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HomeMy WebLinkAboutSS2 - Staff Priorities for FY 2002-03CITY OF NEWPORT BEACH STUDY SESSION AGENDA ITEM NO. ss2 TO: HONORABLE MAYOR AND MEMBERS CITY COUNCIL FROM: Homer L. Bludau, City Manager �!,.- ✓ DATE: June 11, 2002 G SUBJECT: Staff Priorities for FY 2002 -03 BACKGROUND: Last year, the Executive Management Team developed a process which resulted in the identification of the Top 10 staff priorities to be undertaken and accomplished during FY 2001 -02. The process of identifying potential priorities involved each member of the Executive Management Team determining in order of importance what they consider to be the 7 greatest organizational priorities. From this input, the City Manager develops his top priorities. These are reviewed with the Executive Management Team and adjustments are made as needed. PRIORITIES: This year's list ended up with 12 "projects" for staff accomplishment. The first two priorities —JWA Settlement Agreement Extension and General Plan Update —are the same ranking as last year, but these two projects have moved to different phases, and each phase needs to be viewed as a top priority because the long -term impacts of these issues are huge to Newport Beach. Other repeat priorities include #3 -the LCP Submittal, and #5 -Water Quality related issues. As an overall group, the City Manager feels this year's listing is not quite as strong as last year's, but that is the way is should work if staff is being successful in accomplishing the previous year's priorities. The City Manager intends to review with the City Council in the near future the status of the FY 2001 -02 Top 10 priorities. Those priorities committed to in FY 2001 -02 and which were not completed, will be given the same attention and priority as was given last year; however, some priorities need to be carried over due to circumstances beyond staffs control. City Hall • 3300 Newport Boulevard • Post Office Box 1768 • Newport Beach, California 92659 -1768 Staff Priorities for FY 2002 -03 Page 2 PRIORITY PURPOSE: There are numerous purposes for identifying staff priorities. They include the following: 1. Ensuring the Executive Management Team and the whole organization understand the "big picture' involving Citywide priorities 2. Assigning staff responsibilities to priorities 3. Improved planning for priority accomplishments, including the identification of key action steps and time frames for when action steps should occur 4. Bringing all City resources to bear on priorities 5. Carving out more time to give to priority projects The 12 FY 2002 -03 Staff Priorities are just that —staff priorities. They are not necessarily the same list that would be developed were Council to undertake a priority identification process. However, it is a way of making sure that staff is not out of tune with the Council as to City priorities. It also gives Council and staff an opportunity to discuss priorities annually. CONCLUSION: The City Manager has been pleased with the priority identification process and the follow- through exhibited by staff. He believes all involved feel that it is a beneficial tool to separate the important from the less important. He hopes the Council agrees. TOP STAFF PRIORITIES FY 2002/03 FISCAL YEAR 1. OBTAIN ALL NECESSARY APPROVALS TO EXTEND THE JWA SETTLEMENT AGREEMENT CONSISTENT WITH SCENARIO 1 AS DESCRIBED IN EIR 582 AND MAINTAIN THE INTEGRITY OF THE SETTLEMENT AGREEMENT ONCE APPROVED OWNERS: Homer Bludau / Bob Burnham 2. COMPLETE THE GENERAL PLAN OUTREACH AND BEGIN THE GENERAL PLAN UPDATE PROCESS OWNER: Sharon Wood 3. PREPARE A DRAFT OF THE LOCAL COASTAL PLAN AND SUBMIT IT TO THE CALIFORNIA COASTAL COMMISSION STAFF BY JUNE 30, 2003 OWNER: Patty Temple 4. DEVELOP A TRAFFIC SIGNALIZATION MANAGEMENT SYSTEM THAT RESULTS IN MAXIMIZING SMOOTH AND SAFE TRAFFIC FLOWS THROUGHOUT THE CITY OWNER: Steve Badum 5. DEVELOP AN ORGANIZATIONAL RESPONSE TO NPDES AND UPPER BAY WATER QUALITY REQUIREMENTS OWNERS: Dave