C� Q2 Revenue Intended Outcome: Safeguard and maximize City revenues; manage collections timely and equitably; provide excellent customer service. Core Functions: Implement and enforce Municipal Code revenue programs. Workwith City Cou ncil to develop new revenue programs and streamline current programs for the benefit of the Newport Beach business community and the general public. Monitor legislative changes impacting revenue services, with a particular focus on revenue enhancements, parking revenues, tax collection, tax programs, municipal billing, user fees, business license tax, payment transactions and revenue controls. • Review the accuracy of subventions collected from state and local government agencies. • Review compliance of City's revenue programs, including, but not limited to, the Transient Occupancy Tax, Sales and Use Tax ordinances and lease agreements. Automate services to the public, improve online bill payment functions and maintain high - quality customer service. Administer City's business tax program pursuant to the Municipal Code. • Collect revenues through online services (credit card), cashiering (cash), other departments (checks and credit cards) and perform reconciliations. Maintain accurate records and book keeping for all payments received, ensuring security controls to prevent theft, fraud or mishandling of public funds. • Monitor external contracts for parking meter services, sales tax reviews and other to ensure City revenues are maximized and consultants are adhering to contract terms. • Be actively involved in the implementation of an ERP system for a smooth transition of our financial systems. Work Plan: Update fee schedule pursuant to the cost -of- services study. Oversee the transition to outsourced professional parking management services at the Balboa and Corona del Mar parking lots. Ensure a customer - centric focus, fair and consistent enforcement, and provide for system modernization. Assist the City's ERP implementation team to identify business process improvements and automation of services to benefit our customers. • Explore and begin implementation of a new business license software application to increase cost efficiency, improve workflow and improve the quality of online access to taxpayers. • Modernize the filing system of hard copy documents and set procedures to have documents readily available through computer access. • Improve online bill pay, billing, business license,general customer service functionality and ensure a more user - friendly system. • Provide timely and just adjudication decisions. • Provide regular and timely performance, agreement, tax and franchise audits. • Restructure staff responsibilities to increase efficiencies while maintaining excellent customer service. • Improve work flow procedures to expedite processing of administrative citations and payments posting, and in identifying non - licensed businesses. • Update City forms to reflect Municipal Code changes. • Improve receipting processes to promote a paper free environment. 70 Budgeted Staffing: Positions 2010 -11 2011 -12 2012 -13 2013 -14 Performance Measures Actual Actual Estimated Projected Outcome: Protect and maximize City revenue sources in a timely and conscientious manner: provide superior customer service. 5.0 Customer issues resolved Win 24 hours- target 100% 97% 98% 99% 99% Municipal billings generated (includes paperless) 278,039 253,669 255,000 255,000 Paperless billings 5,242 4.652 5,000 5,000 New business licenses (paper)- target 0% 19% 17% 12% 10% New business licenses (online) - target 100% 81% 83% 88% 90°% Business license renewals (paper)- target 0% 3 84% 69% 60% 55% Business license renewals (online)- target 100 %3 16% 31% 40% 45% Parking citations processed 62,000 60,000 57,000 58,500 # completely automated customer service transactions 1 68,989 73,798 80,665 85,000 # of electronic customer service transactions 3 87,349 94,198 103,015 109,000 Administrative citations processed 2,500 2,981 3,000 3,000 Adjudications 5,000 5,131 4,500 4,700 # of payments processed w /remittance processor - target 77,000 83,292 85,500 87,000 88,000 Income contracts administered 65 55 55 54 Compliance reviews 66 66 66 65 Transient Occupancy Tax (TOT) audit recovery- Target $0 $4,534 $63,970 $5,000 $10,000 Fees studied for current full cost recovery 247 291 262 287 Parking lots revenue - target $2,250,000 $1,978,324 $2,071,238 $2,133,300 $2,500,000 1 Requires no staff support, includes Web and phone payments and sign -ups for APP and paperless billing. 0.39 0.39 0.39 2 May require some staff support, includes Web and phone payments, sign -ups for APP and paperless billing, and Quest service requests. 3 Counts and percentages are estimates. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Accountant, Senior - - - 1.0 Fiscal Clerk 4.0 4.0 5.0 2.0 Fiscal Clerk Part-time 0.70 0.90 - - Fiscal Process Supervisor 1.0 1.0 1.0 1.0 Fiscal Specialist 2.0 2.0 2.0 2.0 Fiscal Specialist Part-time 0.45 0.45 0.45 0.45 Lead Parking Lot Attendant 1.8 1.2 1.2 - License Inspector 1.0 1.0 1.0 - License Supervisor 1.0 1.0 1.0 1.0 Mail Processing Clerk - 1.0 1.0 - Parking Lot Attendant 5.3 5.9 5.9 Parking Lot Supervisor 1.0 1.0 1.0 - Parking Meter Serviceworker 2.0 - - - Parking Meter Serviceworker Part-time 0.72 - - - Parking Meter Supervisor 1.0 - - - Revenue Auditor 1.0 1.0 1.0 1.0 Revenue Manager 1.0 1.0 1.0 1.0 Review Officer 0.76 0.76 0.76 0.76 Senior Fiscal Clerk 4.0 4.0 3.0 3.0 Senior Fiscal Clerk Part -Time - - 0.75 0.50 Student Aide 0.39 0.39 0.39 0.39 Budgeted Total Staffing 29.12 26.60 26.45 14.10 71 Q q Q C1 Total Revenue Program Costs: 2010 -11 2011 -12 2012 -13 d 2013 -14^ Actual Actual (� Estimated L Proposed Salaries and Benefits $ 2,047,836 $ 2,006,470 $ 2,154,051 $ 1,614,259 Maintenance and Operations $ 538,412 $ 2,148,015 $ 1,528,492 $ 1,834,532 Capital Equipment $ 5,854 $ 288 $ 440,000 $ 440,000 Total $ 2,592,102 $ 4,154,773 $ 4,122,543 $ 3,888,791 "Parking Lots were transferred to the Revenue Division from the City Manager Division in FY 2010 -11. the City Manager's Quarterly Business Report. ^Parking Lots were contracted out to an outside vendor in FY 2013 -14. Accounting Intended Outcome: Ensure compliance with GASB, Council, State, and Federal regulations and provide accurate, reliable and timely financial reports to our stakeholders. Core Functions: • Prepare, reconcile and present the U Comprehensive Annual Financial Report (CAFR) D= to the external auditors. d (9 • Continue to strive for the Government Finance Q Officers Association "Award for Certificate of a Excellence in Financial Reporting" which the City has received for the last 20 years. Work Plan: Monitor, interpret and implement new GASBs as needed, including the recent exposure draft on new pension disclosures. Monitor performance and produce quarterly financial status reports for the City Manager and Council to keep them abreast of the City's financial condition and any challenges or solutions identified to keep our General Fund balanced. Automate the allocation of interest income on a monthly basis. Continue to issue comprehensive annual financial reports (CAFR) in accordance with generally accepted accounting principles that meet the Government Finance Officers Association's program requirements for excellence in financial reporting. Improve on analytical review of all revenues/ expenditures by developing or acquiring modern forecasting and business analytics tools. Be actively involved in the implementation of an ERP system for a smooth transition of our financial systems. • Coordinate all accounting, audit management and financial reporting. d • Monitor and implement new accounting (� pronouncements to ensure the City adheres to L generally accepted accounting practices. d• Manage general ledger maintenance, debt ad- ® ministration and assessment district administra- tion. • Accounting and reporting for capital assets. • Track and manage cash flows and treasury requirements. • Safeguard the City's cash from fraudulent activity through daily monitoring of reverse positive pay. • Continue to update and maintain the Facilities Financing Plan. • Oversee the compilation of the Quarterly Financial Report provided to Council as part of the City Manager's Quarterly Business Report. 72 Work Plan: Monitor, interpret and implement new GASBs as needed, including the recent exposure draft on new pension disclosures. Monitor performance and produce quarterly financial status reports for the City Manager and Council to keep them abreast of the City's financial condition and any challenges or solutions identified to keep our General Fund balanced. Automate the allocation of interest income on a monthly basis. Continue to issue comprehensive annual financial reports (CAFR) in accordance with generally accepted accounting principles that meet the Government Finance Officers Association's program requirements for excellence in financial reporting. Improve on analytical review of all revenues/ expenditures by developing or acquiring modern forecasting and business analytics tools. Be actively involved in the implementation of an ERP system for a smooth transition of our financial systems. 2010 -11 2011 -12 Performance Measures Actual Actual Outcome: Ensure compliance with all Federal. State and local regulations and standards while 2012 -13 Estimated providing hiah - quality, 2013 -14 Projected accurate and timely financial information to all stakeholders. FY 2013 -14 Accountant 2.0 3.0 Maintain Underlying AAA Credit Rating Yes Yes Yes Yes Quarterly Financial Report Win 45 days- target 4 3 2 4 4 4 Track & Manage Cash Flows and Treasury $ Fiscal Specialist 1.0 1.0 Requirements on a daily basis Yes Yes Yes Yes Daily monitoring of fraudulent account activity Yes Yes Yes Yes GFOA Award for Excellence Received for CAFR Yes Yes Yes Yes External Audit of CAFR results in a "Clean" Opinion Yes Yes Yes Yes Days after fiscal year end CAFR available - target < 180 172 169 164 159 Update Compliance with Reserve Policy Annually Yes Yes Yes Yes No. of Continuing Disclosure Filings- Target ALL 17 17 17 3 1 Moody's Investor Service, Standard & Poor's and Fitch Ratings have all assigned the City of Newport Beach an AAA credit rating, the highest possible underlying rating, one of only five agencies in California to receive an AAA rating from all three rating agencies. 2 Quarterly Financial Reports established midyear in FY 11. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Accountant 2.0 3.0 2.0 2.0 Accounting Manager 1.0 1.0 1.0 1.0 Fiscal Clerk Part-time 0.25 0.25 0.25 $ Fiscal Specialist 1.0 1.0 1.0 1.0 Senior Accountant 1.0 - 1.0 1.0 Total Budgeted Staffing .5.25 .5.25 :5.25 5.00 Total Accounting Program Costs: 73 Q q �J Q Q G1 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 608,114 $ 591,320 $ 620,277 $ 671,555 Maintenance and Operations $ 74,954 $ 166,215 $ 163,040 $ 157,020 Capital Equipment $ 773 $ 6,275 $ 1,000 $ 6,000 Total $ 683,840 $ 763,810 $ 784,317 $ 834,576 'The Budget and Payroll functions were transferred to OMB in FY 2010 -11. 73 Q q �J Q Q G1 Police Department Mission Statement The Newport Beach Police Department is committed to providing our Community with the highest quality police services possible to maintain the quality of life that is cherished by those who reside, work and visit here. Our mission is to: "Respond positively to the Community's needs, desires and values, and in so doing be recognized as an extension and reflection of those we serve. Strive to provide a safe and healthy environment for all, free from violence and property loss resulting from criminal acts, and injuries caused by traffic violators. Manage inevitable change and welcome the challenge of future problems with creative solutions which are financially prudent and consistent with Community values" Department Overview With over one hundred years of service to the citizens of Newport Beach, the Police Department stands as an example of municipal efficiency with a workforce committed to the Community and its visitors. This fiscal year marks one of the lowest crime rates in over 40 years. This milestone could not have been accomplished without the collaborative efforts of our employees, our fellow City Government partners and our Community Stakeholders. Members of the Police Department's Patrol/Traffic Division are the Community's front line defense against criminal activity as well as offering ancillary services such as parking enforcement, animal control, and detention services. The Detective Division is the investigative arm of the Police Department and is responsible for providing investigative follow up for more than 6,000 reports the Police Department takes each year.The Division is also responsible for narcotics and vice enforcement, criminal intelligence, crime analysis, School Resource Officers, court liaison services and crime scene investigation. Offering administrative, fleet and clerical support to the Police Department is the Support Services Division. During the last fiscal year, the Division's Communications Section was responsible fortaking 215,406 telephone calls and dispatching over 67,000 calls for service. In total, the Police Department employees documented a total of 11,201 incidents. The Division's additional responsibilities include the Records Section, Property Unit, Personnel and Training, Fiscal Services, Range Operations, Information Technology, and Fleet Maintenance. The Office of the Chief of Police is responsible for the effective and responsive leadership of the Police Department. The Office is also responsible for the organization's community outreach programs as well as internal quality control. Key Department Programs • Office of the Chief of Police • Traffic Division • Support Services Division • Detective Division • Patrol Division 74 Goals Focus on Reducing Crime and Increasing the Quality of Life for our Citizens and Visitors in Newport Beach The Police Department has established measurable goals that focus on enhancing the feeling of safety in the community. These efforts will include: • a Department -wide focus on crime reduction; • information dissemination by use of media sources, informational sign boards and Social Media sources such as Face book, Twitter and Nixie; • conducting Parole and Probation operations to ensure compliance by parolees and probationers; • tracking and reducing response times to emergency calls for service, and reducing call answering times for calls into the Communications Center; tracking and reducing criminal investigation clearance rates; • targeting our community's #1 crime: burglary /theft from motor vehicles; • conducting bicycle safety seminars for adults and bicycle safety rodeos for children; • conducting Boardwalk Safety operations; • exploring other options to address problem party residences; • increasing Neighborhood Watch participation; conducting outreach efforts to our homeless population; and • conducting various Community Outreach events across the City. Expand Organizational Development and Training The Police Department has set measurable goals that focus on developing both the individual members of the Police Department as well as the Organization as a whole. These efforts will include: a Department -wide focus on taking training and development to a level surpassing previous years; • designing a Training Coordinator Position and creating a formal training matrix; • centralizing training oversight; • improving overall emergency preparedness, including Emergency Operations Center training for all Department supervisors, and disaster training for field personnel; • conducting evacuation procedure reviews with employees; • updating of the Department's Succession Plan and establishing leadership programs for line -level personnel, both sworn and professional staff, • conducting regular meetings with all Management Staff; • reviewing scheduling options for uniformed divisions; conducting a review of all Patrol beat assignments to ensure maximum efficiency; conducting Family Outreach events for employees; Total Police Department Costs: 75 U p MCIq �J Q Ful Q C1 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 35,628,997 $ 34,274,961 $ 35,953,118 $ 38,458,041 Maintenance and Operations $ 5,731,291 $ 6,448,111 $ 6,303,831 $ 6,149,445 Capital Equipment $ 42,086 $ 70,710 $ 36,104 $ 7,694 Internal Service Fund $ 570,923 $ 875,944 $ 431,629 $ 1,264,700 Total $ 41,973,298 $ 41,669,726 $ 42,724,682 $ 45,879,880 75 U p MCIq �J Q Ful Q C1 continuing interdepartmental relations meeting with our counterparts in other City departments; and distributing monthly Department -wide reports on favorable conduct of employees. Implement and Better Utilize State -of- the -Art Technology and Processes to Improve Efficiency and Effectiveness The Police Department will continue to explore methods for better utilization of state -of- the -art technology and processes.These efforts will include: • improvement of crime analysis capabilities; increasing information sharing through technology; modernizing technology infrastructure, • implementing a new Computer Aided Dispatch and Records Management (CAD/ RMS) software system; • improving Mobile Data Computerconnectivity; • implementing "dashboards" for tracking crime and administrative data; implementing an optimized document imaging and work flow management software system; and • improving intelligence - gathering capabilities. Maintain the Police Department as a High- Performing Team. Built on Trust, with a High Standard of Ethics and Integrity. Devoted to Serving the Community and Each Other The Police Department has set measurable goals that focus on the improvement of the team environment within the organization, accountability, and employee development. These efforts will include: • developing a geographical area policing model; • enhancing the team - policing concept; creating team - building workshops; reviewing Department -wide auditing procedures; and • developing a comprehensive employee wellness program. Customer Service The Department will continue to explore options to improve methods of delivering service to our Community. These options may include: • creating a Crime Suppression Unit and a full time Bicycle Patrol Unit; • evaluating Department systems to ensure efficient reporting of traffic- related information; • fully participating in the Visit Newport Beach Ambassador Training Program; and • reviewing and improving policies for recognition of Department employees and Community members. 76 Workload Indicators The following indicators are provided as a means to quantify some of the work accomplished by the Police Department throughout the year. These measures reflect some of the many responsibilities and actions of Police Department staff, and are useful as a set of statistics that can be monitored year - by -year, as well as compared to other cities. The Police Department is committed to creating a safe environment for all residents and visitors to the City, and strives to maintain the exceptional level of service that the Community has come to expect from us. Programs Office of the Chief of Police Intended Outcome: The Office of the Chief of Police is responsible for assisting the Chief of Police in the management and administration of the Police Department. This Section works closely with the community, and encourages residents to partner with the Police Department through programs such as Neighborhood Watch. The Professional Standards Unit coordinates the investigation of personnel complaints, and ensures that the Department is adhering to procedures and providing the desired level of service to the community. Core Functions: Executive leadership Community Relations and Crime Prevention Professional Standards Unit Payroll Educational programs 77 • Volunteer programs • Auditing of Department performance and procedures • Media relations • Risk Management 5° p Fulq �J Q Q C] a 2010 -11 2011 -12 2012 -13 2013 -14 Workload Indicators Actual Actual Estimated Projected ** Part One Crimes` 2,319 2,384 2,454 2,485 Adult Arrests 3,005 2,987 3,014 3,034 Juvenile Detentions 244 191 220 228 Total Crime and Misc. Reports 11,590 11,201 11,413 11,417 Calls for Service 65,233 67,098 66,993 67,183 Field Interviews Conducted 3,445 3,882 3,768 3,776 False Alarms Handled 3,028 3,018 3,125 3,174 Vehicle Code CitationsMarnings Issued 14,472 12,969 14,894 15,468 Other Citations Issued (exclusive of Parking Citations) 2,627 2,146 2,779 2,984 ` Part One are the eight most serious crimes (Homicide, Forcible Rape, Robbery, Aggravated Assault, Burglary, Larceny- Theft, Auto Theft, and Arson) as defined by the FBI in the Uniform Crime Reports. Projected Service Indicators for FY 2013 -14 are derived from mathematical formulas based on historical data and are not indicative of recent downward trends. Programs Office of the Chief of Police Intended Outcome: The Office of the Chief of Police is responsible for assisting the Chief of Police in the management and administration of the Police Department. This Section works closely with the community, and encourages residents to partner with the Police Department through programs such as Neighborhood Watch. The Professional Standards Unit coordinates the investigation of personnel complaints, and ensures that the Department is adhering to procedures and providing the desired level of service to the community. Core Functions: Executive leadership Community Relations and Crime Prevention Professional Standards Unit Payroll Educational programs 77 • Volunteer programs • Auditing of Department performance and procedures • Media relations • Risk Management 5° p Fulq �J Q Q C] a Work Plan: • Provide leadership and vision for the Department • Collaborate with other City departments to fulfill the goals and objectives of the Department and the City of Newport Beach • Coordinate the Citizen's Police Academy and Teen Academy Programs • Issue press releases and liaison with the media • Provide Internet Safety classes and Crime Prevention classes to the community • Host meetings for Neighborhood Watch and Business Watch • Coordinate the use of Social Media for disseminating useful information to the community • Investigate complaints and claims against the Department or its employees • Track personnel data and payroll • Provide classes to school children on the Step UP! bystander intervention program • Coordinate and assign duties for all Police Department Volunteers, who donated almost 6,000 hours of service in Fiscal Year 2012 • Audit department procedures and systems to improve service delivery and optimize department performance • Partner with governmental and non - governmental agencies on community -wide events that communicate the Department's mission and core values Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Administrative Assistant to the Police Chief 1.0 1.0 1.0 1.0 Crime Prevention Specialist 1.0 2.0 2.0 3.0 Crime Prevention Specialist Part-time 0.49 - - - Lifeguard Officer - 0.60 - - Police Chief 1.0 1.0 1.0 1.0 Police Community Service Officer 1.0 1.0 1.0 1.0 Police Lieutenant 2.0 1.0 1.0 1.0 Police Officer 2.0 - - - Police Sergeant 2.0 2.0 2.0 2.0 Total Budgeted Staffing 8.49 8.60 8100 9.00 Total Office of the Chief of Police Program Costs: 91 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 2,020,156 $ 1,668,080 $ 1,623,579 $ 1,706,040 Maintenance and Operations $ 38,126 $ 49,579 $ 57,707 $ 73,322 Capital Equipment $ - $ - $ - $ - Total $ 2,058,282 $ 1,717,659 $ 1,681,286 $ 1,779,362 91 Support Services Division Intended Outcome: The Support Services Division provides operational support to all Divisions in the Police Department. Core Functions: • Front Desk Operations • Emergency Dispatch • Records & Identification • Property & Evidence • Alarms (Residential and Commercial) • Personnel &Training • Planning & Research • Range Operations Work Plan: • Facility Maintenance • Fiscal Services / Budget Management • Purchasing • Warrant Processing • Electronics Maintenance and Repair • Video Evidence • Information Technology • Fleet Maintenance • Utilize civilian employees in a variety of positions. This not only reduces staffing costs, but also allows for additional continuity and specialization of staff and ensures more sworn Officers are assigned to field positions. • Provide emergency and non - emergency Dispatch services. In Fiscal Year 2012, approximately 92% of emergency calls (defined as a present and imminent threat to life or property) were answered by a Dispatcher within 10 seconds. • Process and identify arrestees, conduct warrant checks and prepare Court Packages • Process Citations and requests for copies of Police Reports • Process, retain, release, and dispose of all Found Property, Evidence, and Safekeeping Property booked in the City • Maintain an indoor Shooting Range, and provide quarterly firearms qualifications for all sworn Officers • Service and maintain specialized electronics in the Department and fleet vehicles • Retain and catalog Mobile Video System recordings, which are utilized by sworn Officers in the field • Perform routine maintenance, conduct repairs and track the service history on a fleet of over 100 vehicles, including marked Police Cars and SUV's, marked Police Motorcycles, unmarked vehicles, ATV's (used on the beach), Parking Control Trucks, Animal Control Trucks, Transportation Vans, a Mobile Command Post and specialized vehicles for the S.W.A.T. team. 79 5 p Fulq �J Q Q C] Total Support Services Program Costs: ies and Benefits enance and Operations al Equipment Total Includes Fleet Maintenance Division "Police Department Information Tecl Budgeted Staffing: Actual Actual Estimated Proposed' $ 6,734,457 $ 5,702,315 $ 5,847,864 $ 7,089,169 $ 4,222,154 $ 5,031,665 $ 4,686,920 $ 4,403,258 $ 30,540 $ 4,016 $ 25,750 $ 7,694 $ 10.987.151 $ 10.737.996 $ 10.560.534 $ 11.500.121 transferred from the City Manager's Office for FY 14. Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Applications Coordinator Police Department 2.0 - - 2.0 Civilian Supervisor 2.0 2.0 2.0 2.0 Electronics Specialist 1.0 - 1.0 1.0 IT Technician Part-time 0.76 - - - Personal Computer /Network Coordinator 1.0 - - 1.0 Police Cadet 2.66 1.70 1.70 1.70 Police Captain 1.0 1.0 - - Police Community Service Officer 19.0 18.0 18.0 18.0 Police Community Service Officer Part-time 0.94 0.94 0.94 0.94 Police Computer Systems Manager 1.0 - - 1.0 Police Dispatcher 12.00 11.0 11.0 11.0 Police Dispatcher Part-time 2.22 2.22 2.22 2.22 Police Fiscal Services /Facilities Manager 1.0 1.0 1.0 1.0 Police Lieutenant 1.0 1.0 1.0 1.0 Police Mechanic II 1.0 1.0 1.0 1.0 Police MIS Specialist 1.0 - - 1.0 Police Officer 2.0 1.0 1.0 - Police Officer Part-time 0.26 0.26 0.26 0.26 Police Sergeant 1.0 1.0 1.0 2.0 Police Support Services Division Administrator 0.0 1.0 1.0 1.0 Rangemaster- Armorer 1.0 1.0 1.0 1.0 Senior Police Community Service Officer 3.0 2.0 2.0 2.0 Senior Police Dispatcher 3.0 3.0 3.0 3.0 Senior Police Mechanic 1.0 1.0 1.0 1.0 Station Officer 1.0 1.0 1.0 1.0 Total Budgeted Staffing 61.54 51.12 51.12 56.12 RE Patrol Division Intended Outcome: The primary purpose of the Patrol Division is to maintain the safety and security of the community. The Patrol Division is on -duty 24 hours per day, every day of the year. Core Functions: • Uniformed Patrol • Field Training Program • Gang Suppression • S.W.A.T. Unit • Crisis Negotiation Team Work Plan: • Bicycle Unit / ATV Patrol • Canine Officers • Jail Operations • Reserve Officer Program • Explorer Program • R.A.C.E.S. Volunteer Program • Respond to Calls for Service. In Fiscal Year 2012, the average response time to a top priority call was 2 minutes, 22 seconds from the moment the call was received until an Officer arrived on scene. Officers arrived on scene within S minutes in 91.8% of all Emergency calls (which involve a Police response with lights and sirens). • Conduct preliminary investigations on all reported crimes • Control crowds and keep the peace • Enforce local laws and ordinances • Take preventative measures to actively stop crime and disturbances before they occur through an area command model and monthly "Crimestat" meetings • Utilize Specialized Units to augment regular Patrol functions when possible • Provide temporary custody facilities • Utilize the Reserve Officer Program to provide transportation and administrative assistance to regular Patrol Officers, allowing those Officers to remain in the field for a larger portion of their assigned shift RE 5 p Fulq �J Q E3 Q C1 Q1Z The Explorer Unit is affiliated with the Boy Scouts of America, and is a volunteer unit of persons between the ages of 14 and 20. These young people volunteer approximately 3,000 hours annually in support of Police Department functions. R.A.C.E.S. (Radio Amateur Civil Emergency Service) Volunteers conduct over 100 hours of training annually, to support City -Wide communication through the use of ham radios in case of a communications failure. Total Patrol Program Costs: 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 15,503,843 $ 16,327,286 $ 17,135,735 $ 18,422,140 Maintenance and Operations $ 998,869 $ 909,143 $ 1,096,261 $ 1,164,698 Capital Equipment $ - $ 59,646 $ 10,354 $ - Total $ 16,502,712 $ 17,296,075 $ 18,242,350 $ 19,586,838 Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013.14 Assistant Police Chief - - 1.0 1.0 Civilian Custody Supervisor 1.0 1.0 1.0 1.0 Custody Officer 9.00 8.0 8.0 7.0 Custody Officer Part-time 0.12 - - - Heliocopter Facilities Maintenance Worker 1.0 - - Heliocopter Mechanic 2.0 2.0 - Police Captain 1.0 1.0 - - Police Community Service Officer 1.0 1.0 1.0 1.0 Police Lieutenant 3.0 4.0 4.0 4.0 Police Lieutenant (Heliocopter) 1.0 - - - Police Officer 66.0 68.0 70.0 73.0 Police Officer Heliocopter 2.0 2.0 - - Police Reserve Officer 4.17 4.17 4.17 4.17 Police Sergeant 10.0 12.0 12.0 13.0 Senior Heliocopter Mechanic 1.0 1.0 - - Total Budgeted Staffing 102.29 104.17 101.17 104.17 m Traffic Division Intended Outcome: The primary purpose of the Traffic Division is to promote traffic safety through education and enforcement. Core Functions: • Traffic Collision Investigation • Motorcycle Officer Patrol Follow -Up Investigation on Traffic- related Felony Arrests Work Plan: • DUI Enforcement and Checkpoints • Parking Enforcement • Animal Control • Investigate Traffic Collisions. In Fiscal Year 2012, the Traffic Division handled 2 fatal traffic collisions, 423 injury traffic collisions, and 585 property damage traffic collisions. • Investigate public concerns and complaints regarding traffic issues • Increase the traffic awareness for all members of the Community through Traffic Education Programs and enforcement • Review applications and make recommendations on Special Events • Utilize Office of Traffic Safety grant funds to aggressively pursue the prevention and enforcement of DUI's. Conduct DUI Checkpoints and increase DUI patrols throughout the year. • Conduct Parking Enforcement patrols. In Fiscal Year 2012, 33,297 Parking Citations were issued throughout the City for various infractions. • Provide Animal Control services. In Fiscal Year 2012, 416 stray or injured animals and 312 Animal Control Citations were issued. RE 5 p q �J Q Q C1 Q1Z Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Animal Control Officer 3.0 2.0 2.0 2.0 Civilian Supervisor 1.0 - - - Police Community Service Officer 7.0 4.0 4.0 4.0 Police Community Service Officer Part-time 3.74 2.69 2.69 3.49 Police Lieutenant 1.0 1.0 1.0 1.0 Police Officer 16.0 11.0 11.0 11.0 Police Sergeant 2.0 2.0 2.0 2.0 Senior Animal Control Officer 1.0 1.0 1.0 1.0 Senior Police Community Service Officer 1.0 1.0 1.0 1.0 Total Budgeted Staffing 35.74 24.69 24.69 25.49 Total Traffic Program Costs: Detective Division Intended Outcome: The Detective Division conducts follow -up investigation on all reported crimes and (non Traffic related) felony and misdemeanor arrests.The Detective Division also handlesjuvenile investigations, and issues that concern juvenile welfare, that occur within the City. Core Functions: • Burglary, Auto Theft, and Theft Section • Narcotics and Special Investigations • Crimes Against Persons Section Economic Crimes Section Juvenile and Sexual Assault Section School Resource Officers Court Liaison Officer Crime Analyst Crime Scene Investigation Liaisons for O.C.A.T.T. (Orange County Auto Theft Task Force) and R.N.S.P. (Regional Narcotics Suppression Program) Work Plan: • Conduct investigations and apprehend suspects. In Fiscal Year 2012, 6,159 cases were assigned for Investigation, including 222 Domestic Violence Cases. On average, each Detective was assigned 220 cases throughout the year. • Recover stolen property. In Fiscal Year 2012, investigations resulted in the recovery ofpropertyvalued at $1,991,637. • Prepare cases for presentation in Court 0 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 4,486,924 $ 3,876,294 $ 4,377,834 $ 4,216,717 Maintenance and Operations $ 333,922 $ 321,720 $ 337,466 $ 363,235 Capital Equipment $ - $ - $ - $ - Total $ 4,820.846 $ 4,198,014 $ 4,715,300 $ 4,579,952 Detective Division Intended Outcome: The Detective Division conducts follow -up investigation on all reported crimes and (non Traffic related) felony and misdemeanor arrests.The Detective Division also handlesjuvenile investigations, and issues that concern juvenile welfare, that occur within the City. Core Functions: • Burglary, Auto Theft, and Theft Section • Narcotics and Special Investigations • Crimes Against Persons Section Economic Crimes Section Juvenile and Sexual Assault Section School Resource Officers Court Liaison Officer Crime Analyst Crime Scene Investigation Liaisons for O.C.A.T.T. (Orange County Auto Theft Task Force) and R.N.S.P. (Regional Narcotics Suppression Program) Work Plan: • Conduct investigations and apprehend suspects. In Fiscal Year 2012, 6,159 cases were assigned for Investigation, including 222 Domestic Violence Cases. On average, each Detective was assigned 220 cases throughout the year. • Recover stolen property. In Fiscal Year 2012, investigations resulted in the recovery ofpropertyvalued at $1,991,637. • Prepare cases for presentation in Court 0 Monitor Massage Establishments Monitor Pawn Shop transactions Gather, track, and conduct analysis of Crime Statistics Liaison with the Orange County Superior Court and the Orange County District Attorney's Office Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Assistant Police Chief - 1.0 1.0 - Crime Scene Investigator 4.0 4.0 4.0 4.0 Police Captain 1.0 - - 1.0 Police Community Service Officer 2.0 2.0 2.0 2.0 Police Lieutenant 1.0 1.0 1.0 1.0 Police Officer 27.0 22.0 22.0 22.0 Police Reserve Officer 0.19 0.19 0.19 0.19 Police Sergeant 6.0 5.0 5.0 5.0 Senior Crime Analyst 1.0 1.0 1.0 1.0 Senior Crime Scene Investigator 1.0 1.0 1.0 1.0 Total Budgeted Staffing 43.19 37.19 37.19 37.19 Total Detective Program Costs: IN Q q MCI Q Ful Q C1 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 6,883,617 $ 6,700,986 $ 6,968,107 $ 7,023,974 Maintenance and Operations $ 138,220 $ 136,004 $ 125,477 $ 144,932 Capital Equipment $ 11,547 $ 7,048 $ - $ - Total $ 7,033,384 $ 6,844,038 $ 7,093,584 $ 7,168,906 IN Q q MCI Q Ful Q C1 Fire Department Mission Statement Protect life, property and the environment with innovative professionalism, and organizational effectiveness using highlytrained professionals committed to unparalleled service excellence. Vision The Newport Beach Fire Department will be engaged in the community, and recognized for exemplary lifesaving services, fire protection, prevention and preparedness by investing in our employees and the people we serve. Basic Operating Principles Safety, Service, Professionalism Department Overview Core Values Integrity, Teamwork, Caring, Respect, Innovation ewport Beach has a full service fire department providing our residents and visitors with exemplary customer service twenty -four hours a day. The terrain and geologic features create a challenging and diversified environment influenced by residential, commercial, mercantile, retail and manufacturing businesses as well as a wildland and ocean interface. In order to serve our customers, the Department has eight strategically located fire stations; two lifeguard offices on the beach supported by thirty -eight lifeguard towers. Celebrations ofthefire department centennial havesuccumbed tothe launching of new programs christening the next hundred years. Innovation is a hallmark of the fire department illustrated by new emergency medical service delivery systems and exciting training programs. All fire department employees are multifunctional and share responsibilities to ensure the success of the organization. The fire department is divided into four divisions, Administration, Marine Operations, Life Safety Services and Fire Operations.The full service department provides advanced life support provided by paramedic/ firefighters, basic life support provided by EMT firefighters and lifeguards, fire and building inspections, construction plan review, special event permits, fuel modification /brush clearance, fire suppression, urban search and rescue, ocean rescue, community emergency response teams and most of all public education on our beaches and schools. The Fire Department continues on the path to change by exploring innovation, efficiencies, effectiveness and new optimum, service delivery models. We will continue efforts to identify the best long -range strategies for the most cost effective operational model and engage in cooperative, shared service agreements with neighboring jurisdictions. In fiscal year 2013 -14, Fire will add part -time staff to meet expanding needs, mitigate risks, balance responsibilities with operational priorities and protect capital assets. Administration will seek additional temporary staffing for fiscal service assistance and facility /equipment maintenance management. 92 Life Safety Services will engage in professional contract service agreements for building plan check services and support with emergency operation planning documentation and mitigation plans. Fire EMS will pursue additional training personnel for a seamless transition to the new ePCR system and professional contract service agreements to update new protocols in line with continually evolving federal, state and local regulatory guidelines. Key Department Programs Administration Fire Operations Life Safety Services Marine Operations Total Fire Department Costs: 2010 -11 2011 -12 2012 -13 2013 -14 Workload Indicators Actual Actual Estimated Projected Fire Responses 165 201 188 225 Medical Responses 6,604 6,745 7,261 7,300 Fire Medics Membership 5,864 5,599 5,349 5,600 Water Rescues 2,356 3,228 3,700 3,900 Lifeguard Medical Aids 5,532 7,737 7,400 7,500 Boats in DistressfWarnings 64 102 110 115 Preventive Actions 91,946 131,253 133,000 133,500 Fire Alarm Responses 702 666 800 800 Other Emergency Responses 2,056 3,017 2,627 2,800 Public Education Contacts 15,659 9,013 12,000 13,000 Fire Inspections 7,100 5,861 5,446 5,307 New Construction Inspections 1,013 640 696 752 Beach Attendance 9,134,602 9,421,250 9,500,000 9,600,000 Special Events 282 240 325 340 Fire Plan Checks 423 407 396 500 Total Fire Department Costs: IN Q q MCI Q Ful Q C1 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 28,112,745 $ 28,627,498 $ 29,220,065 $ 30,407,090 Maintenance and Operations $ 4,971,409 $ 5,438,727 $ 6,408,005 $ 6,379,086 Capital Equipment $ 144,209 $ 115,472 $ 361,493 $ 242,466 Total $ 33,228,362 $ 34,181,697 $ 35,989,564 $ 37,028,643 IN Q q MCI Q Ful Q C1 Goals 1. Fully implement electronic prehospital care reporting (ePCR) for all emergency medical calls by November 1, 2013. The City of Newport Beach Fire Department has participated on a trial basis in the Orange County Health Care Agency's Medical Emergency Data System (OC -MEDS) during FY 2012 -13.00 -MEDS was designed to facilitate the collection and analysis of EMS patient management from the time 9 -1 -1 is accessed through discharge from the emergency department. This new technology enhances patient care by enabling real -time patient information to be transmitted from the scene to the hospital, stores medical information to be retrieved for repeat calls, and generates reports that can be used to trend data forthe purposes of improving services. The ePCR will also create financial efficiencies that will result in improved work performance and report accuracy which will decrease the overall length of the billing cycle by fifty percent (50 %). Performance Measures FYI Actual FYI Estimate FYI Proiected % ePCR's generated 0 42% 100% Avg # days spent processing PCR's for submittal to billing company 28 -42 days 28 -42 days 10 -15 days % PCR's with errors or illegible print 98% 50% 20% # days from receipt of billing documentation to invoice generation 3 -5 days 2 -3 days 1 -2 days 2. Increase reimbursable training hours with College affiliation programs. A joint partnership program with Santa Ana College provides a revenue stream from training hours completed by field personnel. The program is supervised to assure fulfillment of specified core curriculum. Revenue received funds a department Career Development program dedicated to succession planning, increased workforce value, promotional opportunities and staff motivation incentive. Performance Measures FY11 Actual FYI Actual FYI Estimate FYI Proiected 3. Assure success of self - sustainable programs (Junior Lifeguards, Fire Medics, START). Several Fire sponsored programs create a large benefit to the community as well as assist in preparing the next generation to be safety conscious. Strategic management will maintain the excellence of each program while assuring these programs are cost neutral thereby minimizing general fund subsidization. RE # classes 2,727 4,412 4,768 5,000 # participants 12,668 16,482 18,245 20,000 # training hours completed 27,438 36,533 40,340 45,000 $ revenue reimbursed $70,779 $104,960 $127,859 $142,000 3. Assure success of self - sustainable programs (Junior Lifeguards, Fire Medics, START). Several Fire sponsored programs create a large benefit to the community as well as assist in preparing the next generation to be safety conscious. Strategic management will maintain the excellence of each program while assuring these programs are cost neutral thereby minimizing general fund subsidization. RE Performance Measures Junior Lifeguards FY11 Actual FYI Actual FYI Estimate FYI Projected # of participants 1,241 1,300 1,350 1,355 $ revenue $856,678 $925,164 $1,031,161 $1,046,060 $ expenses (labor, M &O) $984,623 $895,498 $978,527 $1,008,000 %cost recovery 87% 100% 100% 100% START Triage Proqram # orders placed 220 168 164 154 $ revenue $17,279 $13,067 $14,143 $12,818 $ expenses (M &O) $2,403 $1,817 $5,000 $1,230 % cost recovery 100% 100% 100% 100% Fire Medics # participants 5,864 5,599 5,349 5,600 $ revenue $291,337 $306,236 $295,848 $305,500 $ expenses (M &O) $53,029 $37,145 $41,436 $55,000 %cost recovery 100% 100% 100% 100% 4. Increase the number of community outreach and educational programs. Continuous educational prevention and preparedness programs extended to adults and youths are a priceless investment in maintaining the value of our community. This interactive partnership expands the reach of our fire staff in maintaining a safe environment for the enjoyment of our residents and visitors. Not only is the community better informed on preventative measures but also well equipped at any age level to deal with diverse types of emergencies. Performance Measures FYI Actual FYI Estimate FYI Proiected # of CERT volunteers 153 150 100 # educational presentations 266 218 244 # group fire /lifeguard station tours 40 55 75 RE U p q �J Q Q C1 a Programs Administration Core Functions: • Leadership, direction, motivation, enforcement and supervision Succession planning • Payroll processing • Personnel facilitation • Budget development, implementation and management Work Plan: • Interdepartmental collaboration • Procurement • Support services • Policy development and guidance • Council proposals • Intergovernmental relations • Community engagement Fire Administration is the core of the Department providing leadership and administrative support to all divisions in order to achieve the organizational missions and standards set by Fire Chief Scott Poster. Assisting with oversight of the Chief's schedule and Department needs is the Administrative Assistant to the Fire Chief. All Department finances are managed by the Administrative Analyst. Support Service Aides provide logistical support to all eleven facilities. Work plan concentration areas: Continue efforts to streamline the budget and create fiscal efficiencies. • Strategic planning with the assistance of an independent consultant will be pursued to chart a course for future innovation, efficiencies and effectiveness throughout the emergency response delivery system. Review opportunities for a new service delivery model to sustain exemplary emergency services. • The addition of a Fire Facility and Equipment Coordinator to assist in remedying current deficiencies, recommending essential replacements and implementing a preventative maintenance program to strengthen our infrastructure. Policy and procedural revisions and new direction will continue to improve operational efficiencies and promote utilization of best practices. Improved methods of communication and clarity continue to evolve and foster workforce excellence. Celebrate and recognize employees who deliver outstanding customer service. • Develop a Fire Department Speakers Network made of up firefighters, lifeguards, and other topical experts who are dedicated to assisting the Department in speaking to community -based organizations, schools and other targeted groups. .E Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Administrative Analyst - 1.0 1.0 1.0 Administrative Assistant to the Fire Chief 1.0 1.0 1.0 1.0 EMS Manager 0.5 0.5 - - Fire Captain + 7.5% 1.0 - - - Fire Chief 1.0 1.0 1.0 1.0 Fire Information Systems Coordinator 1.0 Fire Support Service Manager 1.0 Lifeguard Battalion Chief 1.0 Office Assistant 1.0 Senior Fiscal Clerk 1.0 Support Services Aide Part-time 1.0 1.0 1.0 1.0 Total Budgeted Staffing 9.5 4.5 4.0 4.0 Total Administration Program Costs: Fire Operations Core Functions: • Fire suppression • Emergency medical service and transport Urban Search and Rescue • Fire investigation Hazardous materials response • Training and certification • Fire Explorer Program • Media /Public Information • Public Education and Community Training Work Plan: Work Plan: Fire Operations is committed to safeguarding the general welfare and economy of the City of Newport Beach. The safety and well -being of residents, visitors, propertyand community isour highest priority. Response time is provided by 8 strategically located fire stations, 118 full -time suppression staff, and a fleet of 8 fire engines, 2 fire trucks, 3 fire paramedic transport units and 1 Urban Search and Rescue engine (USAR). Calls for service cover a broad range which is generally classified into four categories — fire suppression, emergency medical aid, hazardous materials and public assistance. 