HomeMy WebLinkAboutss2 - Budget OverviewAgenda Item # SS2
�tiWr�a May 26, 2009
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MEMORANDUM
TO: Honorable Mayor and City Council
FROM: Homer Bludau, City Manager
DATE: May 22, 2009 f
SUBJECT: Study Session Budget Review
The May 26 Study Session Budget review discussion will be in the following order:
1. Facilities Financing Plan
2. Potential State borrowing of property tax revenues
3. PERS rates for FY 2011 -12
4. Lower Bay Dredging
5. Need for water rate increase
6. Traffic Signalization Phases 5, 6 and 8
7. Big Corona Police Patrol/Park Patrol
8. Police position — Custody Officer
9. Clean Natural Gas Issues
3300 Newport Boulevard • Post Office Box 1768 • Newport Beach, CA 92658 -8915
Telephone: (949) 644 -3005 • Fax: (949) 644 -3039 • www.city.newport- beach.ca.us
CITY COUNCIL
r�
•y E To protect 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.
2006 -07
2007 -08
2008 -09
2009 -10
Actual*
Actual **
Estimated"
Proposed"
C
O M M
Salaries and Benefits
$
229,203
$ 188,641
$
196,311
$
207,331
d
Maintenance and Operations
$
1,474,011
$ 1,345,098
$
993,052
$
959,919
v
Capital Outlay
$
462
$
-
$
7,000
Total
$
1,703,676
$ 1,533,739
$
1,189,363
$
1,174,250
Q
* Includes Spheres Issues and Centennial expenditures
" Includes Spheres Issues
Council Grants
Already included in FY 10 Budget
ji Recipient Funding for Number of Years Amount
Balboa Island Historical Operations Since FY 02
Society $15,000
Balboa Island Improvement Flowers and holiday Since FY 05
Assn decorations /storage $11,250
CdM Chamber CdM 5K Since FY 05 — grant is in addition to
agreement for race proceeds. $5,000
CdM Chamber CdM Christmas Walk Since FY 04 — Grant funds the event
$10,000
Leadership Tomorrow
Sponsorship
Since FY 04
$10,000
Newport Beach Film Festival
Sponsorship
Since FY 00 (increased to $100,000 in
FY 08)
$100,000
Newport to Ensenada Race
Sponsorship
Since FY 05 (increased to $20,000 in
FY 09 with 3 -year commitment)
$20,000
Susan B. Komen
Race for the Cure
Since FY 01
$7,500
OC Marathon
Sponsorship
Since FY 06
$50,000
Total $228,750
0
12 I
CITY CLERK
Serving the Public with Integrity and Professionalism
Staffing:
3 FTE's
One City Clerk
Two Deputy City Clerks
o = To provide service to the Mayor and City Council,
N 0 City Manager, administrative departments, and the
M public in a courteous, timely, and efficient manner
un 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.
-1C
9
8� � 54.
CITY CLERK
The City Clerk's Office provides service to the Mayor, City
Council, City Manager, and administrative departments,
as well as to the public.
As a service providing department, the budget is
primarily allocated to salaries and benefits with a small
amount budgeted for maintenance and operation costs.
Budget Overview 2009 -2010 ($381,140)
■Salaries - $236,371 (62 %)
■ Benefits - $98,784 (26 %)
oAdvertising /Publications /General Liability - $9,486 (3 %)
oSupplies /Maintenance - $23,999 (6 %)
■Prof/Tech Services - $8,400 (2 %)
■ Travel /Meetings - S4,100 (1%)
•
2% 1%
J
0
2
Allocation
Plan
0 0
CITY CLERK
2006 -07 2007 -08 2008 -2009 2009 -10
Actual Actual Estimated Proposed
Salaries and Benefits
$
314,754
$
349,712
$
326,462
$
335,155
Maintenance and Operations
$
50,733
$
56,013
$
65,804
$
45,985
Capital Outlay
$
11,684
Total
377,171
$
405,725
$
392,266
$
381,140
Elections
$
79,934
$
157,368
$
100,000
S
Grand Total
$
457,105
$
563.093
S
492,266
S
381.140
CITY CLERK
2006 -07 2007 -08 2008 -2009 2009 -10
Service Indicators Actual Actual Estimated Proposed
Council Meetings, Regular
23
23
23
23
25
Council Meetings, Special or Adjourned
23
27
25
Resolutions adopted
95
83
85
85
Ordinances adopted
21
22
25
25
Claims /Summons and Complaints processed
118
98
120
120
Contracts /Agreements processed
117
182
120
120
Notices of Completion /Release Bonds
20
81
20
20
Documents process to Orange County Recorder
36
58
35
35
Passports Processed
453
319
320
320
is
•
• • •
CITY MANAGER
_ 4'
'N r To maintain the delivery of high quality municipal services and
2 " legislate and manage the affairs of the city according to law
tv
in and for the benefit of residents and property owners
2006 -07
2007 -08
2008 -09
2009 -10
Actual
Actual
Estimated
Proposed
C C
O R
-Z
Salaries and Benefits
$
2,551,104
$
2,848,754
$
3,081,074
$
3,186,107
M a
Maintenance and Operations
$
1,352,201
$
1,042,883
$
1,649,478
$
1,263,788
Capital Outlay
$
96,019
$
29,370
$
26,000
$
24,000
Total
$
3,999,324
$
3,921,007
$
4,756,552
$
4,473,895
City Manager —Key Divisions
xD Code & Water Quality Enforcement
6 full -time positions (two are unfilled) and .25 FTE
$768,329
o Harbor Resources
7 full -time employees and 8.77 FTE
$2,085,860
o Public Information
2 full -time employees and 2.31 FTE
$468,227
0 0 0
City Manager's Office
Major Accomplishments:
• Budget reductions
• Implementation of Group Homes Ordinance
• Civic Center Project on schedule
• Continued improvements in water quality
• Coordinating Marina Park Project
o Major Challenges:
• Economy /Budget
• Airport Issues — building region -wide consensus
• Civic Center Project's next phases (SD and CD)
• Enforcing conditions of group residential use permits and
reasonable accommodation
• Performance Benchmarking
Code Enforcement
Major Accomplishments:
Meeting all requirements of the City's current NPDES Permit,
monitoring and contributing to comments on the new, 4th Term
NPDES Permit
Implementation of a proactive residential property maintenance
enforcement program
Implemented the refuse abatement program (RAP)
Water conservation education is working
0 Major Challenges:
Effectively monitoring and enforcing conditions of Use Permits
Implementation of the new, 5 -year NPDES Permit
Addressing staffing needs during tight budget times
Addressing (with City Attorney) long -term cases that remain
challenging and time consuming
•
•
0
arbor
esources
Major Accomplishments:
• Obtained Upper Bay and
Lower Bay funding:
• $17 million toward completing UNB
• $1.7 million to start LNB — first allocation in decades
• Preparing the HAMP for Council consideration (already
approved by Harbor Commission)
• Using sand collected from UNB for West Newport
• Reaching full staff to allow for better customer service
• Mooring realignments
• Harbor Resources
0 Major Challenges:
o LNB Dredging:
Completing environmental work and CAD Design (including
location, testing needs, etc.)
• Getting the above done in a timely manner
• What to do with the Rhine Channel toxicity
• Continuing Eelgrass discussions with NMFS and other
regulatory agencies
• Mooring transferability
• Harbor fees: When, where, what types
• Harbor Patrol: mooring administration cost increase, future
role
0 0 0
Public Information
O Major Accomplishments:
• Updated media policy approved by City Council
• Coordinated website redesign project with IT &
departments
• Communicated significant City projects and issues
(group homes, Ocean Front safety, city hall, etc.)
• Incorporating production and scheduling of Police and
Fire NBTV programs
O Major Challenges:
• Expanding NBTV programming with current staffing
level
• Developing NBTV and website policies
•r_
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•
1,
Mission Statement
The Human Resources Department
delivers innovative and timely human
resource services and leadership to
enable the City, departments and
employees to provide exceptional
services to our residents and visitors.
Salaries and Benefits 842,190 874,601
Maintenance and Operations 581, 642 596,175
Capital Outlay 171298 61000
Divisional Total 1 ,441 ,1 30 1)476v776
Salaries and Benefits 4809198 5767230
Maintenance and Operations 1769500 304,500
Capital Outlay - -
Divisional Total 656,698 8809730
DEPARTMENT TOTAL 29097,828 293579506
0
SIGNIFICANT EXPENSES
JUSTIFICATION
FOR REQUESTED PART -TIME OFFICE ASSITANT POSITION
This past year, the Human Resources Department has essentially been divided into three
divisions (Risk Management, Recruitment, Administration (which encompasses
labor /employee /employer relations and training). Administration and Risk Management
share one Office Assistant position between them (75% to Risk Management, 25% to
Administration). As Human Resources is now moving toward a higher profile with City
Council interaction and has added assignments resulting from more involvement with
the City Attorney's Office, additional support is needed to complete these tasks in a
timely, professional manner.
To incorporate responsibilities for labor relations, department outreach and continue
coordinating with the City Attorney's Office. Administrative Services estimates this cost
to be $19,628 ($18,658 in salary + $970 in benefits) and will work with us to ensure
that our budget complies with the bottom line dollar allocation.
EFFECT OF THE 2% BUDGET CHIT
Trimmed the amount of City -wide training
that we offer.
Slightly diminished the consulting fees.
Minimal impact on advertisement & public
relations.
All services will remain at an optimal,
supportive level.
Primary Goals
Provide opportunities for growth of the
organizational culture that supports the City's
values
Minimize the City's liability in employment
matters
Provide cost effective quality employment
services
Create and enhance policies,
systems that support sound
practices
programs and
management
Offer viable resources to City employees
CITY ATTORNEY
o To mission of the Office of the City Attorney is to provide excellent,
E prompt, practical, solution oriented legal advice to the Council, staff,
CU Boards and Commissions of the City of Newport Beach.
U) We seek to integrate the legal function with administrative and policy
functions of the City at the most basic levels in order to assist in achieving
the Council's objectives and protect the City from liability risks.
C c
O M
N a
O
O
Q
Salaries and Benefits
Maintenance and Operations
Capital Outlay
Total General Fund
Insurance Reserve Fund Litigation
Total City Attorney
2006 -07 2007 -08
Actual Actual
2008 -09
Estimated
2009 -10
Proposed
$
838,967
$
821,794
$
1,024,016
$
1,391,161
$
635,319
$
801,530
$
930,305
$
1,008,710
$
6,019
$
13,371
$
10,018
$
4,000
$
1,480,305
$
1,636,695
$
1.964.339
$
2.403.871
550,000 $ 250,000
$ 1,480,305 $ 1,636,695 $ 2,514,339 $ 2,653,871
• • •
0
0 •
CITY ATTORNEY
Proposed Staffing
•One City Attorney
• Two Assistant City Attorneys
• Two and a half (time wise) Deputy City
Attorneys
• One Paralegal
• One Administrative Assistant to the City
Attorney
• One Office Assistant
CITY ATTORNEY
Primary Goals
• Provide current, prompt, practical, solution
oriented legal service to the Council, staff,
boards and commissions of the City by
integrating the legal function into the policy
and administrative functions;
• Catch -up back logged legal work;
• Begin bringing legal services back in-
house from outside counsel — thus
reducing legal expense in the long -term.
•
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Administrative Services
Fiscal Year 2009 -10 Proposed Budget
Mission Statement
To provide prudent financial management
of publicly entrusted resources and to
support the organization with the highest
quality financial, administrative and
information technology services.
•
•
• 0 0
Administrative Services Overview
Fiscal Year 2008 -09
• Amended Budget
• $871387720
• Employees
• 56 Full -time
• 6.42 FTE
Fiscal Year 2009-10
• Proposed Budget
• $8,239,818
• Employees
• 58 Full -time
• 4.97 FTE
Total dollar increase is approximately 1.24%.
New Positions
Fiscal Services
Fiscal Clerk to
$29,892
Accounting
Fiscal Clerl<
$48,561
ns.
l; P.
Division - Upgrade .70 FTE P/T
F/T Fiscal Clerk at a cost of
Division - Upgrade .75 FTE P/T
to F/T Accountant at a cost of
_J
•
•
z% Budget Reductions
Resource Management $ 8,000
Fiscal Services $ 12,000
Information Technology $ 55,000
Revenue $ 857000
Accounting
Total Reductions
$ 15,000
0
Shift of Director position to contract
Underfill of Purchasing Agent position
Gapping of Telecom Specialist position
New billing contract savings
Underfill of Sr. Accountant position
$175,000 Total 2% Reductions for FY 2009 -10
Resource Management
• Department Administration
• Budget
• Investment & Cash Management
• Financial Planning
• Special Projects
• Labor Negotiations
Employee Benefits
Other
Staffing: 3
$537,041
%ftftftftftwftw, Is
•
• 0 0
Fiscal Services
Staffing 17 Plus 2.12 FfE
$1,964,442
• Centralized Cashiering
• Parking Meter Collection
• A/P
• Graphics, Printing & Production
• Warehouse & Inventory Control
• Purchasing
Remittance Processing
Postal Services
Information Technology
Staffing: 17 Plus .5 FTE
$3,001,163
■ Application Development & Support
• Computer Systems Administration
• Geographic Information Systems
• Communications Systems & Devices
■ Other
■ Network Administration
® Database Management
E -mail & Voice Mail
Web Development
Security
4fthbaft 0
40
•
Revenue
Staffing: 12 Plus 1.6
$1,531,976
■ Tax Administration
• Receivables & Collections
• Adjudications
• Contract Administration
■ Revenue Audits
■ Regulatory Permits
Revenue Development
Licensing
�J
Accounting
• General Ledger Maint
• Payroll
• Costing, Research & Analysis
• Budget Prep & Admin
■ Audit
m Financial Reporting
Grant Admininstration
Other
Staffing: 9 Plus .75 FTE
$1,205,196
0
Major Charges, Fees & Taxes
Administrative Services actively manages the four
largest City tax revenue sources:
Total Property Tax
Sales Tax
Transient Occupancy Tax
Business License Tax
$ 78,810,195
20,263,438
13,000,000
3,800,000
$1151873)63 3
This represents almost 77.2% of the City's total
estimated 2009 -10 General Fund Revenue of
$1 50,1 39,603.