Kiff / Homer Bludau 6. DEVELOP A COMPREHENSIVE STRATEGIC PLAN FOR EXISTING CITY BUILDINGS OWNERS: Steve Badum / Tim Riley 7. DEVELOP A JOINT MARINERS LIBRARY PLANNING PROCESS WITH THE NEWPORT MESA UNIFIED SCHOOL DISTRICT RESULTING IN PREPARATION OF THE CONSTRUCTION PLANS OWNERS: LaDonna Kienitz / Steve Badum 8. COMPLETE THE SANTA ANA HEIGHTS /BAY KNOLLS ANNEXATION PROCESS OWNER: Dave Kiff 9. IDENTIFY A PERMANENT LOCATION FOR FIRE STATION #7 AND FUNDING SOURCES FOR LAND ACQUISITION AND CONSTRUCTION OWNERS: Tim Riley / Dave Kiff 10. INCREASE THE LEVEL OF DISASTER PREPAREDNESS TRAINING RECEIVED BY CITY EMPLOYEES WHICH RESULTS IN INCREASED COMPETENCE IN PERFORMING THEIR EOC RESPONSIBILITIES OWNER: Tim Riley 11. COMPLETE THE CABLE TV FRANCHISE AND ORDINANCE RENEWAL/REVISION PROCESSES OWNERS: Marilee Jackson / Robin Clauson 12. IDENTIFY THE FUNDING SOURCES, PREPARE THE PLANS AND BEGIN CONSTRUCTION FOR THE BIG CANYON RESERVOIR COVER OWNERS: Eldon Davidson / Steve Badum Q rV l n G Ln L W a � C_ d J2 yC a Q d o m c m d a O d A d m VE d W LL (A N Y Q n c a°i d E N d y V u W G 0 c C d E E > C O o „ 10 2 CL +' d F m E d c y U O W o E E ++ ._ a a a t: Ln m 3 0 n n Q = 0 d ++ m Y d s Q c d J W d C W N fA P=j O O d C C N E 0 W O! C d m A y i p CL m C m N C_ E p p� V d d m d sLi ` = C y d C Ol Q 7 10 a± d p a E m f0 d E d d E O c d c 9 Y, S Om of N a c L c haEi d = c •3 °c u V cr cr C o j of Nl a Q C �v W h V EE •O SE IN9 C O Ln CJ a 2: O Q N Q rV l ; / | 2 Cu U. 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Coastal Commission (June, 2003) The 12 Priorities Priority 4 — Develop a traffic signalization management system that results in maximizing smooth and safe traffic flows throughout the City Goal – Feedback from the public on traffic flow improvements Staff – Steve Badum, Public Works Director [l Priority 4 Action Steps — Data gathering (July- September, 2002) — Consultant selection (July- August, 2002) — Preparation of traffic signalization strategic plan (September- January, 2003) — Implementation & education (January -May, 2003) — Monitoring & traffic signal system refinements (May - June, 2003) The 12 Priorities Priority 5 — Develop an organizational response to NPDES and Upper Bay water quality requirements. Goal — New structure & funding plan in place by January 1, 2003 Staff — Dave Kiff, Assistant City Manager Homer Bludau, City Manager 5 Priority 5 Action Steps – Identify obligations under the new NPDES Permit (July, 2002) – Convene interdepartmental team to discuss ideas /organizational structures(July- August, 2002) – Finalize organizational plan (August - October, 2002) – Council ratification of plan & funding mechanism (November, 2002) – Complete pre - implementation steps— hiring, housing, etc. (November- December, 2002) – Implementation (January-June, 2003) The 12 Priorities Priority 6 — Develop a comprehensive strategic plan for existing City buildings Goal – Development of a long range plan showing facility needs and what is required to meet the needs Staff– Steve Badum, Public Works Director Tim Riley, Fire Chief 3 Priority 6 Action Steps — Data gathering & inventory (July- August, 2002) — Assessment team facilities reviews (August - October, 2002) — Work plan development / consultant selection (October- January, 2003) — Preparation of draft strategic plan (January-May, 2003) — Final building facilities strategic plan preparation (May, 2003) The 12 Priorities Priority 7 — Develop a joint Mariners Library planning process with the Newport Mesa Unified School District resulting in preparation of the construction plans Goal — Submittal of construction plans by June, 2003 Staff — Steve Badum, Public Works Director Priority 7 Action Steps — Notification of grant acceptance (October, 2002) — Review by Office of Library Construction (November, 2002) — Award of contract for further design / construction drawings (November, 2002) — Design /schematic /construction drawings to Office of Library Construction for review (January -June, 2003) The 12 