91 p Ful q Q C1 a 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 847,040 $ 595,441 $ 631,448 $ 653,883 Maintenance and Operations $ 162,610 $ 568,086 $ 200,708 $ 211,228 Capital Equipment $ 7,391 $ - $ - $ - Total $ 1,017,042 $ 1,163,528 $ 832,156 $ 865,112 Fire Operations Core Functions: • Fire suppression • Emergency medical service and transport Urban Search and Rescue • Fire investigation Hazardous materials response • Training and certification • Fire Explorer Program • Media /Public Information • Public Education and Community Training Work Plan: Work Plan: Fire Operations is committed to safeguarding the general welfare and economy of the City of Newport Beach. The safety and well -being of residents, visitors, propertyand community isour highest priority. Response time is provided by 8 strategically located fire stations, 118 full -time suppression staff, and a fleet of 8 fire engines, 2 fire trucks, 3 fire paramedic transport units and 1 Urban Search and Rescue engine (USAR). Calls for service cover a broad range which is generally classified into four categories — fire suppression, emergency medical aid, hazardous materials and public assistance. 91 p Ful q Q C1 a Work plan concentration areas: • Two new "Surge" ambulances taken from our reserve fleet will be staffed by fire operation personnel and deployed during periods of increased demand when front -line Paramedic Rescue Ambulances are unavailable. The pilot program will be evaluated and reassessed on March 1, 2014, to determine the sustainability. • An additional Paramedic transport unit will be activated for ten weeks during the peak summer activity from Independence Day through Labor Day. A new Staff Training Captain will complement the Staff Training Battalion Chief in assuring fire personnel maintain the highest level of professional life- saving practices and regulatory protocol as well as develop career advancement opportunities. • Fire Operations will accept delivery of three new ambulances, three fire engines and a new ladder truck with technical advancements that will improve service delivery and minimize operational mechanical deficiencies. The Fire Explorer program will continue to expand and increase enrollment. The Fire Medics Subscription Program and START triage training materials will be revitalized with updated brochures and expanded distribution. Develop and implement public information management procedures to ensure timely and accurate release of information to the media and public. Budgeted Staffine: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Assistant Fire Chief - 1.0 1.0 1.0 Department Assistant 2.0 2.0 2.0 2.0 EMS Manager 0.5 0.5 1.0 1.0 Fire Battalion Chief - 1.0 1.0 1.0 Fire Captain 30.0 30.0 30.0 30.0 Fire Deputy Chief 1.0 - - - Fire Division Chief 1.0 - - 2.0 Fire Engineer 30.0 30.0 30.0 30.0 Fire Line Battalion Chief 3.0 3.0 3.0 1.0 Fire Paramedic 24.0 24.0 24.0 24.0 Firefighter 30.0 30.0 30.0 30.0 Total Budgeted Staffing 121.5 121.5 122.0 122.0 Total and Fire Operations Program Costs: Salaries and Benefits Maintenance and Operations Capital Equipment Total 1 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated* Proposed $ 21,748,374 $ 22,982,939 $ 23,551,833 $ 24,411,426 $ 3,272,435 $ 3,444,081 $ 4,425,038 $ 4,373,584 $ 89.295 $ 83.286 $ 275.263 $ 187.277 is being absorbed into Fire 92 FY 12 -13. Life Safety Services Core Functions: • Fire code enforcement • Fire code development • Issuance of fire code permits • Construction plans /projects reviews • Building inspections • Special event inspections Work Plan: The Life Safety Services Division provides progressive and cost effective fire prevention, life safety, and emergency preparedness services through education, enforcement and awareness. This is the Department's smallest division with a staff • Wildland vegetation fuel management Very High Fire Hazard Severity Zone enforcement • Hazardous materials disclosure program • Community education programs • Disaster preparedness • Grant management of eight dedicated to providing proactive, effective, and efficient services. Staff is responsible for delivering a wide range of life safety technical services and promoting community disaster preparedness by working cooperatively with businesses, community partners, and individuals. Staff is committed to providing the highest level of service and expertise in partnership with our community. Work plan concentration areas: • Transforming and updating its Records Management System (RMS) to enhance support for its core functions. Focused redistribution of inspection workload designed to minimize risk and loss in compliance with state of California mandated and required inspections. Makecertain Fireand lifesafetyplan reviewturnaround times integrate closely with the Community Development Department timelines to ensure a seamless and efficient customer experience for all clients. Build upon its nationally recognized community outreach and preparedness programs by continuing to implement innovative methods and tools. • Continue to participate in grant funding opportunities to support the Fire Department and community efforts to mitigate community risks and improve service levels. • Maintain national recognition of our Community Emergency Response Teams, through adding additional classes and support. • Adequately supply and outfit the new Civic Center Command Center. 93 U p Fulq �J Q Q C1 a Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Assistant Fire Chief - - 1.0 1.0 Community Education Coordinator - 1.0 - - Community Preparedness Coordinator 1.0 1.0 1 0 $ Confidential Administrative Assistant - - 1.0 - Department Assistant 1.0 1.0 - 1.0 Emergency Services Coordinator 1.0 1.0 1.0 1.0 Fire Prevention Plans Examiner Non -Sworn 2.0 2.0 2.0 - Fire Marshal Deputy 1.0 - - 20,976 Fire Marshal 1.0 - $ 1,689,534 Fire Division Chief - 1.0 - - Fire Prevention Specialist Non -Sworn 1.0 1.0 2.0 - Life Safety Specialist II - - - 4.0 Life Safety Specialist III - - - 1.0 Total Budgeted Staffing IL 8.0 8.0 8.0 8.0 Total Life Safety Program Costs: Marine Operations Core Functions: • Ocean, open water and beach safety • Preventing and response to ocean rescues • Enforce City Municipal Codes and State Navigational Codes Providing emergency medical assistance to beach visitors Training and certification • Junior Lifeguard program • Underwater rescue dive team • Rescue boat operations • Urban Search and Rescue — swift water response • Community education • CPR instruction for schools 94 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated* Proposed Salaries and Benefits $ 1,219,794 $ 1,227,404 $ 1,379,571 $ 1,399,164 Maintenance and Operations $ 415,609 $ 462,130 $ 581,232 $ 620,905 Capital Equipment $ 31,122 $ - $ 44,568 $ 20,976 Total $ 1,666,525 $ 1,689,534 $ 2,005,371 $ 2,041,045 "Divisions 2354, 2355 & 2356 became Division 2335 beginning FY 12 -13, but presented retroactively here. Marine Operations Core Functions: • Ocean, open water and beach safety • Preventing and response to ocean rescues • Enforce City Municipal Codes and State Navigational Codes Providing emergency medical assistance to beach visitors Training and certification • Junior Lifeguard program • Underwater rescue dive team • Rescue boat operations • Urban Search and Rescue — swift water response • Community education • CPR instruction for schools 94 Work Plan: Marine Operations provides year- round, high clualitywater rescue, emergency response, prevention and beach safety services. A staff of thirteen full -time, professionally trained and certified Marine Safety personnel, along with over 200 seasonal part -time lifeguards, maintain ocean water safety for over 10 million beach and bay visitors annually. Work plan concentration areas: • Maintain a fully self - sustainable, cost neutral, exceptional Junior Lifeguard program to educate and prepare our community youth on ocean safety. • Provide CPR, First Aid and Ocean Safety instruction to the community schools, CERT program, and group associations. • Restructure staffing model for cost efficiencies while maintaining dedicated ocean safety measures. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Community Preparedness Coordinator 1.0 0.40 - - Department Assistant 1.0 - 1.0 1.0 Emergency Services Coordinator 1.0 - - - Lifeguard Battalion Chief 3.0 2.0 2.0 2.0 Lifeguard Cadet 0.96 0.48 0.64 0.64 Lifeguard Captain 7.0 5.0 5.0 5.0 Lifeguard Captain Boat 2.0 1.0 1.0 1.0 Lifeguard 1 15.38 16.52 16.31 16.31 Lifeguard II 11.57 13.32 14.65 14.65 Lifeguard III 2.10 1.80 2.33 2.33 Lifeguard Officer 4.0 3.40 3.0 4.0 Lifeguard Operations Assistant Chief - 1.0 1.0 1.0 Lifeguard Trainee 2.12 2.12 1.20 1.20 Part -time Lifeguard Officer - - 0.40 - Total Budgeted Staffing 50.13 46.64 48.53 49.13 Total Lifeguard Operations Program Costs: 95 U° p q Q G1 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated" Proposed Salaries and Benefits $ 4,035,056 $ 3,821,714 $ 3,657,214 $ 3,942,617 Maintenance and Operations $ 1,053,961 $ 964,429 $ 1,201,027 $ 1,173,369 Capital Equipment $ 16,400 $ 32,187 $ 41,662 $ 34,213 Total $ 5,105,416 $ 4,818,330 $ 4,899,903 $ 5,150,199 Division 2352 for Lifeguard Training was absorbed into this division beginning FY 12 -13. 95 U° p q Q G1 Community Development Mission Statement Aresponsive, knowledgeable team of professionals guiding community development in the public interest and promoting the quality of life and safety of those who live, work and visit the City of Newport Beach. Department Overview the Community Development Department's services encompass revitalization of targeted areas, retaining and attracting businessesto Newport Beach, and creating and maintaining high - quality residential neighborhoods and business areas to ensure that Newport Beach provides safe, economically vital and aesthetically pleasing places in which to live, work and visit. The Department administers the City's land use policies, including the general plan, zoning, building, subdivision, and environmental regulations, to ensure the orderly physical growth of the community. Program activities range from advance and current planning to building permit inspection, plan check and code enforcement.The Department also oversees the Community Development Block Grant (CDBG) program. Key Department Programs • Building • Code Enforcement Department Goals • Planning • Systems and Administration For Fiscal Year 2013 -14, the following Department goals have been identified: • Continue to prepare and implement short- and long -term strategies that promote City Council priorities for enhancing the City's physical environment and the character and quality of its neighborhoods; • Refine the department's organization and operations to maximize the functionality of the new Civic Center's design; • Ensure the new Permit Center is well staffed by properly trained and fully equipped personnel to provide exceptional customer service; • Continue to improve electronic document storage and retrieval for all department records utilizing the new content management system; • Continue to refine and improve internal and external customer service and streamline the development review process; and • Continue to consistently implement the codes, policies, and regulatory requirements to ensure quality residential neighborhoods and businesses throughout the City. Total Community Development Department Costs: 2010 -11 2011 -12 2010 -11 2011 -12 2012 -13 2013 -14 Workload Indicators Actual Actual Estimated Projected Building Division $ 7,337,393 Maintenance and Operations $ 842,007 $ 1,439,072 $ 1,617,947 Plan Submittals Total Plan Checks: 2,904 1,939 2,405 2,429 Permits Issued $ 131,878 $ 122,675 Total $ 7,250,522 $ 8,612,048 Building /Combination Permits 3,558 2,828 3,175 3,207 Electrical Permits 2,257 1,851 2,273 2,296 Plumbing Permits 1,556 1,520 1,920 1,939 Mechanical Permits 1,227 1,110 1,486 1,501 Pool /Spa Permits 129 100 122 123 Harbor Permits 55 53 50 50 Fire Permits 496 520 429 433 Total Permits Issued., 9,278 7,982 9,455 9,549 Inspections Inspections Related to Complaints 2,150 1,340 1,670 1,686 RBR Inspections 923 655 751 758 Construction Inspections 27,746 28,302 32,369 32,693 Total Inspections: 30,819 30,297 34,790 35,137 Code Enforcement Division Administrative Citations Issued 156 200 300 400 Notice of Violations Issued 917 1,005 1,500 1,600 Code Enforcement Investigations N/A 1,650 2,000 2,400 Planning Division Planning Applications Received 178 140 130 130 Actions taken by Approval Authority City Council 95 74 60 60 Planning Commission 56 58 53 53 Zoning Administrator 54 49 60 60 Hearing Officer 2 17 1 1 Special Committees 5 27 15 22 Totals: 212 225 189 196 Total Community Development Department Costs: 2010 -11 2011 -12 2012 -13 2013 -14 Actual ActualA Estimated- Proposed* Salaries and Benefits $ 6,281,867 $ 7,054,558 $ 7,137,600 $ 7,337,393 Maintenance and Operations $ 842,007 $ 1,439,072 $ 1,617,947 $ 1,593,287 Capital Equipment $ 3,466 $ 5,785 $ 42,800 $ 39,200 CDBG Fund $ 123,181 $ 112,632 $ 131,878 $ 122,675 Total $ 7,250,522 $ 8,612,048 $ 8,930,225 $ 9,092,555 A In FY 2012, Code Enforcement was split between Community Development and Public Works, previously combined as one in the City Manager's Department. In FY 2013, the Economic Development Division transferred to a new City Manager Division, 0340. In FY 2014, the Real Property Division 2970 was added to Building. 97 Q q GA pq 4 Q C] Programs Department Composition The Department consists of four divisions: Building, Code Enforcement, Planning, and Systems and Administration; the core function of each division is discussed below. Building Division Core Functions: • Ensure plans and construction adhere to adopted codes and minimum design standards for the protection of life and property; Expeditiously process utility releases, code modification and hardship requests, applications for alternate materials and methods of construction, flood zone determinations, building code violations, handicap accessibility complaints, and temporary occupancy requests; • Provide thorough and detailed building inspections within 24 hours of requests to ensure compliance with approved plans, applicable codes, and local ordinances; • Implement exceptional customer service, effective project management, and a responsive and accountable staff, Ensure that a minimum of eighty (80 %) percent of all building permit applications are reviewed at the front counter, the same day an applicant applies for a permit; Complete the review of at least ninety -five (95 %) percent of all building permit applications within 10 business days; and • Provide necessary staff support to the Building and Fire Board of Appeals. $<W - $3M 0 $RiO �F S� $ROJ $i5J $loo so M Work Plan: 5 .ti Feral Years ssa uo SC O i£ uo al o w.o ^o , ^ Fisal Years ' Ekl,v "Pw ,d,d Utilize all training opportunities to ensure staff is fully prepared and knowledgeable in all areas and disciplines; • Cross train the inspection staff and ensure a versatile, responsive, and well- trained team; Effectively manage the City's real property portfolio through the use of technology and outside consultants; m • Establish a comprehensive tracking system and data base for all real property files, and digitally scan all files; and • Establish a schedule for evaluating the City's current real property portfolio (15% minimum of the properties each year) for compliance with terms of the individual lease /rental agreements, and conduct appraisals as necessary to determine current market value. Administer new leases for the following: 0 1499 Monrovia Avenue o New Civic Center concession and adjoining retail spaces o Tideland areas Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 i in Administrative Analyst - 0.5 - - Administrative Assistant LO 1.0 - - Building Department Specialist 1.0 1.0 1.0 1 0 Building Director 1.0 - - - Building Inspector II 3.0 3.0 3.0 3.0 Building Manager /Chief Building Official - 1.0 1.0 1.0 Chief Building Inspector 1.0 1.0 1.0 - Civil Engineer Plan Check - - 1.0 - Community Development Director - 0.5 - - Department Assistant 1.0 1.0 1.0 1.0 Deputy Building Official 1.0 - - - Office Assistant 1.0 1.0 1.0 1.0 Permit Counter Supervisor 1.0 1.0 1.0 1.0 Permit Technician 1 1.0 1.0 - - Permit Technician II 3.0 3.0 4.0 4.0 Permit Technician II Part-time 0.5 0.5 Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Administrative Analyst - 0.5 - - Administrative Assistant LO 1.0 - - Building Department Specialist 1.0 1.0 1.0 1 0 Building Director 1.0 - - - Building Inspector II 3.0 3.0 3.0 3.0 Building Manager /Chief Building Official - 1.0 1.0 1.0 Chief Building Inspector 1.0 1.0 1.0 - Civil Engineer Plan Check - - 1.0 - Community Development Director - 0.5 - - Department Assistant 1.0 1.0 1.0 1.0 Deputy Building Official 1.0 - - - Office Assistant 1.0 1.0 1.0 1.0 Permit Counter Supervisor 1.0 1.0 1.0 1.0 Permit Technician 1 1.0 1.0 - - Permit Technician II 3.0 3.0 4.0 4.0 Permit Technician II Part-time 0.5 0.5 0.5 0.5 Principal Building Inspector 2.0 2.0 2.0 2.0 Principal Civil Engineer 2.0 2.0 1.0 1.0 Principal Civil Engineer Plan Check - - 1.0 1.0 Real Property Administrator - - 1.0 1.0 Records Specialist 1.0 1.0 1.0 1.0 Residential Building Records Inspector 1.0 1.0 1.0 1.0 Senior Building Inspector 4.0 3.0 2.0 2.0 Senior Civil Engineer Plan Check 6.0 6.0 5.0 6.0 Student Aide 0.33 - - - Student Aide 0.33 0.66 - - Subtrade Plans Examiner - 1.0 1.0 1.0 Total Budgeted Staffing 32.16 32.16 29.50 28.50 99 U° p MCI q Q Ful Q G] Building Total Program Costs: Code Enforcement Division Core Functions: Protect the health, safety and general welfare of the community through the enforcement of City and state laws related to land use, building codes, and property maintenance; • Continue to promote community aesthetics through public outreach and education on City and State - mandated programs and policies; • Conduct timely and thorough investigations in response to citizen complaints and abate violations through effective and efficient enforcement; • In commercial areas, focus on non - compliant use permits, unpermitted signage, unpermitted uses, and property maintenance; • In residential areas, focus on property maintenance and nuisance conditions, investigate and ensure compliance with the Zoning Code, and monitor and ensure compliance with use permits and development agreements; • Coordinate activities and provide assistance to other City staff, departments, and outside agencies; Assist with public outreach and proactive enforcement of the City's water quality regulations. Work Plan: Continue to provide support to special abatement programs, including summer weekend enforcement; • Implement a volunteer program that that focuses on addressing quality of life concerns in the community through public outreach and education; Regular meetings with Homeowners Associations (HOAs), ad hoc Citizen Advisory Panels, residents, and business owners to further the division's goals of education and voluntary compliance. - WqF 100 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed` Salaries and Benefits $ 3,906,503 $ 3,971,440 $ 3,992,545 $ 4,193,018 Maintenance and Operations $ 349,054 $ 686,025 $ 1,012,566 $ 1,032,220 Capital Equipment $ 1,313 $ 3,174 $ 37,200 $ 37,200 Total $ 4,256,870 $ 4,660,639 $ 5,042,311 $ 5,262,438 In FY 2014, the Real Property Division 2970 was added to Building. Code Enforcement Division Core Functions: Protect the health, safety and general welfare of the community through the enforcement of City and state laws related to land use, building codes, and property maintenance; • Continue to promote community aesthetics through public outreach and education on City and State - mandated programs and policies; • Conduct timely and thorough investigations in response to citizen complaints and abate violations through effective and efficient enforcement; • In commercial areas, focus on non - compliant use permits, unpermitted signage, unpermitted uses, and property maintenance; • In residential areas, focus on property maintenance and nuisance conditions, investigate and ensure compliance with the Zoning Code, and monitor and ensure compliance with use permits and development agreements; • Coordinate activities and provide assistance to other City staff, departments, and outside agencies; Assist with public outreach and proactive enforcement of the City's water quality regulations. Work Plan: Continue to provide support to special abatement programs, including summer weekend enforcement; • Implement a volunteer program that that focuses on addressing quality of life concerns in the community through public outreach and education; Regular meetings with Homeowners Associations (HOAs), ad hoc Citizen Advisory Panels, residents, and business owners to further the division's goals of education and voluntary compliance. - WqF 100 Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Code & Water Quality Enforcement Division Mgr - - - - Code & Water Quality Enforcement Officer 2.0 1.0 1.0 1.0 Code & Water Quality Enforcement Officer Trainee 1.0 1.0 1.0 1.0 Code Enforcement Supervisor - 1.0 1.0 1.0 Office Assistant, Part-time 0.25 0.25 0.50 0.50 Senior Code & Water Quality Enforcement Officer 1.0 1.0 1.0 1.0 Total Budgeted Staffing 4.25 4.25 4.50 4.50 Total Code Enforcement Program Costs: 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual' Estimated Proposed Salaries and Benefits $ - $ 401,754 $ 441,650 $ 501,017 Maintenance and Operations $ - $ 41,319 $ 91,062 $ 85,052 Capital Equipment $ - $ - $ 3,600 $ - Total $ - $ 443,073 $ 536,311 $ 586,069 *Code Enforcement is a new Division split between Community Development and Public Works, previously combined as one division in the City Manager Department. Planning Division Core Functions: • Maintain and apply the provisions of the General Plan, Zoning Code, Local Coastal Program, and related policy documents; • Provide high quality customer service through efficient case management and plan check processing; • Determine appropriate uses of properties, suitable site plan configurations and in designing buildings of size, scale, and character consistent with traditions of excellence that define Newport Beach; • Review building plan checks for compliance with the Zoning Code and City conditions of approval; • Review and process development applications to ensure compliance with the City's General Plan, Zoning requirements, community goals, and the California Environmental Quality Act (CEQA); 101 U° p q Q C1 Provide critical information and recommendations to the Hearing Officer, Zoning Administrator, Planning Commission, and City Council to assist in decisions pertaining to a variety of development projects and land use policies; • Maintain and implement the City's Housing Programs; Provide assistance to other departments in demonstrating compliance with CEQA and the City's Local Coastal Program. Work Plan: Prepare a draft Housing Element for the 2014 -2021 planning period with the State Department of Housing and Community Development consistency determination obtained by October 2013. • With support from the Balboa Village Advisory Committee, develop and implement the revitalization strategies detailed in the Balboa Village Master Plan; • Prepare the draft Implementation Plan to achieve the long -term goal of obtaining a certified Local Coastal Program; • Amend the Zoning Code where appropriate to clarify the intent of some of the newly adopted regulations; • Manage the preparation of environmental documentation and project entitlements for the following major proposals: o Back Bay Landing mixed use project o Balboa Marina and Public Dock o ExplorOcean in Balboa Village o Koll Center Newport in the Airport Area; and Facilitate the process to redevelop the former City Hall site located at 3300 Newport Boulevard, including the processing of necessary project entitlements, environmental review, and development team coordination. 