City Audits &Reporting
External audit - all funds
Comprehensive Annual Financial Report (CAFR)
Single audit, Gas Tax, AQMD, OCTA, TDA Article 3, DOJ,
MERP Plan Audit
Special reporting:
Grants including DQJ, OTS, & SLESF
CDBG
Newport Bay Dredging Permanent Fund (Robinson- Skinner)
Street Report
Library COP Annual Certification
Asset Forfeiture
Continuing Disclosure Reports for Water Revenue Bonds and Library COP
AQMD
State Controller's Report
Federal Sharing Equity Certificate
ILJAOC Financial and Single Audits
fr "A"M u PreSe -y
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Fiscal Year 2410
City Council, Budget Presentation- FiscaI'Year 2010,
Maintenance
Operations
$6,701,601
14.
Budget Totals
Salaries Et
Benefits
5I47,905,556
84.5%
Capital Outlay,
$255,905
0.6%
Total FY 10! Budget: $44,863,062
City Council Budget Presentation- Fiscal Year 2010
Budget by Division
Detectives
$ 7, 794, 242
17.4 %,
Traffic
$5,468p415
12.2% /
Patrol
Fleet
Services
$1,515,373
3.4% r
COP
$2,056p900
4.6%
Support
Services
$10,682,596
23.8%
$17p345,536,.. --�
38.7%
City Council Budget Presentation- Fiscal Year 2010
Full -dime Employees
Fleet
Services
Detectives Z
44_ l cop
_10
Traffic
33 Support
- -- -_ _- -`` Services
55
(includes Front Desk,
Dispatch, Records,
among others)
Patron
97
Employees by Division
City Council Budget Presentation - Fiscal Year 2010
Budget Totals Comparison P
$5000000000
Total: $44,796,935 Total: $44,863,,062
$45,0000000 1 1
$4000000000
$35,0000000
$300000,000
$25, 000, 000
$20,000,000
$1500000000
$1000000000
$5,000,000
$0
■ Capital Outlay
UTD Ngo
$297,413 `$255,905
FY 09 FY 10
Maintenance l} Operations o Salaries 11 Benefits
City Council Budget Presentation- Fiscal Year 2010
Changes from FY 2,008/09
Salaries & Benefits:
$3091,341
• Adjustments per MOU
• Salary Step Increases, MERP costs
• Budget reduction
• Contracts /Other Adjustments
M & O: 0 CAD upgrades
-$201f706 • Vehicle reductions for ISF
• Budget reduction
Capital Outlay:
-$41, 508
Budget reduction
Total Changes = $66,127 or .15 % Increase from FY 2008/09
City Council Budget Presentation =Fiscal Year 2010
Deferred for FY1 0
• Facility Maintenance
• Training
• Vehicle Rentals (NAPE)
• Uniforms
• Recruiting
• Professional Services
• Computer Replacement
• CI P projects - No new projects
City Council Budget Presentation - Fiscal Year 20 '10
Anticipated Revenue
• Total Estimated Police Department
Generated Revenue: $7,857,3:41
Significant Revenue Sources:
- Orange County Public Safety Augmentation: $850,000
Alarm Related (renewals/fines/monitoring): $350,000
- Parking Fines: $2.5 Million
- Administrative Citation Fines: $165,000
- Jail Booking Fees: $135,000
- ABLE: $189,500
- School Resource Officers: $160,000
- Narcotics Assets /Forfeitures Fund: $56,860
City Council Budget Presentation - Fiscal Year 2010
ABLE Budget
The ABLE JPA Board adopted a 3 -year
budget in order to el i mli nate the normal
dramatic increases and decreases
associated with the FAA maintenance
requirements for such aircraft
• We are in the third year of the 3 -year
cycle
• We anticipate savings to our base budget
City Council Budget Presentation- Fiscal Year 2010
Significant Accomplishments
During the Last Year
• Cooperative efforts with other City departments to
resolve community issues.
Community outreach to create greater community
participation in problem solving.
• Successful convictions in high profile criminal) cases
Collaborative, Philosophy in reducing alcohokrelated
offenses
- Educational endeavors with establishments
- Continued DUI education and enforcement
- Information sharing between ABC establishments
- 26% increase in DUI arrests
- 13% Reduction ins Injury Traffic Collisions
- Successful convictions in high profile criminal cases
City Council Budget Presentation- Fiscal Year 2070
Significant Accomplishments
During the Last Year (cont)
• Recruitment & Retention
- 857 Police Officer Applicants Tested dluiriing
this fiscal year
• 8 Police, Officers hired (3 recruits and 5
laterals)`
- 8 Civilian Applicants hired during the saime
period
City Council Budget Presentation - Fiscal Year 20 10
Significant Challenges in the
Gaming Year
• Facility Issues;
- operating 24 x 7 in a 36 -year -old facility
(built for a, 251 year life cycle)
Continuing to provide= excellent customer
service during challenging times
• Budget restraints
. Staffing and overtime
City Council Budget Presentation - 'Fiscal Year 2010
Overtime Management
Challenges
• Special Events -
• OC Marathon, - girowth of event ($43,524)
• Addressing future unknown special events
• Beach BBQ /Tent Enforcement
• Oceanfront Sidewalk Safety Program
• CDM Big Corona Beach Summer Patrol
City Council Budget Presentation- Fiscal Year 2010
Prospective Personnel
Changes
• Freeze a CSO position assigned to the detective
division ($89,965)
• Freeze three Police Officer positions ($415,965)
• Freeze Applications Coordinator position
($119, 900)
• Re- classify
video
Producer
position ($121,931 -
unfilled) to
meet
the need
for an additional
Custody Officer ($84,890) recommended by
Grand Jury
City Council Budget Presentation Fiscal Year 2010
Key Points in Benchmarking
•
Police Investigations and Clearance
Rates
• Crime Prevention
Emergency Response Times
City Council Budget Presentation- Fiscal Year 2010
0
Fire Department
Fiscal Year 2009/2010
Budget Presentation
By Fire Chief Stev
.?. s F
1�i� ► /J�)Jl�' ; �J�'I') ilf� ��J= I��iI)�l)� � "_�JJ ;� }% �'�11I�'�j �fJJ��%�JJ1JJ�l.>>fJn
Fire Department Mission...
... to reduce the loss of life and
property from fire, medical, marine
and environmental emergencies
through education, prevention, hazard
reduction and response.
Nowtoor? F aiji IJ i Iro Depjr&fJoiJ? - "V&P' -?%
0 0 •
Department Summary
FY 2009
Estimated Budget
FY 2010
Proposed Budget
Increase /Decrease
TOTAL
3197139299
3397549688
+2,0419389
Salaries
26,2061409
2815231865
+2,317,456
Maint & Ops
41996,513
550401013
+43,500
Capital Outlay
510,377
19010
- 319,567
Revenue Generation
• Paramedic Program
• Junior Lifeguard Fees
• Public Safety Augmentation Fund
(Prop 172) shared with Police Dept.
• Fire Prevention Fees & Fines
• •
•
0 •
Department Challenges
— Development of Professional Expertise
of Young and Inexperienced Personnel
— Response Coverage; Down Coast
— Facility Infrastructure
— Wildland Interface
— Grant Programs; Economic Downturn
— Emergency Medical Services; City Rights
vs. State Rights
0
Department Successes
— Accessing Available Grant Monies
— Utilization of Training Center
— Urban Search & Rescue Capability
— Expansion of CERT and all Disaster
Preparation Training
— Transition of Leadership /Leadership
Training
— Filling of Personnel Vacancies
0 • 40
: I
�rI111W�wJ �1 "'_
�� �� 2ol® Budget Presentation
Planning Division :2710
FY 2008 -09 FY 2009 -10 Proposed
& Benefits (20.4 Positions)
ance & Operations
Outlay
Sub T
Economic Dev. Division: 2720
& Benefits (3 POsitiOr'`
Maintenance & Operations
Capital Outlay
Sub Total
CDBG Operating Division: 2730
Totals:
$2,180,773
$ 271,487
Ik$ 23,500
$2,475,760
$301,605
$337,501
$ 2,500
$641,606
$124,487
$2,324,181
$ 175,087
$ 8,500
$2,507,768
$323,440
$211,701
$ 1,500
$536,641
$124,487
$3,168,896
PI -an niric; Depar�rrierjt Cure. 'ervirez
• City Council and Planning Commission
Staff Support
• Project Assignment and Monitoring
• Staff Training and Professional
Development
• Budgeting
• Inter - departmental Coordination
• Information Systems Management
9
• Site Development Permits • Public Information Counter
• Major Use Permits, Variances and -Real Property Information
Tract Maps
• General Plan and Zoning Inquiries
• Reports and Recommendations to City
Council and Planning Commission • Local Coastal Program Inquiries
• Specific Plans and Planned Community is • Zoning Code Interpretation
Text •Development Plan Check
• Coastal Residential Development Permit
• Use Permit Monitoring
-Comprehensive Sign program
• Code Enforcement Support
• General Plan Administration
• Zoning Code Updates
• Local Coastal Program Implementation
• Housing Programs
• Inter - agency Collaboration
• Special Studies / Legislative Monitoring
• ED Strategic Plan Implementation
• Business Retention and Recruitment
• Process Assistance for Business Permittinc
• Liaisons to Business Improvement Districts
• Wayfinding Sign Programs
• Community Development Block Grant
Administration
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Building Department
Division Information
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utl»ii�i�.-M�a
• • •
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�6 "' °•> Building Department
s�
38 Positions — 34 permanent full time
m 4 part time
Administration (949) 644 -3275
Building counter (949) 644 -3288
Fax # (949) 644 -3250
Inspections
Chief Building Inspector
VACANT
x3265
Principal Inspector
Commercial
John Burckle
x3262
Senior Building
Inspectors
Paul Sobek
x3268
Jim Unermark
x3272
Residential Buildina
Records Inspector
Jana Egan
0216
Principal lnsoector
Residential
Ray Baltera
X3261
Senior Buildina
Inspectors
Mike Dexter
x3267
Met Flamer
x3271
Don Taylor
x3263
Building Inspectors 11
Edward Holz
x3273
Paul LeClaire
x3284
Randy Neilson
x3260
V -Chris Sanchez
x3266 (Contract)
is
Building Director
Jay Elbegar
x3282
Plan Check BlPernit Services
Deputy Building Official
Faisal Jurdi
x3277
Principal Engineer
Plan Check
Oliver Roan
X1868
Plan Check
Engineers, Senior*
Yousef Barar
x3278
Soon Cho
x3281
Suzanne Kusik
x3285
All Flail
x3292
Eric 3karin
x3270
Plan Check Enaineer•
Tonee Thai
x1867
Outside Plan Check Consultants
Ghosn Associates (949) 363 -5600
SPS Plan Check Services (949) 706 -9630
Geotech Consultant
Bagahi Engineering (949) 552 -2007
Principal Engineer
Customer Service
Daniel Kennedy
x3279
Permit Counter
supervisor
Susan McCoun
x3289
Permit Technicians
Leslie Duane
x3290
Care Eng
x3251
Joanna Rains
x3291
Jessica Sanchez
x3287
PIT Permit Technician
Jamie Harris
x3274
V = Vacant
• Flexibly staffed positions,
Associate to Senior Engineer
**Plan Check Engineers rotate
at permit counter
Administration*
'Clerical services for all
divisions are pooled by
administration.
Administrative
Assistant
Monika Goodwin
x3276
Department Assistant
Susan Yamada
x3280
Office Assistant
Raymund Reyes
x1865
Student Aide
Nellie Montelano
Student Aide
Michelle Del Aguilla
Permit Counter'•
plan check engineer
by rotation
Sublrade Plans
Examiner
Dan Macey
x3269
Buildina Dept.
Specialist
Debi Schank
x3284
Records
Specialist
Lanny Krage
x3293
Student Aide
Leslie Trenfield
May 2009
0
Building Regulations
State of California Building Code
State of California Electrical Code
State of California Mechanical Code
State of California Plumbing Code
State of California Fire Code
State of California Energy Standards
State of California Disabled Access Standards
State of California Health and Safety Code
State of California Business and Professions Code
State of California Historical Building Code
State of California Building Standards Code
Uniform Administrative Code
Uniform Housing Code
Uniform Code for Building Conservation
Uniform Spa and Pool Code
Newport Beach Municipal Code Grading Provisions
Newport Beach Municipal Code Flood Damage Prevention Provisions
Newport Beach Municipal Code Relating to Building Construction
California Green Building Standards Code
0 is 0
0 0 0
Building Department
Allocation Plan
2006 -07
2007 -08
2008 -09
2009 -10
Actual
Actual
Estimated
Proposed
Salaries and
$
3,384,868
$
3,339,997
$
4,261,150
$
4,467,003
Benefits
Maintenance and
$
678,087
$
1,022,728
$
484,207
$
360,711
Operations
Capital Outlay
$
23,363
$
25,682
$
34,227
$
30,900
Total
$
4,086,318
$
4,388,407
$
4,779,584
$
4,858,614
Full time Employees: 34 Part -time Employees: 1.16 FTE
Building Department Divisions
Budget and Staffing
• Plan Check and Permits
16 full -time employees and 0.83 FTE
• Inspections
13 full -time employees,
includes 2 vacant positions
1 contract staff
• Administration
5 full -time employees and 0.33 FTE
$2,476,037
$1,776,309
•1• •:
0 0 0
0 0 0
Revenue
Fiscal Year 2008/2009 & 2009/2010
Title
FY 09
Projected
Total $
FY 10
Estimated
Base $
Permits
25528,000
216415000
Plan Check
11680,000
1,763,000
Miscellaneous
77000
71200
Totals
412159000
414119200
Building Department Revenue
$5.0
$4.5
$4.0
c
r
$3.5
j $3.0
a
aci r $2.5
a
°C $2.0
$1.5
$1.0
$0.5
$0.0
pca �� �� 0� pp p^
,k 06 p1 pg 0� pp O^ Oy p^� Op O� O� 0A pOO pp ^O
Fiscal Years *Estimated * *Projected
• • •
0 0 0
C
0
M
N
0
0
O -
U �3
ti
c
0
LE
$350
5300
$250
$200
S150
$100
$50
$0
r �
Building Department
Construction Valuation
C'
0, X90
0 c° a
Fiscal Years *Projected
Significant Projects
Hoag Health Center,
Superior Avenue - 4 Buildings
$
3917703000
Oasis Senior Center
$
17,332,143
Sage Hill Fine Arts Building
$
14,500,000
Fashion Island Parking Structure
$
1010001000
Nordstroms
$
12,177,120
New Office Building, 1375 Dove
$ 41000,000
Port Theatre
$ 17500,000
40 0 0
0 0
Building Department
Service Indicators
*Combination permit is issued in lieu of sub permits effective November 2006; this affects the total number of permits.
