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Home My WebLink AboutResource Allocation Plan 2002f ® ® z � y s I t1 L.M M � I t1 W \LIFOR�/ The City of Newport Beach was incorporated September 1, 1906 The present City Seal was adopted June 22, 1957 ■ ■ CITY OF NEWPORT BEACH ■ Resource Allocation Plan 2001 -2002 ■ ■ TABLE OF CONTENTS ■ RESOURCE ALLOCATION PLAN ■ Table of Contents ........................ .................................................... ........................ I Listof City Officials ................................................................. ............................... City Manager's Transmittal Letter ............................................... .............................ui .. ■ INTRODUCTION . ■ User's Guide .......................................................................... ............................... 1 Organization Chart 2001 - 2002 ................................................. ............................... 6 ■ SUMMARIES ■ Miscellaneous Statistical Information ........................................ ............................... 9 Historical & Projected Revenues by Category ........................... ............................... 10 ■ Historical & Proposed Operating Expenditures by Function ......... ............................... 13 Operating Expenditures by Department & Type ........................ ............................... 14 ■ Historical & Proposed Capital Improvement Expenditures ........... ............................... 15 Operating Expenditures - All Funds ......................................... ............................... 16 ■ Summary of Estimated 2000 -2001 Year End Fund Balances ....... ............................... 20 Summary of Estimated 2001 -2002 Year End Fund Balances ....... ............................... 22 ■ Projected Fund Transfers, All Funds ........................................ ............................... 24 ■ DEPARTMENT OPERATIONS CityCouncil ......................................................................... ............................... 30 ■ City Clerk ............................................................................ ............................... 32 CityManager ....................................................................... ............................... 34 ■ Human Resources ................................................................ ............................... 36 CityAttorney ....................................................................... ............................... 38 ■ Administrative Services ......................................................... ............................... 40 Police................................................................................. ............................... 46 ■ Fire .................................................................................... ............................... 50 Planning............................................................................. ............................... 56 Building.............................................................................. ............................... 58 GeneralServices .................................................................. ............................... 62 CommunityServices ............................................................. ............................... 68 PublicWorks ........................................................................ ............................... 72 ■Utilities ............................................................................... ............................... 76 CAPITAL IMPROVEMENTS CapitalImprovements .......................................................... ............................... 82 ■ APPENDICES ■ Tide & Submerged Land Fund ................................................ ............................... 88 ■ Internal Service Funds Program ............................................. ............................... 89 Fixed Asset Schedule - General Municipal Property .................... ............................... 91 ■ Fixed Asset Schedule - Proprietary Fund Type .......................... ............................... 94 Major Equipment Schedule .................................................... ............................... 95 ■ Rolling Stock and Aircraft in Service ........................................ ............................... 96 Seven -Year Comparison of Regular Permanent Employees ......... ............................... 97 DebtService ....................................................................... ............................... 98 Glossary............................................................................. ............................... 99 ■ NEWPORT BEACH CITY OFFICIALS City Council Gary Proctor Council Member i Steve Bromberg Council Member Garold B. Adams Mayor aay Mayor Pro Tern Dennis D. O'Neil Council Member Principal Administrative Officers Homer L. Bludau City Manager LaVonne M. Harkless City Clerk Council Member at John Heffernan Council Member Robert H. Burnham City Attorney Sharon Wood .................. Assistant City Manager /Director of Community & Economic Development DaveKiff .............................................................. ............................... Assistant City Manager Dennis C. Danner ....................... ............................... Administrative Services Director/Treasurer Bob McDonell ........................................... ............................... ..........................Chief of Police TimRiley ................................................................................. ............................... Fire Chief David E. Niederhaus ................... ............................... ........................General Services Director LaDonna Kienitz ........................ ............................... Community Services Director /City Librarian PatriciaL. Temple .......................................................... ............................... Planning Director Jay Elbettar ................................................................... ............................... Building Director Steve Badum .................................. ............................... .........................Public Works Director Linn Livingston ................................................. ............................... Human Resources Director Eldon Davidson ......................................... ............................... ......................Utilities Director ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ CITY OF NEWPORT BEACH P.O. BOX 1768, NEWPORT BEACH, CA 92658 -8915 ■ Honorable Mayor and Members of the Newport Beach City Council City of Newport Beach ■ 3300 Newport Boulevard Newport Beach, California 92660 ■ ■ Dear Mayor Adams and Council Members: ■ As directed by the Newport Beach City Charter, it is my pleasure to submit the FY 2001 -02 City Budget to you. As you know, the Budget is a plan of financial activity for the new fiscal year that ■ begins on July 1, 2001. ■ As has been past practice, the Budget is contained in three major volumes: ■ • the Resource Allocation Plan (a reader - friendly version of the Budget and CIP); ■ • the Budget Detail (revenue estimates and line -by -line proposed expenditures for operations and maintenance of City services); and ■ • the Capital Improvement Plan or "CIP" (a description of the significant capital projects ■ and infrastructure improvements planned for Fiscal Year 2001 -02). ■ To assist readers in the review of the documents, we have included a Users Guide and a Glossary of Terms within the Resource Allocation Plan. The Users Guide includes a description of the ■ Budget process, how the Budget is administered after adoption, and a description of the various funds utilized by the City to properly account for its revenues and expenditures. Readers will ■ find the Glossary of Terms at the end of the Resource Allocation Plan which defines many of the ■ terms used in governmental accounting in conjunction with a budget, including a definition of each fund used by the City. ■ I have summarized the information within the Budget - as well as how the Budget meets the ■ goals and priorities of the City Council - in a Budget Overview which follows this letter. ■ In closing, let me express my appreciation to the very talented and dedicated. members of all our ■ City Departments who labor over the details of this document to produce an accurate and understandable set of Budget documents each year. Two Departments in particular deserve ■ . attention for extraordinary efforts - the Public Works Department has worked extensively on our outstanding CIP and the Administrative Services Department has pulled together all the details ■ and summaries to make the Budget easy to read. ■ Sincerely, ■ ■ HOMER L. BLUDAU City Manager ■ 3300 Newport Boulevard, Newport Beach ■ ■ ■ ■ A City Budget Overview ■ ■ Cautious Economic We referred to the economy in Fiscal Year 2000-01 as "strong" - and the Budget Times for that year reflected the city's own strong fiscal position - both across the ■ community and within City government. This was in sharp contrast to the early 1990s - where city government saw reductions, curtailments, and a period where ■ the City drew down its reserves. As 2000 approached, both the 1999 -2000 and the ■ 2000-01 budgets projected a substantially improved revenue base. . The FY 2001 -02 Budget is a bit more cautious in its approach. While we still ■ expect growth in local sales and other tax revenue and property tax revenue, we ' cant envision the region - or the State of California - weathering the dot -com collapse, the energy "emergency," or a national economic slowdown without ■ some adverse effect. ■ Our City's sound revenue growth from 1998 to the current year allows city government to increase our General Fund reserves to 12 %, to make progress in ■ restoring our Insurance Reserves, and to add funding for municipal programs that were hard hit by prior reductions. By no stretch of the imagination is the City ■ "flush" with revenue - but we were and are fortunate enough to take advantage ■ of good economic times to better prepare for a downturn. ■ Total Revenues Total projected City revenues for FY 2001 -02 (including internal transfers for insurance reserves and equipment purchases and maintenance) are ■ approximately $137.3 million. This is roughly $14.8 million (9.8 %) less than the ■ amount estimated for FY 2000 -01. Total General Fund revenues for FY 2001-02 will be about $89.62 million - that's down about $3.6 million (3.9 %) below the ■ estimated revenue for FY 2000 -01. ■ Total Expenditures Total proposed City expenditures in FY 2001 -02 - including capital projects and ■ internal transfers for insurance reserves and equipment purchases and maintenance - will be about $138.4 million, an increase of $11.1 million (8.7 %) ' from 2000 -01 estimated expenditures. This reflects a relatively constant expenditure level for capital improvements but higher costs for Police and Fire ■ (the latter via the addition of a 7h Fire Station) and more revenue set aside in reserves. In FY 2000 -01, the City Council directed that our general fund operating ■ reserve go from 10% of expenditures to 12 %. This budget achieves that goal. ■ The General Fund The General Fund is the key operating fund within the City's budget. This fund ■ contains expenditures for all operating City departments except the Water and Wastewater Divisions within Public Works. In 2001 -02 the proposed General Fund expenditures, including General Fund capital improvements, total $91.4 million, an increase of $.1 million (.1 %) from 2000 -01 estimated expenditures. ■ General Fund Operating Expenditures will have increased about 1.1% over the previous fiscal year. ■ ■ ■ IV ■ ■ • Jr. Civil Engineer (Public Works Dept.), offset by Gas Tax transfer ■ • Facilities Worker II (General Services Dept.) ■ • Maintenance Worker II (General Services Dept.) ■ ■ As internal service rates are now sufficient to cover operating costs and then ■ some, we will not change the internal charges for workers' compensation, general ■ liability, and other insurance charges. We will see minor increases in equipment ■ maintenance and replacement charges. ■ Personnel • Sr. Recreation Leader (Community Services Dept.), offset by increased rec. As a part of my budget submittal to the City Council, I recommended that the ■ Council authorize the hiring and filling of fourteen new positions for the FY 2001- 02 budget - these positions consisted of: ■ • Engineering Technician II (Sewer Enterprise Fund), partially offset by ■ • Parking Lot Supervisor (City Manager Dept.), offset by expenditure ■ reductions ■ • Human Resources Analyst (Human Resources Dept.) ■ • Office Assistant (Human Resources Dept.) ■ General Fund • OTS Officer (Police Department), Grant Funded ■ • Police Officer (Police Department), Grant Funded ■ Building Inspector 11 (Building Dept.), partially offset by expenditure reductions ■ • Jr. Civil Engineer (Public Works Dept.), offset by Gas Tax transfer ■ • Facilities Worker II (General Services Dept.) • Maintenance Worker II (General Services Dept.) ■ Stock Clerk (General Services Dept.) ■ • Recreation Coordinator (Community Services Dept.), offset by increased rec. fees ■ • Sr. Recreation Leader (Community Services Dept.), offset by increased rec. fees • Utilities Specialist (Water Enterprise Fund) • Engineering Technician II (Sewer Enterprise Fund), partially offset by ■ expenditure reductions ■ The Council approved this list of positions as it adopted the Budget in June 2001. At the time of adoption, the Council cautioned that the growth of City staff might ■ have reached its nadir with these fourteen additions. ■ General Fund Revenues While the economy performed well in 1999 -2000 and most of 2000 -01, the latter ■ part of 2000-01 saw a distinct slowdown in revenues coming to the City. General Fund revenues grew by almost 8.0% between 1998 -99 and 1999 -2000. Then ■ growth slipped to 1.2% between 1999 -2000 and 2000 -01. This year we project only a 0.98% between 2000 -01 and 2001 -02. ■ Our General Fund revenue estimate for FY 2001 -02 is $89.26 million. Table 1 ■ highlights some of the areas of change (and projected change) in revenue: ■ ■ ■ v ■ ■ ■ Table ] ■ 1999 -2000 2000 -01 2001 -02 ■ General Fund Revenue Actual Estimated Projected ■ Total Property Taxes $26,425,662 $28,585,182 $29,317,000 Other Taxes 32,218,358 34,050,123 33,206,800 ■ Licenses and Permits 2,224,373 2,243,306 1,980,400 , Intergovernmental 6,622,084 7,006,393 5,932,164 Charges for Services 9,052,994 9,803,380 9,182,629 ■ Fines & Forfeitures 3,231,348 3,427,891 3,258,000 ■ Use of Money & Property 6,069,011 7,389,450 6,206,879 Other Revenue 1,453,319 507,500 534,200 ■ Total Revenue $87,297,149 $93,013,225 $89,618,072 ■ As was the case last year, this year's budget provides for full funding of the General ■ Fund Contingency and Stabilization Reserves (per the City Council's Policy F -3). ■ The FY 2001 -02 revenue picture assumes the following: • Property tax revenue, which accounts for 30% of General Fund revenue, is projected to grow by 2.57 %. Despite an overall economic slowdown, home values - especially in areas like Newport Beach - are still on the rise. A still- strong resale ■ and new home market (in Bonita Canyon, One Ford Road, and more) will continue to buttress the City s property tax base. Twenty -three years after the ■ landmark passage of property tax reform in California, slightly less than 20% of the city's residential properties remain on the Assessor's Roll at pre - Proposition ■ 13 valuation. • Sales tax revenues, which have increased over 60% since 1994 -95, are anticipated ■ to grow by just over 1.01% in 2001 -02. Given the exuberant market for cars, electronics, and other products in recent years, even a 1.01% increase over last ' year's stellar revenues is remarkable. Most other revenue accounts are anticipated to remain flat, or actually decrease. As building activity lessens, our charges for these services will drop off as well. After the ■ Council's adoption of this Budget in June 2001, we followed -up with a commensurate revision to our Master Fee Resolution that updates (and typically increases) the City's ■ fees for services. ■ City Priorities Each year's City Budget reflects the commitment of the City Council and of City staff ■ to the high level of public service to which Newport Beach's residents and visitors ■ have become accustomed. Readers of the Budget can also gain insight into programs and projects, which the Council deems particularly important in the coming budget ■ year. For FY 2001 -02, these programs and projects include: ■ ■ VI ■ ■ ■ ■ ■ John Wayne Airport and Regional Aviation Solutions ■ The City Council's efforts here center around two actions: • Retaining and renewing the 1985 Settlement Agreement that applies a curfew to ■ and limits passenger and cargo operations out of John Wayne Airport QWA). • Converting MCAS El Toro to a commercial airport in order to help address Orange ■ County's demand for air travel well into the 21st Century. ■ This City Council is committed to ensuring that Newport Beach's quality of life is never compromised by an expansion at John Wayne Airport. JWA cannot and should ■ not serve as Orange County's lone air transportation location. ■ Annexation ■ With a healthy dose of optimism, 2001 -02 should see the culmination of the City's efforts to include three areas within the city limits of Newport Beach. These include ■ the Newport Coast and Newport Ridge areas at the City's eastern boundary, the eastern Santa Ana Heights area to the north of the City, and the Bay Knolls neighborhood to the northwest. If these areas are successfully annexed, they will increase the City's geographic size by about 40% and our population by about 10 %. The FY 2001 -02 Budget as presented does NOT include the proposed annexations at this time. The City Council should expect to see mid -year adjustments to the Budget ■ once an annexation date becomes clearer. As we noted last year in a similar Budget Overview, the discussions involving this, the ■ City's largest annexation to date (and one of our last), have been extremely complex and time - consuming. Even though we repeated this statement last year, we remain ■ optimistic that they will come to fruition in FY 2001 -02. ■ Restoration and Preservation of Newport Bay Newport Bay is an economic and ecological jewel within Newport Beach. The quality of the Bay's habitat, its recreational value, and the commercial value of the Harbor are difficult to overstate. The City will continue to work to preserve the Bay's diversity of uses. On tap for mid -2003 (with funds approved by the California electorate in March 2000) is the Bay's largest dredging project in recent years. Because the project will cost more than $33 million, we are grateful to have the financial and political support of the voters, the County of Orange, the State of California, the federal government (via the US Army Corps of Engineers), and other Bay "players' ■ like the Newport Bay Naturalists and Friends ■ New stormwater regulations will affect the City's operations and city residents in 2001 -02. The new 5 -year permit granted by the Regional Water Quality Control Board that directs us as to how to manage dry weather and storm runoff from homes, businesses, construction sites, and from our own municipal operations carries with it ■ both promise and challenges. The permit should help all cities in our watershed improve water quality - that's always a plus. But city government and Newport ■ residents will have to change long - standing behaviors, too - that's the challenge. ■ ■ ■ Vii viii ■ ■ ■ Electricity Savings and Planning for Rolling Blackouts California's "electricity emergency' affects Newport Beach in a variety of ways. As ■ such, the City will work on: • Consumption Reduction. Lights in City Hall are dimmed, air conditioners are set ■ at 78" bulbs and ballasts are being swapped out, and employees are working ■ hard to achieve a 10% overall reduction in electricity use (from last year) within city government. But since almost 75% of the City's overall electricity bill goes ■ towards pumping water and lighting streetlights, that 10% is an ambitious goal. ■ • Resident Awareness. The City's new public information officer will be working in 2001 -02 to educate residents and businesses about ways they can save ■ electricity, help the City save their tax dollars, and help protect the Bay in a blackout (see below). ■ Blackout Preparedness. The City's emergency operations staff has developed a ■ comprehensive plan to staff key traffic intersections in the event of an outage. Fire and police stations are on uninterruptible circuits. The City's Utilities Department appears to have enough generators and sewer pump station capacity to keep an outage from causing a sewage spill into Newport Bay. Residents ■ should realize that they can help here, too - less water use during a blackout ■ means a sewage spill caused by a darkened pump station (we have 20 stations) is far less likely. ■ Continue our Aggressive Infrastructure Improvement Plans ■ Part of Newport Beach's charm is its distinct set of "villages" - areas of town that joined the City (through annexation) at different times. Any City as old as Newport ■ Beach (first incorporated in 1906) with as many consecutive annexations (upwards of 95 separate actions now) has varying infrastructure needs. Newly developed areas ■ require minor maintenance solutions, but older areas often require complete rehabilitation or replacement of streets, streetlights, and utility lines. Fortunately, the ■ City's CIP addresses these needs in a comprehensive, long -tern manner. This year, ■ the City will spend $40.6 million on its CIP (up from $34.5 million in 2000 -01), including high profile projects like: ■ • The completion of Bonita Canyon Sports Park near MacArthur Boulevard and Bonita Canyon Drive (a $6.9 million project over four fiscal years). • Rehabilitation of the City's two piers - Newport and Balboa ($2.1 million). • Improvements to visitor facilities at Comm del Mar State Beach ($500,000). ■ • The purchase of Sunset Ridge Park (Superior and PCI-I) should the City be successful in its efforts to pass Senate Bill 124 ($1.3 million over two years). ■ • Major street improvements (via the Pavement Management Plan) on San Miguel Drive, Via Lido Nord and Soud, Ford Road, Dover Drive, Marguerite Avenue, and more ($2.7 million). ■ • Utility undergrounding in West Newport and other areas of town ($448,000). • Continuation of the City's water and wastewater master plan replacements ($3.08 million and ■ $362,000 respectively). • Construction of the Balboa Village Improvement Plan, a $5.1 million project over five years that ■ will improve the aesthetics, access, and parking in Balboa Village ($1.6 million in FY 2001 -02). • Reconstruction of portions of Balboa Boulevard ($2.07 million). ■ ■ ■ ■ ■ ■ ■ ■ Updating the City's General Plan and Adopting an LCP . The City's General Plan is our blueprint and policy for future development. The General Plan describes the locations and development intensity for commercial, ■ industrial, residential, and recreational and other uses and the policies that both protect residents' quality of life and allow for well - planned business growth. Portions ■ of the Plan (called "elements ") have not been changed since 1974. ■ In early 2001, the City Council directed us to embark upon an interactive process ■ with the community to review the General Plan so that it reflects the current "vision" Of our residents and businesses and that it conforms to State Law. Underway in 2001- ■ 02 is a $250,000 comprehensive outreach and visionary process, and commensurate technical studies to support preparation of an updated General Plan. The City's new ■ Public Information Division (approved by the Council in early 2001) will help along this effort. We hope that our PIO - and a concerted effort to make the best use of the ■ PIO's talents - will help make us both a better organization and a better community. ■ The City will also embark upon an aggressive plan to finalize and submit for certification (to the California Coastal Commission) our Local Coastal Program ■ (LCP). An LCP includes a land use plan and implementing ordinances that will guide the City Council (under the watchful eye of the Coastal Commission) as it decides ■ land use and program issues for properties within the Coastal Zone. ■ Faster, Better Plan Check ■ While parts of the local economy have slowed a bit, homebuilding and renovation are plugging along at a fast clip. As such, the plan submittal, approval, and ■ inspection process can be slower than wed like. City staff has adopted a goal in 2001- 02 to make sure that 90% or more of all plan checks are completed within four weeks ■ of submittal by our customers. ■ ■ Conan As noted in this Overview, FY 2001 -02 looks to be another good year for the City and the Newport Beach community. We are fortunate to be able to continue to provide ■ top quality municipal services and to embark upon significant capital projects while still being able to set aside funds to address long -term reserve needs. ■ ■ As we were reminded in 2000 -01, a good city operation can never assume that the prosperous times will continue indefinitely. That's why this budget remains ■ conservative in its allocations for day -to -day operations and in its continued emphasis on restoring reserves that will cover us during an inevitable economic ■ downturn. ■ The people of Newport Beach are understandably proud of the city in which they live. The employees of City government are equally proud of the efficient and ■ effective services we deliver. This financial plan for FY 2001 -02 reflects our best effort to match community pride with City pride to continue the tradition of quality, spirit, ■ and excellence for which Newport Beach is so appropriately known. ■ Homer Bludau ■ City Manager ■ ■ ix Z 0 U 7 D 0 F Z ■ ■ ■ CITY OF NEWPORT BEACH ■ BUDGET FOR FISCAL YEAR 2001 -2002 User's Guide ■ Each year the City prepares and adopts, by formal Resolution, an annual budget as required ■ by the City's Charter. The budget is the operating and capital expenditure plan for the City for the fiscal year beginning on July 1 and ending on June 30 of the following year. ■ Budget Process - During December of each year, the Administrative Services Department ■ prepares preliminary fund balance estimates for the current year and preliminary revenues estimates for the next fiscal year. In January of each year, the Administrative Services ■ Department prepares a budget calendar and issues budget instructions and expenditure detail to each department for use in preparation of the next year's City budget. Included in ■ these instructions are budget guidelines and appropriation limits for each department. These guidelines are developed by the Administrative Services Director and approved by the City ■ Manager. ■ After submission of revenue and appropriation requests by each department, the Administrative Services Department summarizes the requests for review by the City Manager and department ■ heads. After review at the City Manager level, the Administrative Services Department prepares the City's proposed budget for the next fiscal year and submits it to the City Council ■ as required by the City's Charter and the Budget Instructions. Thereafter, the City Council holds as many budget study sessions as it deems necessary. All proposed Council changes in ■ the City Manager's proposed budget are added to a budget checklist. Subsequent to Council review and prior to its final adoption, the City Manager provides each Council Member with an ■ itemized list of all proposed changes to permit a roll call vote by the City Council on each item during the budget hearing at the regular Council meeting. The City Council holds the budget ■ hearing and adopts the budget on or before June 30 as required by the City Charter. The Budget is prepared on a modified accrual basis with all appropriations lapsing at the close of the fiscal year. If an expenditure of an appropriation is required but unexpended at the ■ close of the fiscal year, the appropriation must be rebudgeted or reappropriated by the City Council. ■ Administration of the Annual Budget - During the budget year, Department Heads and ■ their designated representatives may only authorize expenditures based on appropriations previously approved by City Council action, and only from accounts under their organizational ■ responsibility. In addition, budget expenditures may only be authorized in the year appropriated. Department Heads are responsible for not authorizing expenditures above ■ budget appropriations in any given area, without additional appropriation or transfer as specified below. ■ New Appropriations. During the Budget Year, the City Council may appropriate additional ■ funds for special purposes by a City Council Budget Amendment. The City Manager has authority to approve requests for budget increases not to exceed $1,000 in any Budget ■ Activity or Capital Project and may approve appropriation transfers not to exceed $30,000. (This must be specifically included in each year's Budget Resolution to remain valid.) All ■ budget amendment increases exceeding $1,000 or transfers exceeding $30,000 shall be referred to the City Council for approval. ■ Transfers. During the fiscal year, actual expenditures may exceed budget appropriations for ■ specific expenditure line items within departmental budgets. If a total departmental budget, within a specific Classification, is not exceeded, the Administrative Services Director has ■ ■ ■ ■ ■ the authority to transfer funds within that Classification and department, to make the most ■ efficient use of funds appropriated by the City Council. (Salaries and Benefits, Maintenance and Operation, and