102 Budgeted Staffing: it �• kk i o o�r Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Administrative Analyst - 0.5 - - Administrative Assistant 1.0 1.0 1.0 1.0 Assistant Planner 6.0 6.0 5.0 10 Associate Planner 3.0 3.0 3.0 10 Community Development Director - 0.5 - - Department Assistant + 7.5% 2.0 2.0 2.0 2.0 Deputy Community Development Director - 1.0 1.0 1.0 Economic Development Administrator 1.0 - - - Economic Development Coordinator 1.0 Planning Director 1.0 - - - Planning Manager 1.0 1.0 1.0 1.0 Planning Systems Administrator 1.0 - - - Planning Technician 2.0 2.0 1.0 1.0 Principal Planner 1.0 1.0 1.0 1.0 Senior Planner 2.0 2.0 2.0 2.0 Student Aide 0.4 0.4 - - Systems & Administrative Manager - 1.0 - - Total Budgeted Staffing 22.4 21.4 17.0 15.0 103 p q �J Q Q G1 Total Planning Program Costs: Systems and Administration Division Core Functions: Continued integration and leveraging of technology to streamline and automate daily operations to better serve internal and external customers; • Field all general phone calls and assist customers with records research; • Prepare, facilitate, and monitor the annual operating budget which includes: contracts and agreements, revenue and fee analysis, developer deposit accounts and all other department expenditures; • Provide departmental and divisional administrative support services to ensure consistency of standard operating procedures and to avoid duplication of efforts; • Archive documents into an electronic format to reduce staff research time and to expedite departmental and Public Records Act requests; • Maintain the Department's Geographic Information System (GIS) and utilize this software to perform spatial analysis on a variety of land use issues; • Track permit and activity data to measure service and performance indicators for each division; • Maintain the department's website; Ensure that the preparation and posting of public notices, meeting agendas, and minutes for the Planning Commission, Zoning Administrator, Hearing Officer, Citizen Advisory Committees, and the Building and Fire Board of Appeals are in compliance with the Brown Act. 104 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 2,375,363 $ 2,140,559 $ 2,150,036 $ 2,031,937 Maintenance and Operations $ 492,954 $ 619,892 $ 479,896 $ 295,144 Capital Equipment $ 2,153 $ 2,531 $ 2,000 $ 2,000 CDBG Fund $ 123,181 $ 112,632 $ 131,878 $ 122,675 Total $ 2,993,651 $ 2,875,614 $ 2,763,810 $ 2,451,756 Systems and Administration Division Core Functions: Continued integration and leveraging of technology to streamline and automate daily operations to better serve internal and external customers; • Field all general phone calls and assist customers with records research; • Prepare, facilitate, and monitor the annual operating budget which includes: contracts and agreements, revenue and fee analysis, developer deposit accounts and all other department expenditures; • Provide departmental and divisional administrative support services to ensure consistency of standard operating procedures and to avoid duplication of efforts; • Archive documents into an electronic format to reduce staff research time and to expedite departmental and Public Records Act requests; • Maintain the Department's Geographic Information System (GIS) and utilize this software to perform spatial analysis on a variety of land use issues; • Track permit and activity data to measure service and performance indicators for each division; • Maintain the department's website; Ensure that the preparation and posting of public notices, meeting agendas, and minutes for the Planning Commission, Zoning Administrator, Hearing Officer, Citizen Advisory Committees, and the Building and Fire Board of Appeals are in compliance with the Brown Act. 104 Work Plan: • Complete digital archiving of the department's historic records; • Work with the City Clerk's office to develop and implement workflows for automated agenda processes; • Continue to develop the department's GIS by establishing convenient linkages to the City's content management system; • Continue to organize and maintain the department's standard operating procedures. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Administrative Analyst _ 1.0 1.0 1.0 Community Development Director _ 1.0 1.0 1.0 Student Aide 1.06 1.06 1.06 1.90 Systems & Administrative Manager - 1.0 1.0 1.0 Total Budgeted Staffing 1.06 4.06 4.06 4.90 Total Department Costs: 105 U p q Q CI 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual' Estimated Proposed Salaries and Benefits $ - $ 540,805 $ 553,370 $ 611,422 Maintenance and Operations $ - $ 91,837 $ 166,302 $ 180,871 Capital Equipment $ - $ 80 $ - $ - Total $ - $ 632,721 $ 719,671 $ 792,293 •CDD Admin was a new division created in FY 2011 -12. 105 U p q Q CI Municipal Operations Department Mission Statement o provide clean, safe, and responsive utility and infrastructure maintenance services to the community of Newport Beach. Department Overview esponsible for providing water service, wastewater collection, oil and gas production, electrical services, streetlight services, refuse collection, park and tree maintenance, storm drain, facilities and beach maintenance, street and sidewalk maintenance, vehicle and equipment maintenance, and administrative support. Key Department Programs Administration Electrical Equipment Maintenance Field Maintenance Oil & Gas Operations Support Parks &Trees Refuse Water Wastewater The department is divided into ten functional divisions that are responsible for administrative support, customer service, and regulatory compliance; electrical maintenance of pump stations, control systems, and street lighting; residential refuse collection and recycling; safe operation and maintenance of oil and natural gas production; maintenance of the City's urban forest, parks and landscaped areas; delivery of safe drinking water; street sweeping and maintenance of storm drains, tide valves, beaches, traffic signs, and public facilities; safe collection and delivery of wastewater for treatment; management and replacement of the City fleet of vehicles and equipment; and improvement of public streets and sidewalks. Goals Build on previous successful efforts to reduce costs while maintaining excellent levels of service. Move forward with the purchase of alternative fuel replacements for fleet vehicles. Reduce the volume and duration of streetlight outages through an improved maintenance program. Evaluate the impact of reduced staff positions on internal services Meet current and future needs for infrastructure, services, and resources for citizens and visitors through contract management Provide the City a safe, reliable, and cost - competitive water supply. 106 • Operate and maintain the City's water, wastewater, oil and gas, and street lighting systems in an efficient and innovative manner. • Provide outstanding customerservice and education to the public, other departments and agencies. • Encourage continuous employee assessment and development programs. • Facilitate the flow of information by maintaining a records management system. Total Municipal Operations Department Costs: General Fund Salaries and Benefits Maintenance and Operations Capital Outlay General Fund Total Water Fund Salaries and Benefits Maintenance and Operations Capital Outlay Water Fund Total Wastewater Fund Salaries and Benefits Maintenance and Operations Capital Outlay Wastewater Fund Total Tidelands Fund Salaries and Benefits Maintenance and Operations Capital Outlay Tidelands Fund Total Operations - All Funds Internal Service Fund Equipment Funds Capital Improvement Projects (CIP) CIP Total Total 2010 -11 $ 2011 -12 $ 2012 -13 $ 2013 -14 Actual $ Actual $ Estimated $ Proposed $ 10,546 $ 794 $ 171,000 $ 21,000 $ 9,786,393 $ 9,601,482 $ 9,625,214 $ 9,538,597 $ 12,173,866 $ 13,145,338 $ 14,305,908 $ 14,560,201 $ 4,520 $ 6,062 $ 21,500 $ 21,500 $ 21,964,779 $ 22,752,882 $ 23,952,621 $ 24,120,298 $ 3,753,693 $ 3,776,635 $ 3,681,766 $ 3,973,912 $ 13,341,846 $ 13,599,471 $ 14,676,368 $ 15,286,185 $ 10,546 $ 794 $ 171,000 $ 21,000 $ 17,106,085 $ 17,376,899 $ 18,529,134 $ 19,281,097 $ 1,418,968 $ 1,687,533 $ 1,566,059 $ 1,479,875 $ 1,170,423 $ 1,177,890 $ 1,436,531 $ 1,333,036 $ 4,562 $ 1,143 $ 60,894 $ 33,000 $ 2,593,954 $ 2,866,566 $ 3,063,484 $ 2,845,911 $ 675,403 $ 706,328 $ 861,735 $ 754,147 $ 675,403 $ 706,328 $ 861,735 $ 754,147 $ 42,340,220 $ 43,702,676 $ 46,406,975 $ 47,001,453 $ 4,133,509 $ 2,348,296 $ 6,415,032 $ 3,545,771 $ $ 1,563,954 2,949,380 $ $ 1,366,232 1,165,413 $ $ 13,018,668 339,150 $ $ 2,737,000 571,885 $ 4,513,334 $ 2,531,645 $ 13,357,818 $ 3,308,885 $ 50.987.063 $ 48.582.617 $ 66.179.825 $ 53.856.109 107 Q q Q Programs Administration Intended Outcome: Administrative support, customer service, and regulatory compliance Core Functions: Work Plan • Provide administrative support for Consolidate staff to one physical location and department staff reduce the volume of paper records in favor of • Manage contracts electronic records. UM 2010 -11 2011 -12 2012 -13 2013 -14 Workload Indicators Actual Actual Estimated Projected Beach Debris Collected (tons) 1,076 938 1,000 1,000 Curb & Gutter Replacement (linear feet) 2,708 1,868 2,400 2,400 Gas Produced for Sale (MCF) 15,732 11,924 10,771 10,340 Graffiti Incidents 857 1,591 1,591 5,200 Landscaped Acres Maintained 640 641 698 699 Oil Produced for Sale (barrels) 26,876 26,900 25,824 24,791 Parks Maintained 57 57 58 58 Pipe Cleaned (miles) 258 260 250 260 Pipe Video Inspected (miles) 25 27 23 30 Reclaimed Water Used (acre feet) 338 430 430 475 Residential Refuse Collected (tons) 33,800 33,220 34,000 34,000 Sidewalk Repair (square feet) 39,972 34,000 36,000 36,000 Street & Pavement Marking (linear feet) 453,863 252,608 350,000 450,000 Street Sweeping (cubic yards) 6,001 5,997 6,000 6,000 Street Light Service Requests 591 486 440 475 Trees Planted 127 171 400 • 500 Trees Removed 144 326 " 140 200 Trees Trimmed 10,035 13,200 12,500 13,500 Wastewater Repairs 96 100 50 50 Wastewater Services Requests 298 300 300 300 Water Main Breaks 22 18 18 18 Water Purchased /Produced (acre feet) 15,427 16,150 15,700 15,500 Water Service Requests 2,196 2,164 2,250 2,275 MCF = 1,000 cubic feet = 7,481 gallons Acre foot= 325,850 gallons Includes Civic Center ' Includes Blue Gum Eucalyptus Programs Administration Intended Outcome: Administrative support, customer service, and regulatory compliance Core Functions: Work Plan • Provide administrative support for Consolidate staff to one physical location and department staff reduce the volume of paper records in favor of • Manage contracts electronic records. UM Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Administrative Analyst 1.0 - - - Administrative Assistant 1.0 1.0 1.0 1.0 Administrative Manager - 0.5 0.5 0.5 Department Assistant 1.0 1.0 1.0 1.0 Deputy MOD Director 1.0 1.0 1.0 1.0 MOD Director 1.0 0.5 0.5 0.5 Management Assistant 1.0 1.0 1.0 1.0 Total Budgeted Staffing 6.0 5.0 5.0 5.0 Total Administration Costs: Equipment Maintenance Intended Outcome: Maintenance, repair, and replacement of the City fleet of vehicles and equipment Core Functions: • Vehicle Maintenance and Repair • Vehicle Specifications, purchase and salvage Work Plan Reduce the size of the vehicle fleet and introduce alternative fuel - powered vehicles for replacements. CNG fueling station built and operated through public - private partnership. 109 U p ILJIq �J Q pq Q C� a 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 681,436 $ 708,207 $ 688,685 $ 746,106 Maintenance and Operations $ 59,032 $ 116,852 $ 172,572 $ 158,881 Capital Equipment $ 161 $ - $ 2,500 $ 2,500 Total $ 740,629 $ 825,059 $ 863,757 $ 907,487 Equipment Maintenance Intended Outcome: Maintenance, repair, and replacement of the City fleet of vehicles and equipment Core Functions: • Vehicle Maintenance and Repair • Vehicle Specifications, purchase and salvage Work Plan Reduce the size of the vehicle fleet and introduce alternative fuel - powered vehicles for replacements. CNG fueling station built and operated through public - private partnership. 109 U p ILJIq �J Q pq Q C� a Budgeted Staffing: Positions FY 2010.11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Automotive Parts Buyer 1.0 1.0 1.0 1.0 Automotive Stock Clerk 1.0 1.0 - - Equipment Maintenance Superintendent 1.0 1.0 1.0 1.0 Equipment Maintenance Supervisor 1.0 1.0 1.0 1.0 Equipment Mechanic 1 3.0 1.0 1.0 1.0 Equipment Mechanic 11 4.0 6.0 5.0 5.0 Fiscal Clerk 1.0 1.0 - - Inventory Assistant - - 1.0 1.0 Maintenance Aide 0.75 0.75 0.75 0.75 Senior Equipment Mechanic 1.0 1.0 1.0 1.0 Total Budgeted Staffing 13.75 13.75 11..75 11.75 Total Equipment Maintenance Program Costs: Field Maintenance Intended Outcome: Maintenance and repair of public streets and sidewalks Core Functions: Work Plan Inspect and repair asphalt and concrete Continue to maintain the streets and sidewalks to surfaces including roadways, sidewalks, allow for safe travel throughout the city. curbs and gutters 110 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 1,366,397 $ 1,262,960 $ 1,235,622 $ 1,339,005 Maintenance and Operations $ 638,163 $ 740,915 $ 654,217 $ 663,066 Capital Equipment $ 2,128,950 $ 344,420 $ 4,525,194 $ 1,543,700 Total $ 4,133,509 $ 2,348,295 $ 6,415,033 $ 3,545,771 Includes Equipment Replacement Field Maintenance Intended Outcome: Maintenance and repair of public streets and sidewalks Core Functions: Work Plan Inspect and repair asphalt and concrete Continue to maintain the streets and sidewalks to surfaces including roadways, sidewalks, allow for safe travel throughout the city. curbs and gutters 110 Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Concrete Finisher 2.0 2.0 2.0 2.0 Concrete Maintenance Crew Chief 1.0 1.0 1.0 1.0 Concrete Supervisor 1.0 1.0 1.0 1.0 Equipment Operator 1 3.0 2.0 2.0 2.0 Equipment Operator II 5.0 5.0 5.0 5.0 Field Maintenance Superintendent 1.0 1.0 1.0 1.0 Maintenance Worker 1 1.0 1.0 1.0 1.0 Maintenance Worker II 5.0 5.0 5.0 5.0 Street Maintenance Crew Chief 1.0 1.0 1.0 1.0 Street Maintenance Supervisor 1.0 1.0 1.0 1.0 Temporary Labor 0.75 0.75 0.75 - Traffic Painter 1.0 1.0 1.0 - Total Budgeted Staffing 22.75 21.75 21.75 20.00 Total Field Maintenance Program Costs: Oil & Gas Intended Outcome: Safe operation and maintenance of oil and natural gas production Core Functions: Work Plan • Ensure the safe operation and economic • Study the oil field operations and potential reserves stability of the City's oil field in order to increase oil production and improve long -term revenue. Total Program Costs: 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 2,147,102 $ 2,155,838 $ 2,231,747 $ 2,250,986 Maintenance and Operations $ 1,128,760 $ 1,146,995 $ 1,226,609 $ 1,227,861 Capital Equipment $ - $ 645 $ 2,000 $ 2,000 Total $ 3,275,862 $ 3,303,479 $ 3,460,356 $ 3,480,847 Oil & Gas Intended Outcome: Safe operation and maintenance of oil and natural gas production Core Functions: Work Plan • Ensure the safe operation and economic • Study the oil field operations and potential reserves stability of the City's oil field in order to increase oil production and improve long -term revenue. Total Program Costs: 111 Q q Q CI 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ - $ - $ - $ - Maintenance and Operations $ 675,403 $ 706,328 $ 861,735 $ 754,147 Capital Equipment $ - $ - $ - $ - Total $ 675,403 $ 706,328 $ 861,735 $ 754,147 111 Q q Q CI Operations Support Intended Outcome: Clean streets, beaches and other public facilities. Core Functions: • Facilities Maintenance • Storm Drain and Tide Valve Operation and Maintenance • Street Sweeping • Beach Maintenance • Graffiti Abatement Work Plan • Continuetoconsolidate maintenance responsibility for City facilities and upgrade select tide valves for remote operation. Year -round beach maintenance activities performed by0perotions Supportstaff. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Beach Maintenance Supervisor 1.0 1.0 1.0 1.0 Carpenter 2.0 - - - Electrician - 1.0 1.0 1.0 Equipment Operator 1 1.0 1.0 1.0 1.0 Equipment Operator 11 6.0 6.0 6.0 6.0 Facilities Maintenance Crew Chief 1.0 1.0 1.0 1.0 Facilities Maintenance Tech - 4.0 4.0 4.0 Facilities Maintenance Worker II 3.0 - - - Maintenance Worker 1 4.0 4.0 4.0 4.0 Maintenance Worker II 3.0 3.0 3.0 3.0 Operations Support Superintendent 1.0 1.0 1.0 1.0 Sign & Paint Shop Technician 2.0 - - - Storm Drain /Street Sweeping Crew Chief 1.0 1.0 1.0 1.0 Storm Drain /Street Sweeping Supervisor 1.0 1.0 1.0 1.0 Temporary Labor 1.5 2.0 2.0 - Total Budgeted Staffing 27.5 26.0 26.0 24.0 112 Total Operations Support Program Costs: Parks & Trees Intended Outcome: Maintenance of the City's urban forest, parks and landscaped areas Core Functions: • Parks, Trees and Median Maintenance Budgeted Staffing: Work Plan • Secure new landscape maintenance contracts, reduce the backlog for the replacement of street trees and continue to incorporate drought - tolerant plant material into landscape designs. Positions FY 2010 -11 2010 -11 FY 2012 -13 2011 -12 Groundsworker 1 2012 -13 4.0 2013 -14 2.0 Groundsworker 11 Actual 3.0 Actual 3.0 Estimated 1.0 Proposed Salaries and Benefits $ 2,639,056 $ 2,694,946 $ 2,685,739 $ 2,837,983 Maintenance and Operations $ 2,767,625 $ 3,043,060 $ 3,372,893 $ 3,389,831 Capital Equipment $ 3,066 $ 4,667 $ 14,000 $ 14,000 Total $ 5,409,748 $ 5,742,672 $ 6,072,632 $ 6,241,814 Parks & Trees Intended Outcome: Maintenance of the City's urban forest, parks and landscaped areas Core Functions: • Parks, Trees and Median Maintenance Budgeted Staffing: Work Plan • Secure new landscape maintenance contracts, reduce the backlog for the replacement of street trees and continue to incorporate drought - tolerant plant material into landscape designs. Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Groundsworker 1 5.0 4.0 3.0 2.0 Groundsworker 11 3.0 3.0 3.0 3.0 Irrigation Specialist 1.0 1.0 1.0 1.0 Parks & Trees Superintendent 1.0 1.0 1.0 1.0 Park Maintenance Crew Chief 2.0 3.0 3.0 3.0 Park Maintenance Supervisor 2.0 2.0 2.0 2.0 Pest Control Technician 1.0 - - - Urban Forester 1.0 1.0 1.0 1.0 Total Budgeted Staffing 16.0 15.0 14.0 13.0 Castaways Park, one of over 70 city parks and facilities maintained by Operations Support and Parks & Trees staff. 113 5 p GA q pq 4 Q C� Total Parks & Trees Program Costs: Refuse Intended Outcome: Provide residential refuse collection and recycling Core Functions: • Collection and Transfer of Residential Waste Stream • Management of the Commercial Franchise Program and Newport Coast Residential Contract • Compliance with State Diversion Mandate Work Plan • Continue to provide a high level of service while a consultant evaluates the efficiency of City - provided residential refuse collection CNG- powered refuse collection trucks. Budgeted Staffing: Positions FY 2010 -11 2010 -11 FY 2012 -13 2011 -12 Refuse Superintendent 2012 -13 1.0 2013 -14 1.0 Refuse Supervisor Actual 1.0 Actual 1.0 Estimated 8.0 Proposed Salaries and Benefits $ 1,496,212 $ 1,576,457 $ 1,533,325 $ 1,568,708 Maintenance and Operations $ 4,200,675 $ 4,678,022 $ 5,180,863 $ 5,270,533 Capital Equipment $ 1,293 $ 750 $ 3,000 $ 3,000 Total $ 5,698,180 $ 6,255,229 $ 6,717,188 $ 6,842,241 Refuse Intended Outcome: Provide residential refuse collection and recycling Core Functions: • Collection and Transfer of Residential Waste Stream • Management of the Commercial Franchise Program and Newport Coast Residential Contract • Compliance with State Diversion Mandate Work Plan • Continue to provide a high level of service while a consultant evaluates the efficiency of City - provided residential refuse collection CNG- powered refuse collection trucks. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013.14 Refuse Superintendent 1.0 1.0 1.0 1.0 Refuse Supervisor 1.0 1.0 1.0 1.0 Refuse Worker 1 8.0 8.0 8.0 5.0 Refuse Worker 11 14.0 14.0 14.0 11.0 Transfer Station Crew Chief 1.0 - - - Total Budgeted Staffing 25.0 24.0 24.0 18.0 114 Total Refuse Program Costs: Streetlights Intended Outcome: Maintenance of street and outdoor lighting Core Functions: Provide improved maintenance services for streetlights through contract services Total Electrical Program Costs: 2010 -11 2011 -12* Actual Actual Salaries and Benefits $ 2010 -11 35,023 $ 2011 -12 $ 2012 -13 891,834 $ 2013 -14 $ - $ Actual Total Actual 1.170.070 $ Estimated Proposed Salaries and Benefits $ 2,445,256 $ 2,431,012 $ 2,485,717 $ 2,134,814 Maintenance and Operations $ 3,225,033 $ 3,268,575 $ 3,489,035 $ 3,562,632 Capital Equipment $ - $ - $ - $ - Total $ 5,670,290 $ 5,699,587 $ 5,974,753 $ 5,697,446 Streetlights Intended Outcome: Maintenance of street and outdoor lighting Core Functions: Provide improved maintenance services for streetlights through contract services Total Electrical Program Costs: 2010 -11 2011 -12* Actual Actual Salaries and Benefits $ 377,330 $ 35,023 $ Maintenance and Operations $ 792,740 $ 891,834 $ Capital Equipment $ - $ - $ Total $ 1.170.070 $ 926.857 $ 2012 -13 2013 -14 Estimated Proposed 863,936 $ 950,463 - R - *Personnel costs transferred to other divisions in FY 2011 -12. This division no longer had staff associated with it after July 2011. Water Production staff conducting a safety drill. 115 U p MCI q Q Ful Q GI Water Intended Outcome: Water use efficiency Core Functions: Work Plan Provide safe, cost - competitive drinking water for • Reduction of water use through programs the community and groundwater pumping • Maintain water transmission system • Comply with State water requirements Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Administrative Analyst 1.0 - - - Administrative Assistant 1.0 1.0 1.0 1.0 Administrative Manager - 0.5 0.5 0.5 Department Assistant 1.0 1.0 1.0 1.0 Deputy Utilities Director 1.0 - - - Electrician 0.75 2.0 1.0 1.0 Engineering Technician 1.0 1.0 0.5 0.5 Field Superintendent I - - 2.0 2.0 Field Superintendent II - - 1.0 1.0 MOD Director - 0.5 0.5 0.5 Junior Civil Engineer 1.0 1.0 - - Management Assistant - 1.0 1.0 1.0 Office Assistant Part-time 0.5 0.5 - - Senior Utilities Specialist 4.0 5.0 5.0 5.0 Utilities Crew Chief 5.0 5.0 5.0 5.0 Utilities Director 1.0 - - - Utilities Equipment Specialist 1.0 - - - Utilities General Manager - 1.0 1.0 1.0 Utilities Safety Officer 1.0 1.0 - - Utilities SCADA Coordinator 1.0 1.0 1.0 1.0 Utilities Specialist 10.0 10.0 8.0 8.0 Utilities Supervisor 2.0 2.0 - - Water Conservation Coordinator 1.0 - - - Water Production Operator 3.0 3.0 3.0 3.0 Water Production Supervisor 1.0 1.0 - - Water Quality Coordinator 1.0 1.0 1.0 1.0 Total Budgeted Staffing 37.25 38.50 32.50 32.50 Total Water Program Costs: 116 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 3,753,693 $ 3,776,635 $ 3,681,766 $ 3,973,912 Maintenance and Operations $ 13,341,846 $ 13,599,471 $ 14,676,368 $ 15,286,185 Capital Equipment $ 10,546 $ 794 $ 171,000 $ 21,000 CIP $ 1,563,954 $ 1,366,232 $ 13,018,668 $ 2,737,000 Total $ 18,670,039 $ 18,743,131 $ 31,547,802 $ 22,018,097 116 Valve installation performed by Water Maintenance & Repair staff. Wastewater Intended Outcome: Protection of bay and ocean water quality Core Functions: Work Plan • Provide safe collection and delivery of Proactive preventive maintenance of our collection wastewater for treatment system and pump stations to minimize spills Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Electrician 0.25 - 1.0 1.0 Field Superintendent I - - 1.0 1.0 Senior Equipment Mechanic 1.0 1.0 1.0 - Senior Utilities Specialist 2.0 2.0 2.0 2.0 Utilities Crew Chief 3.0 4.0 4.0 3.0 Utilities Operations Manager 1.0 1.0 - - Utilities SCADA Technician 1.0 1.0 1.0 1.0 Utilities Specialist 5.0 5.0 5.0 5.0 Utilities Supervisor 1.0 1.0 - - Utilities Video Technician 1.0 - - - Total Budgeted Staffing 15.25 15.0 15.0 13.0 Total Wastewater Program Costs: 117 5 p MCI q Q Ful Q G1 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 1,418,968 $ 1,687,533 $ 1,566,059 $ 1,479,875 Maintenance and Operations $ 1,170,423 $ 1,177,890 $ 1,436,531 $ 1,333,036 Capital Equipment $ 4,562 $ 1,143 $ 60,894 $ 33,000 CIP $ 2,949,380 $ 1,165,413 $ 339,150 $ 5711 885 Total $ 5,543,334 $ 4,031,979 $ 3,402,634 $ 3,417,796 117 5 p MCI q Q Ful Q G1 Public Works Mission Statement Protecting and providing quality public improvements and services. Department Overview The City of Newport Beach is committed to maintaining a high quality of life by providing essential infrastructure and public facilities. The Department of Public Works is responsible for managing a comprehensive and ambitious improvement program designed to meet the current and future needs of the community and to protect the City's physical and natural assets. Capital projects include improvements to the City's roads, intersections, bridges, sidewalks, storm drains, traffic signals, water quality and environmental features, piers, water and sewer systems, street lighting, public buildings and parks. A key service area focuses on the use of engineering expertise to solve problems and to promote a safe and efficient transportation system. 