* *Seasonal conditions and economic factors can significan fly affect future projections.
0
2006 -2007
2007 -2008
2008 -2009
2009 -2010
Actual
Actual
Estimated"
Proiected **
Plan Submittals
2,496
2,379
2,232
2,344
Building Code Modifications
179
139
113
110
Permits Issued
Building /Combination Permits Issued*
2,852
2,727
2,301
2,416
Grading Permits*
220
15
0 *
0 *
Electrical Permits*
1531
635
487 *
511 *
Plumbing Permits*
1122
608
409 *
429 *
Mechanical Permits*
862
408
315 *
331 *
Pool /Spa Permits
155
154
90
95
Harbor Permits
91
83
70
87
Residential Building Records Permits
1084
825
613
644
Fire Permits
402
406
414
435
Total Permits Issued:
8319
5,851 *
4,599 *
4,934
Inspections
Building Code Enforcement
185
199
397
417
Inspections related to Complaints
1,011
1,076
1,441
1,513
RBR Inspections
674
485
250
263
Construction Inspections
30,538
25,917
23,956
25,154
Total Inspections:
32,408
27,677
26,046
27,348
*Combination permit is issued in lieu of sub permits effective November 2006; this affects the total number of permits.
* *Seasonal conditions and economic factors can significan fly affect future projections.
0
Customer
Service by the Building
Department
0 0
Building staff is
delivering to
Newport Beach
residents the plans
of their newly built
single- family
residences, with
helpful handouts
and brochures.
This service
provided by the
Building Depart-
ment is highly
appreciated by our
customers.
9
oaW�R GENERAL SERVICES
= DEPARTMENT
C1(IIORN
r'
r.
Goals
o Further reduce water consumption through the
optimization of the computerized central irrigation
controller system.
o Facilitate community partnerships that encourage the
proper disposal of household hazardous waste by
residents.
o Minimize the negative impacts of budget reductions on
service levels.
o Complete construction of CNG station at City
Corporation Yard and approve contracts for the
purchase of CNG refuse equipment.
GENERAL SERVICES
8U DEPARTMENT Budget FY 09 -10
Breakdown by Div
Administration
Equipment Maintenance*
Field Maintenance
Operations Support
Parks and Trees
Refuse
Total
(without Rolling Equipment)
ision
FY 08 -09
$846,851
$2575,822
$4,035,927
$5,945,421
$6,255,293
$ 6,707,355
$26,366,669
FY 09 -10
$ 892,'761
$ 2,653587
$4,160,433
$6,076,877
$6,713,281
$6,277,792
$26,774,731
81 bf= GENERAL SERVICES
; Budget FY 09 -10
DEPARTMENT
2% Reduction $540,866
Division Account Title Amount How will this reduction affect services?
3130
Salary Savings
S66,433
Maintenance Worker I step l (deferred)
3140
Salary Savings
$66,433
Maintenance Worker I step 1 (deferred)
3150
Salary Savings
$15,000
Maintenance Aide (part- time) will not be necessary until the HHW (deferred) opens
3130
Maint - ECoastHwy
$50,000
Minimal. Roadway is in good condition from recentrepairs . Only minor repairs neethd
as part ofpubbc Works 8-year replacement plan
3130
Concrete Materials
$28,000
Response time will increase by an additional weeks. 6.000 SF of sidewalk & 500 LF of
curb & gutter will not be replaced.
3140
Maint - Storm Drains
$20,000
Minimal. System is in excellent condition because of maintenance inprecedingyears
3150
Services - Prof Tech NOC
S5,000
Funding required for HHW center
3150
Special DEPT
$70,000
Reduction represents less refuse
Expense NOC
generated by residents
3150
Capital Outlay
$30,000
Residents will continue to travel to Huntington
Beach or Irvine for HHW disposal
3170
Turf Renovation
570,000
Sportsgroups will be expected to contribute above standard level of service based on
usage
3180
Services - Prof Tech NOC
$100,000
Slope trimming reduction will be completed as
not to negativelyimpact viewplanes
01¢0 Equipment Renovation 520.000 Reduced funding available for renovation of old equipment
* -GENERAL SERVICES Budget FY 09 -10
- DEPARTMENT
Supplementals
• Hazard Mitigation $9,000
o Spyglass /Big Canyon on -going
• Jamboree /Macarthur Clearing $27,000
o Tree trimming and removal one -time
o Jamboree /Macarthur $4,000
o Mowing and brush clearing on -going
Unfunded Projects
o Balboa Main Street Trees
• Removal of Eucalyptus
• Planting of Guadalupe Palms
83 GENERAL SERVICES
DEPARTMENT
Budget rY 09 -10
Protecting and providing quality
public improvements and services
l '
7 tom"
r
.'artmentOrga,
otal begartment
• $5,749,632
• Staffing: 33 full -time, plus 2.58 FTE
Engineering Services
CIP Delivery
ization
Transportation and Development Services
• $4,587,616
• Staffing: 2.4 full - time, plus 2.11 FTE
Administration
$1,162,o16
Staffing: 9 full- time, plus .47 FTE
2% Reduction
• Unfilled GIS Analyst position; reduced capital outlay
• Minimal immediate impact
{[qg Y �_
s_. JJJ
a �
>_ s.
X8 /0
Project Completions
Construction Projects Underway
Design and Review of Major Projects
Special Event Coordination
Traffic Modernization - Phase z
Online Construction Map /Info
CUS:
o9 /so
nt
reation Facilities
■ Oasis Senior Center
• Sunset Ridge Park
• Marina Park
■ Water Quality Improvement Projects
r
(c opy
r-I
City of Newport Beach
:Utilities Department
FY09 -10 Budget Presentation
Mission Statement:
Providing quality, cost effective utility services to the
community of Newport Beach.
GOi A'
rel.
4-7 1
.�
V
Electrical • Oil & Gas • Water • Wastewater
DEPARTMENT ALLOCATION PLAN
Full -time Employees 53 Part -time Employees 8.93
2007 -08
2008 -09
2009 -10
Actual
Estimated
Proposed
Salaries & Benefits
$5,799,685
$6,125,001
$6,470,998
Maintenance & Operations
$14,700,195
$15,882,496
$17,954,851
Capital Outlay
$47,905
$123,270
$74,650
CI P 'Does not include Electrical Division CIP
$3,806,512
$7,749,293
$3,115,000
Total Expenditures
$24,354,297
$29,8805060
$27,6151499
Full -time Employees 53 Part -time Employees 8.93
0
-- (Water) Water Enterprise Fund,
$22,082,895
■ (Sewer) Sewer Enterprise Fund,
$3,340,845
(Electrical) General Fund,
$1,462,862
r (Oil & Gas) Tide & Submerged
Land Fund, $728,897
UTILITIES DEPARTMENT
ELECTRICAL DIVISION
Staffing 5 Plus 0.9 FTE
EXPENDITU S
Salaries & Benefits
Maintenance & Operations
Capital Outlay
CIP (Not included — see General Fund)
TOTALS:
MAJOR EXPENDITURES
FY 07 -08
$484,552
$902,742
$3,316
$1,390,610
FY 08 -09
$513,090
$923,580
$3,650
$1,440,320
L.fy 09 -10
$560,573
$898,639
$3,650
$1,462,862
Utilities Costs
IN
AMOUNT
$704,615
!..711LITIES DEPARTMENT
OIL & GAS DIVISION
Staffing 0 (Contract Operator
EXPENDITURES
AMOUNT
FY 07 -08
FY 08 -09
FY 09 -10
Salaries & Benefits
-
-
-
Maintenance & Operations
$720,977
$713,236
$728,897
Capital Outlay
-
-
-
CIP
$16,722
$457,093
-
TOTALS:
$7375699
$13170,329
$728,897
MAJOR EXPENDITURES
AMOUNT
Utilities Costs
$82,100
SIGNIFICANT REVENUE
AMOUNT
Sale of Oil
$1,800,000
UTILITIES DEPARTMENT
L EXPENDITURES
Salaries & Benefits
Maintenance & Operations
Capital Outlay
CIP
TOTALS;
MAJOR EXPENDITURES
Purchase of Water
Utilities Costs
-7
SIGNIFICANT REVENUE
Water Charges
WATER DIVISION
Staffing 36 plus 6.28 FTE
FY 07 -08
7137 ,442
$11,799,107
$20,355
$3,303,475
$195062,379
FY 08 -09
$4,152,448
$12, 821, 824
$79,060
FY 09 -10
$4,368, 949
$14,816,946
$32,000
$4,036,268 $2,865,000
$21,089,600
$22,082,895
AMOUNT
$9,410,126
$1,345,200
AMOUNT
$18,201,998
UTIF- IVIES DEPARTMENT
WASTEWATER DIVISION
Staffing 13 plus 1,75 FTE
EXPENDITURES FY 07 -08
Salaries & Benefits $1,375,691
Maintenance & Operations $1,277,369
Capita! Outlay $24,234
CIP $486,315
TOTALS; $3,163,609
MAJOR EXPENDITURES
Utilities Costs
Equipment Maintenance & Vehicle Replacement
SIGNIFICANT REVENUE
Sewer Fees
FY 08 -09
$1,4
$1,423,856
$40,560
$3,255,932
$6,171
FY 09 -10
$1,541,476
$1,510,369
$39,000
$250,000
$3y340,845
AMOUNT
$91,700
$338,948
AMOUNT
$3,774,477
UTILITIES DEPARTMENT--- -
Electri'cal • Oil & Gas, • Water • Wastewater
AFFECT OF 2 % BUDGET REDUCTION ON DEPARTMENT SERVICES
Electricals Division
• Maintenance & Repair - $ 20,569
•
Facilities, Maintenance Program - $ 8,750
01il & Gas Division
• Maintenance & Repair - $ 9,875
•
Treatment Chemicals - $ 5,000
UTILITIES DEPARTMENT
Electricall • Oil & Gas, • Water • Wastewater
COS. SAVING PROGRAMS
ENERNOC — Capacity & Energy Payments
(May 2008 — March 2009)
Sale of Scrap Materialls
SCE Rebate (Well Rehabilitation)
Total
$ 35,168
$ 10,1177
7,334
$ 52,679
0 0
Library Services Department
Mission
To serve as the cultural, educational, and
informational heart of the City.
F9
LJ
Library Services Department
2009 -2010
$ 6,629,814
Salaries $5,051 7385
Maintenance & Operations $11504,329
Capital Outlay $ 747100
•
0
Allocation Plan
DTR2006
-2007
2007 -2008
2008 -2009
2009 -2010
Actual
Actual
Estimated
Proposed
Salaries/Benefits
4,125,533
4,232,264
4,960,35C
5,051,38
Maintenance/
Operations
1,369,90
1,505,52
1,526,118
1,504,32
Capital Outla
140,85q
149,171
123,801
74,10
0
. i
Service Indicators
2006 -2007
2007 -2008
2008 -2009`
2009 -2010
Service Indicators Actual
Actual
Estimated
Projected
Circulation 1,622,573
1,701,476
1,657,045
1,739,897
Customers Served in the Library
Reference Questions Asked
Program Attendance
* Library System Upgrade
977,720
1,239,790
182,445
178,028
37,280
41,987
lAnc 7AA7 7AA7 Inno
2008 -2009* 2009 -2010
Estimated Projected
r�
U
1,183,694
175,930
42,171
Circulation
1,262,879
184,727
43,014
(Customers Served in the
Library
- Reference Questions Asked
— Program Attendance
•
0
Major Expenditures
0
■ 2008 -09
■2009 -10
Salaries Benefits
Library Materials
Facilities
Software & Equipment
Maintenance
2008 -09
4,950,961
639,74q
439,529,
246,09
2009 -10
5,117,20J
639.74J
452,02J
246,09
■ 2008 -09
■2009 -10
Library organization
Administration
Public Services
Staffing: 6 FT + 2.99 FTE
Staffing: 31 FT + 23.09 FTE
$1,318,492
$31793,238
Information Systems
Collection
Staffing: 1 FT
Staff: 4 FT
$3427663
$955,442
Literacy
Arts & Cultural Services
Staffing: .40 FTE
Staffing: 1 FT
$26,008
$193,970
0
• • 0
Cultural Arts Programs
Cultural Arts programs including art shows/ receptions,
concerts and Shakespeare by the Sea productions attract
thousands of people each year.
Arts & Cultural Services
Salary & Benefits
Sister Cities
Arts & Cultural Grants
Other Expenditures
Total
$98,935
$ 20,000
$ 40,000
$ 35,035
$ 193,970
■ Salary & Benefits
■ Sister Cities
■ Arts & Cultural
Grants
■ Other Expenditures
•
0 0 •
Budget Reduction
Salaries & Overtime
PC Replacements
Other Operating Expenditures
Facilities
$67,450
$37,000
$19,500
$7,500
TOTAL $131,450
■ Salaries & Overtime
0 P.C. Replacements
■ Other Operating
Expenditures
■ Facilities
ti
{' Branch
Enhance Services
Reorganization of interior space to enhance collections and
programming
Add lap top computers
Extend service hours
50th Anniversary Week Events July 27, 2009 - July 31, 2009
0
0
E 1959 -3009 Corona d
a 20] *0 JESI01610
0
Mar Branch
Tables
5,558.00
Chairs
2,960.00
- Display Unit
1,300.00
V End Panel Displays
1,000.00
Lap Top Computers
4,300.00
Carpet
3,000.00
Paint Shelving
3,500.00
Miscellaneous
2,400.00
Events
5,600.00
Total 29,618.00
OPTIONAL EXTRAS
Magazine Display 5,200.00
Read to Me Furniture 5,000.00
Ago AW Total 10,200.00
lowl"i
0
LJ
0% of Senior Programs to other locations during
e preparation of the construction
�e start of construction for OASIS Senior
Community Youth Center.
ination of Coastal
documents
in and support efforts for the design and development of Sunset
Marina Park, OASIS Senior Center, Coastal Peak Park, Banning
City Hall in the Park.
of customer service, instruction and safety in
nentation of the Benchmarking process.
programming in partnership with the
Youth Center.
for the new OASIS Center.
and maintain
ram and service reductions
eration Budget
5
islWL
1
Youth Center (CYC) in CdM will re -open Fall
280,000 people participated in
programs and events
29,000 people enroll annually in 2,900
classes (Newport Navigator)
Over 30,000 annual pool visits - lap
swim, lessons, water polo and recreation
swim
a nagement of City -Wide Field Allocation
ss. Attendance 318,779
a rticipate daily in youth after
on 840 adult
for Center is providin� classes
ons throughout the Cl y while
struction.
d in portables
from OASIS as well
re the classes are
were
k.
s
.d %- Ad
t
E
h
Y
mot
i�'
45,000
2290Q0
ll:-
dditiona/ Finding /Services Support to
Services Division FY 2009/1'
sportation Support
on Support
50,000
106,000
93,000
110,000
120,000
7
and programs!