Capital Outlay are the City's three Classifications.) ■ Realignments. Further, funds may be realigned between one Department Budget Activity and ■ another, within the same Classification, with City Manager approval. For example, if a Fire & Marine Department function and the employee who accomplishes it are replaced by a slightly ■ different function assigned to the Police Department, the City Manger may authorize the transfer of appropriate salary and benefit funds to support this function. ■ Reprogramming. Any reprogramming of funds among the three Classifications (Salaries and Benefits, Maintenance and Operation, and Capital Outlay) requires the City Manager's approval by Budget Amendment. There is no dollar limit on the amount of funds the City ■ Manager is authorized to reprogram. ■ Capital Projects. The Department Head having primary responsibility for a Project, usually the Public Works Director, is authorized to actually encumber and approve subsequent ■ expenditure of City funds for Capital Projects. However, contracts in excess of $30,000 require specific City Council authorization at the time of contract award. In addition, any contracts not ■ of format and wording already approved by the City Attorney require, specific City Attorney review and approval prior to contract award. ■ The budget document is intended to provide the public concise and readable information ■ about the City of Newport Beach's proposed operating and capital budgets, as well as ■ anticipated funding sources. The document is actually prepared in three separate volumes: the Resource Allocation ■ Plan, the Budget Detail, and the Capital Improvement Program. ■ The Resource Allocation Plan is designed to be the summary "user friendly" document for the public. It is divided into the following five major sections: (The Table of Contents lists ■ every subject covered in the budget document and its page number.) ■ Introductory Section - includes the Table of Contents, City Organization Chart, List of City Officials, and the City Manager's Letter of Transmittal. ■ Summary Section - includes a table of Miscellaneous Statistics for the City, Revenues ■ by Source, Expenditures by Function, Estimated Fund Balances, and Schedule of Fund Transfers. ■ Operating Budgets - includes proposed operating budgets by department. ■ Capital Improvement Program - includes proposed capital improvement budgets by ■ funding source. ■ Appendix - includes a summary of the Tide and Submerged Land Fund; Land, Structures and Improvements for the City; a summary of Automotive /Rolling Stock; a Six Year ■ Comparison of Regular Permanent Employees; a listing of Debt Service obligations for the City; and a Glossary of accounting terms and definitions of terms used in the Newport ■ Beach Budget document. ■ Both the Budget Detail volume and the Capital Improvement Program volume are designed to provide the reader more detail on the proposed operating and capital improvement ■ expenditures. The Capital Improvement Program volume also serves as a Five Year ■ Proposed Capital Improvement Plan. ■ ■ ■ ■ ■ For the most part, the General Fund is the portion of the City's operating budget that funds the majority of City services. This fund is used to account for fiscal resources which are dedicated ■ to the general government operations of the City, and which are not required to be accounted for in another fund. Examples of the services funded by the General Fund Include Police, ■ Fire and Marine Safety; Rubbish Collection; Community Services such as the public library and recreation programs; much of the City's expenditures on street maintenance; Planning ■ and Building, and Engineering services; as well as the general administration of the City. In addition, many Capital Improvements are funded by the General Fund. This year, we are ■ proposing $8.7 million in General Fund capital improvements, for such projects as street maintenance and repair, Harbor and Tidelands projects, drainage projects, police mobile data ■ communications equipment, and other miscellaneous projects. ■ The General Fund and its activities are primarily supported by property, sales, and transient occupancy taxes. In addition, the other revenue sources supporting General Fund activities ■ include: Licenses, Fees and Permits; Intergovernmental Revenues; Charges for Services; Fines, Forfeitures and Penalties; Revenue from the Use of Money and Property; Contributions; ■ and Other Miscellaneous Revenue. By far, the City's largest revenue source is property taxes, which are proposed to generate over $28.7 million this year. However, in the past five years ■ the State has shifted over $3.3 million annually in property taxes from the City to other activities - primarily funding for local schools. This is a permanent shift of funding and the City ■ must learn to live without these taxes in the future. The City's second largest single revenue source is Sales Tax, projected to generate $20.9 million in 2001 -02, followed by Transient ■ Occupancy Tax, estimated to generate $8.4 million in 2001 -02. Together, these three revenue sources provide nearly 65 percent of total General Fund revenues. ■ In addition to the City's General Fund, there are numerous other funds that help finance ■ City expenditures, particularly capital improvements. The City's Special Revenue Funds are used to account for the proceeds of special revenue sources, which are legally restricted to ■ expenditures for specific purposes. The best example of a special revenue fund is the City's Gas Tax Fund, which is funded by the State Gasoline Tax, and which can only be expended for ■ street repair, construction, and maintenance. The City has many other special revenue funds that are all included in the Budget. ■ The City employs Internal Service Funds to account for vehicle maintenance and replacement, ■ as well as all compensated absences, general liability, workers' compensation, disability, and other insurance payments. These internal service funds are funded by charging each of the ■ operating departments a rate computed to support these activities. ■ Finally, the Budget includes Enterprise Funds, which are used to account for City operations that are financed and operated in a manner similar to private business enterprises. The ■ objective of segregating activities of this type is to identify the costs of providing the services, and to finance them through user charges. The two main City enterprise funds are the City's ■ Water Fund and the Wastewater Fund. Both of these funds are financed by user charges to the customers (residents of Newport Beach). ■ Appropriation (Gann) Limit - Article XIIIB of the California Constitution (Proposition 4) ■ specifies that tax based appropriations of government entities (with certain exclusions) may increase annually only by a limited amount (primarily to allow for population increases and ■ inflation). Newport Beach has been under its Gann Limit by a comfortable and increasing margin each year. For 2000 -01, the appropriations limit adopted by the City Council, in ■ accordance with Revenue and Taxation Code Section 7910, was $78,445,375. Calculations determining this amount, which is more than $20 million greater than the budgeted proceeds ■ of taxes (even without adjusting for exclusions) are verified as part of the City's annual audit. The Gann Limit for 2001 -02 will be calculated in late May, 2001, and presented to the City ■ Council for adoption, as required. However the Gann Limit is not foreseen as an issue for Newport Beach in the near future. ■ ■ ■ In addition to the Annual Budget, the City's audited financial statements for the prior fiscal ■ years are available in the Administrative Services Department, City Clerk Department, and ■ each of the City's library branches. Fund Balance Policy - The City Council has recently adopted a revised official policy (Policy ■ F -2 in the City of Newport Beach Council Policy Manual) regarding reserve levels among its ■ various funds. This policy, in part, states that "The City Council has determined that a General Fund Contingency Reserve and Stabilization Reserve be created and that the balances in these ■ reserves shall be maintained with not less than 10.0 percent and 2.0 percent respectively of the appropriation budget total within the General Fund of the City's annual approved budget" ■ The balances in these reserves are currently at their targeted amounts. In addition, Policy F -2 created a Reserve for Capital Improvement to fund replacement of City owned buildings. The ■ current balance in this reserve account is $2.0 million. In addition to the General Fund's reserves, other reserve levels have been established for ■ the City's Water Enterprise Fund and the Wastewater Enterprise Fund. The reserves in these ■ funds are designed to guarantee their operation and are to be used for emergency repairs of the systems. Reserves have also been established for the City's Internal Service Funds, which ■ fund such activities as Equipment Maintenance and Replacement, and Insurance Reserves for such items as liability, workers' compensation, compensated absences and disability. ■ Debt Administration - The City currently has no outstanding General Obligation Bonds, ■ and has no plans to issue any in the foreseeable future. On June 1, 1992, the Newport Beach Public Facilities Corporation issued $7,500,000 of Certificates of Participation to finance the ■ construction of the new Central Library. In turn, the City entered into a project lease with the Newport Beach Public Facilities Corporation to lease certain property, facilities, improvements, ■ and equipment. ■ The lease payments to be made by the City will be held by a trustee who will make semi- annual payments on the certificates of participation. The lease payments began May 15, ■ 1994, and are in amounts sufficient to cover the payment of principal and interest of the certificates. Principal payments range from $225,000 to $535,000 from June 1, 2000 through ■ June 1, 2019, at an interest rate from 3.6 percent to 5.15 percent. At June 30, 2000, the City had a required cash reserve balance for debt service of $571,091, which was recorded ■ as a restricted asset and reservation of fund balance in the Debt Service Fund. This debt was refinanced July 15, 1998. The certificates outstanding at June 30, 2000, amounts to ■ $6,845,000. ■ The City also has a note payable consisting of a note to the California Department of Boating and Waterways for a 1987 loan in the original amount of $3,300,000. This note was issued for ■ the purchase and rehabilitation of the Balboa Yacht Basin. The note is payable in thirty annual principal and interest installments of $236,372 at a 4.5 percent rate of interest, which began on August 1, 1987. The outstanding balance at June 30, 2000, amounts to $2,469,398. ■ In the current and prior fiscal years, the City entered into several lease- purchase agreements as lessee for financing the acquisition of rolling stock, and various computer ■ and telecommunications equipment and upgrades. The terms of the leases range from three to five years and are payable monthly. The interest rates on these obligations range from ■ 5.0 percent to 9.0 percent. These lease agreements qualify as capital leases for accounting purposes as the title transfers at the end of the lease term or the lease contains a bargain ■ purchase option. Capital lease obligations at June 30, 2000, amounts to $2,615,014. ■ In 1995, the City issued $17,100,000 of water revenue bonds to finance the construction and acquisition of water storage and transmission facilities. This debt was refinanced July 1, ■ ■ ■ ■ ■ ■ ■ 1998. The bonds are secured by a pledge of net revenues of the water fund. The bonds bear interest ranging from 3.6 percent to 4.5 percent. At June 30, 2000, the City had a required cash reserve balance of $1,466,971, which is recorded as a restricted asset. Fifteen annual ■ principal payments are payable on August 1, and semiannual interest payments are payable ■ on February 1 and August 1. At June 30, 2000, the outstanding principal balance amounts to $13,200,000. ■ Cash Management - The City pools all cash and investments of all funds, except for funds required to be held by outside fiscal agents under the provisions of certificates of participation ■ and investment funds in its deferred compensation plan. Under the provisions of the City's Investment policy, and in accordance with Section 53601 of the California Government Code, ■ the City may deposit and invest in the following: ■ # Certificates of Deposit (or Time Deposits) ■ • Negotiable Certificates of Deposit • Bankers Acceptances ■ • U.S. Treasury Issues Federal Agencies Securities ■ • Commercial paper Repurchase Agreements and Reverse Repurchase Agreements ■ • Passbook Savings Accounts • Local Agency Investment Fund (State of California Investment Pool) ■ • County Investment Pool (Los Angeles) Medium Term Notes ■ • Asset- backed securities • Asset/Investment Management Agreements ■ The City allocates interest to all funds as required by Federal, State, County, or local code. ■ Each fund allocated interest is indicated on the Revenue Summary of the Budget Detail book. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 0 11 ELECTORATE III —f Bultnlwu coos BOAaOOFAPPEALS I'. —r cmL SEavICE BOnRO CRY CLERK I I L MI L HUMAN RESOURCES _ _ Pasonnal PDmMeU Bemfit Memgartenl I IleEOr I tLek wnant Igna PIANNINO 8810N I L — J BUILDING PMnCNStlag I I I nsslSrANr clTVMUUaEa IIIIbvmYOpTWgieia III avm 6 III PLANNING L_ Qment Plam BPmle Ad enm Pbnnin9 ICa9a EnNm•mant II II II II PoT Re L HUMAN RESOURCES _ _ Pasonnal PDmMeU Bemfit Memgartenl I IleEOr I tLek wnant Igna $g1id S8NILM I L GENERAL SERVICES BUILDING PMnCNStlag - -- avm 6 Trelfic-.9m8MaMln9e BuIdy MalMenanm f NUColle im PoT Re ADM FIRE 'I.SopPreaeim (OOe- -) TmIF12 �. .im Fim PreveiRan mm. tE E MAYOR 8 COUNCIL CIIYATTORNEY CITY MANAGER ELECTE➢OFFX;IALS COUNCILAPPOINTED BOARD38COMMISSIONS Fiscal Year 2001 -2002 May 31, 2001 P.B.M.COMWSSION L L- - -_ - -J r • ARTS COMMISSION W I'. F —U`S B—O D. I I I L- - - -- i • II RSSISTMITCT'nuNncEx I tl l II II I UTILITIES I I waw weM. W ElsMml I Oil B Gaa I Adminiatratim ( Ii II I POLICE i I Peal Suepod Sennom Treble Morel DOrrool Oeleahre C&W�g I II II II II COMMUNITY SERVICES ndmn�avanm Ms tibmry Rxmamn —, I $g1id S8NILM I I GENERAL SERVICES I �yo Fi�W�Ma�nb� Trelfic-.9m8MaMln9e BuIdy MalMenanm f NUColle im E9uimmntMantemnm R"01M PUBLIC WORKS I E elnnngrtar, Con C iewcoon Almpemant )a TIMIannttS.i. NCILPPPOINTED PO31710N3 CITY DEPNOA S NVRT •••P•n t•r•.m ent•m. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ *Y1 All s ■ ■ ■ ■ ■ ■ TABLE OF MISCELLANEOUS STATISTICAL INFORMATION FISCAL YEAR 2001 -2002 ■ COUNCIL - MANAGER FORM OF GOVERNMENT CITY WATER SERVICE CONNECTIONS 25,289 NUMBER OF FIRE STATIONS 7 RESIDENTIAL POPULATION (January 2000 Census) NUMBER OF CITY LIBRARIES 4 ■ Permanent 70,032 NUMBER OF PARKWAY TREES 29,000 Summer 100,000 ■ TOURIST POPULATION 20,000 to 100,000 per day RECREATIONAL ACREAGE Acres ■ Ocean Water 11,165 AREA (January 1, 1999) Square Mlles Harbor Waters 1,598 ■ Land 16.0 Parks 258 Bay 2.5 Beaches 237 Ocean 17.0 TOTAL 13,258 ■ TOTAL SQUARE MILES 35.5 ■ Acres STREETS AND ALLEYS Miles Land 10,240 Improved 321 ■ Bay 1,618 Unimproved 2 Ocean 10,880 State Highway 10 ■ TOTAL ACRES 22,738 333 ■ WATER FRONTAGE Mlles DWELLING UNITS Upper Bay Frontage 13 January 1, 1998 37,288 ■ Ocean 8 Occupancy factor per dwelling unit 1.88 Harbor 21 ■ TOTAL WATER FRONTAGE 42 POPULATION DENSITY ■ ASSESSED VALUATION Per Square Mile 4,377.00 TOTAL $16,002,999,637 Per Acre 6.84 ■ NEWPORT HARBOR Boats 9,000 EMPLOYEES ■ Residential 1,230 Regular Full Time 742 Commercial Slips and Side Ties 2,119 Total (Including Part Time) 900 ■ Bay Moorings 1,221 ■ ■ Newport Beach is one of Southern California's most scenic and dynamic communities. It surrounds Newport Bay, well known for its picturesque islands and one of the greatest natural yacht harbors in ■ the world, accommodating over 9,000 boats of all types docked within its 21 square mile harbor area. This bay area and the 17 miles of ocean beach offer outstanding fishing, swimming, surfing ■ and aquatic sports activities. The City has a permanent population of 70,000. During the summer months, the population grows to over 100,000 with 20,000 to 100,000 tourists daily. There are fine residential areas, modern shopping facilities and a quality school system. A major campus of the ■ University of California is located immediately adjacent to the City, and eight other colleges are within a 30 mile radius. Located 50 miles south of Los Angeles in Orange County, Newport Beach ■ offers one of the finest climates in the United States. ■ ■ ■ ■ E REVENUE SUMMARY 2001-02 22,233,568 23,939,777 26,425,662 28,858,182 29,317,000 1.59% 24,141,154 2001-02 28, 778, 283 109697 1997.90 1998-90 1999-00 2000-01 Revenue Peteem Actual Actual Actual Actual Unaudited Budget Increase FundRavenue Category Revenue Revenue Revenue Revenue Actual Estimate (Decrease) GENERALFUND PROPERTYTAXES TAXES OTHER THAN PROPERTY LICENSES AND PERMITS INTERGOVERNMENTAL CHARGES FOR CURRENT SERVICES FINES, FORFEITURES & PENALTIES USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL GENERAL FUND ASSET FORFEITURE FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL FORFEITURE FUND SLESF -COPS FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY TOTAL SLESF -COPS FUND MISCELLANEOUS GRANT FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY TOTAL SCHOLARSHIP FUND CDBG FUND INTERGOVERNMENTAL TOTAL CDBG FUND STATE GAS TAX FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL GAS TAX FUND TRAFFIC CONGESTION FUND INTERGOVERNMENTAL TOTAL TRAFFIC CONGESTN FUND AHFP FUND INTERGOVERNMENTAL TOTAL AHFP FUND TIDELANDS FUND LICENSES, PERMITS AND FEES INTERGOVERNMENTAL CHARGES FOR SERVICES USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL TIDELANDS FUND CONTRIBUTIONS FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL CONTRIBUTIONS FUND CIRCULATION AND TRANS FUND LICENSE, PERMITS AND FEES USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL CIRCULATION FUND 10 20,382,781 22,233,568 23,939,777 26,425,662 28,858,182 29,317,000 1.59% 24,141,154 27,151,812 28, 778, 283 32 ,218,358 34,050,123 33,206,800 -248% 1,841,739 5,012,942 2,853,462 2,224,373 2,243,306 1,980,400 - 11.72% 4,800,347 4,842,580 5,603,852 6,622,084 7,006,393 5,932,164 - 15.33% 7,180,468 8,275,153 8,964,993 9,052,994 9$03,380 9,182,629 -8.33% 2,364,662 2,181,621 2,821,271 3,231,398 3,427,891 3,258,000 -4.98% 5,187,413 5,573,243 5,274,996 6,069,011 7,389,450 6,206,879 -16.00% 840,116 471,053 2,595.631 1,453.319 507.500 534.200 5.26% 66,738,680 75,741,972 80.832.266 87, 297,149 93,296,225 89.618,072 -3.93% 103,232 391,954 377,669 153,623 72,536 35,90D - 51.75% 2586 2,092 3,036 7,507 39,265 2,000 $4.91% 0 0 0 5,652 0 0 0.00% 105.819 394.046 380,705 166.782 111.801 37.000 -66.91% 160,888 161,592 161,084 164,608 164,028 165,000 0.59% 5.142 15,072 51098 4,262 1,019 5.000 390.68% 166.030 176.664 169,182 168,870 165.047 170.000 3.OD% 61,121 0 57,901 61,102 59,465 61,102 2.75% 522 1,895 0 D 3.772 0 - 100.00% 61,643 1,895 57.901 61,102 63237 61,102 -3638% 569,482 444.175 807,961 543.577 498.000 520,000 442% 510,482 444,175 807,961 543,577 498,000 520,000 4.42% 1272,415 1,4912,748 1,458,336 1,3572611 1,365,907 1,392,500 1.95% 226,850 406,536 249,637 206,802 385,336 300,DOD - 22.15% 157.681 49220 1,499265 1,899,284 1,865,654 1,613288 1751.243 . 1.692,500 .9.35% 0 0 0 0 572,150 134.000 - 76.58% 0 0 0 0 572.150 134.000 - 76.58% 0 0 0 0 0 0 0.00% 0 0 0 0 0 0 0.00% 1,166,672 1,095554 1,104,762 1,113,175 1,124,359 1,186,298 5.51% 46,586 0 22,638 0 0 0 0.00% 4,742 3B,370 20,789 18,683 31,920 26,000 - 18.55% 4,453,084 4,328,470 4,268,614 5,106,213 6,641,364 5,083,315 - 23.76% 1.076 3,159 7,611 995 1 0 0.00% 5,672.161 5.465,553 5,414,415 6,239,066 7.797.644 6,275.613 - 19.52% 271,321 2.026,459 6,368,406 550,152 197285 1,290,099 0.D0% 0 0 0 0 0 0 0.00% 218,300 64,217 100.580 124,467 25.000 5.000 0.00% 489,621 2.090.676 6,468,986 674.619 222.265 1.295.099 482.6B% 421,025 1,267,854 630.484 170,967 483,398 0 0.00% 461,648 592,368 361,149 220,037 418,864 250,000 - 40.31% 0 0 62.788 165,662 0 0 0.00% 882.673 1,860.222 1,057.421 556,666 902,262 250 .ODD - 7229% ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ REVENUE SUMMARY 2001 -02 INTERGOVERNMENTAL ■ TOTAL AHRP FUND 329,206 2091-02 199697 1997.99 199999 1999-00 2000-01 Revenue Percent Actual Actual Actual Actual Unaudited Budget Intteasa FunNRevenuo Category Revenue Revenue Revenue .Revenue Actual Estimate poers"O BUILDING EXCISE TAX FUND LICENSES, PERMITS AND FEES USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL BET FUND MEASURE "M "FUND INTERGOVERNMENTAL USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL MEASURE'M' FUND ISTEA FUND REFUNDS AND REBATES ISTEA FUND TOTAL ISTEA FUND ■ AHRP FUND 404, 841 INTERGOVERNMENTAL ■ TOTAL AHRP FUND 329,206 AIR QUALITY MGMT FUND -16.47% INTERGOVERNMENTAL ■ USE OF MONEY AND PROPERTY 24,280 OTHER REVENUE ■ TOTAL AQMD FUND 0 ENVIRONMENTAL LIABILITY FUND ■ OTHER REVENUE 0 USE OF MONEY AND PROPERTY 0.00% TOTAL ENVIRONMENTAL LIAB FD ■ 522.720 347,783 MISC RESTRICTED REVENUE FUND 290,000 TOTAL OTHER REVENUE ■ USE OF MONEY AND PROPERTY 117,799 TOTAL MISC RES REVENUE FUND ■ CIOSA FUND 1,113,275 OTHER REVENUE 165.24% USE OF MONEY AND PROPERTY ■ TOTAL CIOSA FUND ■ BONITA CANYON DEV. FUND OTHER REVENUE 105,000 USE OF MONEY AND PROPERTY ■ TOTAL BONITA CANYON DEV. FD. 0 WATER ENTERPRISE FUND ■ LICENSE PERMITS AND FEES 0.00% INTERGOVERNMENTAL 12,053,986 CHARGES FOR SERVICES ■ USE OF MONEY AND PROPERTY 14330% OTHER REVENUE TOTAL WATER FUND ■ 738 -56'9 PARKING FACILITY FUND 0 USE OF MONEY AND PROPERTY ■ TOTAL PARKING FUND 0 WASTEWATER ENTERPRISE FUND ■ INTERGOVERNMENTAL 0.00% CHARGES FOR SERVICES 5.457.872 USE OF MONEY AND PROPERTY ■ OTHER REVENUE 0 TOTAL WASTEWATER FUND ■ ■ 0 ■ 0 ■ 6,273 404, 841 395,551 498,522 322,859 329,206 275,000 -16.47% 9,153 26,312 24,198 24,280 54,448 15,000 -72.45% 0 0 0 644 0 0 0.00% 413.994 411. 063 522.720 347,783 383,654 290,000 -24.41% 117,799 6,497,625 849,315 977,681 1,113,275 2,952,852 165.24% 732 98,489 7,233 39,054 143,525 105,000 - 26.84% 0 5,457,872 0 9.515 0 0 0.00% 118531 12,053,986 856.548 1,026,250 1256,800 3A57,852 14330% 0 5,457,872 738 -56'9 0 0 0.00% 500 0 0 0 0 0 0.00% 500 5.457.872 738 -569 0 0 0.00% 0 0 0 570,726 6,273 638.000 0.00% 0 0 0 570,726 6,273 638.000 0.00% 72,669 75,512 130,102 81,836 84,119 75,000 - 10.84% 16,291 23,640 7,281 4,544 9,857 61000 - 39.13% 0 0 0 202 0 0 0.00% 88,960 99.152 137,383 89,041 93.976 81,000 248,945 241,402 476,421 424,966 373,855 415,000 11.07% O 29,899 0 0 99,064 0 0.00% 248.946 271.301 476.421 424,988 472.719 415,000 1221% 0 0 0 0 5,188,774 0 100.00% 0 0 0 0 276,132 0 100.00% 0 0 0 0 5AS4,906 0 100.00% 8,000,000 918280 315,242 85,483 4,841,699 0 0.00% 164,751 329.951 132,172 19 64,693 0 0.00% 8,184,751 1.248211 447,414 85,503 4,906,392 O 0.00% O O 30,577,712 0 0 0 0.00% 0 O 263,268 594,609 0 0 OAO% 0 0 30.840,980 594,609 0 O 0.00% 61,685 19,116 14,928 40 0 O 0.00% 0 0 0 0 10,953 0 0.00% 16,972,378 15,823,062 17,168,347 17,355,539 16,727,539 17,180,763 2.59% 610,010 438,800 384,475 509.273 1,416,678 43Q000 - 69.65% 577,895 210,988 91,663 1,959.548 84.510 41,000 -51A9% 18,221,967 16,491,988 17,659,413 19,824,400 18,239,680 17,631,783 -3.33% 75209 85.859 90,015 91.382 119,157 105,000 - 11.88% 75209 85,859 90,015 91.382 119,157 105,000 - 11.88% 0 0 0 O 179 0 0.00% 2,547,314 2,770,107 2,891,443 2,705,796 2,917,734 2,754200 3.60% 120,979 162,394 79,479 83,6D5 214,287 75,000 - 65.00% 27,814 10.330 444,242 76,183 6,627 61000 9.46% 2.696,106 2.942,831 3,415,164 2.865,876 3,138,827 2,835,200 467% 11 REVENUE SUMMARY 2007 -02 2001-02 1986.97 1997 -98 1998-09 19" 2000-01 Revenue Percent Actual Actual Actual Actual Unaudited Budget Increase Fund ieenue Category Revenue Revenue Revenue Revenue Actual Eatima[e (Decrease) INSURMIUE RESERVE FUND WORKERS COMP PREMIUM GENERAL LIABILITY PREMIUM DISABILITY INSURANCE PREMIUM OTHER REVENUE TOTAL INSURANCE FUND RETIREE MEDICAL FUND CHARGES FOR SERVICES USE OF MONEY AND PROPERTY TOTAL RETIREE MEDICAL FUND COMPENSATED ABSENCE FUND CHARGES FOR SERVICES USE OF MONEY AND PROPERTY TOTAL COMP. ABSENCE FUND EQUIPMENT MAINTENANCE FUND INTERGOVERNMENTAL EQUIPMENT MAINTENANCE EQUIPMENT REPLACEMENT OTHER REVENUE TOTAL EQUIPMENT FUND ACKERMAN FUND USE OF MONEY AND PROPERTY OTHER REVENUE TOTAL ACKERMAN TRUST FUND TOTAL ALL FUNDS 12 1,481,261 1,929,071 2,430,631 3,180,536 3,179,926 3,180,533 0.02% 1,779,780 1,779,780 1,779,783 1,779,783 1,779,779 1,779,779 0.00% 286,236 94,469 200,005 96,509 225,207 431,392 9155% 181,600 2,477 57,578 80,147 403,485 205,00D 0.00% 3,728,877 3,805,797 4,467,997 5,136,975 5,588,397 5,596,704 0.15% 0 ' 0 0 0 1,119,000 1,119,000 0.00% 0 0 0 0 1,582 0 0.00% 0 0 0 0 1,120,582 111191000 0.00% 1,040,624 - 513,543 1,027,088 1,136,842 1,228,997 1,324,896 722 0 0 0 0 81,862 0. OAO% 1.040,624 513,543 1,027,088 1,136,842 1,310,859 1,324,896 1.07% 0 0 180 0 0 0 O.OD% 1,552,461 1,486,843 1,468,079 1,735,086 1,784,022 1,447,468 - 18.86% 1,889,273 2,008,840 2,043,579 1,991,905 2,219,600 2256,177 1.65% 220,308 728,988 248,883 197,341 448,693 250.000 - 41.28% 3,662,042 3.724 ,651 3,780,701 3,924.332 4.452,315 3.953.645 - 11.20% 5,198 14,666 9,084 8.500 17,721 9,000 0.00% 185,000 185.000 185,000 1851000 185,000 185,000 0.00% 190,198 199,666 194,084 193,500 202.721 194,000 -0.30% 114.836,079 135,379.185 160,951,157 133,632535 152,127,132 137295A46 -975% 2001 -02 Revenues By Source InNmd Service Fund Revenue, 7% Property Tew Enterprise Fund Revenue 22% Lt..... Fees. a Pemes 3% R...0 IMer ental Revenue fa% Ch.,esfor 7% Other Revenue FNS; FOrfesues, S PeneMes f% 2% Use of Money S Property 9% OMer Tales 25% ■ ■ ■ M M OPERATING EXPENDITURES - ALL FUNDS 1997-06 1996.99 1999-00 2606-01 2001-02 Account Actual Actual Actual Estimated Proposed %of Code Function and Activities Expenditures Expenditures Expenditures Expenditures Expenditures Total E GENERAL CITY OPERATIONS General Government . 0100 City Council $176,660 $205,824 $2,658,742 $2,955,015 $1,207,401 1.19% 0200 City Clerk $175,324 $ 268.008 $251,399 $291,121 $247,203 0.24% . 0300 City Manager $576,857 $517,451 $1,410,699 $1,704,740 $2,039,079 2.01% 0400 Human Resources $0 $0 $0 $958,994 $1,148,576 1.13% 0500 City Attorney $1,567,031 $1,746,052 $886,127 $676,286 $752,096 0.74% 0600 Administrative Services $4, 493, 228 $4,964,662 $4,391,119 $4,750,984 $4,660,492 4.60 %, Total General Government $6, 989, 100 $7,702,197 $9,696,085 $11,337,139 $10,054,849 9.92% PUBLIC SAFETY ■ 1800 Police Department $23, 732, 242 $24 ,252,390 $25,460,049 $27,589,539 $27,477,618 27.12% 2300 Fire and Marine $16,378,847 $17,110,708 $17,419,582 $17,453,187 $18,805,394 18.56% ■ Total Public Safety $40,111,089 $41, 363.097 $42,879. 631 $45,042,726 $46,283,012 46.68% COMMUNITY DEVELOPMENT . 2700 Planning $1,206,650 $1,275,728 $1,467,235 $1,444,496 $1,903,114 1.88% 2900 Building $1,814,473 $2,230,548 $2,260,388 $2,368,074 $2,444,177 2.41% ■ Total Community Development 4021,123 $3, 506, 276 $3,727,62'.1 $3,812,570 $4,347,291 429% PUBLIC WORKS 3000 Public Works $2, 907, 269 $3,379, 113 $3228,029 $3,260,023 $3,473,284 3.43% 5900 Utilities $1,201,656 $1,171,844 $1239,208 $1,417,917 $1,329,680 1131% 3100 General Services $11,846,692 $12,354,326 $12,431,393 $12,949,693 $13,529,156 13.35% Total Public Wodts $15,955,617 $16,905,283 $16,898.629 $17,627,633 $16,392,120 18.09% ■ COMMUNITY SERVICES 4000 Community Services $5, 954, 652 $6,699,042 $6,916,733 $7,366,355 $7,756,214 7.65% Total Community Services $5,954,652 $6, 699, 042 $6,916,733 $7,3116,355 $7,766,214 7.65% TOTAL CITY OPERATIONS $72,031,581 $76, 175, 895 $80,020, 701 $65,206,423 $86,773,486 $5.64% . ENTERPRISE OPERATIONS 5500 Water Enterprise Fund $10,201,836 $10,492,213 $10,793,143 $10,887,196 $12,904,729 12.74% 5600 Wastewater Enterprise Fund $1,423,823 $1,490,706 $1,454,570 $1,607,381 $1,644,332 1.62% . TOTAL ENTERPRISE OPERATIONS $11,625,659 $11,982,919 $12,247,713 $12,494,577 $14,548,061 14.86% ■ INTERNAL SERVICE FUNDS ■ - Workers Compensation $1,994,743 $929,621 $1,728,292 $2,072,434 $1,706,450 1.68% General Liability $1,313,940 $2,898,530 $1,388,666 $1,623,681 $1,656,360 1.63% Compensated Absence $886,672 $1,129,406 $1,292220 $0 $0 0.00% Disability Coverage $79,807 $82,262 $104,165 $91,049 $100,000 0.10% Retiree Medical $0 $0 $0 $712,764 $867,000 0.86% Compensated Absence $0 $0 $0 $1,101,113 $1,300,000 1.28% Equipment Maintenance $1,614,348 $1,449,248 $1,483,557 $1,409,896 $1,442,473 1.42% ■ Equipment Replacement $1,707,103 $1,617,778 $1,446,278 $1,566,978 $2,730,024 2.69% Adjust for Transfers ($7,596,613) ($8,106,845) ($7,443,178) ($8,597,917) ($9,802,307) -9.67% TOTAL INTERNAL SERVICE FUNDS $0 $0 $0 $0 $0 040% TOTAL ALL CITY OPERATIONS $4657, 240 $88,158,814 $92AS.414 $97,7016000 $101,322,641 100.00% 13 2001 -02 OPERATING EXPENDITURES BY DEPARTMENT Makawnce salaries& %of and %of �0111er %of Capital %of %of Oepe ume'd Benelb Teel Operation Tote) CfurOee Total Outlay TWSI Total Total City Council City Clerk Clry Manager Human Recurces .. City Atklmey Administrathe Services Police Fire Buikang Planning General Services - Public Works Utilities Community Services .Insurance Reserve Retiree Medical Compensated Absence Equipment Maint & Repleavrent Adjust for Translers Toted Operating Bud" $131,970 0.20% $1064,925 3.39% $0 0.00% $19500 1.36% $1,207,401 1.19% $214,143 0.32% $33,060 0.11% s0 0.00% s0 000% $247203 0.24% $1,405,746 2.11% $381,271 122% $237,062 9.85% $15,000 1.95% $2,039,079 2.01% $659,008 0.99% $479,500 1.53% s0 0.00% $10,000 1.30% $1,148,578 1.13% $540,603 0.81% $209,343 0.67% $0 0.00% $2,150 0.28% $752,096 0.74% $3,601,208 5.40% 5995,686 3.17% $0 000% $63,600 8.25% $4,050,492 4.60% $22,962,854 34.42% $4,002,286 13.71% $0 0.001A $212,478 27.56% $27,477,618 27.12% $15,847,686 23.75% $2416,274 8.98% $0 ODD% $141,434 18.35% 578,805,394 18.56% $2,016,139 3.02% $374,036 1,19% s0 0.00% $54,000 7.00% $2,444,177 2.41%, $1,293,235 1.94% $588,379 1.88% $0 0.00% $21,500 2.79% $1,903,114 1.68% $8,870,152 10.90% 96,626,454 21,13% s0 0.00% $30,550 3.96% $13,529,156 13.95% $2,570,478 4.20% $637,706 2.03% $0 0.00% $35,100 4.55% $3,473284 3.43% $3,822,869 5.73% $10298,107 32.82% $1,656,665 67.44% $101,100 13.11% $15,87$741 15.00% $4,554,935 6.83% $2,564,838 8.18% $502,940 27.91% $73,500 9.53% $7,758214 7.655% s0 0.00% $3,462,810 11.04% s0 0.00% s0 0.00% $3,402,810 3A2% s0. 