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. Public Works also protects public property from unpermitted encroachments, ensures the safety of utility company activities, private construction and special events in the public right -of -way, and reviews plans for residential and commercial development as they relate to the public right -of -way. Key Department Programs • Capital Improvement Program Delivery • Transportation and Development • Harbor Resources Services • Water Quality and Environmental • Administration Programs 118 Goals Continuously improve our project delivery capability and use of project management tools to assure we are optimally organized, have the most efficient processes and have the right core competencies to deliver the highest quality improvements and services on time and on budget. Foster a team environment to collaborate with external partners as wells as internal City Council and employees to increase effectiveness and productivity. • Demonstrate extraordinary care for our employees, assuring that we recruit, develop and retain the best possible team members for Public Works. Provide effective internal and external communications through various means to share knowledge and ideas and to disseminate important information to all partners and stakeholders. Improve the use of technology including implementation of online bidding for capital improvement projects and use of website to improve external communications. Workload Indicators Actual CIP funds managed` $45,792,043 CIP projects completed within two months 92% of baseline schedule - target 85% Actual Estimated Projected $57,497,180 $52,860,727 $61,286,576 87% 89% 85% CIP projects completed within awarded contract value, plus approved contingency - 90% 87% 100% 90% target 90% Plan checks completed within target date 95% 95% 95% 95% Total full -time department personnel 37 34 35 33 Does not include assessment district project funds nor encumbered funds for work in progress; actual data reflects amounts expended including assessment district project expenses and capital budget expenses approved mid -year. Actual Total Public Works Department Costs: 119 U p q i� Q G1 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated' Proposed Salaries and Benefits $ 4,685,905 $ 5,279,717 $ 5,494,898 $ 5,564,083 Maintenance and Operations $ 877,927 $ 2,311,263 $ 2,882,006 $ 2,821,138 Capital Equipment $ 9,950 $ 15,995 $ 25,950 $ 24,950 Total $ 5,573,782 $ 7,606,975 $ 8,402,854 $ 8,410,171 `Water Quality & Harbor Resources were transferred to Public Works in FY 2011 -12. 119 U p q i� Q G1 Programs Capital Improvement Program Delivery Intended Outcome: Manage the construction and administration of all Capital Improvements Program (CIP) projects. Core Functions: • Feasibility studies, planning, permitting, master plans • Right -of -way acquisition • Utilities coordination • Engineering design • Project management • Construction management • Public right -of -way inspection • Community outreach and education • Utility undergrounding district administration and coordination • Coordination with outside agencies such as County of Orange, OCTA, Caltrans, OCSD, MWDOC and surrounding cities related to regional infrastructure issues • Coordination with federal and state regulatory agencies related to strategic planning for dredging, water quality and ecosystem restoration projects Work Plan: • Oversee project and construction management of scheduled Capital Improvement Program projects including Council priorities such as Marina Park, Sunset Ridge Park, Traffic Signal Modernization, Water Infrastructure Improvements, Pavement Condition Improvements, and Harbor and Tidelands Improvements. Continue with project development and implementation of City Council goals associated with the revitalization of various areas of the City including the previous City Hall site, Lido Marina Village, Balboa Village, Balboa Boulevard, West Newport /Coast Highway, Bristol Street /Santa Ana Heights and the west entry to Corona del Mar. • Continue efforts to update infrastructure master plans to reflect the community's goals of maintaining quality public infrastructure that are sustainable into the future with emphasis on facilities, transportation, environmental and water quality, and tidelands management. • Delivery of major water distribution system improvements including Corona del Mar Transmission Main and Big Canyon Reservoir Cover Replacement. • Implement pavement management program to maintain high quality City streets. • Implementation of Energy Efficiency programs to reduce energy usage at City facilities and Utilities infrastructure. • Construct new City facilities according to the Public Facilities Financing Planning Tool. 120 Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Assistant City Engineer 2.0 2.0 1.0 1.0 Assoc 5% Civil Engineer 2.0 2.0 2.0 3.0 Associate Civil Engineer 1.0 1.0 1.0 1.0 Construction Inspection Supervisor 1.0 1.0 1.0 1.0 Contract Civil Engineer 0.26 0.26 0.26 0.26 Deputy Public Works Director /City Engineer 1.0 1.0 1.0 1.0 Facilities Manager - - 1.0 1.0 Junior 5% Civil Engineer 1.0 1.0 1.0 - Principal Civil Engineer 1.0 1.0 1.0 1.0 Public Works Inspector II 1.0 - - - Public Works Technical Aide 0.85 0.85 0.85 0.85 Senior Civil Engineer 3.0 3.0 3.0 3.0 Senior Engineering Technician 1.0 - - - Senior Public Works Inspector 2.0 2.0 2.0 2.0 Total Budgeted Staffing 17.11 15.11 15.11 15.11 Total Capital Improvement Program Delivery Program Costs: 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 2,483,778 $ 2,346,976 $ 2,304,905 $ 2,432,864 Maintenance and Operations $ 290,468 $ 392,549 $ 507,757 $ 585,327 Capital Equipment $ 9,625 $ 15,889 $ 8,200 $ 8,200 Total $ 2,783,872 $ 2,755,413 $ 2,820,862 $ 3,026,391 Harbor Resources Intended Outcome: Protect and improve the resources of Newport Harbor and Upper Newport Bay for life, recreation and commerce. Core Functions: • Permit issuance and administration for pier, marina and mooring operations • Coordination and execution of harbor dredging • Water quality improvement • Regulatory compliance • Harbor Commission and Tidelands Management Committee staffing support Balboa Yacht Basin property management Studies, planning, permitting and long term capital facilities Beach sand replenishment projects and sediment maintenance • Interagency coordination and planning 121 5° p q Q C1 Work Plan: • Continue pursuing funding opportunities for harbor related projects and amenities. • Carry out capital project priorities in the harbor area such as Marina Park, Tidegate Retrofits and Upgrades, Harbor Dredging, and Bulkhead and Seawall Repairs. • Ensure current and future projects address and account for possible future sea level changes that may affect public and private properties. Initiate a comprehensive management, governance, and investment strategy for all tidelands, including dredging, beach replenishment, long -term capital plan, sea level rise, oil and gas and water quality master plan. • Address reconstruction of seawalls around Balboa Island and Newport Harbor. • Complete Eelgrass Surveys along the harbor shoreline. Budgeted Staffing: Positions FY 2010.11 FY 2011.12 FY 2012.13 FY 2013 -14 Harbor Resources Manager 1.0 1.0 1.0 1.0 Harbor Resources Supervisor 1.0 1.0 1.0 1.0 Harbor Resources Technician II 1.0 1.0 1.0 1.0 Special Projects Consultant 0.17 - - - Total BudgetedStaffing 3.17 3.0 3.0 3.0 Total Harbor Resources Management Program Costs: 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ - $ 428,886 $ 433,321 $ 470,301 Maintenance and Operations $ - $ 1,135,700 $ 1,386,302 $ 1,298,256 Capital Equipment $ - $ - $ 12,000 $ 12,000 Total $ - $ 1.564.586 $ 1.831.624 $ 1.780.557 122 Water Quality and Environmental Programs Intended Outcome: Ensure thatthe citizens and guests of Newport Beach enjoythe best environmental standard of living possible by planning and engineering protections and implementing clean water requirements for Newport Bay, the ocean shoreline and other sensitive areas. Core Functions: Community education and promotion of best management practices Management and enforcement of local, state and federal laws, policies and regulations Environmental programming and capital planning including the pursuit of funding opportunities and collaborative public/ private partnerships. Participate in regional planning and coordination with the community, other public agencies, regulatory agencies and various environmental stakeholders. Water Quality /Coastal Tidelands Committee staffing Indigenous plants planted during Buck Gully Restoration project. Budgeted Staffing: Y These grade- control structures, created by tying together steel baskets filled with rock, guide Buck Creek down the center of the canyon to prevent erosion of the canyon banks. Work Plan: • Implement water quality improvement projects in the Newport Coast Areas of Special Biological Significance (ASBS) and Big Canyon Wash restoration areas. • Install various catch basin filters and water quality filtration units citywide. • Continue coordination with regional watershed stakeholders and the Regional Water Quality Control Board to develop sustainable water quality strategies with achievable goals given the current economic environment. • Encourage water conservation. Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Assistant City Engineer - - 1.0 1.0 Code & Water Quality Enforcement Division Manager 1.0 1.0 1.0 1.0 Water Conservation Coordinator 1.0 1.0 1.0 1.0 Total Budgeted Staffing 2.00 2.00 3.00 3.00 123 G� q �J MCI Q Ful Q C1 Total Program Costs: Transportation and Development Services Intended Outcome: Promote a safe, efficient and effective transportation system for various roadway uses and protect interests in the public right -of -way. Core Functions: • Traffic engineering, traffic studies and transportation planning • Traffic signal system operations, coordination and maintenance • Neighborhood traffic calming • Bicycle Safety Committee staffing • Special event support and coordination • Plan check services • Subdivision engineering • Land use coordination • Planning Commission support staffing • Surveying and mapping • Encroachment permits and temporary street closures a E 0 u 0 c 0 c v E 0 u 0 s 124 m m m a 0 m 0 m c m 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated* Proposed Salaries and Benefits $ - $ 293,765 $ 477,870 $ 510,354 Maintenance and Operations $ - $ 20,745 $ 88,911 $ 80,427 Capital Equipment $ - $ - $ 1,500 $ 1,500 Total $ - $ 314,510 $ 568,281 $ 592,281 This is a new division in Public Works effective FY 2011 -12. Transportation and Development Services Intended Outcome: Promote a safe, efficient and effective transportation system for various roadway uses and protect interests in the public right -of -way. Core Functions: • Traffic engineering, traffic studies and transportation planning • Traffic signal system operations, coordination and maintenance • Neighborhood traffic calming • Bicycle Safety Committee staffing • Special event support and coordination • Plan check services • Subdivision engineering • Land use coordination • Planning Commission support staffing • Surveying and mapping • Encroachment permits and temporary street closures a E 0 u 0 c 0 c v E 0 u 0 s 124 m m m a 0 m 0 m c m Work Plan: • Continue processing the transportation planning and associated environmental processes for private developments including the Banning Ranch property. • Continue implementing traffic management plan to improve traffic flows and reduce congestion with Phase 6 of the Traffic Signal Modernization Program addressing San Joaquin Hills Road and Newport Coast Drive. What Does the Traffic Modernization Program Accomplish? • Launch the Traffic Management Center at the new Civic Center to coordinate, monitor and control traffic flow throughout the City. • Review, manage and implement traffic, bicycle and pedestrian safety and operation improvements. • Begin preparation of a Bicycle Master Plan to provide safe and efficient movement of bicycles throughout the City. • Rehabilitate traffic signals on City maintained portion of Pacific Coast Highway. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Assoc 5% Civil Engineer 2.0 2.0 2.0 2.0 City Traffic Engineer 1.0 1.0 1.0 1.0 Junior Civil Engineer 1.0 1.0 2.0 2.0 Senior Civil Engineer 2.0 2.0 2.0 2.0 Senior Traffic Engineering Technician 1.0 1.0 1.0 - PW Technical Aide 1.0 1.0 1.0 1.0 Total Budgeted Staffing 8.0 8.0 9.0 8.0 Total Transportation and Development Services Program Costs: 125 Q q �J MCI i� Q G1 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 1,100,908 $ 1,250,095 $ 1,270,166 $ 1,231,261 Maintenance and Operations $ 494,308 $ 588,328 $ 716,503 $ 679,484 Capital Equipment $ - $ - $ - $ - Total $ 1,595,216 $ 1,838,423 $ 1,986,669 $ 1.910,745 125 Q q �J MCI i� Q G1 g a d (7 P Administration Intended Outcome: Lead and support department's organizational development and strategic planning and provide administrative support for Public Works divisions. Core Functions: FY 2010 -11 • Implementation of City Council and . Office management management directives and policies . Records and GIS management • Budget development and administration . Team development and guidance • CIP management • Strategic planning • Contracts and grants administration • Special projects management • Customer service and communications - • Permit issuance City Surveyor Work Plan: • Coordinate infrastructure management priorities, including updates to the major Facilities Financing Planning Tool. • Facilitate department staffing and management practices to improve efficiencies and manage resource allocation of budget, staffing and contractual services. • Provide quarterly reports to City Council on performance measurements and project priorities. • Enhance customer service and communications through improved information access, friendly service and prompt professional responses. • Continue movement to electronic records to improve efficiency and enable improved access to information for accountability and transparency. • Coordinate with outside agencies including OCTA, Caltrans, OCSD, SCE, etc. regarding regional issues affecting the City. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Administrative Analyst - - 1.0 1.0 Administrative Assistant - - - 1.0 City Surveyor 1.0 1.0 1.0 - Engineering Technician 1.0 1.0 1.0 1.0 GIS Analyst 1.0 - - - Management Assistant 1.0 1.0 1.0 1.0 Office Assistant Part-time 0.47 0.47 0.47 - Public Works Director 1.0 1.0 1.0 1.0 Public Works Specialist 3.0 2.0 1.0 1.0 PW Finance /Admin Manager 1.0 1.0 1.0 1.0 Total Budgeted Staffing 9.47 7.47 7.47 7.00 126 Total Administration Program Costs: <t ,F 127 U° p q �J Q Q C1 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 1,101,219 $ 959,995 $ 1,008,635 $ 919,303 Maintenance and Operations $ 93,150 $ 173,941 $ 182,534 $ 177,645 Capital Equipment $ 325 $ 106 $ 4,250 $ 3,250 Total $ 1,194,694 $ 1,134,042 $ 1,195,419 $ 1,100,198 <t ,F 127 U° p q �J Q Q C1 Library Services Mission Statement o serve as the cultural, educational and informational heart of the City. Department Overview he Library is a valuable resource which offers a diverse range of materials, information and special programs for every age group in our community. Over one million people come into the libraries each year and many more use the online resources from their home, office or school. Key Department Programs • Public Services Central Library Donna & John Crean Mariners Branch Library Corona del Mar Branch Library Balboa Branch Library Goals • Library Administration • Technical Processing • Literacy Services • Arts and Cultural Services Provide current materials and information that meet the varying needs of the community Deliver quality service to customers by providing accurate answers, quick responses and assistance Provide programs for audiences of all ages Provide literacy services to adults Support arts and cultural events and programming 128 * At s a;s Administration ■Tech Processing • Balboa Branch ■CDM Branch ■ Mariners Branch • Central Library • Literacy ■Arts and Culture Workload Indicators Actual Actual * Estimated Projected ** Circulation 1,770,683 1,582,953 1,612,894 1,677,409 Customers Served in the Library 1,258,902 1,143,898 1,128,321 1,164,738 Reference Questions Asked 199,880 191,567 192,524 196,374 Program Attendance 53,534 48,025 51,010 53,050 Construction at the Central Library caused a drop in use during FY 2011 -12. 5,000,101 Maintenance and Operations $ ' New Central Library addition and Civic Center complex is projected to increase Library use beginning in FY 2013 -14. $ Total Library Department Costs: 129 Q q �J Q Q C1 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 4,850,964 $ 4,738,495 $ 4,803,164 $ 5,000,101 Maintenance and Operations $ 1,433,403 $ 2,120,169 $ 1,852,193 $ 1,847,843 Capital Equipment $ 8,267 $ 1,022 $ 14,000 $ 2,000 Subtotal $ 6,292,634 $ 6,859,686 $ 6,669,356 $ 6,849,944 Expenditures funded through donations' $ 289,154 $ 443,239 $ 749,501 $ - Total $ 6,581,788 $ 7,302,925 $ 7,418,858 $ 6,849,944 *Community donations are used to enhance Library programs and services and are not considered when establishing the City's operating budget. 129 Q q �J Q Q C1 Programs Public Service Intended Outcome: To provide a range of materials, information and programs to meet the needs of customers of all ages. Core Functions: • Serve customers at all locations • Circulate books, magazines, movies and audio recordings to customers of all ages • Answer questions and assist customers in person, by phone and via email • Provide library services 24/7 through accessible information databases, eBooks, online services • Provide technology training and assistance to customers Provide access to a workspace equipped with technology and resources for customers to use in creating presentations, videos, web and graphic design • Plan and host programs for children, teens and adults throughout the year Work Plan • The new entrance /exit on the second floor of the Central Library allows staff to evaluate customer use of the new space and to work on a plan to realign the staffing at the service desks to facilitate customers' use of the library. The Library has started the conversion to Radio Frequency Identification Technology to streamline circulation processes and to improve security and inventory control. This conversion will be completed at all locations in the 2013 -2014 budget year. The Library will staff the new Media Suite, a workspace equipped with technology and resources, to facilitate individual and group work and to encourage creativity and learning for customers. Staff will continue to evaluate collections and services that best fill the needs of customers at each individual location. Staff will continue to explore new digital media and increase the collection of eBooks and digital magazines to support the Library's 24/7 service model. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Librarian 1 6.0 6.0 6.0 6.0 Librarian I Part-time 2.41 - - - Librarian II 7.0 6.0 6.0 6.0 Librarian III 1.0 1.0 1.0 1.0 Library Assistant 6.0 6.0 5.0 5.0 Library Assistant Part-time 2.37 2.37 3.33 3.33 Library Clerk 1 4.0 4.0 4.0 4.0 Library Clerk I Part-time 8.85 8.65 8.69 8.69 Library Clerk 11 3.0 3.0 4.0 4.0 Library Page Part-time 9.46 7.9 7.9 7.9 Senior Library Clerk 1.0 1.0 1.0 1.0 Total Budgeted Staffing 51.09 45.92 46.92 46.92 130 Total Public Service Program Costs: ies and Benefits tenance and Operations :al Equipment Total 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed $ 3,252,685 $ 3,222,517 $ 3,392,197 $ 3,621,879 $ 405,235 $ 391,288 $ 703,499 $ 738,462 $ - $ - $ 12,000 $ - $ 3,657,920 $ 3,613,805 $ 4,107,696 $ 4,360,341 Library Administration Intended Outcome: To manage the successful operations of the Library system allowing the public service staff to focus on meeting the day to day needs of customers. Core Functions: • Provide support to the public, the Library Board of Trustees, the Arts Commission, Friends of the Library and the Library Foundation. • Provide support in the areas of personnel, record keeping and marketing. • Oversee the maintenance of the Library facilities. • Monitor the budget and financial planning and expenditures. Work Plan • Monitor IT system performance to ensure a high level of customer satisfaction. • Assist the support groups in maintaining their prominence and name recognition in the community. • Provide staff training to keep up with technological advances and enhancements to Library service. • Provide quarterly and annual reports for the State Library to encourage re- establishment of State funding to local agencies. • Coordinate maintenance routines for the additional space at the Central Library. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Administrative Assistant 1.0 1.0 1.0 1.0 Department Assistant Part -time 0.5 0.45 0.45 0.45 Facilities Maintenance Worker II 1.0 1.0 1.0 1.0 Librarian I Part -time 1.12 - - - Librarian III 2.0 2.0 2.0 2.0 Library Clerk I Part-time 0.72 - - - Library Services Director 1.0 1.0 1.0 1.0 Library Services Manager 1.0 1.0 1.0 1.0 Marketing Specialist Part-time 0.65 0.65 0.65 0.65 Office Assistant 1.0 1.0 1.0 1.0 Total Budgeted Staffing 9,99 8.10 8.10 8.10 131 U p GAq �J Q i� Q C� H IW l7 D � c3 d g a c� a a Total Administration Program Costs: Technical Processing Intended Outcome:To ensure that the libraries have new materials to fill the needs of customers. Core Functions: • Order, receive and process materials • Process the payments for materials • Mend and maintain collections Work Plan • Evaluate ordering processes to ensure that the most efficient and effective practices and vendors are used to meet the needs of customers. • Work with vendors to revamp outsourced processing procedures to include the use of Radio Frequency Identification tags • Continue to cycle the audio and video discs through a regular rotation of cleaning to ensure that materials are in good working order. Budget Staffing: Positions FY 2010 -11 2010 -11 FY 2012 -13 2011 -12 Library Clerk 1 2012 -13 1.0 2013 -14 1.0 Library Clerk II Actual 2.0 Actual 1.0 Estimated 1.0 Proposed Salaries and Benefits $ 952,764 $ 1,000,283 $ 984,925 $ 1,071,196 Maintenance and Operations $ 755,465 $ 1,614,501 $ 1,010,604 $ 937,139 Capital Equipment $ 1,062 $ 978 $ 2,000 $ 2,000 Total $ 1,709,291 $ 2,615,762 $ 1,997,529 $ 2,010,335 Technical Processing Intended Outcome:To ensure that the libraries have new materials to fill the needs of customers. Core Functions: • Order, receive and process materials • Process the payments for materials • Mend and maintain collections Work Plan • Evaluate ordering processes to ensure that the most efficient and effective practices and vendors are used to meet the needs of customers. • Work with vendors to revamp outsourced processing procedures to include the use of Radio Frequency Identification tags • Continue to cycle the audio and video discs through a regular rotation of cleaning to ensure that materials are in good working order. Budget Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Library Clerk 1 1.0 1.0 1.0 1.0 Library Clerk II 2.0 2.0 1.0 1.0 Senior Library Clerk 1.0 1.0 1.0 1.0 Total Budget Staffing 4.00 4.00 3.00 3.00 Total Technical Processing Program Costs: 132 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 321,154 $ 326,969 $ 256,846 $ 274,420 Maintenance and Operations $ 17,572 $ 19,253 $ 49,632 $ 52,196 Capital Equipment $ - $ - $ - $ - Total $ 338,727 $ 346,222 $ 306,478 $ 326,616 132 Literacy Service Intended Outcome: To provide tutoring for adult literacy learners. Newport /Mesa 1� . roLiteracy A program of the Newport Beach Public Library Core Functions: • Assess the needs of prospective learners Train literacy tutors Assist in community awareness Support the Literacy Board Members Work Plan • Use social media to spread the word of the Library Literacy program. • Work with tutors and learners to evaluate progress and establish a system of moving learners on to higher levels. • Explore new grant opportunities to ensure ongoing funding for the program. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Literacy Coordinator Part -time 0.4 0.4 0.4 04 Total Budgeted Staffing 0.4 0.4 0.4 0.4 Total Literacy Services Program Costs: 133 Q q �J Q Q C1 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 81,295 $ 86,446 $ 63,245 $ 32,606 Maintenance and Operations $ 12,376 $ 13,324 $ 8,752 $ - Capital Equipment $ - $ - $ - $ - Total $ 93,671 $ 99,769 $ 71,997 $ 32,606 133 Q q �J Q Q C1 Arts & Cultural Services Intended Outcome: To support the City Arts Commission Core Functions: • Arrange art exhibits for the City, including the annual juried art shows • Plan and execute programs and cultural arts events Write and administer departmental grants Work Plan • Provide the community with summer programming such as Shakespeare by the Sea and other outdoor performances and concerts. • Arrange fee -based tours to museums and exhibitions Coordinate musical performances at the Library Budgeted Staffing: (1 Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Cultural Arts Coordinator 1.0 1.0 1.0 - Total Budgeted Staffing 1.0 1.0 1.0 Total Arts & Cultural Services Program Costs: 134 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated Proposed Salaries and Benefits $ 103,604 $ 106,605 $ 105,950 $ Maintenance and Operations $ 71,763 $ 75,651 $ 79,414 $ 120,045 Capital Equipment $ - $ - $ - $ - Total $ 175,367 $ 182,257 $ 185,364 $ 120,045 134 1,900,000 1,600,000 1,400,000 1,200,000 1,000,000 900,000 600,000 400,000 200,000 0 WA r Circulation Customers Served in the Reference Questions Program Attendance Library Asked ■ 2010 -11 Actual ■ 2011 -12 Actual ■ 2012 -13 Estimated a 2013 -14 Projected 135 Q q �7 Q Recreation & Senior Services Mission Statement l o enhance the quality of life by providing diverse opportunities in safe and well maintained facilities, open spaces and parks. We pledge to respond to community needs by creating quality educational, environmental, recreational, cultural and social programs for people of all ages. Department Overview The Recreation and Senior Services (RSS) Department consists of three divisions: Administration, Recreation and Senior Services. Under the guidance of the Department Director, the RSS Department is responsible for the creation, coordination and implementation of recreational and social opportunities thatserve a population ranging from infantstothose intheiradvanced years. In addition,the department oversees the use of 73 parks and facilities while also playing a role at the Back Bay Science Center and a number of natural spaces and sensitive marine habitats throughout the City. The OASIS Senior Center focuses on serving the senior community, offering programs to enrich senior life, prevent isolation and create positive, successful aging experiences. With all programs, the backbone of the Department's success is the large volume of part -time staff and independent contractors out in the field serving the community as well as numerous volunteers who join us on a daily basis to fulfill our mission. These dedicated individuals combined with the full -time staff form a unified team that is talented, skilled and service oriented. Key Department Programs Administration Recreation • Senior Services Department Goals i Deliver well rounded, high qua Iityrecreational and social programs as well as senior services to the Newport Beach community. Protect and preserve natural land and marine habitats within the City of Newport Beach boundaries while fostering stewardship of the environment. Ensure open spaces, parks and community centers are well maintained and safe for the community to enjoy. • Continue to seek partnerships and opportunities to enhance recreation and senior services while minimizing general fund support. Participate in and support efforts for the design, development and programming of Sunset Ridge Park, Marina Park and West Newport Community Center. 136 • Promote the City of Newport Beach rental properties, including the OASIS Senior Center and Civic Center Community Room and Park, as premier locations for rentals. • Upgrade the department's website to better market programming. Continue to broaden our outreach to the community by such offerings as resource expos tailored to each age group. • Develop a trend analysis report that tracks participation of Department offerings to improve performance and make informed decisions that further meet the needs of the community. Total Recreation & Senior Services Department Costs: 2010 -11 2010 -11 2011 -12 2012 -13 2013 -14 Workload Indicators Actual Actual Estimated Projected Recreation Services Proposed Salaries and Benefits $ 4,137,516 $ 4,524,187 $ Special Event Permits 225 235 230 230 Facility Rentals 1,500 2,507 2,500 2,550 Program Attendance 400,000 418,242 418,250 418,250 Comm Youth Sports Prgm Attendance 322,000 " 257,322 257,300 257,300 Senior Services * OASIS Fitness Center was added to Recreation and Senior Services in FY 2010 -11. Facility Rentals N/A 176 150 150 Program Attendance 80,000 75,084 75,000 75,000 Human Services Attendance 27,000 35,519 35,000 35,000 Transportation Services Attendance 16,000 15,464 15,000 15,000 Fitness Center Attendance N/A 67,695 70,000 70,000 - Facility rentals reported for FY 2010 -11 were collected by permit number only and did not capture multiple rentals on one permit. To more accurately, refiectfacility rentals, all individual rentals are now captured in the total figure. Community Youth Sports Program attendance in FY 2010 -11 included usage at all AYSO 97 fields. To more accurately reflect use, only Newport Beach fields for AYSO 97 are now included in the attendance figures. Total Recreation & Senior Services Department Costs: 2010 -11 2011 -12 2012 -13 2013 -14 Actual* Actual^ Estimated ** Proposed Salaries and Benefits $ 4,137,516 $ 4,524,187 $ 4,814,823 $ 5,249,971 Maintenance and Operations $ 3,065,820 $ 3,820,677 $ 4,076,150 $ 4,175,591 Capital Equipment $ 19,267 $ 12,895 $ 27,450 $ 27,450 Total $ 7,222,603 $ 8,357,758 $ 8,918,423 $ 9,453,012 * OASIS Fitness Center was added to Recreation and Senior Services in FY 2010 -11. ^ Marine Protection and Education was added to Recreation & Senior Services in FY 2011 -12. * Irvine Ranch Conservancy Contract added in FY 2012 -13. 137 Q q MCI Q GLI Q C] Programs Administration Division Intended Outcome: Provide leadership and administrative support to the RSS divisions throughout all phases of executing the department's mission and strategic goals. Core Functions: Executive leadership and direction Policy development and guidance Liaison to City Council and Parks, Beaches & Recreation Commission Marketing • Budget development and management • Financial and statistical analysis Payroll processing • Personnel facilitation • Contract management • Invoice processing • ActiveNet system administration Interdepartmental collaboration Work Plan: • Provide ongoing leadership and direction for the RSS Department, to ensure quality execution of department goals. Lead marketing efforts department -wide, including publication of the Newport Navigator brochure on a quarterly basis. Prepare, facilitate and monitor the annual budget; maintain the budget tracking model. Perform financial analysis and audits to support staff in implementing department goals. Manage contractual services and contract record keeping processes; coordinate with City Attorney's office to ensure proper contract execution. Process payroll bimonthly; track personnel data and coordinate personnel changes. • Maintain active communication with ActiveNet, the provider of the RSS program registration system, to ensure a smooth registration process for the community. Continue to efficiently manage front office operations, providing quality internal support services and quality customer service to the community. • Process and track invoices on a timely basis. 138 Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Administrative Assistant 1.0 1.0 1.0 1.0 Budget Analyst - - 0.5 0.5 Budget Intern - 0.5 - - Marketing Specialist 1.0 1.0 1.0 1.0 Recreation & Senior Services Director 1.0 1.0 1.0 1.0 Senior Fiscal Clerk Part-time 0.5 0.5 0.5 0.5 Total Budgeted Staffing 3.50 4.00 4.00 4.00 Total Administration Program Costs: 139 Q q �J Q Q C1 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Estimated* Proposed Salaries and Benefits $ 454,042 $ 479,990 $ 530,148 $ 565,404 Maintenance and Operations $ 170,505 $ 240,220 $ 413,703 $ 439,452 Capital Equipment $ - $ - $ - $ - Total $ 624,548 $ 720,210 $ 943,851 $ 1,004,856 * Irvine Ranch Conservancy Contract added in FY 2012 -13. 139 Q q �J Q Q C1 Recreation Division Intended Outcome: Provide programs and facilities for the community that enrich citizens' lives, improve their health and enhance community safety. Core Functions: • Provide staffing support to City Council and the Parks, Beaches & Recreation Commission on a variety of recreational and community use issues • Allocate and patrol use of 73 parks and facilities citywide • Provide a wide variety of high quality programming for youth and adults • Develop and conduct programs in support of environmental awareness • Maintain and operate 10 community centers • Develop future community facilities • Maintain citywide sports courts and tot lots • Manage special event permits • Provide community support Work Plan: • Continue to develop a wide variety of recreational and social programs that address the needs of tots, youth and adults in the Newport Beach community. • Collaborate with over 100 independent contractors to ensure high quality class instruction and programs year - round. • Manage the City adult sports leagues, working with over 40 contractors who serve as officials, referees, and scorekeepers for the leagues. • Maintain a well trained staff to efficiently operate the swim program, preschool and after - school programs, youth recreational sports programs and summer day camps. Manage the sports field allocation program in collaboration with the Youth Sport Organization members, such as Youth Soccer; serve over 6,000 youth annually through this program. • Complete the purchase, outfitting and programming of the Traveling Tidepool vehicle. • Finalize the Traveling Tidepool Outreach Program to educate the community about the Crystal Cove Marine Protected Area and Newport Coast ASBS. • Manage the Marine Protection and Education program, educating residents and visitors on how best to explore and protect our amazing natural areas. 140 • Process over 2,500 reservation request each year, for rentals of picnic areas, fields, gyms and meeting rooms. • Maintain reserves to replace or mitigate the accelerated aging of recreational equipment and facilities utilized. • Monitor and maintain playground equipment, play surfaces, backstops, and courts for over 30 playgrounds throughout the city. • Maintain adequate Park Patrol units throughout the city to ensure parks, open spaces, and facilities remain safe environments for the community to enjoy. • Process over 225 special events permits annually for both large and small scale events. • Sponsor special events and community programs, including the Corona del Mar Scenic 5k and the Mariners and Balboa Peninsula Independence Day Parades and Picnics, Camp Expo, and Youth Track Meet. • Collaborate with community partners and agencies to provide facilities and programming for the community. These groups include the Newport -Mesa Unified School District, Irvine Ranch Conservancy, Boys & Girls Club, U.S. Fish and Wildlife, academic institutions and environmental non - governmental organizations. • Implement Buck Gully Neighborhood Awareness program and continue restoration efforts of the Reserve. Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Assistant Part-Time Recreation Coordinator 3.52 3.52 1.76 0.50 Department Assistant 2.0 2.0 1.0 1.0 Facilities Maintenance Worker II 2.0 2.0 2.0 2.0 Groundsworker II 2.0 2.0 2.0 2.0 Lead Park Patrol Officer 1.0 1.0 1.0 1.0 Marine Naturalist Interpreter Part-time - 1.5 1.95 2.35 Marine Protection & Education Supervisor 1.0 1.0 1.0 Office Assistant - - - 2.0 Office Assistant Part-time 3.2 3.2 2.57 0.88 Park Patrol Officer 1.75 1.75 1.75 1.75 Pool Lifeguard 0.25 0.01 - - Pool Swim Instructor 3.35 3.59 3.18 3.18 Pool Swim Instructor Trainee 0.39 0.39 - - Recreation Clerk 0.01 0.01 - - Recreation Coordinator - - 3.0 5.0 Recreation Leader 8.96 8.13 8.75 9.35 Recreation Manager 2.0 2.0 2.0 2.0 Recreation Superintendent 1.0 1.0 1.0 1.0 Recreation Supervisor 5.0 5.0 5.0 5.0 Senior Pool Lifeguard 0.96 0.96 1.52 1.52 Senior Recreation Leader 1 4.74 4.74 5.3 5.55 Total Staffing 42.13 43.80 44.78 47.08 141 5 p MCI q Q Ful Q G] Recreation Division (continued) Total Recreation Program Costs: Senior Services Division Intended Outcome: Ensure that senior citizens of Newport Beach are able to live a healthy and active life by providing services that assist them in their daily living and provide activities that enhance their I Ives. Core Functions: • Maintain and operate the OASIS Senior Center • Provide a wide variety of recreational and educational services for seniors • Provide help and assistance to those who are struggling with aging issues • Provide information on health and social aging issues Operate a full service fitness center for the 50 plus population Administer facility rentals at the OASIS Senior Center for private and community functions Provide transportation services to and from the Center and medical appointments Work Plan: • Continue to develop a wide variety of recreational, social, and human service programs that address the needs of seniors in the Newport Beach community. Partner with the Friends of OASIS nonprofit organization in providing volunteer assistance to the Center and monetary support for programs.The Friends of OASIS membership continues to grow to about 6,500 at its peak. • Collaborate with a multitude of community organizations to enhance programming and services. These organizations include: Age Well, OC Department of Health, University of California at Irvine, Hoag Memorial Hospital Presbyterian, Braille Institute, Orange County Council on Aging, and the Orange County Transit Authority. 142 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual* Estimated Proposed Salaries and Benefits $ 2,510,975 $ 2,753,475 $ 2,931,346 $ 3,285,302 Maintenance and Operations $ 2,337,672 $ 2,793,753 $ 2,794,148 $ 2,800,810 Capital Equipment $ 9,302 $ 6,652 $ 17,950 $ 17,950 Total $ 4,857,949 $ 5,553,880 $ 5,743,444 $ 6,104,062 Tidepools was added to Recreation and Senior Services in FY 2011 -12. Senior Services Division Intended Outcome: Ensure that senior citizens of Newport Beach are able to live a healthy and active life by providing services that assist them in their daily living and provide activities that enhance their I Ives. Core Functions: • Maintain and operate the OASIS Senior Center • Provide a wide variety of recreational and educational services for seniors • Provide help and assistance to those who are struggling with aging issues • Provide information on health and social aging issues Operate a full service fitness center for the 50 plus population Administer facility rentals at the OASIS Senior Center for private and community functions Provide transportation services to and from the Center and medical appointments Work Plan: • Continue to develop a wide variety of recreational, social, and human service programs that address the needs of seniors in the Newport Beach community. Partner with the Friends of OASIS nonprofit organization in providing volunteer assistance to the Center and monetary support for programs.The Friends of OASIS membership continues to grow to about 6,500 at its peak. • Collaborate with a multitude of community organizations to enhance programming and services. These organizations include: Age Well, OC Department of Health, University of California at Irvine, Hoag Memorial Hospital Presbyterian, Braille Institute, Orange County Council on Aging, and the Orange County Transit Authority. 142 Maintain and utilize reserves to replace or mitigate the accelerated aging of the OASIS equipment and facilities. Continue to market the OASIS Fitness Center to ensure optimum usage of the facility. Support continuing education for staff to better understand how to serve the senior community. Staff includes professionals in the fields of Gerontology, Administration, Recreation, Transportation, and Health & Fitness. • Actively seek out and consider customer feedback when developing program offerings; encourage customer participation in the development process. • Consider programming impact on parking when scheduling classes to enable maximum parking availability for participants throughout the day. '� K� Budgeted Staffing: Positions FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14 Assistant Recreation Coordinator Part-time 0.75 0.75 0.88 0.88 Department Assistant 1.0 1.0 1.0 1.0 Facilities Maintenance Worker II 1.0 1.0 1.0 1.0 Office Assistant Part-time 0.75 0.75 0.75 0.75 Recreation Coordinator 1.0 1.0 1.0 1.0 Recreation Leader OASIS 2.56 2.91 2.91 2.91 Recreation Supervisor 3.0 3.0 3.0 3.0 Senior Recreation Leader 1 1.18 1.84 1.84 1.84 Senior Services Manager 1.0 1.0 1.0 1.0 Senior Services Van Driver 4.0 4.0 4.0 4.0 Senior Services Van Driver Part-time 0.5 0.5 0.5 0.5 Total Staffing 16.74 17.75 17.88 17.88 Total Senior Services Program Costs: Actual' Actual Estimated Proposed Salaries and Benefits $ 1,172,498 $ 1,290,721 $ 1,353,329 $ 1,399,265 Maintenance and Operations $ 557,642 $ 786,704 $ 868,299 $ 935,328 Capital Equipment $ 9,964 $ 6,243 $ 9,500 $ 9,500 Total $ 1,740,105 $ 2,083,668 $ 2,231,128 $ 2,344,093 'OASIS Fitness Center was added to Recreation and Senior Services in FY 2010 -11. 143 U p MCI q Q Ful Q G] OTHER BUDGETS tZ b a t� a 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 five Internal Service Funds — Insurance Reserve Fund, Retiree Medical Insurance Fund, Compensated Absences Fund, Equipment Maintenance and Replacement Fund, and an Information Technology Fund. Insurance Reserve Fund. The Insurance Reserve Fund is used to pay all Workers' Compensation and General Liability expenses of the City. This includes insurance premiums, consultant fees, medical expenses, contract attorney costs, payments for judgments and settlements, and all other expenses connected with this function. The amounts paid into this Fund by the individual Departments vary. Each Department's budget base for Liability expenses was established by examining a ten -year history of claims and determining each Department's appropriate share, based on the nature of the claims themselves. That share was then used to establish each Department's percentage of the funding being set aside in the Insurance Reserve Fund for anticipated Liability expenses this year, and to address at least part of any reserve deficiencies. This year's contribution by departments, which constitutes revenue to the ISF, is projected to be $3,068,231. 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 $2,838,660). Retiree Medical Insurance Fund. In January 2006, the City implemented a new defined contribution Retiree Medical Insurance Fund in place of the prior defined benefit program, which will ultimately reduce the City's long -term liability for this program. The transition to the new program will take an estimated twenty years or more to fully implement, but our operating expenses will eventually be capped as we will only need to fund contributions for current employees and the City's unfunded liability will be zero. The contribution amount is based on a formula currently provided for in the Memorandum of Understanding between the City and the employees. This year, the City's cost for contributions for eligible full -time employees is projected to be $698,852. Compensated Absences Fund. Departmental payments into the Compensated Absences Internal Service Fund are based on a percentage of salary. That percentage is set at a level which will accumulate a sufficient monetary base within the fund to accommodate current year expenses. This year's contribution level is 3.5% of salary resulting in a budgeted amount of $2,250,007. Any amounts collected in excess of the annual expense, reduce the long -term unfunded liability in this fund. 146 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 and for maintenance remain segregated. Maintenance funds are used to fully fund the Municipal Operations Equipment Maintenance Division, including the Auto Parts Warehouse, and certain other Municipal Operations Department overhead expenses which are directly attributable to rolling equipment maintenance, but are contained in the budgets of 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. The FY 2013 -14 contributions total $2,005,916. The Police Department has their own equipment replacement and maintenance program including a Police Fleet Maintenance Division. Recommendations for rolling stock replacement are made by each Department to the City Manager through the Municipal Operations Director. The City Manager then includes his final recommendation for Equipment Replacement action to the City Council as part of the annual budget submission. Money accumulated in the Equipment Replacement portion of this Fund can only be used for equipment replacement unless specifically reprogrammed by the City Manager. Each Department Budget unit's "contributions" to this fund, based on the equipment it has in service, can be found on line 8024 of the respective M &O budget sheets. The FY 2013 -14 vehicle replacement contributions total $3,671,235. Information Technology Fund. The City redefined the IT services department in FY 2011 -12. All IT staff and budgets were centralized within the City Manager's Office in order to allow for a City -wide vision and shared implementation process that serves all City departments in a coordinated manner. As part of this new structure all IT budgets were consolidated within the centralized IT department using an Internal Service Fund model. The Departmental payments into the Information Technology Internal Service Fund are based on the number of computers and required technological support. That contribution amount is set at a level which will accumulate a sufficient monetary base within the fund to accommodate current year expenses. This year's contribution level is $3,369,007. Any amounts collected in excess of the annual expense, reduce the long -term unfunded liability in this fund. In addition, a $2 million dollar transfer from the General Fund is intended to begin to set aside funds for the replacement of major system components such as a much needed Enterprise Resource Planning (ERP) system to automate business processes, a new CAD /RMS system, and a new permitting system. For Fiscal Year 2013 -14, City expenditures from Internal Service Funds are projected as follows: Information Compensated Technology Absences Equipment 17% 11% Maintenance 10% Workers Compensation' 13% Equipment Replacement 18% Retiree Medi4-2:; l Insurance* General Liability' 16% 15% *Includes legal services, insurance premiums, contract administration, claims & settlements, and payments to providers of medical service. 