2009 City Council Priorities
Status Report
MAY 269 2009
COUNCIL PRIORITY
CONTINUE TO SEEK AND IMPLEMENT
MEASURES TO MINIMIZE THE
ADVERSE IMPACTS OF JOHN WAYNE
AIRPORT THROUGH THE
IMPLEMENTATION OF THE CITY
COUNCIL'S AIRPORT POLICY
Objective
.-
Hold ten Aviation Committee meetings to
Monthly, except for
Meetings have been held
discuss airport issues and share
August and December
monthly, with the last meeting
information with the community
being May 18"
Hold five Corridor City meetings with the
February, April, June,
Last meeting held May 11"',
other five cities to strategize airport issues
September, November
with all City Managers and
and share information
City Attorneys in attendance.
Conduct an air quality study seeking to
By November 24, 2009
Study agproved by Council on
determine effects of JWA aircraft on
May 12 . Actual test monitors
Newport Beach's air quality
should be in place by July.
Begin a regional dialogue with other airport
April 28, 2009
City Manager had first meeting
operators seeking support to boost
with LAWA staff member on
passenger traffic at the Ontario Airport
April 2nd.
Report to Council on the status of regional
May 26, 2009
LAWA meeting focused
dialogue regarding Ontario Airport.
extensively on Ontario issue.
Corridor Cities aware and
supportive of LAWA
discussion.
Continue to seek the most advantageous
Ongoing
Ongoing. Nothing to report.
opportunity to engage the County in
discussions regarding a Settlement
Agreement extension
Continue to build the partnership with
September 22, 2009
Costa Mesa continues to be
Costa Mesa through joint involvement in
involved with Citizen Aviation
Aviation Committee meetings, Corridor
Committee meetings including
City meetings, the air quality study and
having Council in attendance.
regional airport discussions. Develop joint
Air quality study supported at
goals and objectives which both cities can
staff level.
adopt at a joint City Council meeting.
Explore with the City of Anaheim its
April 1, 2009 and ongoing
Corridor Cities all voiced
planning for the ARTIC regional
support for Federal funding to
transportation center and determine if the
initiate EIR for Anaheim to
City's support could assist in expedited
Ontario segment of Maglev.
planning and construction processes for
ARTIC
Engage South County cities in a JWA
Discussions ongoing.
issue dialogue in order to create greater
political support for an eventual Settlement
Agreement extension
Comments: The regional dialogue is intended as a follow -up to the "Go Local" study which determined
that nearly 900,000 passengers use JWAto travel to and from the Disneyland destinations.
President Obama's economic stimulus package has resulted in funding for the construction of the first
leg of the Maglev line from Los Vegas to Primm, Nevada. This is important in that this segment will be
the model to determine whether the rest of the route should be built.
COUNCIL PRIORITY
CONTINUE THE ORGANIZATIONAL
PERFORMANCE IMPROVEMENT
EFFORT THROUGH THE DATA
GATHERING OF PERFORMANCE
MEASUREMENTS RESULTING IN
COMPARING THE CITY'S
ORGANIZATIONAL EFFECTIVENESS
WITH OTHER AGENCIES AND
INTERNALLY
Objective
Finalize documentation on measures,
February 15, 2009
Work still ongoing.
assembling comparative benchmarks and
Comparative benchmarks
information for the final report from ICMA
have been difficult to obtain.
City staff continues to gather
measurement data on City
benchmarks.
ICMA consultants present final written and
March 24, 2009
Report expected by August
oral report to Council
31s`.
ICMA conducts training on how to manage
March 30, 2009
Training date not yet
performance data
established; awaiting final
report.
Organization continues to gather data with
August 31, 2009
Effort is ongoing and to
comparisons made against selected
continue throughout the year.
agencies and itself, and written reports
submitted annually with focus on Planning
and Building Departments
Comments: These actions follow the first year's priority actions which began the process;
training was provided to staff, data collection systems were developed and performance
measurement data began being collected.
COUNCIL PRIORITY
0---
FOCUS ON THE DEVELOPMENT AND
ADOPTION OF A FY 2009 -2010
BUDGET WHICH IS BALANCED AND
WHICH ALLOCATES THE CITY'S
RESOURCES WHERE THEY ARE MOST
NEEDED WITHOUT ADVERSELY
AFFECTING SERVICES TO THE PUBLIC
Objective
.-
Conservatively estimate revenues for the
April 15, 2009
Accomplished with new draft
new budget year
budget estimates.
Present an update of General Fund
March 24, 2009
Update provided to Council on
revenues and expenditures for FY 08 -09 to
March 20.
the City Council at a regular Council
meeting
Begin budget review and provide an
May 12, May 26 through
On schedule to meet assigned
opportunity for Council to decide new
June 9, 2009
dates. First budget review
General Fund CIP projects for FY 09 -10
session was May 121b.
during budget review meetings
Council approves FY 2009 -10 budget
June 23, 2009
On schedule to adopt the
budget at the June 23, 2009
Council Meeting.
Provide Council with 2 additional updates
July 14, October 13,
on revenue collections and expenditures
2009
for FY 2009 -10
Comments: The economic down -turn has happened quickly, without any clear understanding of
how deep the recession will go or how long it will last; therefore, we need to be cautiously
conservative in the preparation and adoption of the new fiscal year budget. Due to the economic
challenges the City faces the City Council desires to be closer than usual to current information
as to the rates of revenue collections and expenditures during the year. The May 12th budget
review included a discussion of revenue estimate assumptions.
COUNCIL PRIORITY
UPDATE THE FACILITIES FINANCING
PLAN (FFP) TWICE IN 2009 IN ORDER
TO DETERMINE HOW BEST TO
FINANCE OASIS AND HOW BEST TO
MOVE FORWARD WITH PLANNING
FOR CITY HALL AND OTHER
PRIORITY PROJECTS
Council Finance Committee develops When appropriate, Committee reviewed at the
recommendation to Council as to best expected to come before March 2e meeting.
timing and financing vehicle to fund the March 31st
OASIS project
Council Finance Committee recommends April 14, 2009 and Committee reviewed at the
updated Facility Financing Plan based on November 10, 2009 March 201" and April 20
OASIS project contract for Council meetings.
adoption
City Council to review the updated Facility
Financing Plan
Council approves updated FFP
May 26, 2009 Budget
Study Session
June 23, 2009
November 24, 2009
Council to review the updated
Facilities Finance Plan as part
of the FY 09 -10 budget review
process on May 26h.
Comments: Knowing the cost of the OASIS project and having a realistic estimate for the city
hall and park project helps to make the FFP more current and useful as a planning tool.
COUNCIL PRIORITY
CONTINUE TO ENFORCE THE CITY'S
GROUP HOMES REGULATIONS IN
ORDER TO MINIMIZE THE IMPACTS ON
RESIDENTIAL NEIGHBORHOODS
Objective
Process all remaining Use Permit
By February 20, 2009
Underway
applications
Enforce the February 22, 2009 abatement
February 23 and onward
Abatement letters have gone
deadline on homes that did not apply for
out to about 12 facilities that
Use Permits
did not file for Use Permits or
reasonable accommodation.
As of the date of this report,
five of the 12 are confirmed
closed, others are subject to
inspection or filing of actions
for civil abatement.
Supportfsponsor new state legislation on
Bill introduction by the
Two relevant bills introduced.
group residential uses
end of February 2009
City is sponsor of SB 268
(Harman) and supportive of
AB 1284 (Huffman) relating to
recovery homes. SB 268
passed out of its first
committee in late April, as did
AB 1284.
Enforce Ordinance 2008 -05's prohibitions
Ongoing
Underway
on any new start-up group residential uses
outside of MFR zones and without permits
Enforce the conditions of existingtissued
Ongoing
Underway
Use Permits
Enforce the conditions of the Sober Living
March 10, 2009 and
Underway
by the Sea settlement agreement and
onward
Narconon Abatement Agreement
Process all applications for Reasonable
Ongoing, goal to be
Underway. As of May 12, the
Accommodation
complete with known RA
following RA requests are
requests by the end of
pending:
March 2009
. Morningside Recovery
Balboa Recovery
911 East Balboa
Newport Coast Recovery
Two operators have appealed
their RA denials to the City
Council.
Defend City against litigation
Ongoing
Underway
Comments: 2009's actions are a continuation of a process that started in 2007, culminating in early 2008 with a new
Ordinance (Ord 2008 -05) on group residential uses. 2009 will be equally challenging, including processing requests by
applicants for "Reasonable Accommodation" from the City's ordinance, defending the City against lawsuits, and enforcing the
conditions of use permits issued. The Reasonable Accommodation analysis for each facility is quite complex — it involves
making a series of findings for each individual request, which are sometimes more time- consuming than analyzing the Use
Permit's eleven required findings.
COUNCIL PRIORITY
-- --------- U ------- - - - -- ---- --- ------ --------------------------
CONTINUE THE ALIGNMENT OF THE
CITY'S CODES, REGULATIONS AND
POLICIES WITH THE GENERAL PLAN
Objective
Target
Complete review of draft Zoning Code and
April 2009
Committee review to be
LCP Implementation Plan by staff and
complete on July 8;
GP /LCP Implementation Committee, and
Commission hearings to begin
begin Planning Commission hearings
September 16.
Coastal Commission approval of land use
February 5, 2009
Commission approved CLUP
amendments to Coastal Land Use Plan
on February 5, with
modifications. Final policy
language approved by CCC
on April 8. City Council must
approve CCC modifications by
July 28.
April 2009
Staff is preparing responses to
Submit revised Housing Element,
responding to State Department of
HCD comments.
Housing and Community Development
comments, to HCD
Complete nexus study for Fair Share
August 2009 (City
Traffic Fee, with City Council adoption of
Council adoption of fee)
fee
GP /LCP Committee recommendation on
July 2009
infrastructure and fee for residential
development in Airport Area, with City
Council adoption of fee
Affordable Housing Task Force
August 2009 (City
recommendation on Inclusionary Housing
Council adoption of fee)
Ordinance and In -Lieu Fee, with City
Council adoption
City Council adoption of revisions to
June 2009
Measure S Guidelines regarding variable
FAR
Amend City Council Policies on historic,
September 2009
archaeological and paleontological
resources
Comments: The GP /LCP Implementation Committee has directed its attention to reviewing the draft
Zoning Code for several months. When that is complete, the Fair Share Fee and Airport Area
infrastructure improvements will be considered. Following Coastal Commission certification of Coastal
Land Use Plan amendment, and adoption of the new Zoning Code, major tasks remaining will be the
LCP Implementation Plan and rewrite /revisions of Planned Community texts.
COUNCIL PRIORITY
REDUCE THE FIRE HAZARD IN LOWER
BUCK GULLY IN ORDER TO PROVIDE
HEIGHTENED FIRE PROTECTION TO
THE COMMUNITY
Upon completion of the statewide hazard June 28, 2009
designation maps by the Cal. Dept. of
Forestry & Fire Protection, hold a public
hearing and have the City Council
designate certain "local responsibility
areas" as "Very High Fire Hazard Severity
Zones"
Upon completion of the Senate Bill 1595 July 26, 2009
compliance guidelines by the Cal. Dept. of
Forestry & Fire Protection, work with the
US Fish & Wildlife Service, the Cal. Dept.
of Fish & Game, The Nature Reserve of
Orange County, The Irvine Ranch
Conservancy, and the Cal. Coastal
Commission to assure the guidelines are
appropriate and in compliance with all
State and Federal regulations.
Place property owners on notice to have August 15, 2009
vegetation cleared in accordance with the
SB 1595 guidelines developed by the Cal.
Dept. of Forestry & Fire Protection and
approved by the State and Federal
regulators.
Report to City Council as to status of December 27, 2009
private property clearance and seek
additional direction, if necessary
Comments: The actions steps don't reflect any CEQA actions based on our initial understanding that
brush clearance is an exempt CEQA action. Staff will continue to monitor this situation and if that
understanding is not correct, CEQA will be complied with as an additional step and the time lines would
most probably change.
We extended our time frame by two months on each objective to reflect our need to allow the State Fire
Marshal adequate time to finish their two projects on this.