0.00% $867,000 2.76% s0 0.00% 00 0.00% $687,000 0.88% $1,000,000 1.50% $0. 0.00% s0 0.00% - $0 0.00% $1,000,000 0.99% $9a5241 1.46% $446,532 1.42% 50 0.00% $2,740,724 355.52% $4,172.497 4.12% ($1,965241) •2.90% ($4,776,342) - 1522% s0 0.00% ($1,740,724) - 35652% ($9,502,307) - .9.38% $86,721,100 100.00% §31,373,868 100.00% $2,456,687 100% $770,912 10000% $101422.547 10000% TOTAL ALL FUNDS - INCLUDING CAPITAL IMPROVEMENTS Salarles and Benefits Maintenance and Operation Other Charges Capital Outlay Capital Improvements Total 14 $66,721,100 5311373,666 $2,456,667 $770,912 $37,125,047 $136,447,594 2001.02 Expenditure Distribution Carew lmpmvamente R7% Sah ant amaab l% Cepeal oWay 1% olem cimgee 2% W .n n..Wopemlbn 23% Historical Capital Projects Spending (dollars in thousands) 1995 -96 1996 -97 1997 -98 1998 -99 1999 -00 2000 -01 2001 -02 A=M Asa" Adual A=191 AdWAI Proiected A&Rroved General Fund Projects General Fund /ISF 4,608 7,330 American Trader - - Special Revenue & Cooperative Projects CDBG 210 569 Gas Tax 1,332 1,789 Tidelands 419 144 Contributions 1,078 463 Circulation & Transportation 388 1,248 Building Excise Tax 110 92 Measure M 1,078 4,173 ISTEA - - Bike & Trailways 248 48 AHRP Fund - 436 Traffic Congestion Relief - - Special Assessment Projects 1,038 922 Assessment Districts 490 1,086 Library Construction - - CIOSA Development 1,587 4,563 Bonita Canyon Development - - Enterprise Fund Projects - 567 4,551 6,259 5,068 9,691 8,154 - - - 4,770 4,807 444 808 544 460 428 500 1,123 2,593 5,164 4,389 634 1,127 758 1,302 1,398 553 6,609 655 434 1,297 1,577 2,762 1,724 1,611 2,129 97 436 314 641 520 5,911 1,038 922 1,455 2,987 5,458 - - - - 34 - - - - - - 567 212 638 - - - - 539 137 161 151 2,161 448 1,415 6,541 111 372 243 - 4 1,139 5,576 - Cannery Village - - - - - - - Water 13,000 9,289 6,360 2,102 1,235 . 6,354 4,613 Sewer 543 747 2,649 1,515 1,083 1,546 1,620 Annual Totals 25,091 31,542 30,320 309485 16,864 419749 34,210 20,000 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 m rn rn rn oo p o a a rn rn � loo 0 15 Acct Code Activity - Function Counctl� 0100 _.;ty Clerkl 0200 try 0300 0400 �ty tty. 0500 m vc. 0600 Po ce 1800 7000 SALARIES - 715C 167,946 812,824 526,624 442,931 2,716.404 4 286 396 7010 SALARIES - SAFETY 113,422 10,484,659 7020 SALARIES - PERM PART TIME 81,731 127,155 595,314 7030 SALARIES - TEMPORARY 117,306 7040 OVERTIME MISC 1,061 13,800 1,051 6,000 168,525 7041 OVERTD4E SAFETY 735,022 7042 OVERTIME, PLANNED 7043 OVERTIME VACATION RELIEF 7044 OVER UNCONTROLLED - 7059 ONE MAN PACKER PAY 7060 COPTS TILE & HAZ MAT PAY 8,400 7062 NIGHT DIFF MISC 4,500 49,947 7067 LONGEVITYPAY 1,985 47,054 7070 SCHOLASTIC ACHIEVEMENT 4,191 470,048 7072 HOLIDAY PAY MISC & SAFETY 358,511 7080 CALL BACK PAY - 7082 MARINE STAND -BY PAY 7085 TERMINATION PAY MISC 7086 TERMINATION PAY SAFETY - 7088 PAID FLEX/SPILLOVER PAY 7095 SALARY REIMBURSEMENT 154,720 7100 COUNCIL ALLOWANCES 80,432 - - 7110 CAR ALLOWANCE 3,600 7210 HEALTH/DENTALNISION 37,800 16,200 64,200 48.600 27,000 264,600 1,185,00-0- 7224 RETIREE INS RESERVE 2,521 840 3,120 2,280 1,320 11,879 53,636 7225 RETIREE INSURANCE 6,923 2,308 9,022 6,264 3,626 32,638 147.367 7290 LIFE INSURANCE 118 470 1,898 1,352 798 7,426 36,288 7370 WORKERS' COMP MISC 3,524 37,957 6,368 9,550 88,610 82,890 7371 WORKERS' COMP SAFETY 1,072,348 7373 COMPENSATED ABSENCES 5,038 28,081 15,799 13,288 81,493 457,382 7425 MEDICARE FRINGES 1,166 2,435 13,006 7,636 4,321 31,573 134,359 7438 LIUNA CONTRIBUTION 1,679 6,052 3,465 4,429 19,889 1,898 7439 PERS EMPLOYEE CNTRBN 12,641 63,387 39,639 33,339 208,572 324.464 7441 PERS EMPLOYER CNTRBN -SAFE 7.446 700,342 7442 PERS EMPLOYEE CNCRBN -SAFE - 11 842 _ _ 1,112,756 7443 PERS - SPECIAL PAY 78.767 7460 RETIREMENT PART T1MEI TEMP 3 016 6 376 4 968 16 761 N U13 FU TAL SALARY & 131,976 214,14 1,405,7 59,078 540,603 3,601,2 8010 ADVERT & PUB RELATIONS 4 000 10,000 60 000 27,965 8020 AUTOMOTIVE SERVICE 4,050 1,350 153,768 8022 E UIPMENT MAINTENANCE 8,613 12,727 28,500 8024 E UIPMENT REPLACEMENT 11,618 16,511 4917,880 8030 MAINT & REPAIR - EQUIP 150 2,000 9,041 10,000 7,140 321,250 129,404 8050 PSTGEFREIGHTXXPRESS NOC 12,000 2,100 2,200 11,500 2,600 42,500 49,251 8060 PUBLICATIONS & DUES NOC 43,000 550 6,950 3,000 1,550 6,095 22,397 8063 PUBLIC INFORMATION 60,000 8070 RENTAL/PROP & E UIP NOC 11,700 7,500 44,372 257,346 8076 SERVICES - ACCOUNTING &AUDIT 49,037 8080 SERVICES -PROF & TECH NOC 420 000 9 000 176,109 225,000 177,357 34,150 367,659 80802 SERVICES- MAINTENANCE/CIOSA - 8091 SERVICES- COMPUTER CONSULT 35,403 8100 TRAVEL & MEETINGS NOC 29,000 1,650 12,550 5,000 3,000 20,250 9,770 8105 TRAINING 8.000 3,500 7,5G0 2,520 30,600 138,735 8106 TRAINING POST 93,724 8107 TRAINING CITY WIDE 80,000 8110 UTILITIES NOC 33-908 160,000 8112 UTILITIES - TELEPHONE - - - - _ - 142,659 8114 UTILITms - NATURAL GAS _ - - - 3,800 8116 UTILITIES - ELECTRICITY 8117 UTILITIES- ELCTRIC VEH PGM 8118 UTILITIES - WATER 12,500 4.O00 8140 SUPPLIES- OFFICE NOC 4,000 7,000 6,700 15,000 4,000 62,450 42,000 8141 SUPPLIES -COMP SOFTWARE 5,000 8142 SUPPLIES- COMPUTER _ _ - 28 500 8144 SUPPLIES- COPY MACHINE 8,000 8145 SUPPLIES -AUTO PARTS EXPNS 120,000 8148 SUPPLS -CHKSHNVOICES /FRMS 6,435 8150 SUPPLIES- JANITORIAL NOC 1,500 100 8,000 8160 MAINT & REPAIR MATRLS NOC 400 6,468 6.000 10,000 8165 MAINT - IRRIGATION REPAIR 8166 MAINT - STORM DRAINS 167 MAIN - DKNKNU FOUNT REPAIR 16 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Fim 2300 annmg 2700 Building 2900 eo. vcs. 3100 vc. 4000 o 5000 Utilities 5900 v 6000 pwent 6100 etge 6310 Total 592,921 993,262 1,544,491 4.670,708 2,623,107 2,190,226 2,540669 714,331 4 2840 8,183,382 18,781,463 51,552 M250 30,000 10,000 741,068 60,202 195,609 1902891 960,796 319,210 1 397,312 30,000 45,500 311,900 1,400 5,627 93,500 7,500 685,864 735,022 336,060 336,060 1,090,319 1,090,319 635,623 635,623 63,000 63,000 31,788 40,188 150 2,325 56 922 61,617 110,656 269,242 743,481 210,758 769,269 7,500 68,600 600 76,700 66,676 66,676 400,000 400,000 200,000 200,000 400,000 400 000 154 720 80,432 3,600 730,800 97,200 135,000 572,400 297,000 178,200 275,400 81,000 4 010 400 32,757 4,440 6,120 25,558 13,319 8,039 12,239 3,600 181,668 90,003 12,198 16,814 70,222 36,594 22,089 33,627 9,890 499,585 22,193 2,730 4,048 14,557 7,879 5,233 7,736 2,184 114,910 23,448 24,714 49,139 585,631 112,087 69,074 286,395 84,373 1,463,760 644,426 1,716,774 271,201 29 798 46 35 140,121 78,693 65,707 76,220 21,430 1,330 586 54,892 I1,ID2 17426 39,863 46116 18,576 22,374 5,436 410,281 5,683 2,244 3,888 6,058 24,933 10,368 3,810 1,036 95,432 44,653 74,763 116,254 352,258 229,124 164,880 202,505 53,861 1,920 340 526,437 1,234,225 837,102 _ _ _ _ 1,961,700 33,951 112,719 39,406 384 1125 375 24,404 2,258 1,860 100933 15,847,686 ,1 5, 4 5 DO 8,000 1,000 60,000 - 2 178,465 73,719 1,000 7,992 172,264 9,500 10,300 60,650 4,000 498 593 321,692 6,755 28,091 725,114 319887 36,920 222,018 25,150 1,447,467 515,247 6,706 29,879 836,679 37,345 34,371 296,691 13,250 2,296,177 104,315 8,000 28,000 12,700 91,110 169,500 6,700 5,000 904,310 13,600 7,500 3,000 600 53,250 4,100 57,000 261,201 23,033 8,500 4,000 1,300 6,112 7,050 9,050 1 500 144,087 60 000 133,520 25,000 500 15,500 24,931 25,200 545,569 49,037 820,907 254,000 200,000 1,628,139 924,525 70,635 208 00 30,000 5,545,981 _ - 50,000 _ _ _ 50,000 35,403 60,800 8 0o0 5,000 4,050 9,927 8,0()0 4,750 3,500 185,247 41,868 6,500 12,500 6,300 9,550 9,450 9,500 5.000 291,523 93,724 80.000 128,360 12,000 19,000 116,800 244,795 24.200 1,859,000 20,000 2,618,063 142,659 3,800 91,500 4,500 4,500 8,300 497,500 36,831 3,794 562,925 25, 451 12,000 10,505 6,100 42,300 14,000 5,750 300 257,551 5 000 28 5D0 8,000 220,000 340 000 6,435 8,100 35,000 31,280 1,000 84,980 23,320 1.500 26,450 21,950 2,000 245 D00 343.089 24,000 24,000 28,000 28,000 5 17 Acct Code Activi - Function �-unn 0100 �...Ty -er WV Cl y Mg. VHumen Res 0200 0300 0400 ttyy Atty. OSOD A vc. 0600 Po ce 1800 8170 MA INT -BEACH CL ANIN 8173 MAMT- BLDG/PLYORND EQ RPR 8176 MAIM -TRAFFIC CONTROL 8178 MALNT - HELICOPTER 329,141 8179 REPLACE - HELICOPTER 222,385 8180 MAINT - OUTSIDE LABOR 8181 MAINT -COMP SOFTWARE - - - 136,198 8182 MAINT -COMP HARDWARE 77,301 8200 SPECIAL. DEPT SUPPLIES NOC 3,5 9,480 10,500 57,500 108,559 8202 COMPUTER SUPPLIES 1,500 8204 UNIFORM EXPENSE 107,500 8206 PRISONER CUSTODY EXPENSE 60,650 8208 PHOTO EXPENSE 20,000 8209 SHOOTING RANGE SUPPLIES 36,725 8210 S.W.A.T. SUPPLIES 12,443 8211 CANINE SUPPLIES 12,590 8212 STREET CLEANING EXPENSE 8214 CARPENTER SHOP SUPPLIES 8216 SAFETY EQUIPMENT 825 8220 SIGN SHOP SUPPLIES - - - - - 8222 TRAFFIC SUPPLIES 8224 ROADWAY PAINTS & BARS 8226 DEVICE PAINTS 8230 SIGN MATERIALS 8232 SIGN INSTALLATION MATRLS 8234 INSCTCDES/HRBCDES/FNGCDES - - - - - - 8235 PLANT MATERIALS 8236 FERTILIZER 8237 TOP SOILAAMENDMENTS 8240 TOOLS, INSTRUMENTS, ETC 800 3,000 4,500 8250 SPECIAL DEPT EXPENSE NOC 516,100 2.100 40.000 8254 HUMAN SERVICES 25,000 8255 TUITION REA1IDURSFMENT 30,000 8256 EMPLOYEE ASSISTANCE 25,000 8257 SISTER CITIES 8259 EMPLOYEE RIDESHARE PRGM 8260 LIBRARY MATERIALS 8265 FIREWORKS 8270 ELECTRIC VEHICLES PGM 8295 IMPORTED WATER EXP - MWD - - - - - - 8296 IMPORTED WATER EXP -OCWD - - - - - - 8297 RECLAIMED WATER EXP -OCD W 8298 OTHER AGENCY FEES 8303 WATER CNSERV EDU & PUB REL 8305 TMA DUES 8330 SVC CHARGE - ADMINISTRATIVE 8340 GENERAL INSURANCE 175 360 1,009 676 7,434 805,434 8360 PROPERTY TAXES 1,075 8510 UCI SCHOLARSHIP TRUST 111,000 8511 CITY SCHOLARSHIP TRUST 8512 HIGH TECH LIBRARY TRUST 8625 RETIREE MEDICAL 8612 CLAIMS ADMINISTRATION 8701 LLEBG EXPENDITURES 53,599 N/A WORKERS' COMPENSATION N/A GENERAL LIABE.TTY N/A DISABILITY INSURANCE SUBTOTAL 1, 381,271 479,500 1 209,343 1 5, 9000 OFFICE WUtPMENT 7,5 0 10 000 2 150 56.000 9010 COMPUTER EQUIPMENT 15,288 9100 ROLLING EQUIPMENT 9102 CONTRACTED SETUP 9104 SET UP SUPPLIES 9106 E UIPMENT RENOVATION 9200 SHOP EQUIPMENT 2,500 9300 E UIPMENT, N.O.C. 7,500 197,190 9400 OFFICE FURNTrUR&FDCTURES 10,500 5,100 SUB AL CAPITAL OUTLAY 1 ,15 i UFAL BEFORE DEBT StTm= 17 1,14K,57S 752,U96 4,66U,492 27,47 7mwrnqRw= n7,= lvlA I,ZU /,4U1 241,2U3 2,U39,U /9 1,146,3/6 /�Z,U96 4,66U,49Z 2/,411,616 18 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Fire 2300 Planning i 2700 I BmIding 2900 I Gen. vcs. 3100 vc. 4000 Pub, Worl� 5000 Utilities 5900 I Ins Rsv 6000 Equipment 6100 I Retiree Med 1 6310 Total 12,50U.00 12,500 12.00D 12 000 5,60D SAO 329,141 222,385 • 30,000 30,000 136 198 77,301 343,794 10,500 10,5()0 23,400 133,428 13,000 244,500 30 000 998 661 22,900 24 400 29,100 136,600 _ 60,650 20 000 - - - - - _ 36,725 12,443 - _ - - - 12,590 25 000 _ _ _ _ _ 25 000 3 000 3,000 4,000 - 4 825 8,000 8,000 6,500 6,500 27,002 27,002 200 200 15 500 _ _ - - IS 500 _ 7,600 _ _ _ 7,6M 8,N00 8,0W 10 000 10.000 fi 000 6,000 6,000 6,000 800 500 1,000 9,850 1,100 8,000 6,000 35.550 51,666 200,080 10,200 1,788,200 90.760 6,000 2,704,706 ] 30 WD 155,000 - - - _ 30 000 - - 25 000 3,00D 3,000 10.6w 10,000 584,621 594.621 - - 7,500 7 500 - _ _ 20,000 20 000 2,800,000 2 800 000 1,900,000 1 900 000 - 125,000 125 000 220,000 220,000 5,000 5,000 15,000 15.000 1,640,300 1,640,30 89,283 11,!38 4,276 391,539 36 239 188,080 201,204 42J32 1,779,779. 1.075 111,000 18,500 18 500 55 500 - _ 55 500 - 967,0% 867 000 7,500 7,500 53,599 1,706,450 1 706 450 _ - - 41,677 - - 1,656,360 1 698 037 100 000 100 000 2,816,274 598,379 374,-038 28,4 2,5 637,706 l 3, ,810 I 446,h2 7, 36, 50,220 15,50D 4,000 63,000 24,600 31,000 213,750 14,900 25,000 9,500 7,500 10,100 12,500 2,200 97,388 30,000 2 638,523 2 668 523 - 38,000 38,000 2,000 2 000 50,000 50,000 3,000 1,000 10,000 16,500 126,534 13,050 3,000 25,600 72.874 6,1111 29 000 1,000 1 000 52.600 141,434 '3w 4, 0,5 73,500 35,1 101, 2,740,7 ,511,635 18,805,394 1,903,114 2,444,177 139529,166 7,756,214 3,473,284 15,878,741 - - - 101,322,557 W' SUMMARY OF ESTIMATED 200"1 YEAR END FUND BALANCES 93,286,226 Estimated Estimated Estimated Actual Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers Expendllures Improvements Fund Balance Fund f Account 1999-00 2000 -01 In Out 2000 -01 2000-01 2000 -01 General Fund 93,286,226 7,309,112 10,307,787 85,746,910 4,540,640 Contingency Reserve 15,438,959 8,318,656 7,642,598 16,115,017 Stabilization Reserve 1,723,195 200,000 1,923,195 Appropriations Reserve (operating) Appropriations Reserve (capital) Reserve for Inventories 169,816 169,816 Reserve for Encumbrances 2,947,054 1,447,541 4,394,595 Reserve for Long term receivable 50,000 50,000 Paramedic Program (Hoag) 4,680 1,113 5,793 Recreation Instruction Reserve 109,934 34,067 144,001 Senior Citizen Site 4,874 2,737 7,611 Park Fees 1,045,911 232,250 73,471 238,534 966,166 Off Street Parking 233,874 260,742 41,902 177,627 275,087 In Lieu Parking Fees 755,882 51,900 64,892 275,081 467,809 Neighbortrood Enhancement Res. A 81,641 15,711 Neighboftod Enhancement Res. B 466,921 534,515 122,124 75.000 127,876 676,436 Public Library Fund 12,500 12,500 Oil Spill Recovery Reserve for Helicopter Replace. Reserve for Capital Improvement 1,000,000 1,000,000 2,000,000 Ackerman Donation Fund 202,721 37,927 240,648 Appropriations Reserve 231,609 37,927 193,682 Reserve for Encumbrance CDBG Fund 498,060 310,229 187,771 Approved Grant Remaining 165,030 310,229 475,259 AQMD Fund 114,218 93,976 45,000 40,798 122,396 Asset Forfeiture Fund 629,887 111,801 176,270 565,418 SLESF - COPS Fund 11A10 165,047 176,457 k1kic Grants Fund 14,968 63,237 72,153 6,052 State Gas Tax Fund 1,751,243 $3,938 1,785,181 Appropriations Reserve 4,127,483 175,560 3,951,923 Reserve for Encumbrances 821,376 41,622 862,998 Tragic Congestion Relief Fund 572,150 572,150 Appropriations Reserve 572,150 572,150 Reserve for Encumbrances CC Combined Tram Funding Prog 1,256,800 134,192 - 1,122,606 Appropriation Reserve 1,183,724 519,708 1,703,432 Reserve for Encumbrances 490,571 385,516 105.055 AHRP Fund 6,273 6,273 Appropriations Reserve 31699 6,273 10,172 Reserve for Encumbrances Tide and Submerged Land Fund 7,799,750 51609,685 1,628,977 561,088 Appropriation Reserve Reserve for Encumbrances 102,495 228,352 330,847 Upper Bay Reserve 72,477 72,477 Contributions Fund 222,265 47,884 174,381 Appropriations Reserve 61.249 61,249 Reserve for Encumbrances 19,227 13,365 5,862 Clroulation and Transportation Fund 902,262 333,755 568,507 Appropriations Reserve 4,420,464 986,728 5,407,192 Reserve for Encumbrances 740,835 652,973 87,862 20 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ SUMMARY OF ESTIMATED 2000 -01 YEAR END FUND BALANCES Estimated Estimated Estimated Actual Estimated Budget Capital Year End Fund Balance Revenue Transfers Transfers . Expenditures l nprovements Fund Balance