Priorities q_ Priority 8 — Complete the East Santa Ana Heights, Bay Knolls, and Emerson Annexations Goal — Completion of annexations effective July 1, 2003 Staff — Dave Kiff, Assistant City Manger 3 Priority 8 Action Steps — Complete pre- zoning of Emerson & tax sharing agreements with County (July, 2002) — Participate in LAFCO hearing process (August - October, 2002) — Finalize document submittals, sent Certificate of Completion to State BOE (October- November, 2002) — Assist departments in budgeting & planning to serve annexed areas (January -May, 2003) — Start providing services (July 1, 2003) The 12 Priorities ;�e Priority 9 — Identify a permanent location for Fire Station #7 and funding sources for land acquisition and construction Goal — Resolve location & funding issues by June 30, 2003 Staff — Tim Riley, Fire Chief Dave Kiff, Assistant City Manager 7 Priority 9 Action Steps — Develop budget estimate for land acquisition & construction (July- August, 2002) — Obtain preliminary approval for full /partial funding through O.C. Redevelopment Agency (July- September, 2002) — Obtain professional services to design station & develop funding strategies (October- January, 2003) — Present land acquisition /construction /funding plans to Council (February, 2003) — Prepare Capital Improvement Project for construction FY 2003/04 budget (March -May, 2003) The 12 Priorities Priority 10 — Increase the level of disaster preparedness training received by City employees which results in increased competence in performing their EOC responsibilities Goal — Increased staff confidence & knowledge on disaster preparedness Staff —Tim Riley, Fire Chief 10 Priority 10 Action Steps — Conduct training needs assessment (July- August, 2002) — Identify training opportunities /programs (July - September, 2002) — Present results to Disaster Preparedness Committee & Department Directors (October- November, 2002) — Schedule employee training (January-June, 2003) — Include training priorities in budget preparation process FY 2003104 (January -May, 2003) The 12 Priorities Priority 11 — Complete the cable TV franchise and ordinance renewal I revision processes Goal — New franchise agreements in effect by June,2003 Staff — Marilee Jackson, Public Information Officer ii Priority 11 Action Steps — Public Hearing on cable TV issues (July 23) — Distribute information on franchise process (July - October, 2002) — Preparation /presentation of report on community needs assessment (July -Nov, 2002) — Short -term extension (December -June, 2003) — Negotiate new agreements (October -June 2003) The 12 Priorities Priority 12 — Identify the funding sources, prepare the plans and begin construction for the Big Canyon reservoir cover Goal - Begin Construction by June 30, 2003 Staff — Eldon Davidson, Utilities Director Steve Badum, Public Works Director 12 Priority 12 Action Steps — Identify funding source (July - October, 2002) — Prepare plans & specs (July - December, 2002) — Council approval of plans (January, 2003) — Federal Environmental Report (Nov -Feb, 2003) — Prepare Cooperative Agreement (Nov -Feb, 2003) — Advertise for bids (May, 2003) — Award Contract & Begin Construction (June, 2003) The 12 Priorities - Summary Priority 1 — JWA Settlement Agreement ;} Priority 2 — General Plan Update Process :!� Priority 3 — Local Coastal Plan _'g Priority 4 — Traffic Signalization Management =� Priority 5 — NPDES & Water Quality Priority 6 — Strategic Plan for City Buildings 13 The 12 Priorities - Summary s4 Priority 7 — Mariners Library Project air Priority 8 — Annexations Priority 9 — Fire Station #7 Priority 10 — Disaster Preparedness Training Priority 11 — Cable TV Franchise Renewal Priority 12 — Big Canyon Reservoir Cover 14 go .c 4 V CC3 W 7.Ab. 