FACILITIES REPLACEMENT PLAN
2009(a)
What's the same as last year
What's different
Impact of changes
Conclusions
Staff Recommendations
What's the same as last year
Basic purposes of plan
-- Include all relevant revenues and expenditures
-- Schedule projects as quickly as possible, but
- -Don't commit more than 5% of projected General Fund
Operating Budget, emphasizing level funding, and
- -Don't run out of money
Long term focus
- -Not creating unreasonable cost burden for future
generations
Short term focus
- -More accurate scope, cost, and timing
- -Less opportunity to adjust to changing conditions
What's different than last
Format /Structure
-- Project breakdowns
-- Projects identified in bands
-- Detail of Contributions and Development Fees
Scope and Cost of Band `A' & `B' Projects
- -OASIS lower
-- Overall higher
Economic Situation
- -Lower projected revenues
-- Potentially lower project costs (near term)
- -COP interest rate relativel
near term
Civic Center Excavation
Complex South Park Improvements
City Hall
Parking Structure
Main (Central) Park Parcel
North Park Improvements
Library Expansion
Police Station Police Station
Police Parking Structure (250)
Fire Stations sire Station #1 (Peninsula)
Fire Station #2 (Lido)
Fire Station #3 (Santa Barbara)
Fire Station #5 (Corona Del Mar)
Fire Station #6 (Mariners)
Lifeguard Headquarters
Libraries
Parks; Park
Development
Projects; &
Community
Centers
Balboa
Corona Del Mar
West Newport Community Center
OASIS Sr. Citizens Center
$5,771,096
$12,186,302
$53,593,503
$15.048,343
$5.326.898
$6.150.809
$7,158,057
$58125,000
$6,250,000
$7,000.000
$7,000.000
$9,800,000
$7.000.000
$7,000,000
$7.000,000
$7.500,000
$6,000,000
$3,000,000
$7,500,000
$15,445.555
$6,000,000
Sunset Ridge Park $10.000,000
Marina Park (Less Structures) $6,000,000
Marina - Marina Park (see assumption 12) $8,500,000
Sailing Aquatic Center - Marina Park $5,800,000
Balboa Community Center - Marina Part $5,800,OOC
Girl Scouts - Clubhouse - Marina Park $2,000,OOC
2009 -101
2009 -101
2009 -10
2009 -10
2009 -10
2009 -101
2009 -10
2025 -26
2025 -26
2025 -26
2013 -14
2031 -32
2021 -22
2031 -32
2035 -36
2021 -22
2025 -26
2020 -21
2031 -32
2008 -09
2035 -36
2013 -14
2012 -13
2012 -13
2012 -13
2012 -13
2012 -13
Misc. Balboa Yacht Basin $6.000,00012024 -25
' for 2009 F
A: OASIS; Civic Center
ilities Replacement P
B. Sunset Ridge Park; Marina Park; Lido Fire Station
C. CDM Fire Station; CDM Library; Lifeguard
Headquarters
D. Police Station & Parking Structure; Balboa Library
E. Santa Barbara Fire Station; Mariners Fire Station; West
Newport Community Center; Balboa Yacht Basin
tI - -stal Cos e Fire Station- Ensign Theater Arts
�rtie� fuciities C 7 ec
Special Funding from Development Fees Contributions or Other Non - Recurring Sources
2008 -C9 2009 -10 1010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16
Irvine Company Park Fees
$5.600.000 $1,953,488 $3,646,512
Irvine Company Public Benefit - -430 Units at $31.500 each
$4,725,000 $4.410.000 $4,410,000
North Newport Center (pd at issuance of first bldg permit)
$13.545.000
Hoag Pledge for OASIS
$1.000.000 $1.500.000
Other OASIS Contributions (Includes Friends of OASIS)
$1.000.000 $500.000 5500.000
Girl Scouts (assumed full cost of Marine Park GS Facility)
5749,755 $856,863 $535,539
Hyatt Newporter Development Agreement
$5,000.000
Hoag Development Agreement
$1,500.000
Projected Annual Totals $6,600.000 $16.545.000 $6.725.000 $749,755 $2.810,351 $9.945,539 $0 $8.056,512
$51,432,158
Vhat's different than last _year
and Cost of B,
- -OASIS lower
-- Overall higher
Economic Situation
`A' & `B' Projects
- -Lower projected revenues
-- Potentially lower project costs (near term)
- -COP interest rate relatively high (near term)
Impact of Changes
Duration extended
Increased contribution required each year
Analytical process
Conclusions
Still do -able within parameters established,
but slower
Vulnerability hither
ff Recommendation
*Approve current plan/schedule
*Re- evaluate every six months (or whenever significant
information changes)
*Be mindful of point -of -no -return financial thresholds
(contract signings)
*Be wary of introducing new projects before Bands C & D,
even if lower costs or new revenue permit faster
progress. (Concern about aging public safety facilities.)
/o;
H
,U
7:�
LIFO
n
D
FACES REPLACEMENT PLAN
2009(a)
What's the same as last year
What's different
Impact of changes
Conclusions
Staff Recommendations
What's the same as last ,year
Basic purposes of plan
-- Include all relevant revenues and expenditures
-- Schedule projects as quickly as possible, but
- -Don't commit more than 5% of projected General Fund
Operating Budget, emphasizing level funding, and
- -Don't run out of money
Long term focus
- -Not creating unreasonable cost burden for future
generations
Short term focus
- -More accurate scope, cost, and timing
- -Less opportunity to adjust to changing conditions
What's different than
Format/Structure
-- Project breakdowns
-- Projects identified in bands
r
-- Detail of Contributions and Development Fees
:)e and Cost of Band `A' &_`B' Protects
- -OASIS lower
-- Overall higher
Economic Situation
- -Lower projected revenues
-- Potentially lower project costs (near term)
- -COP interest rate relatively high (near term)
Civic Center Excavation
Complex South Park Improvements
City Hall
Parking Structure
Main (Central) Park Parcel
North Park Improvements
Library Expansion
Pok* Station Police Station
Police Parking Structure (250)
Fire Stations Fire Station #1 (Peninsula)
Fire Station #2 (Lido)
Fire Station #3 (Santa Barbara)
Fire Station #5 (Corona Del Mar)
Fire Station #6 (Mariners)
Libraries
Parks; Park
Development
Projects; &
Community
Centers
re Station
Lifeguard Headquarters
Balboa
Corona Del Mar
West Newport Community Center
OASIS Sr. Citizens Center
$5,771,096
$12,186,302
$53,593,503
$15,048,343
$5,326,898
$6,150,809
$7,158,057
$58,125,000
$6,250,000
$7,000,000
$7,000,000
$9,800,000
$7,000,000
$7,000,000
$7,000,000'
$7,500,000
2009 -10
2009 -10
2009 -10
2009 -10
2009 -10
2009 -10
2009 -10
2025 -26
2025 -26
2025 -26
2013 -14
2031 -32
2021 -22
2031 -32
2035 -36
2021 -22
$6,000,00012025 -26
$3,000,00012020-21
$7,600,000 2031 -32
$16,446,555 2008 -09'
$6,000,000 2035 -36i
Sunset Ridge Park $10,000,000 2013 -14,
Marina Park (Less Structures) $6.000.000 2012 -13'
Marina - Marina Park (see assumption 12) $8,500,000 2012 -13'
Sailing Aquatic Center - Marina Park $5,800,00012012-13
Balboa Community Center - Marina Part $5,800,000 2012 -13 j
Girl Scouts - Clubhouse - Marina Park $2,000,000 2012 -13
Misc. Balboa Yacht Basin $6,000,0002024 -25
Pro _iect'Bands' for 2009 Facilities Replacement
A: OASIS; Civic Center
B. Sunset Ridge Park; Marina Park; Lido Fire Station
C. CDM Fire Station; CDM Library; Lifeguard
Headquarters
D. Police Station & Parking Structure; Balboa Library
E. Santa Barbara Fire Station; Mariners Fire Station; West
Newport Community Center; Balboa Yacht Basin
F. Potential Crystal Cove Fire Station; Ensign Theater Arts
G. Unspecified other facilities
Special Fundina from Development Fees, Contributions, or Other Non - Recurring Sources
$51,432,158
2008-09 2009 -10
2010 -11
2011 -12 2012 -13
2013 -14 2014 -15
2015 -16
Irvine Company Park Fees
$6,600,000
$1,963,488
$3,646,512
Irvine Company Public Benefit --430 Units at $31,500 each
$4,725,000
$4,410,000
$4,410,000
North Newport Center (pd at issuance of first bldg permit)
$13,545,000
Hoag Pledge for OASIS
$17000,000
$1,600,000
Other OASIS Contributions (Includes Friends of OASIS)
$1,000,000 $500,000
$500,000
Girl Scouts (assumed full cost of Marine Park GS Facility)
$749,755 $856,863
$535,539
Hyatt Newporter Development Agreement
$5,000,000
Hoag Development Agreement
$1,500,000
Projected Annual Totals
$6,600,000 $16,545,000
$6,725,000
$749,755 $2,810,351
$9,945,539 $0
$8,056,512
$51,432,158
at's diff
Format /Structure
-- Project breakdowns
-- Projects identified in bands
coat.
-- Detail of Contributions and Development Fees
e and Cost of Band `A' & `B'
- -OASIS lower
-- Overall higher
Economic Situation
- -Lower projected revenues
-- Potentially lower project costs (near term)
- -COP interest rate relatively high (near term)
Impact of Changes
Duration extended
Increased contribution required each year
Analytical process
Conclusions
Still do -able within parameters establis
but slower
Vulnerability higher
Staff Recommendations
*Approve current plan /schedule
*Re- evaluate every six months (or whenever significant
information changes)
*Be mindful of point -of -no -return financial thresholds
(contract signings)
*Be wary of introducing new projects before Bands C & D,
even if lower costs or new revenue permit faster
progress. (Concern about aging public safety facilities.)
State Borrowing Property Tax Revenues
The State is proposing to borrow up to 8% of FY 2008 -09
property tax revenues from the cities and counties under
the authority of Prop. 1A due to the defeat of the special
ballot issues on May 191H
Prop 1A requires a supermajority vote of the Legislature to
enact and also requires that the funds be repaid with
interest in three years. The estimated amount for the City
of Newport Beach is $5.8 million.
PERS Rates FY 2011 -12
Misc - EPMC*
Misc - ER
Misc - EE Paid
Safety - EPMC
Safety - ER
Safety - EE Paid
FY 10
Rates
11
Costs
7.0%
$
3,2591956
7.734%
$
3,605,554
3.420%
$
-
18.154%
$
61865,510
9.0%
$
21951,762
29.155%
$
91560,496
0.000%
$
-
38.155%
$
12,512,258
*Miscellaneous employees contribute 3.42% of salary per the cost sharing agreement
related to the 2.5 % @55 contract amendment in 2008.
FY
11
Rates
Costs
7.0%
$
31259,956
7.58%
$
31548,034
3.42%
$
-
18.00%
$
61807,990
9.0%
$
21981,032
28.80%
$
91610,191
0.0%
$
-
37.80%
$
12,591,223
*Miscellaneous employees contribute 3.42% of salary per the cost sharing agreement
related to the 2.5 % @55 contract amendment in 2008.
3000
25°0
CL
0
a
m
c 20 °'a
c
a
U
a
CL
0 15%
M
A
a
M
cr 10 °'0
C
0
� 500
0
O
U
0%
Projection of Future Employer Contribution Rates
Assuming a -25% Return in FY 2008 -2009 and 7.75% Thereafter
Plan with Asset to Payroll Ratio of 7 on June 30, 2007
1:v° �.' ,�;t' 0' ��:� ,����' �g,�:E`'
Fiscal Year
Current Method --*--Proposed Method
15 Year Smoothing - No Corridor - Rolling 30 Year Amortization 5 Year Smoothing - No Comdor - Rolling 20 Year Amortization
uJN
W
L
0
L
0
J
• Bring the Project back to its original design depth (varies between -10 and
-20 MLLW, generally):
— Removal of between 1 MN and 1.4 MN yds3 of material. Disposal locations
drive the cost. They will include at least:
• LA -3 — for clean material that doesn't contain high levels of sand.
• Ocean Beach Nourishment — for clean material that is high in sand content.
• CAD Site (or other) — for contaminated material that can't go to LA -3. Qty =
undetermined.
• US Army Corps will oversee a private- sector contractor doing the project
(via public bid).
• Project can start following:
— Environmental Document (MND or EIR);
— Design /engineering /permitting of CAD site;
— Permitting of Dredging Project (Corps, Regional Board, Coastal Commission,
others),
— Bid period /bid award; and
— Contractor mobilized onsite.
Lower Bay
"Operations and Maintenance"
Corps Project Type
"Ecoystem Restoration"
Project Cost
$48.5 million
$15 - 16 million
Yes-- 65 %Feds,35 %State /local.
No•- costis100% responsibility of Corps
Cost Shared?
State /local share was in
becauseof Federal Navigational Channel
Proposition 12 (2000)
(but City has offered start -up funding)
2009 Economic Stimulus (ARRP)
Federal FY 2010 Budget
Funding Vehicle
Because Projectwas underway,
Project requires additional environmental
it wa s "s hovel -rea dy"
reviewand per mittingtobes hovel -ready
Previously authorized because it's an "O &M"
Authorization
A One-Time me Authori za ti on in W RDA 2000
Project, but one that has not received an
( "902" cap was about $44 million)
appropriation until now.
Appropriation
Up until Stimulus, appropriated as a
Included in the President's Budget at $1.78
Congressional earmark over five+years
MN for Fed FY 2010
Ongoing v One -Time
A one -time project
An ongoing responsibility of Corps
Navigational Channel?
No
Yes
Last Dredged
Smaller project in 1998 -99
Most not since Harbor's creation,
but some in 2003, 1999
Scope (est)
2,300,000 cubic yards
1,100,000 cubic yards
Dollars /cu yd (est)
$21.09
$14.55
• Will the Corps be involved?
— Yes —just received $1.78 million in President's Budget.
• How much of the sediment can go to LA -3?
— Testing being done by New Fields now.
— Testing will tell us how big the CAD site must be.
• Permitting and CEQA /NEPA
— How long will this phase take, how can we expedite?
• Local Impacts
— Siting of the CAD;
— Duration, scope of dredging period; and
— Construction, filling, capping of the CAD.
• Spent to date:
— Sediment Testing, CAD Analysis ($400K)
• Expected obligation in FY 2009 -2010
— EIR and CAD Design ($500 -750K — with possibly $600K in City funds)
— Corps uses its $1.78 million to assist with permitting, some NEPA, possibly
some construction (via carry- over).
• Expected obligation in FYs 2010 -2012
— City constructs
CAD —
$3 million (City's total contribution to
Project = $4 MN =
$31VIN + $1 MN
from
FYs 2008 - 2010). CAD budgeting could
be over two years.
— Federal Appropriation in FY 2010 or FY 2011 of about $8 million ($10 MN total
= $1.78 MN + 8 MN).