Fund l Account 1999-00 2000-01 In Out 2000 -01 2009 -01 2000-01 Building Excise Tax Fund Appropriations Reserve Reserve for Encumbrances Environmental Liability Fund Appropriation Reserve Misc Resktcted Revenue Fund Appropriation Reserve Reserve for Encumbrances CIOSA Fund Appropriation Reserve Reserve for Encumbrances Bonita Canyon Development Fund Appropriation Reserve Reserve for Encumbrances Insurance Reserve Fund Workers' Compensation Reserve Liability Reserve Disability Reserve Retiree Medical Fund Currant Contributions Sinking Fund Compensated Absense Fund Appropriation Reserve Equipment Fund Equipment Maintenance Equipment Replacement Water Enterprise Fund Water System Reserve Future Infrastructure Reserve Reserve for Encumbrances Cannery Village Enterprise Fund Wastewater Enterprise Fund Wastewater System Reserve Future Infrastructure Reserve Reserve for Encumbrances TOTAL 383,664 112,732 270,922 525,952 112,732 18,393 620,291 66,689 18,393 65,082 472,719 472,719 11005,366 472,719 1,478,105 5,067,337 52,808 4,906,392 4,141,289 765,103 683,282 4,336,834 5,020,116 228,935 195,545 33,390 4,094,833 4,084,833 5,768,391 5,218,703 549,688 332,267 1,133,870 1,466,137 2,307,513 3,179,926 2,072,434 3,415,005 2,099,283 1,779,779 1,623,681 2,255,381 225,207 91,049 134,158 867,000 867,000 252,000 795,851 1,047,851 1228,997 1,000,000 1,200,000 1,028,997 1,784,022 374,124 1,409,898 742,450 2,668,293 3,022,173 125,000 1,586,978 4,720,938 18,239,680 5,337,545 11,399,647 1,502,488 10,036,428 4,450,710 14,487,138 4,704,046 886,835 5,590,881 730,779 730,779 (243,495) 119,157 51000 (129,338) 3,138,827 1,040,527 11608,381 489,919 1,448,143 911,502 2,359,645 700,000 129,025 829,025 398,352 398,352 88,658,838 151,642,310 48,762,978 48,762,978 110,021,281 17,290,847 94987,019 21 SUMMARY OF ESTIMATED 2001 -02 YEAR END FUND BALANCES 69,018,072 Estimated Estimated Estimated Estimated Estimated 9u1961 Capbal Year End Fund BYanse Revenue Transfers Transfers ExpandlWres Improvememe Fund 9alanee Fund l Account 2001-02 2001-02 In Out 2001 -02 2001-02 2091-02 General Fund 69,018,072 5.294,306 3,881,317 86,758,478 4,272,583 Contingency Reserve 16,115,017 3,265,076 19,380,093 Stabilization Reserve 1,923,195 60,000 1,91 195 Appropriation Reserve (operating) Appropriation Reserve (capital) Reserve for Inventories 169,816 16,816 Reserve for Encumbrances 4,394,595 1,80,000 2,594,695 Reserve for Long term receivables 50,000 50,000 Paramedic Program (Hoag) 5,793 30,000 36,793 Recreation Instruction Reserve 144,001 22,142 166,143 Senior Citizen Site 7,611 2,880 10,491 Park Fees 966,156 75,000 1,160,000 (118,844) Off Street Parking 275,087 48,427 296,359 27,155 In Lieu Perking Fees 467,809 116,792 503,983 80,618 Neighborhood Enhancement Res. A 15,711 35,711 Neighborhood Enhancement Res. 8 676,436 241,000 75,000 190,000 652,436 Public Library Fund Oil Spill Recovery Reserve for Helicopter Replace. Reserve for Capital Improvement 2,000,000 2,60,000 Ackerman Donation Fund 194,000 9,000 185,000 Appropriation Reserve 193,682 9,000 202,682 Reserve for Encumbrance CD8G Fund 520.000 253,374 100,000 673,374 Appropriation Reserve 475,259 253,374 221,885 AOMD Fund 122,396 81,000 45,000 0,000 109,396 Asset Forfeiture Fund 565,418 37,000 240,022 362.396 SLESF - COPS Fund 170,000 165,000 5,000 Misc Grants Fund 6,052 61,102 53,599 13,555 State Gas Tax Fund 1,692,500 3,748,766 160,000 5,281,266 Appropriation Reserve 3,951,923 3,748,766 203,157 Reserve for Encumbrances 862,998 882,998 Traffic Congestion Relief Fund 134,000 405,054 539,054 Appropriations Reserve 572,150 405,054 167,096 Reserve for Encumbrances OC Combined Trans Funding Prog 3,057,852 673,445 3,731,297 Appropriation Reserve 1,703.432 673,445 1,029,987 Reserve for Encumbrances 105,055 105,055 AHRP Fund 636,000 10,172 89D,120 (241,948) # Appropriations Reserve 10,172 10,172 Reserve for Encumbrances Tide and Submerged Lend Fund 6,275,613 3,059,306 1,530,720 1,685,587 Appropriation Reserve Reserve for Encumbrances 330,847 330,847 Upper Bay Reserve 72,477 70,000 142,477 Contributions Fund 1,295,099 37,927 1,333,026 Appropriation Reserve 61,249 37,927 23,322 Reserve for Encumbrances 5,862 5,862 Circulation and Transportation Fund 250,000 1,878.501 2,128,501 Appropriation Reserve 5,407,192 1,878,501 3,528,691 Reserve for Encumbrances 87,862 87,862 22 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ r ■ r ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ SUMMARY OF ESTIMATED 2001 -02 YEAR END FUND BALANCES 290,000 525,678 Estimated Estimated Estimated Estimated Estimated Budget Capital Year End Fund Balance Revenue Tmnsfara Tramdam Expend8ures Improvements Fund Balance Fundl Account 2801-02 2001-02 In Out 2001-02 2001-02 1 2001 -02 Building Excise Tax Fund Appropriation Reserve Reserve for Encumbrances Environmental Liability Fund Appropriation Reserve Misc Restricted Revenue Fund Appropriation Reserve Reserve for Encumbrances CIOSA Fund Appropriation Reserve Reserve for Encumbrances Bonita Carryon Development Fund Appropriation Reserve Reserve for Encumbrance Irrwrance Reserve Fund Workers' Compensation Reserve Liability Reserve Disability Reserve Retiree Medical Fund Current Contributions Sinking Fund Compensated Absence Fund Appropriation Reserve Equipment Fund Equipment Maintenance Equipment Replacement Water Enterprise Fund Water Systam Reserve Future Infrastructure Reserve Reserve for Encumbrances Cannery Village Enterprise Fund Wastewater Enterprise Fund Wastewater System Reserve Wastewater Intrastnrcture Res. Reserve for Encumbrances TOTAL 23 290,000 525,678 1,442,473 815,878 620,291 2,506,177 525,878 2,730,024 94,413 85,082 17,631,763 1,825,966 12,904,729 6,553,000 85,082 . 14,487,138 415,000 $73,333 41,667 11,688,286 1,478,105 373,333 1,851 A38 730,779 4,742,487 730,779 5,067,337 105,000 324,850 52,808 2,835,200 429,132 1,644,332 1,620,000 52,808 2,359,645 673,693 592,349 673,693 1,767,296 5,020,116 163,217 673,693 4,346,423 33,390 33,390 92 .987,019 137,090,446 27,767 25,988,298 113,374,854 27,767 79,577,584 549,688 27,767 521,921 1,466,137 1,466,137 3,415,005 3,180,533 1,706,450 4,81191088 2,255,381 1,779,779 11656,360 2,378,800 134,158 431,392 100,000 465,550 867,000 867,000 252,000 252.000 1,028,997 1,053,893 23 1,447,468 2,077 1,442,473 7,072 4,720,938 2,506,177 127,077 2,730,024 4,370,014 17,631,763 1,825,966 12,904,729 6,553,000 14,487,138 2,798,852 11,688,286 5,590,881 972,886 6,563,767 730,779 730,779 (129,338) 105,000 (24,338) 2,835,200 429,132 1,644,332 1,620,000 2,359,645 592,349 1,767,296 829,025 163,217 992,242 398,352 398.352 92 .987,019 137,090,446 25,998,298 25,988,298 113,374,854 37,125,047 79,577,584 23 2001 -02 FUND TRANSFERS - ALL FUNDS General Fund General Fund Transfer In (From): Transfer Out (To): Gas Tax Fund 160,000 Contingency Reserve 3,265,076 Contingency Reserve 3,265,076 Park Fees 75,000 Tidelands Fund 2,989,306 Off Street Parking 48,427 CDBG Fund 100,000 Stabalization Reserve 60,000 AQMD Fund 45,000 Recreation Reserve 22,142 Equipment Maintenance Fund - Neighborhood Enhancement A 20,000 Equipment Replacement Fund 125,000 Neighborhood Enhancement B 241,000 Stabalization Reserve 60,000 Paramedic Reserve 30,000 Appropriation Reserve - Senior Citizen Site 2,880 Park Fees 75,000 In -Lieu Parking 116,792 Neighborhood Enhancement A 20,000 Neighborhood Enhancement 75,000 Neighborhood Enhancement B 241,000 Reserve for Encumbrance 1,800,000 In Lieu Parking Fees 116,792 Off Street Parking Fees 48,427 Senior Citizen Site 2,880 Paramedic Program - Hoag 30,000 Recreation Instruction Reserve 22,142 Neighborhood Enhancement B 75,000 Reserve for Encumbrance 1,800,000 Total Transfers In $ 9,175,623 Total Transfers Out $ 5,756,317 Ackerman Donation Fund Ackerman Donation Fund Transfer In (From): Transfer Out (To): Appropriation Reserve $ 9,000 Fund Balance $ 9,000 Total Transfers In $ 9,000 Total Transfers Out $ 9,000 )BG Fund Transfer In (From): Appropriation Reserve - CDBG Fund 253,374 Total Transfers In $ 253,374 Transfer Out (To): General Fund Appropriation Reserve CDBG Fund Total Transfers Out $ 100,000 253,374 $ 353,374 AQMD Fund AQMD Fund Transfer In (From): Transfer Out (To): General Fund $ 45,000 Total Transfers In $ Total Transfers Out $ 45,000 24 2001 -02 FUND TRANSFERS - ALL FUNDS ;ate Gas Tax Fund Transfer In (From): Fund Balance $ 3,748,766 Total Transfers In $ 3,748,766 affic Congestion Relief Fd. Transfer In (From): Appropriation Reserve $ 405,054 Total Transfers In $ 405,054 ,C. Combined Trans. Fund Transfer In (From): Appropriation Reserve $ 673,445 Total Transfers In Transfer In (From): Fund Balance Total Transfers In delands Fund Transfer In (From): Reserve for Encumbrances Tidelands Fund Total Transfers In $ 673,445 $ 10,172 $ 10,172 70,000 $ 70,000 Transfer Out (To): General Fund Appropriation Reserve Reserve for Encumbrance Total Transfers Out $ 160,000 3,748,766 $ 3,908,766 affic Congestion Relief Fd. Transfer Out (To): Fund Balance $ 405,054 Total Transfers Out $ 405,054 .C. Combined Trans. Fund Transfer Out (To): Fund Balance Reserve for Encumbrance Total Transfers Out ARP Fund Transfer Out (To): Fund Balance Total Transfers Out $ 673,445 $ 673,445 $ 10,172 $ 10,172 delands Fund Transfer Out (To): General Fund $ 2,989,306 Reserve for Encumbrances - Upper Bay Reserve 70,000 Tidelands Fund Total Transfers Out $ 3,059,306 Contribution Fund Contributions Fund Transfer In (From): Transfer Out (To): Fund Balance $ 37,927 Appropriation Reserve $ 37,927 Total Transfers In $ 37,927 Total Transfers Out $ 37,927 25 2001 -02 FUND TRANSFERS - ALL FUNDS rculation Fund Transfer In (From): Fund Balance Total Transfers In Building Excise Tax Fund Transfer In (From): Appropriations Reserve Reserve for Encumbrances Fund Balance Total Transfers In Environmental Liability Transfer In (From): Appropriation Reserve Total Transfers In $ 1,878,501 $ 1,878,501 525,878 $ 525,878 $ 373,333 $ 373,333 rculation Fund Transfer Out (To): Appropriation Reserve Reserve for Encumbrance Total Transfers Out Fund Transfer Out (To): Reserve for Encumbrances Appropriation Reserve Total Transfers Out $ 1,878,501 $ 1,878,501 525,878 $ 525,878 Transfer Out (To): Fund Balance $ 373,333 Total Transfers Out $ 373,333 Misc. Restricted Revenue Fd. Misc. Restricted Revenue Fd. Transfer In (From): Transfer Out (To): Appropriation Reserve $ 4,742,487 Fund Balance $ 4,742,487 Total Transfers In $ 4,742,487 Total Transfers Out $ 4,742,487 OSA Fund Transfer In (From): Fund Balance Total Transfers In Bonita Canyon Fund Transfer In (From): Fund Balance Total Transfers In 26 $ 673,693 $ 673,693 $ 27,767 $ 27,767 Transfer Out (To): Appropriation Reserve Total Transfers Out anita Canyon Fund Transfer Out (To): Appropriation Reserve Reserve for Encumbrance Total Transfers Out $ 673,693 $ 673,693 $ 27,767 $ 27,767 2001 -02 FUND TRANSFERS -ALL FUNDS Airee Medical Fund Transfer In (From): Fund Balance $ Total Transfers In $ Alree Medical Fund Transfer Out (To): Appropriation Reserve Reserve for Encumbrance Total Transfers Out Compensated Absence Fund Compensated Absence Fund Transfer In (From): Transfer Out (To): Fund Balance $ Appropriation Reserve $ Reserve for Encumbrance Total Transfers In $ Total Transfers Out $ Equipment Fund Equipment Fund Transfer In (From): Transfer Out (To): Equipment Maintenance $ 2,077 General Fund Overhead $ General Fund Overhead 125,000 Equipment Replacement 2,077 Total Transfers In $ 2,077 Total Transfers Out $ 127,077 Transfer In (From): Water Fund Balance $ 1,825,966 Future Infrasturucture Reserve - Water System Reserve 972,886 Total Transfers In $ 2,798,852 Fund Transfer In (From): Wastewater Fund Balance Reserve for Encumbrance Wastewater Infrastruc. Res. Total Transfers In $ 429,132, 163,217 $ 592,349 ater Enterprise Fund Transfer Out (To): Water Infrastructure Reserve $ - Water System Reserve 2,798,852 Water Enterprise Fund - Total Transfers Out $ 2,798,852 astewater Enterprise Ft Transfer Out (To): Wastewater Fund Balance Wastewater System Res. Reserve for Encumbrance Total Transfers Out 592,349 S 592,349 TOTAL TRANSFERS $ _jL_n'L'&U__j I TOTAL TRANSFERS $ s5.s9a.29a 27 (n z 0 N Q W a 0 z w F K Q a w 0 30 CITY COUNCIL 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. THE NEWPORT BEACH CITY COUNCIL Running a city is a bit like running a corporation. The seven members of the Newport Beach City Council - each of whom represent one of seven districts but are elected to their positions by the voters of the entire city - serve as the City's "board of directors." Being a council member is considered a part-time job, although the time commitment -- from early morning meetings with residents to Council meetings that can run late into the night -- often requires 40+ hours per week. The City Council hires a "chief executive officer" - called the City Manager -.to run the day to day operations of the City "corporation." The City Manager, the City Clerk, and the City Attorney are the only city employees directly hired by the City Council. The City Council has two primary tools to implement policy - the City's yearly budget (summarized as this Resource Allocation Plan) and the various priorities that the Council sets at its twice -a -month public meetings. For the year 2001 -02, the Council plans to follow these efforts closely: - -- 2001 -02 Council Projects - -- • Extending the Settlement Agreement that limits passengers, cargo activity, and Flight schedules at John Wayne Airport (JWA). • Advocacy of a commercial aviation use at El Toro. • The restoration and preservation of water quality, visitor - serving uses, and habitat in Newport Bay. • Energy conservation citywide, including working with residents and businesses on ways to reduce electricity consumption. • Citywide infrastructure improvements, including the and wastewater systems, parks and medians, utility undergrounding, and city facilities. • A "visioning" process to involve the entire community in setting goals and priorities for the City's future, the first step in an update of the City's General Plan (the document that guides Newport Beach's residential, commercial, open space, industrial, and other land uses) and the certification of a Local Coastal Program (LCP). Improved communication with Newport Beach residents and business owners. • The annexation of the Newport Coast community, eastern Santa Ana Heights, and the Bay Knolls area near Costa Mesa. City's streets and roads, water ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ The City Council's budget includes the costs of the City's membership in key associations ■ that work towards common municipal purposes, like the League of California Cities and the Southern California Association of Governments (SCAG). It also includes the City's Airport Management Division. Airport Management Division ■ The extension of the 1985 Settlement Agreement that applies passenger limits and imposes a nighttime curfew on JWA is critical to the quality of life enjoyed in Newport Beach. The City Council, in adopting Council Policy A -17, directs that the City aggressively work to extend the ■ Settlement Agreement and to pursue a second airport site for Orange County to relieve the ■ passenger and cargo demand associated with the region's burgeoning population and strong commercial sector. Newport Beach has long advocated that this second site be the now - closed Marine Corps Air Station El Toro. MCAS El Toro, with its four 8,000'+ runways, 4,700 acres ■ of land, and its surrounding 16,000 -acre "no- home" zone, dwarfs the 500 -acre, two runway, ■ 0 -acre no -home zone of JWA in size and scope. Newport Beach advocates a two - airport system integrating JWA and El Toro, allowing the region to meet its aviation demand while spreading ■ the benefits and burdens of living near an airport across more than just Newport Beach. This Division includes revenue for consultant fees and special counsel as the City works on extending the 1985 Settlement Agreement well past its expiration in 2005 and in educating ■ Orange County residents about the benefits of converting MCAS El Toro to a commercial airport. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ * Includes Airport Growth Control expenditures 31 1998 -99 1999 -2000 2000 -01 2001 -02 Actual Actual* Estimated* Proposed* Salaries and Benefits $ 110,497 $ 112,585 $ 137,261 $ 131,976 Maintenance and Operations $ 70,727 $ 2,521,157 $ 2,731,693 $ 1,039,925 Capital Outlay $ - $ - $ 36,107 $ 10,500 Human Services $ 24,600 $ 25,000 $ 24,600 $ 25,000 Total $ 205,824 $ 2,658,742 $ 2,929,661 $ 1,207,401 * Includes Airport Growth Control expenditures 31 ■ ■ CITY CLERK r8 To provide service to the Mayor and City Council, City Manager, administrative departments and the public in a courteous, timely, and efficient manner ' while remaining neutral and impartial. ■ ■ To improve the administration of the affairs of the City Clerk's office consistent with applicable laws and through sound management practices to provide ■ easier access to local government and fulfill our responsibility to ■ the residents of Newport Beach. ■ ■ The City Clerk attends all meetings of the City Council and serves as Clerk of the Council. Some of the primary responsibilities performed by the City Clerk are: C • Prepares and publishes agendas for City Council meetings in accordance with the legal ■ requirements for public meetings. • Records and maintains the proceedings of the City Council meetings, including an index ■ C of the City Council actions. ■ Maintains official records associated with formal actions of the City Council, assists 1 the public with research and retrieval of information and retrieves and certifies public ■ documents. • Maintains the document imaging system in order to reduce staff time in searching, ■ retrieving and copying records, as well as providing storage for permanent records. ■ • Provides staff and the residents with online access to the Newport Beach Municipal Code; Council Policy Manual; Boards, Commissions and Committees Manual; application blanks ■ and vacancy notices for Boards and Commissions; City Council agendas, minutes and staff reports. ■ • Assists the public in understanding and participating in the decision and policy making process. ■ • Maintains Appointive List as required under Maddy Appointive List Act (for Boards and' ■ Commissions). • Processes legal publications, postings and notices. ■ • Ensures accurate codification of City- adopted ordinances. ■ • Acts as Filing Officer for the Political Reform Act of 1974 regulations (campaign disclosure forms and statements of economic interest). ■ • Receives and opens bids for City projects. • Receives and: processes claims for damages and, summons and complaints against the City. ■ • Serves as the City's Election Official and receives petitions relating to initiatives; ■ referendums or recalls. • Serves as custodian of the official records of the City and maintains custody of the City ■ Seal. ■ • Executes all ordinances, resolutions and contracts. • Administers oaths, affirmations and acknowledgements. .... ■ ■ 32 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Since the City was incorporated in 1906, the City Clerk's office has kept the official records of the City Council. With the advent of technology, these records can be easily accessed, searched, and printed in a matter of minutes. Searching through paper documents is a thing of the past! City Council minutes, resolutions and ordinances from incorporation to the most current have been successfully scanned and permanently stored for quick and easy retrieval or for disaster recovery. In addition, City Council agenda packets have also been scanned since 1998, as part of the regular Council meeting preparation process. As well as being available to staff, anyone with access to a computer can also access and search all of the above- mentioned documents using the Alchemy Webserver program. Salaries and Benefits Maintenance and Operations Capital Outlay Total Elections Grand Total Service Indicators 1998 -99 1999 -2000 2000 -01 2001 -02 Actual Actual Estimated Proposed $ 197,610 $ 199,654 $ 213,330 $ 214,143 $ 31,987 $ 31,604 $ 41,076 $ 33,060 Council Meetings, Regular Council Meetings, Special or Adjourned Resolutions adopted Ordinances adopted Municipal elections Registered voters Municipal Code Supplement pages distributed Claims /Summons and Complaints processed Contracts /Agreements processed Notices of Completion /Release Bonds Documents processed to Orange County Recorder Pages scanned into Document Imaging System 1998 -99 1999 -2000 2000 -2001 2001 -2002 Actual Actual Estimated Projected 23 21 23 23 24 21 25 25 83 99 100 100 29 23 25 25 1 0 1 0 45,530 46,582 47,390 48,000 24,990 53,508 30,000 30,000 183 138 140 140 113 96 130 130 29 36 30 30 61 s0 40 40 19,000 83,500 55,000 65,000 O W 33' �m j 34 CITY MANAGER To maintain the delivery of high quality municipal services and legislate and manage the affairs of the city according to law and for the benefit of residents and property owners. The City Council appoints the City Manager to make sure the City's operations run smoothly and effectively. The City's Charter prescribes specific duties to the City Manager, including the power to appoint department directors and to prepare and present the annual budget. The Charter also directs the City Manager to report back to the Council each year on the fiscal operations of the City, to see that the City follows the laws of the Charter and the State of California, and more. The City Manager implements the direction of the City Council to ensure that the priorities and interests of the Council are achieved. In addition to attending Council meetings, the City Manager convenes meetings of the City department directors and of individuals and groups throughout the City. Other topics more regional in nature are also on the City Manager's plate — for the City Manager must monitor the political and economic environment outside the city to ensure that outside forces do not compromise Newport Beach's quality of life, public safety system, or its finances. In 2001 -02, these external issues may include: + Electricity consumption and management • The manner in which the State of California funds local governments across the state. • Ensuring that the region's aviation needs are addressed comprehensively and that all areas of the region assume their fair share of aviation facility impacts. • Ensuring that the costs of annexing new territory to the City do not exceed the revenue generated by the annexation and that the newly annexed areas are provided services of equal quality to the rest of the community. • Protecting Newport Beach from future regional traffic impacts that could result from eliminating a future Santa Ana River crossing from the Orange County Master Plan of Arterial Highways (MPAH). ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ The City Manager's budget includes two key functions - the Harbor Resources Division ■ and a new Public Information Division. Because the strategic issues supervised by the ■ City can require the use of specialized expertise, this budget also includes funds for short- term contracts with consultants. ■ ■ Public Information Division This budget shows a new position added at the latter part of FY 2000 -01, that of Public ■ Information Officer (PIO). The PIO will work on a comprehensive communication plan ■ between the City government and Newport Beach's residents and businesses. This plan may include a resident newsletter, printed columns on topical city issues, better use of ■ the Council cablecasts and the government channel, following up on constituent inquiries. The PIO will pay particular attention to the City's General Plan Update process. Fiscal Year ■ 2001 -02 will be the first full year that this Division is funded - the City Council and staff . look forward to its success. This Division includes the salary and benefits of the PIO along with contract expenses for design work, printing, and mailing. ■ ■ Harbor Resources Division ■ For the second consecutive year, FY 2001 -02 shows the Harbor Resources Division under the administration of an Assistant City Manager. Because more than 1,200 individuals and ■ businesses operate either a pier, dock, marina, mooring, or otherwise require a formal permit to access and use Newport Harbor, the City Manager believes that the coordination ■ of these functions is important enough to be maintained within the City Manager's office. Habitat protection, water quality improvement, and the myriad regulations that direct the ■ City to comply with the federal Clean Water Act, the Coastal Act, and the City's Harbor ■ Policies demand specific attention by the Harbor Resources staff. The Harbor Resources Division personnel are housed at the Balboa Yacht Basin off of Harbor Island Drive. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 1998 -99 1999 -2000 2000 -01* 2001 -02* Actual Actual Estimated Proposed Salaries and Benefits $ 425,336 $ 456,122 $ 1,297,145 $ 1,405,746 Maintenance and Operations $ 88,222 $ 131,134 $ 408,375 $ 381,271 Capital Outlay $ 3,893 $ 8,784 $ 65,960 $ 15,000 Debt Service $ - $ - $ 236,372 $ 237,062 Total $ 517,451 $ 596,040 $ 2,007,852 $ 2,039,079 * Includes addition of Harbor Resources 35 m� HUMAN RESOURCES To provide the City organization with human resources and programs necessary to provide quality municipal services that meet the goals and objectives set by the City Council and the City Manager. To further this mission by the development of systems which recognize the value of each employee and to provide the necessary tools to recruit, retain, and develop a highly skilled workforce to further the overall mission of the Citywide organization. The budget now shows Human Resources has fully transistioned to a separate city department. Most recently we have added our new Human Resources Director who reports directly to the City Manager. Focus continues to be placed on enhancing the importance of this function by making staffing adjustments to provide better service to our City's employees, applicants, and the public. The Department provides the following services and programs: • Recruitment and Selection • Employee Training • Discipline and Grievances • MOU Administration • Performance Evaluation System • Safety Program • Employee Assistance Program • Deferred Compensation • Disability Retirement • Classification and Compensation • Workers Compensation • Labor Relations • Personnel Policies • Civil Service Board Support • Records Management • Wellness and Fitness Center • Employee Orientation • Benefits Administration • General Liability Insurance 2001 -2002 Human Resources Projects Goals for the Department in this fiscal year include developing Citywide training programs, compensation plan review, negotiation and implementation of City personnel policy manual, revision of the performance evaluation system, expanded wellness program, update the fitness center, expanded employee orientation, exit interview process, and development of both Intranet and Internet web sites. Human Resources Director Administrative Assistant I Office Assistant I Principal HR Analyst Risk Manager Management Analyst I I Management Assistant I I Management Analyst I I Management Assistant 1998 -99 1999 -2000 2000 -01 2001 -02 Actual* Actual Estimated Proposed Salaries and Benefits $ - $ 392,193 $ 519,084 $ 659,078 Maintenance and Operations $ - $ 417,579 $ 383,599 $ 479,500 Capital Outlay $ - $ 4,887 $ 36,000 $ 10,000 Total $ - $ 814,659 $ 938,683 $ 1,148,578_ * Included in Administrative Services Department until FY 1999 -2000 37 ■ ■ CITY ATTORNEY m To represent and /or advise City Council, Boards and Commissions, ■ and City Staff with respect to all legal matters ■ pertaining to the City. ■ ■ • To work with Risk Management to provide effective in -house defense of ■ tort liability claims by full time Deputy City Attorney, and improve code enforcement when litigation becomes necessary. ■ • To maintain an accessible attorney staff and provide quality and timely ■ �, ao responses to formal and informal requests for legal advice. EO ■ • To work with other City staff in developing legal strategies for implementing Council goals, identifying legal issues to surrounding community development ■ proposals and responding to community concerns about traffic and quality of ■ life. ■ • To present reasonable and cost effective solutions to legal problems without ■ compromising the interests of the City, its officers, or employees. ■ Department Functions ■ The City. Attorney acts as the legal advisor and counsel for the City Council, City Boards ■ and Commissions, City Manager, and all City Departments. Some of the primary functions of this office are to: ■ • Render legal opinions and advice to City Council and City staff. ■ • Review proposed contracts, bond financing papers, and insurance policies. ■ • Monitor, control, defend against liability claims and lawsuits. ■ • Attend meetings of the City Council and Planning Commission, as well as other boards, ■ committees, and commissions as required and render legal advice on agenda items.. • Prepare, review drafts and assist in the negotiation of agreements to which the City is ■ a party. ■ • Draft, analyze and lobby for legislation necessary to achieve City Council goals. ■ • Prepare or review ordinances, resolutions, deeds, pleadings and other legal documents. ■ • Appear before courts and administrative tribunals to represent the City's interests in ■ regulatory. and personnel hearings and appeals. ■ 38 ■ Service Indicators Requests for Opinions /Advice (In- house) Council, Board & Commission Meetings Preparation of Contracts, MOUs, Agreements Litigation Caseload Code Enforcement Caseload Development of Resolutions /Ordinances Court and Hearing Appearances Legislative Advocacies Public Assistance (phone or in person, by attorney and secretarial staff) One City Attorney One Assistant City Attorney One Deputy City Attorney One Administrative Assistant One Legal Secretary 1998 -99 1999 -2000 2000 -2001' Actual Estimated Projected 2,000 2,500 2,100 80 95 95 225 250 250 100 90 80 100 80 50 105 100 90, 150 150 