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BACKGROUND: Two years ago, the City Council requested Administrative Services staff to prepare a report comparing the major revenues and expenditures of Newport Beach with other Orange County cities. During the budget presentation at the May 28, 2002 Study Session, Council Members again asked staff to provide a variety of revenue and expenditure data relating trend and comparison with other Orange County cities. Coincidentally, staff has been in the process of updating the original report with recently released State Controller's data. The data provided with this report includes an update of the same information provided in our last report to Council on this subject, as well as the data requested on May 28. Preparation of the Revenue/Expenditure Comparison Report presents several challenges. Collecting numerous fields of data from thirty -four Orange County cities is time consuming, labor- intensive, and the results are often inconsistent and incomplete. For example, not all cities have the same kinds of revenues and expenditures, either in reality or in the way they are categorized. Some major revenue sources are not universal, and the split between functional revenues and general revenues, which is vqr� significant, varies widely around the County. Similarly, all cities do not provide the same services, and those that they do provide are accomplished by either city employees, outside contract (either with another government entity or a commercial enterprise), or a combination thereof. For more than twenty -five years, the State has required cities to compile and report their revenue and expenditure data to the State Controller on an annual basis. The State Controller Report, which is the report of this data that is eventually distributed back to cities, offers the most efficient and accurate way to compare revenues and expenditures. However, the Controller's Report has its own shortcomings. For example, the most recent data available is fiscal year 2 Orange County Cities — Revenue / Expenditure Comparison Report 2002 1998 -99. More information about our use of the State Controller's information, and its shortcomings, is listed in the Notes to This Report section below. SUMMARY TABLES: The tables below summarize Revenue and Expenditure ranking information. During the year studied (1998 -99), Newport Beach ranked 12d' in population (up from #13 in 1996 -97) among the 31 Orange County cities included in the Controller's Report. CITY OF NEWPORT BEACH Comparison of Selected Revenues Among 31 Orange County Cities Fiscal Year 1998 -99 Comparison of Selected Expenditures Amount Rank Per Capita Rank Percentage of Orange County Total otal Revenue $118,788,768 5 4 5.0% General Revenue $61,113,123 5 2 6.0% Functional Revenue $57,675,645 6 5 4.3% Property Tax $21,213,943 1 4 11.0% Sales Tax $17,218,307 7 6 4.6% Transient Occupancy Tax $7,497,964 2 4 8.0% CITY OF NEWPORT BEACH Comparison of Selected Expenditures Among 31 Orange County Cities Fiscal Year 1998 -99 Per Percentage of Capita Orange Amount Rank Rank County Total Total Expenditures $115;3 71,8 59 4 2 4.7% Public Safety $43,921,584 4 1 , 6.2% Culture & Leisure $13,318,608 5 4 5.6% General Government $9,367,190- 6 5 4.8% Community Development $8,268,9091 12 4 6.5% (1) Public Safety includes expenditures on Police, fire, Emergency Medical Services. Animal Regulation. Weed Abatement, Street Lighting, and Disaster Preparedness 3 Orange County Cities — Revenue / Expenditure Comparison Report 2002 NOTES TO THIS REPORT: Data provided in the attached tables is based primarily on submissions to the State Controller by cities for fiscal year 1998 -99, the most recent year available. Significant residential and commercial developments, such as Newport Coast, have been occupied since this data was provided. These new developments have had a significant impact on revenues and expenditures for the City, and are not reflected in this report. Only the 31 Orange County cities incorporated in 1998 -99 were included in the Controller's abstract. Three cities have incorporated since, and are not included. The interpretation by cities of the classifications of revenues and expenditures required for the Controller's