• Total Project Cost:
— $15 MN (over $4 MN from City over three FYs and $10 MN from Federal
Government over two FYs)
Lower Newport Bay -- Dredging Project (2010 -2012)
Estimated Expenses and Estimated Fund Sources
Expense lest)
Sediment Testing
$
350,000
CAD Analysis
$
50,000
CAD Engineering /Design
$
350,000
Perm itting /CEQA /NEPA
$
400,000
CAD - Construction, Use, Cap
$
1,500,000
$
1,500,000
Dredging
$
5,500,000
$
5,500,000
Totals
$
400,000
$
750,000
$
7,000,000
$
7,000,000 $ 15,150,000
Sources of Funds lest)
City Funds
$
400,000
$
600,000
$
1,500,000
$
1,500,000
Federal Funds
-$
$
150,000
$
5,500,000
$
5,500,000
Totals
400,000
$
750,000
$
7,000,000
$
7,000,000 $ 15,150,000
Water Rates
Topics
• Current Issue
• History
• Study Results
• Future Actions
• Questions
Current Issue
• Revenue does not meet expenditures
Approximately $3.5 million needed from reserves
• Reserve policies not being met
Approximately $4 million under funded
• Cost of water increasing
• Water supplies decreasing
History
• Last rate increase 2005
• Water costs increasing
MWDOC /MET
• Import supply cost increased 5% since 2005
• Expected to increase by 120% by 2014
o OCW D
• Basin Pumping Percentage decreasing 7%
• Groundwater Supply increase by 38% since 2005
• Expected to increase by 58% by 2014
History
• Water supply decreasing
MWD Reservoirs @ 50% capacity
Third consecutive year of below average rainfall
30% reduction in State Project water due to Federal Court
decision to protect the delta smelt
• MWD board adopts allocation plan April 14, 2008
Requires 15% reduction in import supplies by agencies
History
• Council directs staff to conduct rate study and
conservation rate structure feasibility
• City retains services of Red Oak Consulting to
perform study February 2008
Phase 1 Comprehensive 5 -Yr. Financial Plan
Phase 2 Conservation Rate Structure Feasibility
• Public Works updates Water Master Plan (CIP)
• Study discussion with Finance Committee
o March 2 0th & April 24th 2009
Study Results
Purchased Water Costs
MWDOC (Fixed & Variable)
$ 597
$ 629
$ 741
$ 856
OCWD (Fixed & Variable)
285
323
362
365
Newport Beach 343 411 499 543
Purchased Water (Average)
$ 906 $ 960
383 397
579 608
Study Results
Projected Expenditures (in t
housands)
FY2009 FY2010 FY2011 FY2012 FY2013 FY2014
Operations &
Maintenance
S9,480
S9,968
S 10.586
$ 11,233
S11,953
S 12.733
MWD Cost
3,529
5,224
6,035
6,551
6,944
7,361
OCWD Cost
4,029
4,168
4,193
4,337
4,498
4,625
Existing Debt
Service
1,618
100
Total O&M
18.655
19,460
20,814
22.121
23,395
24,719
CIP
4,036
2,865
1,830
1,292
2,700
1,533
Grand Total
S22,691
$ 22,325
$ 22,644
$ 23,413
$ 26,095
$ 26,252
Study Results
Status Quo: No Rate Increase
430
c
_o
f
$20
910
SG
2009
-$t0
-520
I
-530
2010
New Debt Service
Purchased Water- OCWD
--w-- Revenues
2011
. 012 2013 2014
y�
.'
Existing Debt Service
iiiiiiiiiimi Purchased Water- MWDOC
—t Ending Balance
Cash - Funded Capital
Operating Expenditures
- ♦ - Target Reserves
Study Results
Development of 5 -Year Financial Plan
• Directed draw down on reserves to reduce rate shock
Re- establish reserve levels by fiscal year 2013 -2014
• Increase monthly service charge revenue
Currently 10% of total revenue
Phase -in increase to 30% by fiscal year 2013 -2014
Increase revenue stability
Develop a conservation rate structure
$35
i
$30
$25
$20
$11s
910
$5
$0
Study Results
Proposed Financial Plan
2009 2010
aaiiiiia New Debt Service
Purchased Water - OCWD
�— Revenues
-1
2011 2012
Existing Debt Service
Purchased Water -MWDOC
— a- Ending Balance
2013 2014
riiiiiiiiiiiiiii Cash - Funded Capital
aiiiiiiiiiiia Operating Expenditures
- r - Target Reserves
Commodity
Charge
Study Results
Recommended Rates
$2.08 $2.17 $2.35 $2.54 $2.72 $2.84
%
$4.50
$5.63
$8.82
$12.70
$16.18
$18.80
1
5.50
9.38
14.69
21.16
26.96
31.33
1 %2"
7.00
18.76
29.38
42.32
53.93
62.66
2
9.50
30.02
47.01
67.71
86.28
100.25
3"
18.00
56.29
88.15
126.96
161.78
187.97
4
25.50
93.82
146.92
211.60
269.63
313.28
6"
38.50
187.64
293.84
423.19
539.26
626.55
8 "
45.00
300.22
470.15
677.11
862.82
1,002.48
Study Results
Single Family Residential Bill Impact*
20%
m is,%
LL
h
S
7
r
`o
`c
10`%
`m
a
511/1.
oy.
I3 'A.
90%
80°x!,
70%
N
m
60%
0
O
C
O
50%
`m
a
S
40%
E
u
30%
20
�o �•, �ti �� ,,a �h 46 �� $o ,�a ,,o ,�, ,ti „� �a �h ,�� �� ,$ ,°j o , ti � o- e � �e
Change in Bill
*Based on 2007 consumption data; includes capital charge
Study Results
Interactive Bill Calculator*
160
$50
140
F
$20
310
3/1.94 $39.47 33183 $41.10 116597 338.83 $61 A7 {{794
NO OU rert N8 Prop ` d Anehm RVOD LegUr„
Mesa Garden Grove
Mater Size
1 117
r
umber of Meters
r
_' 17.445
J
*Does not include capital charge — Data based on MWDOC 2008 Rate Study
Study Results
Interactive Bill Calculator
$70
$4191 $4433 $M.81 $41.10 $8597 $3893 MA7 $43.32 Consumption
to
$e0
$50 t.
1 172
$40
3'
4'
$30
Number of Meters
$20
$10 11,115
$0 `.
NO Grier/ NB ProPased .anehM fhrD Laguna HB Mesa Garden Ckr e
Fixed VwW*
Future Actions
Proposition 218
• California voters approved Proposition 218, November
1996 — Water /Wastewater Fees exempt
• Amended 2006 — Water /Wastewater Fees are property
related, therefore not exempt
• Rate increase requires 45 -day notice
• Public Hearing before Council
No majority protest — Council adopts new rates by ordinance
• Recommendation to adopt procedures consistent with
Proposition 218
0 Submission and tabulation of protests
Future Actions
Water Conservation Ordinance
Presentation to the Coastal /Bay Water Quality
Citizens Advisory Committee May 14th 2009
Imposed restrictions on local groundwater and
imported water supplies
Future funding is Ordinance dependent
Demand /Customer cost reduction for water
use efficiency practices
Questions
Traffic Signalization, Phases 5,6, & 8
• 2070
• ASM
• FUGne S9fQVea InWseOw
pmT y CCTV Cap La ,
Sewedwy CCTV Car ra Lora
• cmlwm YCavo^ "LIR
PHASE 1
PHASE2
r PHASE 3
PHASE t
PHASE 5
PHASES
PHASE 7
PHASEe _ --- - - -- --
TSM Plan for All Phases
X, .0*01
•
•
•
s
i
•
•
•�' • UM+oAOUN HMAS Hm • i
iQ �Oft 4 _ • • 1
\_
bifTBEK.N
•
R"
TSM Project Implementation Status
Phase I: East Coast Highway, MacArthur
Boulevard, and Avocado Avenue
• 22 intersections and 2 CCTV cameras
• TMC improvements and icons software
• Construction completed = January 2009
• Implementation completed = March 2009
Phases 2 & 3: Jamboree Road and Airport Area
• 30 Intersections and 13 CCTV cameras
• Construction = May — December 2009
TSM Project Implementation Status
FY 09/10 C1 Budget
Design and Construction of Phases 4 and 7 ($1,130,000)
• Phase 4 = Irvine Avenue, Dover Drive and Superior Avenue
• Phase 7 = Balboa Peninsula
• 27 total intersections
FY 10/11 CIP Budget
Design and Construction of Phases 5, 6 and 8 ($2,228,000)
• Phase 5 = Newport Center, San Joaquin Hills Road
• Phase 6 = Newport Coast, Pelican Hill, and SJHR
• Phase 8 = San Miguel Drive, Bonita Canyon Road, and
Ford Road
• 38 total intersections
Rig Corona Police /Park P
Newport Beach Police Department
Enforcement Period
March 1, 2007, to September 15, 2007
Actions Taken in Response to Citizens' Concerns
— Installation of security cameras at the Main Beach
— Installation of metal security gate
— Overtime patrols Thursday, Friday, and Saturday nights
— Increased Police presence in the area
— Improved communications with residents
• Results
— $50,500 spent in overtime costs to facilitate two officer
footbeats
— Footbeats
• 437 citations issued
• 22 arrests
— Area Units
522 citations issued
• 82 arrests
Newport Beach Police Department
Enforcement Period
May 24, 2008, to September 1, 2008
• Actions Taken in Response to Citizens' Concerns
— Coordinated effort by the Police, Fire, General Services,
Code Enforcement, and Recreation Departments
— Focused attention on beach - specific issues, including
enforcement of barbecues outside designated areas
• One officer hired extra daytime /weekend beach patrol
• Education
• Enforcement
• Results
-- $8600 in overtime costs
— 909 citations issued
• 223 - after hours on beach
• 143 - barbecue violations
400 - vehicle code violations
— Coordinated effort by all involved City Departments
• Add 30hrs per week to Park Patrol year round
• Memorial Day — Labor Day Friday, Saturday and
Sunday education and enforcement at CdM State
• Allow expanded year round patrols of City's 68 parks
and facilities
• Year round employee would provide for greater
consistency and quality of service
• Originally created in FY03 /04 to monitor park and
facility rentals, athletic field usage and report park
maintenance issues
• Expanded role assisting Police, General Services, Fire,
Library and Administrative Services
• Increased direct calls from the public
• Increased commercial demand for park and beach
facilities
Cost for Additional Park Patrol
*Salary (30 hrs per wk /yr round)
$15 per hr x 1560 hrs
$23,400
*Part -Time Benefits
20%
$4,680
Uniform
Badge, pants, shirts, jacket, belt, shoes
$400
Radio
Motorola PO Radio
$4,500
Vest
Bullet -proof safety vest
$900
CPR /1st Aid Training
Basic 1st Aid /CPR Class
$50
Other Misc. Equipment
Flashlight, Pepper spray, office supplies, etc
$350
*Vehicle Maint. /Gas /Replacement
share vehicle with Code to save on costs
$4,500
*Informational Regulation Cards
Cards explaining rules /regsto public
$2,070
Total First Year Costs
$40,850
*Estimated Annual Costs After First Year Total
$34,650
NO OPEN FIRES
OR BARBEQUES
ON THE BEACH
FIRES IN DESIGNATED
FIRE RINGS ONLY
lo RYabw I , lfiredr W4
N.ILM.C. 111A 010•
FMECOM W7AJA
NO BBQ'S ALLOWED AT THIS Please help us keep our
parks /beaches safe and clean by a
PARK, BEACH OR PARKING LOT abiding by these regulations: v
x
NBMC /Fire Code Sections 11.08.01 O
and 307.4.2.1 make BBQ's at this m
1
beach and park a misdemeanor H NO OPEN FIRES
punishable by up to one year in OR BARBEQUES
ark, b
county jail and up to $1,000.00 fine. NoBpowedat No Alcohol NoSmokiny ON THE BEACH
this ark, beach or
parking lot
oet.'O! ® Z FIRES IN DESIGNATED
F - FIRE RINGS ONLY
(No 118001nmidWen fm ring
V NJ.M.c. 11.ae.ole•
No Glass Containers No Tents Only wood Is to be FIMCOOE 101A.7.1
For more information, please visit burned in the fire
pits. NO PALLET 3
WWW.CITY.NEWPORT- BEACH.CA.US BURNING
Distributed by: Park Patrol, PD, Lifeguards and Parking Control
Re- classification of Video
Producer to Custody Officer
• A direct result of a Corrections Standard Authority (CSA) Inspection conducted in
June 2008.
- CSA strongly recommended staffing two officers per shift
• Jail Administrator (Division Commander) recommended staff increase as the result
of internal review and CSA inspection review to provide two officer coverage for
Emergencies, Risk Management, Medical Emergencies, Suicide Prevention and
Officer Safety.
- Recommendation: Fund Custody Officer position by re- classing vacant position.
Proposed Custody Officer:
Video Producer:
Salary Difference:
$841890
$1211931
$37,041
* The salary difference will be absorbed in our 1820 -8080 account to contract out
for video services.
Clean Energy
Alternative Fuel
Program
Fueling Station, Shop Modifications, and Vehicle Replacement
p ent
Air Quality Management District Rules
Mandates the replacement of public and private diesel
fleets with clean burning natural gas vehicles:
AQMD Rule 1iq.,j: Clean On -Road Residential and Commercial Refuse
Collection Vehicles
AQMD Rule 11966:
AQMD
Clean On -Road Heavy -Duty Public Fleet Vehicles
(Vactor Trucks, Dump Trucks, Tractors, Crane
Trucks, Street Maintenance Trucks)
City's Alternative Fuel Program
Fuel Station Installation
o City /Clean Energy
Partnership
Fleet Maintenance Shop
Modifications
$125,000 in FYog -10
CIP Budget
Vehicle Replacement
I Refuse Collection Equipment
(July 2009)
Station
Shop
CNG
Vehicles
AQMD Compliance
Fueling Station Installation
Contract with Clean Energy (CE) Approved (June 24, 20o8)
o Fueling Station will be installed late 2009
o Agreement Terms:
o CE will provide all necessary capital for project
o CE will provide a preferential fuel rate for City vehicles
o CE will provide all maintenance for the fueling station
o CE will pay a royalty fee to City ($0.05 per GGE) for all fuel sold at station
o CE shall handle all billing and collections for fuel sold at station
Equipment Maintenance Shop Modifications
o $125,000 in FYog -io CIP Budget for Shop Modifications
o Fuel Solutions, Inc. Study (June 23, 20o8)
o Electrical Modifications
o Leak Detection System /Alarms
o Structural Modification
o Ventilation Improvements
Vehicle Replacements
• City Council Policy F -9
o Refuse Vehicle Replacement: 8 years /ioo,000 miles
• Competitive Bid (May 7, 2009)
o Carmenita Truck Center Frontloader :$244,460.85
o Rush Truck Center Rearloader: $203,690.55
o Funding Opportunities
o Carl Moyer Grant Program
o Mobile Source Air Pollution Reduction Review Committee
(MSRC) Grant
Vehicle Replacements (continued)
o Next Steps:
o Purchase (2) CNG Frontloaders & (2) CNG Rearloaders (July 2009)
o Funds included in FYo9 -10 Equipment Replacement Budget
o Vehicles to be Replaced:
o #5005 — 1996
o #5007 — 1994
o #5011— 1994
o #5029-1994
89,058 miles
125,524 miles
128,381 miles
120,080 miles
Questions
Fueling Station, Shop Modifications, and Vehicle Replacement
FACILITY REPLACEMENT PLANNING WORKSHEET May 2009
I Net Balance in Infrastructure Fu
I Projected General Fund Operating Expenditures & CIPs "OpBud" - 3% annual increa!