147 I Q �.7 O G3 U G) a tZ L� d a C� 2'S a Debt Service & Other Activities 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 operating period. Since CIPs may have significant usef benefit both the current and future operating periods deemed to benefit current, future, and past operating pe document is dedicated to CIP expenditures; however adequately covered within this section. expenditures benefit more than one iI lives, expenditures are deemed to vhile Debt Service expenditures are -iods. An entire section of the budget Debt Service expenditures can be Some proposed expenditures in the budget only benefit the current operating period but do not readily fit within the operating plan of any one department and /or its funding source cannot be relied upon to fund routine department operations. For lack of a more descriptive term, we often refer to non - departmental expenditures of this nature as other activities. Debt Service Expenditures Since the City does not issue debt instruments to finance operating activities, Debt Service Expenditures are the result of capital financing ventures. There are two principal reasons why debt instruments are issued. The first circumstance is when the cash flow for the construction or purchase of a long -term asset would cause a significant strain on the City's cash flow and the asset to be financed will benefit many service periods. In no instance would the City select the duration of a given debt instrument to extend beyond the expected life of the asset financed. The second scenario arises when an asset to be purchased may not cause a significant cash flow strain but it would be economically advantageous to finance the asset rather than to purchase it outright (e.g. occasionally the City can borrow money at a lower rate than its investment portfolio is earning). Civic Center COP Series A In Fiscal Year 2010 -2011, the City issued $20,085,000 of Series 2010A (Tax Exempt) and $106,575,000 of Series 2010B (Federally Taxable Direct Pay Build America Bonds) Certificates of Participation. The 2010A Certificates were issued to prepay the $3,990,000 principal outstanding on the 1998 Library Certificates of Participation. The refunding was undertaken to reduce total debt service payments over a nine -year period by $1,084,556 and resulted in a net present value savings of $429,500. Accordingly, the 1998 Library Certificates have been defeased pursuant to the defeasance provisions of the 1998 Trust Agreement. The remaining proceeds from the Series 2010A Certificates are to be used to finance the acquisition, improvement and equipping of the Civic Center Project. The Series 2010B Certificates were issued to provide additional financing for the Civic Center Project. The proceeds of the Certificates will also be applied to pay certain costs of issuance incurred in connection with the Certificates. The lease payments made by the City are held by a trustee who makes semi - annual payments on the Certificates of Participation. The lease payments began January 1, 2011, and are in amounts sufficient to cover the payment of principal and interest of the Certificates. Interest on the Certificates is payable semiannually on January 1 and July 1 of each year. The City has designated the Series 2010B Certificates as `Build America Bonds" (BABs) under the provisions of the American Recovery and Reinvestment Act of 2009. Thus, the City expects to receive periodic payments from the United States Treasury equal to 35% of the interest payable on the 2010B Certificates. Principal payments are payable annually on July 1 of each year. Future principal payments for the Series 2010A, which commence July 1, 2011 and continue through July 1, 2019, range from $410,000 to $3,185,000. The future principal payments for the Series 2010B Certificates, which commence July 1, 2018 and are payable through July 1, 2040, range from $2,900,000 to $7,245,000. The Series A Certificates outstanding at June 30, 2013, amounted to $15,655,000 and the Series B Certificates outstanding at June 30, 2013, amounted to $106,575,000. 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, but at this time we have no lease - purchase agreements. Newport Coast Special Assessment District Relief Because the Newport Coast area was not incorporated into the City limits when much of the public improvements that serve this area were constructed, the improvements were financed by private property special assessments. Had the Newport Coast area been incorporated within the City limits at the time the improvements were constructed, the City would have likely participated in funding much of the public improvements. Before this area was officially annexed into the City limits, the City entered into a pre- annexation agreement with the Newport Coast Committee of 2000 where the City agreed to reimburse residents and thereby reduce the cost of certain private property special assessments. As a part of the pre- annexation agreement, the Irvine Ranch Water District (IRWD) transferred $25 million to the City in exchange for the right to continue to provide water utility service to this area. With this $25 million from IRWD, the City dedicated $7 million toward the construction of the Newport Coast Community Center which opened in 2007 and will reduce the special assessment levies by $1.2 million a year for 15 years. At June 30, 2013, $4,800,000 was outstanding. 149 E3 Gull �.7 O 6 U G) a U V °l --t C3 Iq 2'S a Community Development Block Grant (CDBG) Loan The CDBG program is a federal revenue source that is restricted to programs and projects that benefit low and moderate income areas. In August of 2002, the City was granted a $2.4 million loan that is secured and will be repaid by future block grant allocations to partially finance the Balboa Village improvements. Commonly known as a "Section 108 Loan," this loan will be repaid over 20 years in $215,000 installments. As of June 30, 2013, the outstanding balance of this loan was $1,578,000. Debt Service Estimates 2013 -14 2014 Yearof Original Balance Balance Total Principal Final Issuance 0710112013 Additions Deletions 08/3012014 Payments Interest Paid to Data Payment Pre - Annexation Agreement 18,000,000 4,800.000 - (1,200,000) 3,600,000 1,200,000 - 14,400.000 2010 G'rvic Center COP Series A 20,085,000 15,655,000 - (2860,000) 12,795,000 3,346,600 486,600 7,290,000 2010Civic Center COP Series B' 106,575,000 106,575,000 - - 105575,000 7,243,417 7,243,417 - Section 108Loan 2,400,000 1,578,000 (116,000) 1,462,000 204,722 88,722 938,000 Total Debt Service 147,080,000 120,608,000 (4,176,000) 124,432,000 11,994,739 7,818,739 22,628,000 2010 Civic Center COP Series B BAB Subsidy' (2,535,198) (2,535,196) Total Debt Service wl BAB Subsidy 147,060,000 120,608,000 (4,176,0001 124,432,000 9,459,543 5,203,543 22,628,000 'The City is retained to budget the 2010 Gvib Center COP Series S debt service at the gross amount. However, vdi expect m mcelve $2,535,196 of Federal BAD Subsidy, thus reducing our total debt service . Other Activities Asset Forfeiture Funds Funds derived from the City's participatory share of State and Federal assets seizures are accounted for separately from other funds due to special restrictions placed on the use of these proceeds. These funds can only be used to supplement but not subsidize law enforcement activities. Therefore, this funding source is not used to fund regular departmental operations. Air Quality Management District Funds (AQMD) State Assembly Bill 2766 provides cities with a modest annual budget to encourage the reduction of air emissions. The City uses its AQMD funds to support the employee rideshare program and to subsidize the cost of the electric vehicles used to supply City services. 150 2017 2041 2041 2024 yDPfl Ackerman Donation The Ackerman Fund is a permanent endowment for which the interest earned is to be used to purchase high tech library equipment and to fund a City administered scholarship program. The fund was created when the Carl Ackerman Family Trust donated some commercial property to the City in 1992. At that time the property was subject to a 15 -year lease. The lease proceeds were split with the City receiving 40 percent and the University of California, Irvine Foundation receiving 60 percent. Included in the lease was an option for the lessee to purchase the property. In August 2003, the lessee exercised the option to purchase in the amount of $1,940,000. The sale proceeds were subject to the same City /Foundation split and the City's lump sum payment was the basis for the permanent endowment. Environmental Liability Fund As part of the City's franchise agreements with commercial solid waste haulers, the City collects 5.50 percent of their gross receipts that are set aside to defray the cost of any legal or environmental costs that might arise connected with the collecting, hauling and dumping of waste originating within the City. These funds are used to provide the City with environmental liability insurance and to conduct waste related environmental assessments. tu-1 �.7 O 6 G) a 151 U I'M V 9 Q I'M 2S a Capital Improvement Program The City of Newport Beach Capital Improvement Program (CIP) serves as a plan for the provision of public improvements, special projects, on -going maintenance programs, and the implementation of the City's master plans. Projects in the CIP include improvements and major maintenance on arterial highways, local streets, and alleys; storm drain and water quality improvements; harbor, bay, pier, and beach improvements; parkand facility improvements; water and wastewater system improvements; transportation safety and traffic signal improvements; and planning programs and studies. The adopted FY 2013 -14 CIP budget consists of over $36 million in new appropriations and more than $34 million in rebudgeted funds to be carried forward from the current fiscal year for a total proposed budget of $70,160,354. Major funding initiatives include neighborhood revitalization projects, park improvements, road and pavement rehabilitations, and water quality and environmental improvements. Significant work continues this fiscal year on major facilities projects such as Marina Park, Sunset Ridge Park, and rehabilitation of the Lifeguard Headquarters. Funding of capital projects is derived from multiple funding sources as shown in the chart to the right. FY 2013 -13 CIP Funding Sources s% 1% u% • General Fund • Major Facilities • Transportation • Grants ■ Tidelands • Sewer and Water • Other Projects are organized by primaryfunction or benefit into one of the following categories: Facilities; Streets and Drainage; Traffic; Parks, Harbors and Beaches; Water Quality and Environmental; Water; Wastewater; and Miscellaneous. Given the current fiscal climate, the development of the proposed CIP was limited to meeting Council priorities and master plan requirements. Essential projects were prioritized and summarized by available funds and were presented to the City Council for consideration at several public meetings prior to approval. 152 Highlights of the adopted CIP budget for FY 2013 -14 are presented by category as follows: Facilities Projects organized under Facilities include construction, rehabilitation and repair of City buildings and facilities. Major projects within this category exceed $11.4 million and include: • Civic Center Closeout and Reuse Planning of City Property ($7,990,704) • Lifeguard Headquarters Rehabilitation ($1,384,000) • Big Canyon Reservoir Auxiliary Maintenance Yard ($750,000) • San Miguel Park Restroom Replacement ($500,000) • Central Library and Police Facility HVAC Refurbishment ($474,950) • Corona del Mar Fire Station No. 5 Rebuild Design ($250,000) • Newport Coast Community Center Stage Remodel ($100,000) Streets and Drainage Projects organized under Streets and Drainage include construction, rehabilitation and repair of City roads, alleys, medians, bridges, sidewalks, streetlights, slopes and tide structures. Projects within this category approximate $18.6 million and major highlights include: • Street and alley construction and rehabilitation, including: 15th Street and Balboa Boulevard Reconstruction, Bay Avenue Pavement Rehabilitation, Bayside Drive Area Pavement Rehabilitation, Campus Drive and San Joaquin Hills Road Arterial Street Overlay, Dover Drive Westcliff Drive Pavement Rehabilitation, Jamboree Road Improvements, Major Arterial Streets Repair Program, Newport Boulevard 32nd Street Modification, and Residential Street Overlay Program ($11,888,150) • Balboa Boulevard Landscaping and other streetscape and landscaping enhancements ($2,743,505) • Park Avenue Bridge Over Grand Canal Replacement ($1,605,500) • Storm drain improvements ($672,600) • Streetlight replacement program ($645,000) • Slurry seal program ($595,000) • Sidewalk, curb and gutter and ADA improvements ($450,000) 153 E3 Q �.7 O 6 G) a U a r rrri9 C� C3 s a Traffic Projects organized underTraffic include traffic signal system maintenance and improvements, neighborhood traffic management, pedestrian improvements and signage. Projects within this category exceed $3.5 million and major highlights include: • East Coast Highway Signal Rehabilitation ($1,500,000) Traffic signal modernization ($1,129,595) Traffic signal rehabilitation, equipment maintenance and modeling ($388,580) • Bayside Cove Public Walkway ($204,600) Eastbluff Bike Lane ($182,788) Traffic signage, striping, and parking lot improvements ($173,000) Parks, Harbors and Beaches Projects organized under Parks, Harbors and Beaches include improvements or repairs to the City's parks, harbors, docks, wharfs, piers and beaches. Projects within this category exceed $27.7 million and major highlights include: Park improvements - Sunset Ridge Park, Sunset View Park, Marina Park, Back Bay View Park, and Pocket Parks ($24,509,930) • Pier improvements - Harbor Piers Maintenance and Ocean Piers Maintenance ($1,000,000) Harbor and tidelands improvements - Balboa Marina Public Dock, Balboa Yacht Basin Mooring Support Services, Eelgrass Surveys, Bay Beach Sand Management and Minor Dredging, Bulkhead Repairs and Sealing, Newport Harbor Dredging Permit, Mooring Field Realignment, Tidegate Retrofit, Vessel Waste Pumpout Station Replacement ($2,256,000) Water Quality and Environmental Projects organized under Water Quality and Environmental include studies, improvements and programs that benefit the City's natural resources. Projects within this category exceed $4.9 million and major highlights include: • Santa Ana Delhi Regional Project ($1,700,000) • Big Canyon Wash Restoration ($1,575,000) Storm Drain Interceptors ($1,380,623) • Newport Coast ASBS Protection Program, Runoff Reduction and enviromental restoration ($224,000) 154 Water and Wastewater Projects listed as Water and Wastewater improvements are funded from respective service charges and are used for the rehabilitation and expansion of these services. Projects in these categories approximate $3.1 million and major highlights include: • Newport Boulevard water main improvements ($500,000) Water Main Master Plan Program ($1,000,000) Pump Station and Well Site VFD Improvements ($1,233,780) Saint James Road Sewer Relocation ($228,000) • Water Main Cathodic Protection Program ($150,000) Miscellaneous studies and diversion improvements ($153,885) Sewer Pipeline Point Repairs ($100,000) Miscellaneous Projects organized under Miscellaneous are ones that do not fit into any other category and include capital purchases and special projects. Projects within these categories exceed $317,000 and major sltiliil highlights include: SCE Rule 20A Credit ($142,400) Santa Ana Heights Utility Undergrounding ($153,758) Local Coastal Program Implementation Plan ($50,000) Doryman Fleet facility improvements ($50,000) Conclusion The City continues to undertake an ambitious and wide- ranging capital improvement program. The projects, both significant and diverse, serve all areas of the City. It is the City's policy to appropriate sufficient funds for all projects scheduled during the coming budget year. Many of the projects require multiple year terms to complete them. In such cases, only the current phase identified to be completed during FY 2013 -14 is budgeted and appropriated. Subsequent phases of a project and projects requiring more time or funding are reconsidered at the appropriate time. Our project delivery team of engineers, support staff and consultants are tasked with managing more complex workloads while maintaining high quality standards. Creative project management solutions and alternative delivery methods continue to play a key role in our future success. 155 E3 Q �.7 O 6 G) a APPENDICES TIDE AND SUBMERGED LAND FUND Based on Fiscal Year 2013 -14 Budget Estimated Funds Available Operating Harbor Capital Estimated Beginning Fund Balance Estimated Revenue for 2013 -2014 - All Sources Total Funds Available Estimated Chargeable Expenditures Building Use City Council City Clerk City Manager Human Resources City Attorney Finance Finance - Parking Operations Fire Municipal Operations Police Public Works Public Works - Harbor Resources Utilities - Oil & Gas Capital Projects Total of All Proposed Expenditures Estimated Ending Fund Balance $ - $ (9,676,658) $12,074,786 $1,205,748 $120,000 * $5,552 * $19,484 * $97,860 * $9,246 * $74,151 * $53,942 * $268,402 * 5,648,653 * 2,350,901 2,264,409 373,341 1,780,557 754,147 3,001,000 2,630,000 $3,603,876 $19,451,645 ($15,847,769) Although these expenditures are considered Tideland expenditures, they are accounted for in the General Fund. The amounts are catcuiated based on a full cost plan prepared by MGT of America, Inc. 158 CAPITAL ASSET SCHEDULE as of June 30, 2012 Year of Historical Description Acquisition Cost Administration and Services City Hall Complex 1930 $2,347,623 Corporate Yard - General Services 1955 $6,463,840 Safety 1906 $223,225 Fire Station #1 - Balboa 1962 $81,615 Fire Station #2 - Headquarters 1966 $94,419 Fire Station #3 - Fashion Island 1971 $888,366 Fire Station #4 - Balboa Island 1994 $1,420,602 Fire Station #5 - Corona del Mar 1950 $237,135 Fire Station #6 - Irvine Avenue 1957 $376,073 Fire Station #7 - Santa Ana Heights 2005 $11,872,633 Fire Station #8 - Newport Coast 2002 $1,816,350 Fire Station Diesel Exhaust System 2007 $47,110 Big Canyon Fire Training Facility 2008 $917,488 Lifeguard Headquarters 1989 $556,483 Police Station 1973 $3,626,878 Libraries Balboa 1906 $223,225 Central 1992 $15,609,080 Corona del Mar 1958 $240,465 Mariners 1957 $6,961,878 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 Back Bay View Park 2006 $2,650,000 Bayview Landing Open Space 2008 $1,989,330 Beach and Harbor Right of Way various $52,705,580 Balboa Community Center 1956 $156,246 Balboa Island Park 1973 $162,397 Balboa Beach - Parking Lots and Booth 1986 $1,619,492 Balboa Pier 1940 $3,774,489 Balboa Pier - Concession 1982 n/a " Balboa Pier Restroom 1957 $249,869 Balboa Theater 1998 $480,000 Balboa Yacht Basin - Apartments /Garages /Parking 1960 $150,110 Balboa Yacht Basin - Galley Cafe 1988 $44,000 Balboa Yacht Basin - Headquarters / Restrooms 1984 $158,746 Balboa Yacht Basin - Land 1930 $1,276,308 Leasehold improvements made by Lessee not valued 159 CO CO Ej 0 5 ez CAPITAL ASSET SCHEDULE as of June 30, 2012 (cont.) " Leasehold improvements made by Lessee not valued 160 Year of Historical Description Acquisition Cost Balboa Yacht Basin - Piers and Docks 1984 $3,079,395 Bayside Park 1926 $490,865 Bayview Park 1985 $3,917,422 Begonia Park 1926 $373,609 Big Canyon - Land 1959 $9,586,650 Bob Henry Park 1997 $4,480,305 Bolsa Park 1994 $99,474 Bonita Canyon Sports Park 2004 $5,746,983 Bonita Creek Park 2002 $5,051,170 Boy Scout House 1960 $2,000 Boys and Girls Club 1971 n/a Buck Gully Restrooms 1956 $13,442 Buffalo Hills Park 1970 $4,371,663 Bulkheads various $2,130,377 Canyon & Harbor Watch Park 2006 $850,000 Castaways Park 1997 $803,052 CDM Beach - Concession 1970 $30,994 CDM Beach - Parking Lot and Booth 1957 $5,574,889 CDM Beach - Restrooms 1956 $54,883 Channel Place Park 1958 $504,202 Cliff Drive Park 1917 $1,186,603 Cliff Drive View Park 1975 $147,668 Eastbluff Park 1965 $580,468 Ensign Park 1973 $804,466 Ferry Landing Restrooms 1962 $28,917 Galaxy Park 1962 $255,697 Gateway Park 1999 $1,014,620 Girl Scout House 1956 $24,665 Grant Howald Park 1964 $486,218 Grant Howald Park - Community Youth Center 1988 $1,944,227 Harbor View Nature Park 1974 $4,167,542 Inspiration Point 1953 $16,000 Irvine Terrace Park 1960 $1,771,254 Jasmine Creek Park 1959 $48,961 Kings Road Park 1974 $210,482 L Street Park 1924 $41,948 Las Arenas Park 1956 $133,438 Lido Park 1973 $94,219 " Leasehold improvements made by Lessee not valued 160 CAPITAL ASSET SCHEDULE as of June 30, 2012 (cont.) Year of Description Acquisition Little Corona Restrooms Lookout Point Los Trancos Canyon View Park M Street Park Mariners Park Newport Aquatic Center Newport Coast Community Center Newport Island Park Newport Pier Newport Pier - Concession Newport Pier - Restrooms Newport Shores Park Newport Theater Arts Newport Village Park Oasis Senior Center Ocean Front Parking Lot Old School Park Peninsula Park Rhine Wharf Park San Joaquin Hills Park San Miguel Park Santa Ana Heights Mesa Birch Park Spyglass Hill Park Spyglass Reservoir Park Sunset Park Sunset Ridge Park Veterans Park Washington Street Restrooms West Jetty View Park West Newport Community Center West Newport Park Westcliff Park Other 608 E Balboa Parking Lot 26th Street Parking Lot 30th Street Parking Lot Avocado & San Miguel Parcel Balboa Bay Club - Land Bayside and Marguerite Parking Lot Beacon Bay - Land * Leasehold improvements made by Lessee not valued 161 2010 1953 2006 1930 1957 1987 2006 1938 1940 1990 1989 1906 1973 2006 2012 1919 1917 1929 1974 1965 1983 2010 1970 1970 1970 2006 1994 1935 1917 1988 1972 1962 2010 1965 1987 2009 1918 1950 1919 Historical Cost $293,455 $16,000 $1,280,000 $12,763 $3,335,008 n/a * $15,324,797 $142,024 $3,578,311 n/a * $305,188 $57,258 $359,002 $2,290,000 $16,141,656 $302,258 $24,829 $651,343 $52,620 $1,162,974 $2,796,293 $391,844 $499,239 $312,377 $311,435 $5,175,000 $52,795 $320,946 $8,276 $1,200,000 $5,664,403 $729,952 $3,701,190 $85,848 $1,039,429 $440,000 $1,049,252 $83,494 $750,103 CO CO Guy 0 511 ez CAPITAL ASSET SCHEDULE various $1,816,967,432 as of June 30, 2012 (cont.) various $55,290,553 Year of Historical Description Acquisition Cost Buck Gully 2006 $16,180,000 Cannery Village Parking Lot 1989 $1,146,634 John Wayne Gulch 2006 $3,920,000 Lower Castaways Parcel 2009 $7,960,000 Mariners Mile Parking Lot 1976 $642,081 Palm Street Parking Lot 1906 $55,721 Vacant Land behind Central Library 1992 $6,448,622 Equipment $1,034,462 Pump Stations Rolling Equipment various $23,444,857 IT Equipment various $2,348,474 Other Equipment various $2,844,091 Infrastructure Road System various $1,816,967,432 Storm Drain System various $55,290,553 Bicycle Paths various $42,975,504 Oil Wells various $1,145,490 Walls various $2,297,790 Water System Utility Yard 1987 $2,222,243 Recycled Water 2011 $482,603 Water Reducers various $82,094 Water Meters various $1,469,828 Water Lines /Mains various $73,774,491 Fire Hydrants various $556,615 Reservoirs: Big Canyon 1959 $24,086,298 Spyglass 1972 $418,244 16th Street 1996 $3,800,000 Capitalized Interest 1995 $1,034,462 Pump Stations various $8,125,224 Wells 1996 $3,465,113 Equipment various $108,898 Sewer System Sewer Lines /Mains various $35,055,948 Pump Stations various $10,242,867 TOTAL $2,416,182,524 * Leasehold . improvements made by Lessee not valued 162 EQUIPMENT MAINTENANCE AND REPLACEMENT FUND Schedule of Rolling Equipment Replacement (FY 2013 -14) Public Safety Departments Police Department Sedan /SUV (14) Van Truck (2) All Terrain Vehicle (3) Motorcycle Speciality Vehicle Sub Total Fire Department Pumper Fire Patrol Vehicle Batallion Chief Unit SUV Truck, 1/4 Ton (4x4) Sub Total $ 430,000 $ 35,000 $ 50,000 $ 25,200 $ 25,000 $ 610,000 $ 125,000 $ 90,000 $ 40,000 PUBLIC SAFETY TOTAL OTHER DEPARTMENTS TOTAL TOTAL ALL DEPARTMENTS Other Departments Municipal Operations Department Backhoe $ 105,000 Trailered Pump (2) $ 80,000 Sub Total $ 185,000 Recreation and Senior Services Department 12 Passenger Bus (CNG) $ 105,000 163 $1,718,200 $290,000 ROLLING STOCK IN SERVICE GRAND TOTAL -2 456 -14 442 1 443 Police Department re- categorized their vehicles in Fiscal Year 2011 -12 Includes vehicles in both the Water and Wastewater Sections 164 Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year 2010 -11 2010.11 2011 -12 2011 -12 2012.13 2012.13 Changes & Final Changes & Final Changes & Final General City Operations Adjustments Inventory Adjustments Inventory Adjustments Inventory Passenger Cars 0 56 -1 55 5 60 Jeeps 0 2 0 2 -1 1 Trucks 0 104 -4 100 1 101 Fire Trucks 2 16 0 16 -1 15 Loadpackers 0 22 -2 20 -2 18 Street Sweepers -4 5 -2 3 0 3 Tractors and Graders 0 4 0 4 0 4 Backhoes and Loaders 0 6 0 6 0 6 Beach Cleaners 0 3 -1 2 1 3 Trailers 0 35 -2 33 -2 31 Special Equipment 0 13 -2 11 0 11 Total General City Operations -2 266 -14 252 1 253 Police Department' Passenger Cars 0 59 -16 43 0 43 Trucks 0 19 17 36 0 36 Motorcycles 0 17 -2 15 0 15 Trailers 0 1 3 4 0 4 Special Equipment 0 7 -1 6 0 6 Total Police Department 0 103 1 104 0 104 Utility Enterprise' Passenger Cars 0 3 0 3 0 3 Trucks 0 48 0 48 0 48 Tractors and Graders 0 2 0 2 0 2 Backhoes and Loaders 0 6 -1 5 0 5 Trailers 0 11 0 11 12 23 Special Equipment 0 17 0 17 -12 5 Total Utility Enterprise 0 87 -1 86 0 86 GRAND TOTAL -2 456 -14 442 1 443 Police Department re- categorized their vehicles in Fiscal Year 2011 -12 Includes vehicles in both the Water and Wastewater Sections 164 THREE -YEAR COMPARISON OF FULL -TIME AND FTE POSITIONS GENERAL CITY GOVERNMENT City Council City Clerk City Manager Human Resources City Attorney Finance Total PUBLIC SAFETY Police Fire Total COMMUNITY DEVELOPMENT City Manager - Code Enforcement Public Works - Water Quality Community Devt - Admin Community Devt - Planning Community Devt - Building Community Devt - Code Enforcement Total PUBLIC WORKS Public Works Municipal Operations - Utilities Electrical Municipal Operations - General Services Total COMMUNITY SERVICES Library Cultural & Arts Recreation Senior Services Recreation & Sr Srvcs Admin Total GENERALFUND TIDELANDS FUND City Manager - Harbor Resources Public Works - Harbor Resources Finance - Parking Lots Recreation - Tidepools WATER ENTERPRISE FUND SEWER ENTERPRISE FUND EQUIPMENT FUND INFORMATION TECHNOLOGY FUND TOTALS 2011 -12 F/T FTE 0.00 0.07 4.00 0.00 7.00 0.00 11.00 0.75 9.10 0.70 36.40 3.75 67.50 5.27 2012 -13 2013 -14 Frr FTE FIT FTE 0.00 0.07 4.00 0.00 7.00 2.45 12.00 0.00 8.10 0.00 36.40 3.60 67.50 6.12 0.00 0.07 4.00 0.00 7.00 0.00 11.50 0.00 7.10 0.00 31.40 2.60 61.00 2.67 213.00 12.17 211.00 12.17 219.00 12.97 146.00 34.37 146.00 36.53 147.00 36.13 359.00 46.54 357.00 48.70 366.00 49.10 0.00 0.00 2.00 0.00 0.00 0.00 21.00 0.40 31.00 1.16 4.00 0.25 58.00 1.81 0.00 0.00 3.00 0.00 3.00 1.06 17.00 0.00 29.00 0.50 4.00 0.50 56.00 2.06 0.00 0.00 3.00 0.00 3.00 1.90 15.00 0.00 28.00 0.50 4.00 0.50 53.00 2.90 28.00 2.58 29.00 2.58 28.00 2.11 0.00 0.00 0.00 0.00 0.00 0.00 89.00 2.75 88.00 2.75 80.00 0.00 117.00 5.33 117.00 5.33 108.00 2.11 38.00 20.42 37.00 21.42 37.00 21.42 1.00 0.00 1.00 0.00 0.00 0.00 15.00 26.30 18.00 26.78 22.00 25.08 11.00 6.75 11.00 6.88 11.00 6.88 3.50 0.50 3.50 0.50 3.50 0.50 68.50 53.97 70.50 55.58 73.50 53.88 112.92 117.79 670.00 668.00 661.50 110.66 0.00 0.00 0.00 0.00 0.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 1.00 7.10 1.00 7.10 0.00 0.00 1.00 1.50 0.00 0.00 0.00 0.00 5.00 8.60 4.00 7.10 3.00 0.00 38.00 0.50 32.50 0.00 32.50 0.00 15.00 0.00 15.00 0.00 13.00 0.00 13.00 0.75 11.00 0.75 11.00 0.75 22.00 0.50 21.50 0.50 15.00 0.50 763.00 123.27 752.00 126.14 736.00 111.91 165 CO CO Ej Fq 0 Historical Capital Projects Spending (dollars in thousands) 2007 -08 2008 -09 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 Actual Actual Actual Actual Actual Estimated Projected General Fund Projects General Fund 9,776 5,910 7,127 2,085 3,827 6,446 7,563 Special Revenue CDBG 50 165 142 - - 100 - Gas Tax 1,362 1,866 471 277 2,123 791 6,418 Prop 1B - 1,355 945 386 - 692 - Tidelands 854 2,846 1,197 1,270 7,359 4,974 3,301 Contributions 2,499 1,016 1,649 2,949 1,569 3,082 7,330 Circulation & Transportation 907 587 684 2,131 3,974 856 580 Building Excise Tax 152 183 56 58 - 581 325 Measure 246 1,710 2,088 1,127 4,102 5,482 6,764 Bike & Trailways - - - - - - - AHRP Fund 361 310 - - - - - Cooperative Projects Environmental Liability 613 67 - - - - - Traffic Congestion Relief - 334 639 740 - - - American Trader Oil Spill Remediation - 10 - - - - - Misc SAH Projects 282 136 4,895 57 6 1,361 154 Air Quality Management District - - - 148 26 - - Facilities I Parks Newport Coast Community Center 113 - - - - - - Mariners Library 86 - - - - - - Fire Station #7 425 28 - - - - - Civic Center 67 1,694 8,777 22,500 56,245 53,768 7,725 Marina Park 140 718 321 347 688 3,374 15,101 Sunset Ridge Park - 243 660 312 314 562 8,769 Police Facility - 2 - - - - - Lifeguard Headquarters - 30 - - - 266 1,384 OASIS Senior Center 531 2,282 9,654 3,313 - - - Back Bay Science Center 742 217 5 - - - - SAH Community Center - - - - - - - City Hall Reuse - - - - - - - CdM Fire Station Rebuild - - - - - - 250 Big Canyon Reservior Aux Maint Yard - - - - - - 750 Facilities Maintenance Fund - - - - - - 150 Strategic Planning - - - - 106 7 187 Public Art & Culture Facilities - - - - - - 100 Special Assessment Projects Assessment Districts 1,660 6,708 4,221 2,977 - - - CIOSADevelopment - 268 1,485 450 - - - Bonita Canyon Development - - 1,032 78 24 - - Enterprise Fund Projects Water 3,303 1,433 1,808 1,564 1,366 13,028 2,737 Sewer 486 423 490 2,949 554 312 572 Internal Service Fund Equipment Maintenance - 66 58 75 5 - - Annual Totals 24,654 30,607 48,403 45,792 82,288 95,682 70,160 166 Glossary o, s Ackerman Donation Fund — Used to account for the disbursement of funds received from the Ackerman Trust. Such funds must be used for library and scholarship purposes. Air Quality Management District (AQMD) Fund — Used to account for revenues received from the South Coast Air Quality Management District restricted for the use of reducing air pollution. 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. Bonita Canyon Development Fund — Used to account for the receipt and expenditure of funds for the Bonita Canyon Public Facilities Agreement. The improvements include certain public parks and recreation facilities, and street improvements and facilities. Building Excise Tax Fund — Used to account for revenues received from builders or developers on building or remodeling projects within the City. Expenditures from this fund are used exclusively for public safety, libraries, parks, beaches, or recreational activities. CIOSA Construction Fund — Used to account for the receipt and expenditure of funds for the Circulation Improvement and Open Space Agreement ( CIOSA). The improvements include street and frontage improvements. Circulation and Transportation Fund — Used to account for fair share revenues collected from developers and restricted for capital improvement projects meeting the circulation element of the City's General Plan. Community Development Block Grant (CDBG) Fund — Used to account for revenues and expenditures related to the City's Community Development Block Grant program. These funds are received from the Federal Department of Housing and Urban Development and must be expended exclusively on programs for low or moderate income individuals or families. Compensated Absence Fund — Used to account for the City's accumulated liability for compensated absences. Contributions Fund — Used to account for revenues received from other government agencies or private developers and expended for specific projects. Environmental Liability Fund — Used to account for solid waste fees restricted for mitigation of future environmental liability relating to the handling of solid waste. Equipment Fund — Used to account for the cost of maintaining and replacing the City's rolling stock fleet, 800 MHz radio system and parking equipment /infrastructure. Facilities Financial Planning Reserve Fund — Used to account for the receipt and expenditure of funds for the replacement of City facilities, including the Civic Center, fire stations, police station, and parks. General Fund — Used to account for fiscal resources, which are: a) dedicated to the general government operations of the City, and b) not required to be accounted for in another fund. Information Technology Fund — Used to account for the cost of maintaining and replacing the City's information technology (computer) systems. Insurance Reserve Fund — Used to account for the City's self — insured general liability and workers' compensation program. Justice Assistance Grant (JAG) Fund— Formerly called the Local Law Enforcement Block Grant Fund; used to account for federal support of law enforcement activities. 167 CO q Gui7 0 5 QZ Marine Science Center Fund — Formerly called the Back Bay Science Center Fund. Used to account for revenues and expenditures related to construction of the Marine (Back Bay) Science Center. Measure M Fund— Used to construct transportation improvement and traffic congestion relief projects. Funding is one percent of retail transaction and use tax. Miscellaneous Santa Ana Heights Projects — Used to account for revenue and expenditures related to miscellaneous projects in Santa Ana Heights. Newport Annexation Fund— Used to account for receipt of revenue from the Irvine Ranch Water District intended to repay Newport Coast property owners for a portion of assessment district costs, and for construction of a community center in Newport Coast. Newport Bay Dredging Fund — Used to account for the receipt of permanent endowments intended to fund the ongoing cost of maintaining and dredging of the Upper Newport Bay. Office of Traffic Safety Grant (OTS) Fund — Used to account for federal funding of DUI violation enforcement activities. Proposition 1B Fund — Used to account for state funds available through Proposition 1 B to fund the maintenance and improvement of local transportation facilities. Retiree Insurance Fund — Used to account for the cost of providing post — employment health care benefit. Special Assessment District Fund — Used to account for the receipt and expenditure of funds received from 1911 Act and 1915 Act Assessment Districts for capital improvement projects. State Gas Tax Fund — Accounts for all State Gas Tax related revenues and expenditures, including street repair, construction, and maintenance. State law requires that these funds be used exclusively for maintenance of the street and highway system. Supplemental Law Enforcement Services Fund (SLESF) — Used to account for revenues received from the County to be used exclusively for front- line law enforcement activities. Tide and Submerged Land Fund — Used to account for all revenues and expenditures related to the operation of the City's tidelands, including beaches and marinas. Wastewater Enterprise Fund — Used to account for the activities associated with providing sewer services by the City to its users. Water Enterprise Fund — Used to account for the activities associated with the transmission and distribution of potable water by the City to its users. Accrual Basis —The basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. The accrual basis of accounting is used to account for all proprietary (enterprise and internal service funds) fund types. Activity — Departmental efforts that contribute to the achievement of a specific set of program objectives; the smallest unit of the program budget. Appropriation — A legal authorization to incur obligations and to make expenditures for specific purposes. Assessed Valuation — The valuation set upon real estate and certain personal property by the Assessor as a basis for levying property taxes. Authorized Positions — Employee positions, which are authorized in the adopted budget, to be filled during the year. Available (Undesignated) Fund Balance — This refers to the funds remaining from the prior year that are available for appropriation and expenditure in the current year. Bonds — A form of borrowing (debt financing) which reflects a written promise from the City to repay a sum of money on a specific date at a specified interest rate. Bond Refinancing — The payoff and re— issuance of bonds, to obtain better interest rates and /or bond conditions. Budget —A plan of financial activity for a specified period of time indicating all planned revenues and expenses for the budget period. Budgetary Basis — This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual. Budget Calendar — The schedule of key dates that a government follows in the preparation and adoption of the budget. Budgetary Control —The control or management of a government in accordance with the approved budget for the purpose of keeping expenditures within the limitations of available appropriations and resources. Capital Budget — The appropriation of bonds or operating revenue for improvements to facilities, and other infrastructure. Capital Improvements — Expenditures related to the acquisition, expansion or rehabilitation of an element of the government's physical plant; sometimes referred to as infrastructure. Capital Improvements Program (CIP) — A plan for capital outlay to be incurred each year over a fixed number of years to meet capital needs arising from the government's long —term needs. Capital Outlay— Fixed assets which have a value of $500 or more and have a useful economic lifetime of more than one year; or, assets of any value if the nature of the item is such that it must be controlled for custody purposes as a fixed asset. Capital Project — Major construction, acquisition, or renovation activities which add value to a government's physical assets or significantly increase their useful life. Also called capital improvements. Capital Reserve — An account used to segregate a portion of the government's equity to be used for future capital program expenditures. The amount of capital reserve is roughly equal to the government's annual equipment depreciation and an amount identified as being needed for future capital acquisition. Cash Basis — A basis of accounting in which transactions are recognized only when cash is increased or decreased. Charges for Services — Those charges levied to individuals or organizations for the use or consumption of services provided by the City. Certificate of Participation —A debt issue similar to issuing bonds, but less restrictive. Consumer Price Index (CPI) — A statistical description of price levels provided by the U.S. Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation). Contingency —A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Debt Service — The cost of paying principal and interest on borrowed money according to a predetermined payment schedule. Deficit — The excess of an entity's liabilities over its assets or the excess of expenditures or expenses over revenues during a single accounting period. Department — The basic organizational unit of government which is functionally unique in its delivery of services. Depreciation — Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. 169 CO CO Gil Fq 0 Development Fees — Those fees and charges generated by building, development and growth in a community. Included are building and street permits, development review fees, and zoning, platting and subdivision fees. Disbursement— The expenditure of moneys from an account. Distinguished Budget Presentation Awards Program — A voluntary awards program administered by the Government Finance Officers Association to encourage governments to prepare effective budget documents. Employee (or Fringe) Benefits — Contributions made by a government to meet commitments or obligations for employee fringe benefits. Included is the government's share of costs for various pensions, medical and life insurance plans, etc. Encumbrance — The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure. Enterprise Fund — Used to account for City operations that are financed and operated in a manner similar to private business enterprises. The objective of segregating activities of this type is to identify the costs of providing the services, and to finance them through user charges. Expenditure — The payment of cash on the transfer of property or services for the purpose of acquiring an asset, service, or settling a loss. Expense — Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest, or other charges. Fiscal Policy — A government's policies with respect to revenues, spending, and debt management as these relate to government services, programs, and capital investment. Fiscal policy provides an agreed upon set of principles for the planning and programming of government budgets and their funding. 170 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 expenses which are segregated for the purpose of carrying out a specific purpose or activity. Fund Balance — The excess of the assets of a fund over its liabilities, reserves, and carryover. GAAP— Generally Accepted Accou nti ng Principles. Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. General Obligation (G.O.) Bond — This type of bond is backed by the full faith, credit, and taxing power of the government. Goal —A statement of broad direction, purpose or intent based on the needs of the community. A goal is general and timeless. Governmental Accounting Standards Board (GASB) — The ultimate authoritative accounting and financial reporting standard — setting body for state and local governments. Grants — A contribution by a government or other organization to support a particular function. Grants may be classified as either operational or capital, depending upon the grantee. Indirect Cost —Acost necessary for the functioning of the organization as a whole, but which cannot be directly assigned to one service. Infrastructure — The physical assets of a government (e.g., streets, water, sewer, public buildings, and parks). Intergovernmental Revenue — Funds received from federal, state, and other local government sources in the form of grants, shared revenues, and payments in lieu of taxes. Internal Service Charges — The charges to user departments for internal services provided by another government agency, such as equipment maintenance and replacement charges, or insurance funded from a central pool. Lapsing Appropriation — An appropriation made for a certain period of time, generally for the budget year. At the end of the specified period any unexpected or unencumbered balance lapses or ends, unless otherwise provided by law. Levy — To impose taxes for the support of government activities. Line -item Budget — A budget prepared along departmental lines that focuses on what is to be bought. Long -term Debt — Debt with a maturity of more than one year after the date of issuance. Maintenance and Operations — Expendable materials and operating supplies necessary to conduct departmental operations. Modified Accrual Basis —The basis of accounting in which revenues are recognized when they become both "measurable" and "available" to finance expenditures or the current period. All governmental and fiduciary fund types are accounted for using the modified accrual basis of accounting. Net Budget — The legally adopted budget less all interfund transfers and interdepartmental charges. Object of Expenditure — An expenditure classification, referring to the lowest and most detailed level of classification, such as electricity, office supplies, asphalt, etc. Obligations— Amounts which a government may be legally required to meet out of its resources. They include not only actual liabilities, but also encumbrances not yet paid. Operating Revenue — Funds that the government receives as income to pay for on —going operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day —to- day services. Operating Expenses — The cost for personnel, materials, and equipment required fora department to function. Performance Budget — A budget wherein expenditures are based primarily upon measurable performance of activities and work programs. Prior —Year Encumbrances — Obligations from previous fiscal years in the form of purchase orders, contracts, or salary commitments which are chargeable to an appropriation, and for which a part of the appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise terminated. Program —A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the government is responsible. Program Budget —A budget that allocates money to the functions or activities of a government rather than to specific items of cost or to specific departments. 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 171 CO CO Gu-1 0 program has an identifiable service or output and objectives to effectively provide the service. The effectiveness and efficiency of providing the service bythe 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. Reserve — An account used either to set aside budgeted revenues that are not required for expenditure in the current budget year or to earmark revenues for a specific future purpose. Resolution — A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute. Resources — Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances. Revenue — Sources of income financing the operations of government. Revenue Bond — A bond that is backed only by the revenues from a specific enterprise or project, such as a hospital or toll road. Secured Property Tax —Atax levied on both real and personal property according to the property's valuation and the tax rate. Service Indicators — Specific quantitative and qualitative measures of work performed as an objective of specific departments or programs. Source of Revenue — Revenues are classified according to their source or point of origin. Supplemental Appropriation — An additional appropriation made by the governing body after the budget year has started. 172 Tax Levy — The resultant product when the tax rate per one hundred dollars is multiplied by the tax base. Taxes — Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. Transfers In /Out — Amounts transferred from one fund to finance the services for the recipient fund. Transient Occupancy Tax —Atax paid to the City for short—term lodging /residency within the City limits. Short—term is defined as 30 days or less. Unencumbered Balance — The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purposes. Unreserved Fund Balance — The portion of a fund's balance that is not restricted for a specific purpose and is available for general appropriation. Unsecured Property Tax — The property tax on unsecured property such as business inventory or moveable equipment. User Charges — The payment of a fee for direct receipt of a public service by the party who benefits from the service. Working Capital — Excess of readily available assets over current liabilities. Or cash on hand equivalents which may be used to satisfy cash flow needs. 100 Civic Center Drive■ Newport Beach, CA 92660 (949) 644 -3123 www.NewportBeachCA.gov