report may not be consistent. As a result, data may lack uniformity. There are a number of minor revenue sources in which the cities surveyed do not universally participate. However, they all share in the major revenue categories, with two notable exceptions. A Utility Users Tax (UUT) is imposed by one third of the cities surveyed, and it represents a substantial revenue source for several of those. Newport Beach does not have a UUT. To the best of our knowledge, a general fee is charged for residential trash collection, either directly or indirectly, by all Orange County cities except Newport Beach. Another thing pointed out by the study is the wide variation among Orange County cities with regard to how much of their revenue base is made up of general revenues (primarily various taxes) as opposed to functional revenues (primarily fees and charges for services). For some, functional revenues comprise over 65% (in one case over 85 %) of overall revenue. For several others, functional revenues make up only 18% to 25% of the total. For Newport Beach, the total is almost an exact 50/50 split between the two. Among other things, the balance between these two types of revenues has stability implications, with functional revenues being more closely linked to the demand for services, and less subject to tampering by the State or other agencies. For purposes of this analysis, we concentrated on the City's three largest revenue sources: Property Taxes, Sales Taxes, and Transient Occupancy Taxes (TOT). On the spreadsheets, "Total Revenue" is the sum of General and Functional Revenues as categorized by the State Controller. The State Controller considers General Revenues as those revenues available to fund General Fund activity, i.e., property taxes. Functional Revenues are those revenues normally associated with a specific function, for example charges for services such as building inspection fees. For comparison purposes, the Tax Increment Property Tax revenues generated by the Redevelopment Agencies (RDAs) has been included in the Property Tax totals for the cities with RDAs. Cities with RDAs have been noted in the spreadsheets. We found it necessary to include RDA property tax information in the comparison since it has a profound effect on the outcome. For instance, the City of Newport Beach moved from number one per capita in property tax receipts to number four per capita when RDA property tax was factored in to the other cities. The State Controller's report does not collect information to distinguish Sales Tax generated by visitors (tourist and otherwise) versus residents, and no attempt to evaluate sales and use tax contribution from tourism has been made in this report. As stated above, the third major revenue source compared with other Orange County cities was Transient Occupancy Taxes — which is primarily generated by tourism. 4 Orange County Cities — Revenue / Expenditure Comparison Report 2002 General Government expenditures include the sum of the Legislative, Management, and Support categories. Public Safety expenditures are categorized as Police, Fire, Emergency Medical, Animal Control, Weed Abatement, Street Lighting, Disaster Preparedness, and Other (which includes Marine Safety). Public Safety, Community Development, and Culture and Leisure categories are shown within Total Expenditures only. The expenditure data abstracted from the Controller's report excludes Transportation, Public Utilities, and Health expenditure categories. OBSERVATIONS AND CONCLUSIONS: A variety of conclusions and implications can probably be drawn from this data. Based on our analysis, we offer the following for the City Council's consideration: • Despite our best efforts (and those of the State Controller's office), the data collected and analyzed for this report is not exact. For all the reasons specified, general trend and large - scale conclusions can be safely made, but the assumptions necessarily used preclude analyses on a detailed level. • Newport Beach