Ratio of Debt Service to Annual General Fund Operz
Ratio of Level Payment Plan to Annual General Fund Operz
Special Funding from Development Fees. Contributions. or Other Non - Recurring Sources
Irvine Company P
Irvine Company Public Benefit -430 Units at $31,
North Newport Center (pd at issuance of first bld
Hoag Pledge fc
Other OASIS Contributions (Includes Friends o
Girl Scouts (assumed full cost of Marine Park GS
Hyatt Newporter Development Ac
Hoag Development Ac
Assumed 50% funding from Theatre /Arts Support Group (undefined at this time) to support Ensigi
Projected A
Yr.
Approx.
Needed
Projected
Location / Name
Built
SOFT
Age
SOFT
Cost
Civic Center Excavation
N/A
2841k cu yds
$5,771,096
Complex South Park Improvements
138,830
$12,186,302
City Hall
186,000
$53,593,503
Parking Structure
450 pk spcs
$15,048,343
Main (Central) Park Parcel
98,110
$5,326,898
North Park Improvements
366,125
$6,150,809
Library Expansion
17,135
$7,158,057
Police Station Police Station
1974
47,964
32
60,000
$58,125,000
Police Parking Structure (250)
N/A
$6,250,000
Fire Stations Fire Station #1 (Peninsula)
1962
3,423
44
10,000
$7,000,000
Fire Station #2 (Lido)
1952
9,953
54
10,000
$7,000,000
Fire Station #3 (Santa Barbara)
1971
13,605
35
13,605
$9,800,000
Fire Station #5 (Corona Del Mar)
1948
2,095
58
10,000
$7,000,000
Fire Station #6 (Mariners)
1958
2,926
48
10,000
$7,000,000
Potential Crystal Cove Fire Station #9
N/A
3,000
0
10,000
$7,000,000
Lifeguard Headquarters
1958
4,339
48
10,000
$7,500,000
Libraries Balboa
1929
5,566
77
12,000
$6,000,000
Corona Del Mar
1950
4,055
56
4,000
$3,000,000
Parks; Park West Newport Cornmgnity Center
munity Center n
1976
11,980
30
15,000
$7,500,000
:. Development OASIS Sr. Citizens Center
1950
10,200
56
40,000
$15,445,555
<; Projects; & Ensign Theater Arts Center
1973
8,042
33
12,000
$6,000,000
Community Sunset Ridge Park
N/A
15 acres
N/A
NIA
$10,000,000
'Centers Marina Park (Less Structures)
N/A
10 acres
N/A
N/A
$6,000,000
Marina - Marina Park (see assumption 12)
N/A
0
N/A
N/A
$8,500,000
' Sailing Aquatic Center - Marina Park
N/A
0
N/A
11,100
$5,800,000
Balboa Community Center - Marina Park
1956
2,742
50
10,200
$5,800,000
. Girl Scouts - Clubhouse - Marina Park _
1940
3,931
66
4,000
$2,000,000
Misc. Balboa Yacht Basin
1950s
$6,000,000
z�S?M - - . ' 'as "`� ................... t�................. . ra
x,.:,
s" e
.i�
a#ia? .....................................
??
Totals
$303,955,563
Key Assumptions Regarding the 2009 -10 Facilities Replacement Plan
Estlm,
1. Only General Fund projects are addressed.
Project Mane
a. Funding for replacement of facilities not expected to be initiated within 20 years is not specifically quantified, but
continuation of annual budget contributions from General Fund in the pattern established should be adequate to fund existing facilit
replacements over the long term. New facilities are not included unless specifically identified.
It. Potential expenses for dredging are not included. Whatever portion of such expense that is not covered by outside Gr ants will
have to be budgeted as part of the ongoing annual Capital Improvement Project program.
[_T.:tF
c. Expenses for land acquisition are not included unless identified as part of the project.
2. Estimated project costs are based on current time -frame estimates by Public Works.
a. Construction cost increase projections are flat until 2010 -11, then gradually rise over a three year period to an ongoing annual
COP P.
increase of 3 %. Costs projections are revised annually.
b. As a general rule, construction expenditures for a project are projected to take place over three years as follows: 10% first
year; 55% second year; 35% third year. As projects become more imminent and more specific cost breakouts become available,
refined figures will be used.
c. Project management costs are estimated at 5% of expenditures in any given year.
3. Except for funding actually in hand from Contributions or Development Agreements specifically dedicated to
given projects, COPS are expected to be issued to cover project costs.
a. COP "sold to yield" interest rate is projected to be 5.15% for the first Issue and 5% thereafter.
Existing Library a
It. Reserve requirement will be approximately one year's debt service.
c. Cost of Issuance (COI) is estimated at $200,000 per issue, plus 20bps of Debt Service for Insurance, plus $7.50 per Certi ficate
for Underwriter's Discount
d. The term will be 30 years in each case. Final debt service payment will be covered by the Reserve Fund.
Star
4. General Fund contributions over the first two years will be $3.5 million and $2.5 million, then will increase to an
ongoing level not to exceed 5% of the GF Operating Budget.
CI
a. Service levels supported by the Operating Budget should not be adversely impacted.
Special Cash Infusion
b. Contingency, Stabilization, and Designated Reserve Requirements must be maintained.
Annual GF Budget I
5. City earnings on temporarily idle funds are projected at 2% in the near term, gradually increasing to an ongoing
rate of 4.5% after seven years.
Construction
6. Anticipated revenue from Development Agreements and pledged contributions are shown along the bottom of
the table. Revenue of this type is not included unless it is well - established. A "most conservative date" policy is
used for projecting actual time of receipt of funds within the range specified in the agreement or pledge.
interest Earnings
Net COP Fi
7. Revenue from Tong term lease of vacated land or other sources is not included unless know and specifically
dedicated to the Facilities Replacement Program.
I Net Balance in Infrastructure Fu
I Projected General Fund Operating Expenditures & CIPs "OpBud" - 3% annual increa!
Ratio of Debt Service to Annual General Fund Operz
Ratio of Level Payment Plan to Annual General Fund Operz
Special Funding from Development Fees. Contributions. or Other Non - Recurring Sources
Irvine Company P
Irvine Company Public Benefit -430 Units at $31,
North Newport Center (pd at issuance of first bld
Hoag Pledge fc
Other OASIS Contributions (Includes Friends o
Girl Scouts (assumed full cost of Marine Park GS
Hyatt Newporter Development Ac
Hoag Development Ac
Assumed 50% funding from Theatre /Arts Support Group (undefined at this time) to support Ensigi
Projected A
Frame
2009 -10
2009 -10
2009 -10
2009 -10
2009 -10
2009 -10
2009 -10
3 -14
1 -32
1 -22
1 -32
1 -22
Worksheet Estimate for
Construction Related Expenditures
2008 -09 2009 -10 ** 2010 -11 2011 -12
$500,000 $577,110 $3,751,212 $942,7
2012 -13 2013 -14 2014 -15 2015 -16 2016 -17
$714,053 $3,927,289 $2,499,184
1 -32
$90,415,480
$6,374,291
$1,058,947
$97,848,718
®oflP�.oa„a�aofl���.o�a
$72,101,178
$5,133,604
$884,961
$78,119,743
2011 -12 2012 -13
2013 -14 2014 -15
B -09
$20,000,000
$4,500,000
$8,495,055 $2,450,500
$6,374,291
$1,473,762
$51,976,475
5 -36
,
,
ayments A
$4,725,000
- $6,474,449
- $6,474,449 - $6,474,449
3 -14
- $6,474,449
$500,000
$1,000,000. $5,500,000
$3,000,000
OP Proceeds
$0
2 -13
- $5,081,801
$250,000
$500,000
- $5,081,801
$3,433,572
$2,059,287
2 -13
S (details below)
$250,000
$500,000 $3,925,000
$3,825,000
$749,755
D
2 -13
$0
$250,000
$500,000
$2,070,752
$2,366,574
$729,109
2 -13
$4,613,816
$250,000
$500,000
$2,070,752
$2,366,574
$729,109.
2-131
F
$109,460,480
$10,525,000
$714,053
$816,060
$510,038
ated cost increase factor (3% average over long -term) 1.005 1.020 1.040 1,066 1.098 1.131 1.165
7gemen1(5 %) $325,000 $1,100,928 $3,019,274 $2,407,488 $1,142,823 $326,336 0 0 0
Cash Flow Projection Worksheet
Amount
Reserve
OtherC01
Total
$90,415,480
$6,374,291
$1,058,947
$97,848,718
2009 -10 **
$72,101,178
$5,133,604
$884,961
$78,119,743
2011 -12 2012 -13
2013 -14 2014 -15
tino Balance:
$20,000,000
teserve Balance
so $6,374,291
$6,374,291
$1,473,762
$51,976,475
4,
,
,
ayments A
$4,725,000
- $6,474,449
- $6,474,449 - $6,474,449
- $6,474,449
- $6,474,449
$6,474,449
- $6,474,449
B
OP Proceeds
$0
$90,415,480
- $5,081,801
- $5,081,801
- $5,081,801
- $5,081,801
C
$0
$0
S (details below)
$6,600,000
$16,545,000
$6,725,000
$749,755
D
$9,945,539
$0
$8,056,512
$0
Contribution
$3,500,000
$2,500,000
E
$4,613,816
$5,460,197
$6,376,969
$7,343,833
$8,362,970
$9,014,084
Total
F
$109,460,480
$10,525,000
$5,363,571
$80,371,726
$16,322,508
$7,343,833
$16,419,482
Total
Cash Out
$6,474,449
- $6,474,449 - $6,474,449
- $11,556,250
- $11,556,250
- $11,556,250
- $11,556,250
JP Debt Service
- 565000 - $565,000
$562,530
- $564,480 - $564,480
- $565,463
- $565,448
- $584,645
- $584,645
Cash Flow Analysis -- Facility Replacement
Fund — "Level Payment Plan"
2009 -10 **
2010 -11
2011 -12 2012 -13
2013 -14 2014 -15
tino Balance:
$20,000,000
$23,517,375
$110,608,514
$52,830,838
$1,473,762
$51,976,475
$51,257,621
$48,836,352
$55,702,581
Cash In
$4,725,000
$4,410,000
$4,410,000
g permit)
$13,545,000
OP Proceeds
$0
$90,415,480
$0
$0
$72,101,178
$0
$0
$0
$0
S (details below)
$6,600,000
$16,545,000
$6,725,000
$749,755
$2,810,351
$9,945,539
$0
$8,056,512
$0
Contribution
$3,500,000
$2,500,000
$3,800,000
$4,613,816
$5,460,197
$6,376,969
$7,343,833
$8,362,970
$9,014,084
Total
$10,100,000
$109,460,480
$10,525,000
$5,363,571
$80,371,726
$16,322,508
$7,343,833
$16,419,482
$9,014,084
Cash Out
nnual Totals
$6,600,000
$16,545,000
$6,725,000
& Mgt. Costs
- $6,825,000
- $23,119,484
- $63,404,746
- $50,557,240
- $23,999,283
- $6,853,062
$0
$0
$0
COP Payments
4565,000
- $565,000
- $7,036,979
- $7,038,929
47038,929
- $12,121713
- $12,121,698
- $12,140,895
- $12,140695
,n Fund Balance
$807,375
$1.315.143
$2,139,049
$875,522
$1.169,200
$1,933,412
$2,355,596
$2,587,642
$3,251,025
nancing Cost
$242,375
$750,143
- $4,897,930
- $6,163,407
- $5,869,729
- $10,188,301
- $9,765,102
- $9,553,253
- $8,889,870
Total
- $6,582,625
- $22,369,341
- $68,302,677
- $56,720,648
- $29,869,012
- $17,041,363
- $9,765,102
- $9,553,253
- $8,889,870
.e (Iona term) $153,361,000 $151,332,000 $154,401,980 $158,490,020 $762,452,270 $167,325,838 172,345,673 $177,515,982 $182,841,461
lting Budget 0.37% 0.37% 4.56% 4.44% 4.33% 7.24% 7.04% 6.84% 6.64%
lting Budget 2.28% 1.65% 2.46% 2.91% 3.36% 3.81% 4.26% 4.71% 4.93%
* *Annual Revenue decrease of approximately $700,000 commences with start of Marina Park project (spread over two years)
2008 -09
2009 -10 **
2010 -11
2011 -12 2012 -13
2013 -14 2014 -15
2015 -16 2016 -17
'ark Fees
$5,600,000
$1,953,488
$3,646,512
500 each
$4,725,000
$4,410,000
$4,410,000
g permit)
$13,545,000
x OASIS
$1,000,000
$1,500,000
f OASIS)
$1,000,000
$500,000
$500,000
Facility)
$749,755 $856,863
$535,539
3reement
$5,000,000
3reement
$1,500,000
n project.
nnual Totals
$6,600,000
$16,545,000
$6,725,000
$749,755 $2,810,351
$9,945,539
$8,056,512
* *Annual Revenue decrease of approximately $700,000 commences with start of Marina Park project (spread over two years)
2017 -18 2018 -19 2019 -20 2020 -21 2021 -22 2022 -23 2023 -24 2024 -25 2025 -26 2026 -27
$8,838,240
$48,610,321
$950,348
$5,226,916
$1,064,390
$5,854,146
$865,447 $4,759,957 $3,029,063
$955,082 $5,252,952 $3,342,788
$912,334 $5,017,840
$370,906 $2,039,981 $1,298,170
..:, .. . , :. ,. ,... , , ,,... ,,... - uwv. w,rg - - - ww wr g -� - . wr.�.