has the second highest per capita expenditures and fourth highest per capita revenues of all Orange County cities. Public Safety expenditures on a per capita basis are the highest in the County. To at least some degree, this reflects the attractiveness of the City's location and amenities to tourists and daily visitors. Yet the weakest of our major revenue sources is Sales Tax (ranking number seven Countywide), which is more directly captured from non - residents than any other except TOT. The city does generate revenue from parking and other minor sources as well, but the relative value of Sales Tax among the major revenue sources is probably less than ideal. • To the extent that the City relies on general revenue, as opposed to functional revenues, we are more susceptible to tampering by the State, such as the ERAF Property Tax diversion of a few years ago. There are currently proposals to shift a portion of local government's sales tax to the State and replace it with property tax, thus increasing the City's reliance on the State to fund local government. Newport Beach's dependence on general revenues is about average for Orange County cities. Remedies open to the City to deal with this situation are limited. Although passive in nature, maintaining a strong system of financial reserves is one effective way to temper the volatility that is on the horizon in this environment, as is maintaining a broad, diverse system of local revenues. � 1 Dennis Danner, Dick Kurth, Glen Everroad, participated in the preparation of this report. ATTACHMENTS: 1. Comparison of Total Revenues 2. Comparison of Selected Revenues V Cathy Pauley, and Tammie Frederickson 3. Comparison of Total Expenditures 4. 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Z D_ Z E 6 w fmL F m 0 Z Q ¢ m E Q Q W? w w w w Q 0 6 a Z Q z w U w w w I� z m z g 6 a ti z r 2 O z 2 Z r y 41 m ti N Z w 3 F N m p 7 u1yI 0 Y z 1 6 I Z O [C a ¢ Z Q z Yl 6 7 2 m 7 Q (� Q d m J rJ� Da zd' =0 >��0 0 LL <J f W www�0 m z > g g O LL g u� g>amIa a tJ U m m m g w m g od g > CI d m m 0 TI- VI m F m m N N lNY N N N Cml N Cml N m' S- \mot GENERAL SERVICES DEPARTMENT Budget Proposal FY 2002 -03 June 11, 2002 FY 02.03 Budget Proposal Brief I. Budget Status Current Proposed %Change Year a. General Fund $14.06M $15.46M +10% b. Capital Improvement Program $ 1.28M $ 1,11M -13% c. Internal Service Fund $ 6.08M $ 4.00M -34/0 TOTALS $21.42M $20.57M -4% II. General Fund Increase ($1.391.329) MAJOR ITEMS: a. Newport Coast Maintenance ( including salaries for 5 positions) $420,700 b. Newport Coast Refuse Collection $460,400 c. Salary/Benefits Increases (excluding Newport Coast) $292,300 d. Vehicle /Equipment Rate Increases $ 98,600 e. Supplemental Budget Increases (3) $ 74,200 I. New Park Maintenance (Bonita Canyon Sports Park) $ 67,000 g. Increased Tree Trimming $ 42,200 h. Balboa Village Maintenance $ 39,000 I. CPI increase — Recycling Contract $ 30,000 j. Year -round Fire Ring Maintenance (including $15,000 for overtime) $ 25,720 I FY 02 -03 Budget Proposal Brief na,nwe.nm l3nAerof Persomel 6 NB '. $YA,9lf Olefm{mu SnyPe1 Ffeldf.LiNew�ce fLnFeraf Penor�ne[ J3 ILF&d Persa.me! xi Pm eaH SJpIJ,4/3 P ed HUd xi %2J HeN,e EgtiprcM FYLJmarce NxM1e�a(Penonnek 31 IL�6e,ol Persoxml IS eJHW el'. $1,99i3OiH seJ HUd e1: 41 .6H 6 Pmke TNinl euee .,Of u Pm MHW a snvTa Pm sed HUa oe bxbw,ul FgNpmitRepmeveN Nm4eeof Penmucla Pm aed HUd et 53.Neieo TOTAL $19,466,640 125 Positions Notes: 1) Upgrade of one Maintenance Worker II to Equipment Operator II (Vector Operator) 2) Deletion of Groundsworker II in Parks Division (privatization) FY 02.03 Budget Proposal Brief EQUIPMENT REPLACEMENT ADMIN. PARKS MANTENANCE 13% 3% OPERATIONS SUPPORT 3% =ELD 20% STREET TREES 4% MAINTENANCE EQUIPMENT MAINTENANCE 14% 8% REFUSE 25% 2 FY 02 -03 Budget Proposal Brief III. Highliahts of Proposed Budget a. Personnel Changes 1) Upgrade one Maintenance Worker II in Street Maintenance to an Equipment Operator II ($6,200). 