$0 $1,236,352 $7,755,020 $9,580,185 $3,342,788 $0 $0 $0 $11,765,313 $64,709,224
1.200 1.236 1.273 1.312 1.351 1.392 1.433 1.476 1.521 1.566
0 $61,818 $387,751 $479,009 $167,139 0 0 0 $588,266 $3,235,461
C D
$23,010,063 $123,535,791
$1,638,316 $8,832,809
$418,596 $1,373,590
$25,066,975 $133,742,190
$6374,291 6.374,291 12,6 8,012,8 $8,012,608 16,845, 1
- $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449 $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449
- $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 $5,081,801
- $1,630,643 - $1,630,643 $1,630,643 - $1,630,643 - $1,630,643 - $1,630,643 $1,630,643
- $11,556,250 - $11,556,250 - $11,556,250 - $13,186,893 - $13,186,893 - $13,186,893 - $13,186,893 - $13,186,893 - $13,186,893 - $13,186,893
$584,645 - $584,645 - $584,645 - $563,047 - $563,047
$55,826,795 $55,914,088 $54,968,999 $70,884,092 $60,691,579 $57,055,088 $57,747,172 $58,807,828 $60,263,767 $50,113,168
$0 $0 $23,010,063 $0 $0 $0 $0 $0 $0 $123,535,791
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$9,284,507 $9,563,042 $9,849,933 $10,145,431 $10,449,794 $10,763,288 $11,086,186 $11,418,772 $11,761,335 $12,114,175
$9,284,507 $9,563,042 $32,859,996 $10,145,431 $10,449,794 $10,763,288 $11,086,186 $11,418,772 $11,761,335 $135,649,966
$0 - $1,298,170 - $8,142,771 - $10,059,195 - $3,509,927 $0 $0 $0 - $11,765,313 - $64,709,224
- $12,140,895 - $12,140,895 - $12,140,895 - $13,749,940 - $13,749,940 - $13,186,893 - $13,186,893 413, 186,893 413,186,893 - $13,186,893
$2,943,682 $2,930,935 $3,338,763 $3,471,190 $3,173,582 $3,115,689 $3,161,363 $3,224,059 $3,040,272 $4,585,167
- $9,197,214 - $9,209,960 - $8,802,132 - $10,278,750 - $10,576,358 - $10,071,204 - $10,025,530 - $9,962,834 - $10,146,621 - $8,601,726
- $9,197,214 - $10,508,130 - $16,944,903 - $20,337,944 - $14,086,285 - $10,071,204 - $10,025,530 - $9,962,834 - $21,911,934 - $73,310,950
---Mr7-P0,0OR ----------------------------------------------
$188,326,705 $193,976,506 $199,795,801 $205,789,675 $211,963,366 $218,322,267 $224,871,935 $231,618,093 $238,566,635 $245,723,635
6.45% 6.26% 6.07% 6.68% 6.22% 6.04% 5.86% 5.69% 5.53% 5.37%
4.93% 4.93% 4.93% 4.93% 4.93% 4.93% 4.93% 4.93% 4.93% 4.93%
2017 -18 2018 -19 2019 -20 2020 -21 2021 -22 2022 -23 2023 -24 2024 -25 2025 -26 2026 -27
2027 -28 2028 -29 2029 -30 2030 -31 2031 -2032 2032 -33 2033 -34 2034 -35 2035 -36 2036 -37
$30,933,841
$3,326,219
$3,725,366
$1,779,313 $9,786,219 $6,227,594
$1,270,938 $6,990,157 $4,4481282
$1,430,451 $8,103,508
$3,193,171
1.613 1.662 1.711 1.763 1.816 1.870 1.926 1.984 2044 2.105
2,058,930 0 0 0 275,067 $1,512,870 $962,735 0 $132,828 $742,353
E F
$57,764,114 $22,024,743
$4,130,134 $1,574,769
$748,759 $409,235
$62,643,007 $24,008,748
$16,845,417 $16,845,417 $16,845,417- $16,845,417 $6,84 17 22550,
- $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449
- $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801
- $1,630,643 - $1,630,643 - $1,630,643 - $1,630,643 - $1,630,643 - $1,630,643 - $1,630,643 - $1,630,643 - $1,630,643 - $1,630,643
- $8,700,121 - $8,700,121 - $8,700,121 - $8,700,121 - $8,700,121 - $8,700,121 - $8,700,121 - $8,700,121 - $8,700,121 - $83700,121
- $4,075,017 - $4,075,017 - $4,075,017 - $4,075,017
- $21,887,014 - $21,887,014 - $21,887,014 - $21,887,014 - $21,887,014 - $21,887,014 - $25,962,032 - $25,962,032 - $25,962,032 - $25,962,032
$112,452,184 $66,825,081 $61,641,046 $56,626,638 $51,801,577 $41,561,708 $65,237,917 $38,452,768 $30,617,304 $20,807,063
$0 $0 $0 $0 $0 $57,764,114 $0 $0 $0 $22,024,743
$0 $0 $0 $0 $0 $0 $0 $0 $613,051 $3,371,778
$12,477,600 $12,851,928 $13,237,486 $13,634,611 $14,043,649 $14,464,959 $14,898,907 $15,345,875 $15,806,251 $16,280,438
$12,477,600 $12,851,928 $13,237,486 $13,634,611 $14,043,649 $72,229,072 $14,898,907 $15,345,875 $16,419,302 $41,676,960
- $41,178,597 $0 $0 $0 - $5,501,344 - $30,257,393 - $19,254,705 $0 - $2,656,553 - $14,847,064
- $21,887,014 - $21,887,014 - $21,887,014 - $21,887,014 - $21,887,014 - $21,887,014 - $25,962,032 $25,962032 - $25,962032 - $25,962,032
$4,960,908 $3,851,051 $3,635,120 $3,427,342 $3,104,841 $3,591,543 $3,532,680 $2780,693 $2,389,042 $2,261,054
- $16,926,107 - $18,035,963 - $18,251,894 - $18,459,672 - $18,782,173 - $18,295,471 - $22,429,352 - $23,181,339 - $23,572,990 - $23,700,978
- $58,104,703 - $18,035,963 - $18,251,894 - $18,459,672 - $24,283,518 - $48,552,864 - $41,684,056 - $23,181,339 - $26,229,543 - $38,548,042
66,825,081
$61,641,046
oo�eocowavaew=66.01
$7,489,454 �
6
� $4,766.016
$41,561,708
$65,237,917
$38,452,768
St,z2s,yp4 : Se,iasr
$20,807,063
$1,089,375
$5,991,563
$3,812,813
$268,508,850
$276,564,115
$284,861,039
$293,406,670
$41,178,597 $0 $0 $0
$5,501,344
$30,257,393
$19,254,705 $0 $2,656,553 $14,847,064
1.613 1.662 1.711 1.763 1.816 1.870 1.926 1.984 2044 2.105
2,058,930 0 0 0 275,067 $1,512,870 $962,735 0 $132,828 $742,353
E F
$57,764,114 $22,024,743
$4,130,134 $1,574,769
$748,759 $409,235
$62,643,007 $24,008,748
$16,845,417 $16,845,417 $16,845,417- $16,845,417 $6,84 17 22550,
- $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449 - $6,474,449
- $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801
- $1,630,643 - $1,630,643 - $1,630,643 - $1,630,643 - $1,630,643 - $1,630,643 - $1,630,643 - $1,630,643 - $1,630,643 - $1,630,643
- $8,700,121 - $8,700,121 - $8,700,121 - $8,700,121 - $8,700,121 - $8,700,121 - $8,700,121 - $8,700,121 - $8,700,121 - $83700,121
- $4,075,017 - $4,075,017 - $4,075,017 - $4,075,017
- $21,887,014 - $21,887,014 - $21,887,014 - $21,887,014 - $21,887,014 - $21,887,014 - $25,962,032 - $25,962,032 - $25,962,032 - $25,962,032
$112,452,184 $66,825,081 $61,641,046 $56,626,638 $51,801,577 $41,561,708 $65,237,917 $38,452,768 $30,617,304 $20,807,063
$0 $0 $0 $0 $0 $57,764,114 $0 $0 $0 $22,024,743
$0 $0 $0 $0 $0 $0 $0 $0 $613,051 $3,371,778
$12,477,600 $12,851,928 $13,237,486 $13,634,611 $14,043,649 $14,464,959 $14,898,907 $15,345,875 $15,806,251 $16,280,438
$12,477,600 $12,851,928 $13,237,486 $13,634,611 $14,043,649 $72,229,072 $14,898,907 $15,345,875 $16,419,302 $41,676,960
- $41,178,597 $0 $0 $0 - $5,501,344 - $30,257,393 - $19,254,705 $0 - $2,656,553 - $14,847,064
- $21,887,014 - $21,887,014 - $21,887,014 - $21,887,014 - $21,887,014 - $21,887,014 - $25,962,032 $25,962032 - $25,962032 - $25,962,032
$4,960,908 $3,851,051 $3,635,120 $3,427,342 $3,104,841 $3,591,543 $3,532,680 $2780,693 $2,389,042 $2,261,054
- $16,926,107 - $18,035,963 - $18,251,894 - $18,459,672 - $18,782,173 - $18,295,471 - $22,429,352 - $23,181,339 - $23,572,990 - $23,700,978
- $58,104,703 - $18,035,963 - $18,251,894 - $18,459,672 - $24,283,518 - $48,552,864 - $41,684,056 - $23,181,339 - $26,229,543 - $38,548,042
66,825,081
$61,641,046
$56,626,638
$51,801,577
$41,561,708
$65,237,917
$38,452,768
$30,617,304
$20,807,063
$23,935,981
-------------2---------------------------------------------
$253,095,344
$260,688,204
$268,508,850
$276,564,115
$284,861,039
$293,406,670
$302,209,076
$311,275,348
$320,613,609
$330,232,017
8.65%
8.40%
8.15%
7.91%
7.68%
7.46%
8.59%
8.34%
8.10%
7.86%
4.93%--
4.93%
-
___ 4.93%
4.93%
---4.93%
4.93%
___ 4.93%
___ 4.93% ___
4.93% ___
_____
4.93%-
- - 4.93%
2027 -28 2028 -29 2029 -30 2030 -31 2031 -2032 2032 -33 2033 -34 2034 -35 2035 -36 2036 -37
5613.050.62 $3.371.778.44
$613,051 $3,371,778
2037 -38 2038 -39 2039 -40 2040 -41 2041 -42 2042 -43 2043 -44 2044 -45
$5,771,096
$12;186,302
$53,593,503
$15,048,343
$5,326,898
$6,150,809
$7,158,057
$88,382,403
$9,503,484
$10,643,902
$7,140,525
$17,793,126
$8,654,467
$12,709,376
$5,311,481 $14,845,440
$9,550,822
$9,123,345
$3,709,057
$13,617,188
$15,445,555
34,2$1, 354::
$5,332,615
$3,363,627
$1,863,753
$870,836
$12,261.012
$5,535,836
$11,504,4591
------------------------------------------------
$340,138,978
$350,343,147
$360,853,441
$10,000,000
$382,829,416
$394,314,299
$406,143,726
$418,328,039
8.09%
$6,242,859
5.83%
5.66%
5.50%
5.34%
3.93%
$8,500,000
4.93/0—
4.93 %x___4.93
%0___4.93
%___4.93
%___4_93
$5,916,435
% -
-- 4.9:L'/.]
$5,916,435
$2,040,150
$10,893,751
... ..:.. ... . . .,
.. . ...
'^ ssx7rriafe'tmile �rariie Yo bagiri
�r'epTacelrie'n'faiofhsr
�s7y'�F'aclilftes.'..',: .. `..
$9,602.835
$0
$0 $0 SO
$0
$0 $0
$388,124,340
2.168
2.233
2.369 2.440
2.513
2.589 2.666
5480,142
$0
�2.300
70 $0 $0
$0
$0
$19,406,217
$22,650,320 1, 5, 71 $16,075,8 ldfl
- $6,474,449
- $5,081,801 - $5,081,801 - $5,081,801 - $5,081,801
- $1,630,643 - $1,630,643 - $1,630,643 - $1,630,643
48,700,121 48,700,121 $8,700,121 - $8,700,121
- $4,075,017 - $4,075,017 - $4,075,017 - $4,075,017
- $1,561,803 - $1,561,803 $1,561,803 - $1,561,803
- $27,523,835 - $21,049,386 - $21,049,386 - $21,049,386
$16,075,871 $16,075,871
- $5,081,801 - $5,081,801
- $1,630,643 - $1,630,643
- $8,700,121 $8,700,121
$4,075,017 - $4,075,017
$1,561,803 $1,561,803
- $21,049,386 - $21,049,386
$23,935,981 $7,734,971 $5,332,615 $3,363,627 $1,863,753
$0 $0 $0 $0 $0
$2,145,677 $0 $0 $0 $0
$16,768,852 $17,271,917 $17,790,075 $18,323,777 $18,873,490
$18,914,529 $17,271,917 $17,790,075 $18,323,777 $18,873,490
- $9,602,835 $0
- $27,523,835 - $21,049,386
$2,011,132 $1,375,113
- $25,512,704 - $19,674,273
- $35,115,539 - $19,674,273
$870,836
$0
$0
$19,439,695
$19,439,695
$0 $0 $0 $0
- $21,049,386 - $21,049,386 - $21,049,386 - $21,049,386
$1,290,324 $1,225,736 $1,182,979 $1,163,777
19,759,062 - $19,823,650 - $19,866,407 - $19,885,610
19,759,062 - $19,823,650 - $19,866,407 - $19,885,610
$10,994,070
- $1,630,643
- $8,700,121
- $4,075,017
- $1,561,803
- $15,967,585
$424,922
$388,851,368
$27,683,924
$4,894,088
$421,429,380
$10,994,070
done
done
- $1,630,643 4mom yrs
- $8,700,121 11 more yrs
- $4,075,017 17 more yrs
- $1,561,803 21 more yrs
- $15,967,585 - $592,501,500
$0 $0 $368,851,368
$0 $0 $57,562,664
$20,022,886 $20,623,572 $428,940,729
$20,022,886 $20,623,572 $875,354,761
$0
$0 $0 - $397,541,906
- $15,967,585 - $15,967,585 - $584,535,635
$1,055,614 $1,312,636 $92,258,616
- $14,911,971 - $14,654,949 notcomplete
- $14,911,971 - $14,654,949 notcomplete
7,734,971
$5,332,615
$3,363,627
$1,863,753
$870,836
$424,922
$5,535,836
$11,504,4591
------------------------------------------------
$340,138,978
$350,343,147
$360,853,441
$371,679,045
$382,829,416
$394,314,299
$406,143,726
$418,328,039
8.09%
6.01%
5.83%
5.66%
5.50%
5.34%
3.93%
3.82 %1
4.93/0—
4.93 %x___4.93
%0___4.93
%___4.93
%___4_93
%___4_93
% -
-- 4.9:L'/.]
2037 -38 2038 -39 2039 -40 2040 -41 2041 -42 2042 -43 2043 -44 2044 -45
$11,200,000
$13,545,000
$13,545,000
$2,500,000
$2,000,000
$2,142,158
$5,000,000
$1,500,000
$2145,677.19 $6,130,506
$2,145,677 $57,562,664