2) One position (Groundsworker II) privatized late FY 01.02, b. rea down of Largest Expenditure Accounts vert'ime, Contractor Services, Refuse. c. Utilitles (Water & Electricity) i) Conservallon Efforts. 2) Cost Breakdown. d. Proposed Supplemental Budget Items ('Items approved by City Manager) 11 Two Maintenance Worker I's and Equipment Operator II ($131,153). 2) Maintenance Worker 1($40,394). • 3) Upgrade Maintenance Worker It to Equipment Operator It ($6,200). 4) Annual Ficus Tree Trimming ($30,000). • 5) City-wide Ficus Tree Root Pruning ($45,000). 6) Traffic Painter 1($45,000). 7) Corona Del Mar Sidewalk Furniture Cleaning ($18,000). 8) Reinstatement of Beach Maintenance /Storm Drain Crew Chief Position ($2,495). e. Budget Checklist Items 1) Citywide Tree Inventory ($60,000). 2) Annual Ficus Tree Trimming ($93,000). FY 02.03 Budget Proposal Account 8080 Detail Division 3110/Administration ................................ ............................... .........................$4,354 Miscellaneous Studies $3,200 Alan System $800 Nextel Radio/Telephone $300 Division 3130 /Field Maintenance .......................... ............................... ........................$85,000 Contracted Striping/Pavement Markings $25,000 Day Labor $23,000 Miscellaneous Work (Fencing, Contracted Sandbagging) $14,000 Underground Storage Tanks (Permitsrresting(Repair) $20,000 Nextel /Paging $3,000 Division 3140 /0perations Support ........................ ............................... .......................$345,000 Contract Custodial Services (City Hall, Corporation yard, Beach Restrooms) $167,000 Balboa Village Cleaning (Sidewalk Cleaning) $39,000 Graffiti Removal $42,900 Refuse Collection (City Hall and Washington Street) $17,000 Contract Facility Repairs $25,000 Window Washing Services $5,100 Extra Work (Temporary Labor) $22,000 Day Labor $24,000 Nextel /Paging $3,000 FY 02 -03 Budget Proposal Account 8080 Detail Division 3150/ Refuse .......................................... ............................... .......................$495,000 .......................$545,000 Newport Coast Refuse Collection $460,000 Temporary Help for Holidays and Summer $25,400 State Transfer Station Inspections $9,000 Nextel/Paging $600 Division 3170/Parks Division ............................... ............................... .......................$800,500 $5,000 Contract Services (Medians, Mowing, Bob Henry Park, New Parks) $730,000 Extra Work - Replanting, repairs, etc. $67,000 Nextel/Paging $3.500 Division 3180 / Trees ............................................. ............................... .......................$545,000 Grid Trimming (8,660 Trees) $337,710 Annual Trimming (4,300 Trees) $167,000 Emergency Work $22,190 Special Work (Removals. Root Pruning, inoculations) $18,100 Division 6110 /Equipment Maintenance .................. ............................... ........................ $23,467 Temporary Labor (Mechanic) $22.567 Nextel /Paging $900 Total $2,298,321 FY 02.03 Budget Proposal Overtime Detail Division 3110 / Administration ............................................ ............................... ..................._.......$100 Clerical Overtime Division 31301Field Maint enance ....................................... ............................... ........................$70,000 Summer Weekend Work $35,000 Storm Response $12,500 4th of July Barricades Setup $5,000 Extra Work for Special Projects $17.500 Division 3140 /0oeratlon Support ...................................... ............................... .......................$122,000 Call back, Special Projects, Summer Weekend Sweeping, Refuse Collection $65,000 Year -round Fire Ring Dousing $15,000 Holiday Restroom Cleaning $16,000 Regular Tide Valve Duty $21,000 Incremental Overtime for Special Projects $5,000 Division 3150 /Ref use ...................................................... ............................... .......................$136,000 Coverage for 11 City Holidays Summer Saturday Collection for West Newport Normal Overtime to Finish Daily Collection Division 3170/Parks ..................................................... ............................... Weekend Special Events (27 per year) Weekend Summer Park Clean -up Total $358,100 rd FY 02 -03 Budget Proposal Major Expenditure Account Detail SPECIAL DEPARTMENT EXPENSE (8250) —Solid Waste Disposal Field Maintenance ( 3130) .................................. ............................... ........................$50,000 Dump Fees (County/CRT/Ewles) + Testing Costs Operations Support (3140) Dump Fees for Beach and Street Sweeping Debris + Testing Costs ........... .......................$150,000 Refuse ( 3150) ................................................. ............................... ....................'$1,620,000 40,672 tons @ $39.83/ton Parks( 3170) ...................................................... ............................... .........................$8,000 Dump Fees for Park Refuse Total $1.828.000 "Includes $820K for recycling costs that are recovered by Recycling Service Fee. FY 02.03 Budget Proposal Major Expenditure Account Detail (Continued) UTILITIES Water Expense Operations Support Division 10,000 Beach restroom water costs Parks Division City Water $375,000 IRWD Water $55,000 Total Water Expense $440,000 Utility Expense (Electricity, phone services, etc.) All Divisions $149,800 Electricity Cost Increase (July 2000 -June 2002): 29% FY 0001 Expenditures: $126,585 Projected FY 01 -02 Year -end Expenditures: $163,402 Conservation Efforts Central Irrigation Controller (Phase III) $45,000 5 FY 02 -03 Budget Proposal Major Expenditure Account Detail (Continued) OTHER MAJOR EXPENDITURES Equipment Maintenance, Auto Parts Expense (0110. 6145) .................. .......................$240,000 Equipment Replacement (6120) Debt Service (9904) 11 Vehicles /Annual Payment ............................... .......................$572,126 Varier Truck (Utilities) $52,004 Pak -Mor Front Loader /Refuse Vehicle $29,168 Street Sweeper $27,586 Front Loader /Refuse Vehicle $45,718 Patch Truck $43,357 Vector Truck (GS) $82,703 Street Sweeper $45,964 Front Loader /Refuse Vehicle $47,844 American LaFrance Fire Engines (3) $197,784 FY 02.03 Budget Proposal Revenue and Grants Revenue Recycling Service Fee $820,100 Solid Waste Franchise Fee (Private Solid Waste Haulers) $462,000 Total $1,262,100 Grants California Division of Recycling (Summer Litter Abatement) $40.840 County Matching Grant (Balboa Storm Drain Inlet Cover Installation) $12,500 Total $53,340 EQUIPMENT MAINTENANCE AND REPLACEMENT FUND Schedule of Rolling Equipment Replacement (FY 2002 -03) Public safe, DaclIrmI 11 olne<Dewnnmes r ceoa rSeLanr aamr ..ace =a Pl 51< =.SW 4YLV'v SaeJan Sl: Ca+.i $\).:GO :K+. I.Zivnf'ewxeY !v _S1+Ml "n Cab ,:r i 5Ee 1 (vmm':NVSem:es °e "n, m, "J^ 3m $1.1. a/Ii" SHt'SUn1 TO k. i17 ec 'll.. iub ivul S<Sf.EM I CMV�I t'eksle rPn Aia {e an AMr ime Ve ^tnmen[ SW imnl $ai,4[9 re (IS'ex� 171. 'I ^%p e50�v s1,. 1, +rcr .+v (ab l+val 5.v'e Wa iaalTT S= 1(S 10A '), T 5[AN= Ti".7Tev 1 i:n 1'1 Uly &ai 539,'SV Lrx9 rr +ea Vl W raver Stl.a.>A br iew er ppar ru IZ4t-In- SiIMA Wbliv' n l=c—.„ is vtrE'rtn'•W L[4xte il +!A: VY.IVi =i HOLY +are/ rrv4 � S550.L ttlJp"TS� err...WtiJ Sr% CVP.uf 5.1(FTV iniel5 $,,ISb, +yy OTNEA O'u,W.EYT TpTAI S S6t1 S00 GRAN D TOTAL ALL DEPARTMENTS 10:9900 Total P of Vehicles I Equipment 41 FY 02.03 Budget Proposal Brief IV. Supplemental Budget Requests I Two Maintenance Worker I's and Equipment Operator II ($131,153). 2) Maintenance Worker 1($40,394). 3) Upgrade Maintenance Worker II to Equipment Operator It ($6,200). 4) Annual Ficus Tree Trimming ($30,000). 5) City -wide Ficus Tree Root Pruning ($45,000). 6) Traffic Painter 1 ($45,000). 7) Corona Del Mar Sidewalk Furniture Cleaning ($18,000). 8) Reinstatement of Beach Maintenance /Storm Drain Crew Chief Position ($2,495) V. Budget Checklist Items 1) Citywide Tree Inventory ($60,000) 2) Annual Ficus Tree Trimming ($93,000) VI. Questions I Follow-up?