125 150 100 .50 5,500 5,750 5,200 �O 39 1998 -99 1999 -2000 2000 -01 2001 -02 Actual* Actual Estimated Proposed Salaries and Benefits $ 622,473 $ 504,023 $ 540,523 $ 540,603 Maintenance and Operations $ 1,120,288 $ 377,185 $ 213,522 $ 209,343 Capital Outlay $ 3,291 $ 4,919 $ 1,000 $ 2,150 Total $ 1,746,052 $ 886,127 $ 755,045 $ 752,096 * Includes Airport Management �O 39 ■ ADMINISTRATIVE SERVICES ■ c� y� �o 40 To provide highest quality Management Information Services, ■ ■ Financial Management, and a variety of support services for City Officials, the public, and other departments. ■ ■ The Organization The Administrative Services Department is a composite organization that performs a diverse collection of services. The Resource Management Division is the executive division of the Department that oversees four functional divisions: Fiscal Services, Management Information Services, Revenue and Accounting. On the surface, our primary purpose is to provide financial and information technology services to the frontline public serving departments. However, we are also charged with the most paramount objective of a public agency; that is to provide prudent custodial services of publicly entrusted resources. Treasury, Debt Management, Budgeting, Internal Control, Property Control, Purchasing and Annual Financial Reporting are all examples of Administrative Services' responsibility to be the financial steward for the entire organization. Although many of services provided by the Department, including payroll, accounts payable, print shop /mail room, purchasing /warehousing, and Management Information Services, are provided in support of other City Departments, in some cases the Department serves the public directly. Examples of services provided directly to the public by the Department include: Licensing, Cashiering, Water Billing and maintenance of the City's Web Site. Accounting Staffing: 6 plus .1 FTE General Accounting Payroll Property Control & Fixed Asset Tracking Audit Coordination Debt Administration Financial Staffing: 13 plus 1.6 FTE $984,188 Cash Management Purchasing Warehousing & Inventory Control Printing & Reproduction Postal Services Remittance Processing Mgt. Information Services Staffing: 17 plus .5 FTE $1,888,019 Resource Management Staffing: 3 $382,180 Revenue Staffing: 10 plus 1.2 FTE $787,878 Computer Applications Support Municipal Billing Telecommunications Budget Management Intergovernmental Transfers Geographic Information System Investment Management Licenses PC Technical Support Internal Control Regulatory Permits Network Management *does not include Ackerman Scholarship fund Revenue Development Database Management Receivables & Collections ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Mission and Goals ■ The Department's Mission and day -to -day activities cover a wide range of functions for the City. The Department's customers consist of a large number of members of the public, ■ as well as every Department in the City. A necessary function of the organization is to impose structure and control on a variety of procedures, such as budgeting, purchasing, ■ vendor payables, property control, travel claims and employee reimbursements. However, it is important for the Department's energy to focus on customer service and innovation, rather than on enforcing restrictions, in the process of achieving the Department's primary ■ goals: ■ • To provide efficient and secure cash management and investment service, emphasizing safety, liquidity, and yield, in that order. ■ • To consolidate, develop, and maintain a dynamic, progressive, service oriented ■ Management Information System for the City. This includes hardware, software, and ■ networking. It encompasses PC operations, Citywide "mainframe" applications, the Geographic Information System, and Telecommunications support. • To maintain functional and ,cost effective payroll and benefit services. ■ • To develop and maintain a revenue structure, including tax based revenue, fees, and ■ charges, which is fair, equitable, and efficient. ■ • To provide appropriate municipal licensing and regulatory service as directed. ■ • To develop, operate, and maintain reliable and responsive accounts payable and municipal billing /receivables systems. ■ • To provide thorough, accurate, timely, and award -worthy accounting and financial ■ reporting. ■ • To provide responsive and cost effective centralized purchasing, contract administration, and fixed asset tracking services. ■ • To insure security of City assets through an effective internal control program, as well ■ as property control, warehouse, and property disposal systems. ■ • To provide highly responsive and cost effective printing, duplicating, and postal service for all City Departments. ■ • To provide a work environment which encourages an innovative spirit, a customer ■ service orientation, and a strong sense of responsibility by Department employees. ■ • To help ensure coverage of all functions by a dedicated work force through increased cross - training and other appropriate measures. ■ ■ ■ ■ 41 ■ ADMINISTRATIVE SERVICES (Continued) ■ Financial Services Every budgetary Division of the Department provides financial services in one capacity or another. Three Divisions composed of Fiscal Services, Revenue, and Accounting are the primary points of contact for our customers, while the Resource Management Division provides the executive, administrative and overall coordination of the Department as a whole. The core financial services include licensing, revenue development, tax administration, cashiering, treasury, billing, purchasing, accounts payable, payroll, inventory, fixed assets, budgeting, accounting, internal control, financial reporting and audit coordination. These vital services support the operations of all frontline Departments providing this City's broad scope of Municipal Services. Beyond the basic financial services, the Department also provides financial planning services that are critical to the City's financial stability and ultimately the City's ability to provide and maintain the high quality of municipal services our residents have grown to expect. Departmental personnel assist other Departments in budgeting, analyzing, and financing major equipment acquisitions and /or infrastructure improvements. Departmental personnel also manage the debt financing levels appropriately, balancing the financial burden across the service life of the improvements. With the addition of the Accounts Payable function in FY 2000 -01, the Fiscal Services Division is composed of five primary work groups: 1) Central Cashiering and Parking Citations Processing; 2) Accounts Payable; 3) Print Shop Multigraphics; 4) Mail Room and Remittance Processing and, 5) Purchasing and Central Warehouse. Fiscal Services is a diverse Division with primary support functions for the Administrative Services Department and the entire organization. The Division's activities include contracts administration, encumbrances and payments processing, and the purchase of materials, equipment and services for all City Departments. The Central Warehouse, located at the Corporation Yard is responsible for materials control management of inventory supplies, property control management, and the disposal of surplus equipment. Central Cashiering processes all payments made to the City for a multitude of billing systems and handles incoming telephone calls and difficult customer service situations regarding parking citations management. The Print Shop produces numerous duplicating and multigraphics jobs for an extensive number of customers and �� • . -,, works diligently to produce our budget book sets. Mail Room X111 functions include in- coming and outgoing US Postal mail, the insertion of all City billings and remittance processing of all City billings. With the additional responsibilities associated with vendor payables, Fiscal Services also coordinates the tax reporting of compensation and benefits on behalf of t.' ® vendors. The Revenue Division is responsible for overall revenue administration, including development, recovery, and analysis. This plays a key role in the City's ability to maintain consistent service levels. Staff members monitor proposed legislative changes that effect the City's revenue streams. They often take a lead role in mounting opposition against bills that have a detrimental impact on municipal services. Staff reviews existing State laws mandating a higher level of 42 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ service on the City, and pursues reimbursement of the additional costs imposed by the State. As local control over revenue streams has shifted to State and County agencies, Revenue staff's review of the accuracy of subventions from those agencies has increased. Citywide consolidation of receivables management has expanded the Department's customer service responsibilities to its external customers - residents and visitors. Included in these customer J services is the adjudication of.all non - criminal actions taken by City Departments (e.g. parking and administrative citations). Revenue specific compliance and allocation audits, license inspectors and other a revenue enhancement measures ensure a level playing field for all taxpayers within each tax base. The Accounting Division acts as the financial historian for the City, accounting for and reporting the results of operation for a given period, and documenting the City's Financial Position at each fiscal year end. Consequently, Accounting staff members are often utilized to satisfy information requests, analyze past operation results, as well as estimate the cost of future ventures. Budgeting is also a natural fit for this Division and is the home of most budget preparation. Although cities are not required to file an income tax return, cities are not exempt from many federal and state imposed excise tax filings and annual reports. In charge of City payroll, this Division also coordinates the tax reporting of compensation and benefits on behalf of employees and employee benefit plans. After the coordination of the budgeting, accounting and financial reporting processes, this Division then assumes the role as the audit liaison for all financial, compliance and grant related audits. Information Technology The Management Information Systems (MIS) Division, which is the largest Division in the Department, has the challenge of taking the lead not only for the Administrative Services Department, but also for the entire City in this critical area. The specific functions at issue involve every Division at the most fundamental level. Information and communication technology is a fast moving, ever changing industry that the City must embrace and grow with in order to keep up with the demands of our community and using departments. This area of service includes administration of shared computer systems, Internet/Intranet access and firewalls; development and administration of the City's web site; centralized database applications development and support, software training, and personal computer purchasing, support and network administration. Network administration and support includes telecommunications and Wide Area Networking (WAN). The Telecommunications section operates and maintains the City telephone systems, including City owned and operated pay telephones, and provides LAN and WAN support of hardware and software components required to provide connectivity to all City remote sites. The MIS Division also supports a complex Geographic Information System designed to provide analysis and mapping capabilities. 43 ADMINISTRATIVE SERVICES (Continued) The Future Expenditures by Type The Administrative Services Department continues to take the lead in providing automation solutions and Capital Eepipment Mainlenenm and and Debt Service communications services to all City Departments, operate t% the City Council, and members of the public. zt% Upgrades to the City's core software product that provides budget, financial reporting, billing, and human resources data and information will continue until all modules have been successfully converted s.'° and migrated to the new system. The new system ra% will provide increased functionality and a new "user - friendly" interface. A web based management analysis component will provide easy access to a large amount of information. City LAN /WAN infrastructure, personal computers and software applications will continue to be upgraded to take advantage of the latest in hardware and software technologies. Internet and Intranet software applications will be developed and expanded. The City telephone system will also be upgraded. The Interactive Voice response system will go live. The system will include telephone and web access to many existing City applications including the building permits and billing systems. It will be possible for citizens and staff to complete e- commerce transactions and inquiries through either the telephone or the World Wide Web. As part of the project the ACIS (Automated Citizens Information System) will be also be implemented Efforts will continue toward migrating the City Geographic Information system to the new ESRI software product. High - resolution digital ortho aerial photographs of the entire City and surrounding area will be incorporated into the GIS system. Large format engineering drawings will be scanned, catalogued and also linked to the GIS system. Expenditures by Division Resame Fiefal Sarrices Management 8% �nfing Revalue ir% The document imaging system will be expanded further to include other City departments. Administrative Services Department, Revenue Division paper documents will be scanned and entered into the document imaging system. A link between the imaging and the core financial system will be developed. Managament The MIS Division is committed to providing Mrmaron semces enterprise solutions to all City Departments. 42% Careful consideration is given toward developing open systems that are able to readily communicate and share information. The move is toward developing and implementing systems that are "user friendly." The Division also maintains a strong commitment towards providing training and guidance to all City Departments in related information systems areas. 44 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Service Indicators 1998 -99 1999 -2000 2000-2001 2001 -2002 $ Estimated Estimated Estimated Projected Budget Administered $111,597,688 $139,529,094 $156,744,685 $136,198,611 Warrants Issued 19,130 27,002 35,217 25,500 Value of Payments Processed $75,584,018 $70,507,269 $70,363,058 $70,375,000 Checks Deposited 231,537 206,175 193,070 194,000 Value of Currency Deposited $1,729,353 $2,252,655 $2,217,183 $2,225,000 Annual Payroll & Benefits $60,732,127 $62,252,073 $66,934,393 $66,721,100 Paychecks Processed 25,000 22,827 22,728 23,000 Purchase Orders 840 875 825 835 Multiilith Impressions 4,484,541 4,750,000 4,940,008 4,850,500 Printing & Binding Jobs 4,862 4,950 3,875 4,011 Mail Room Volume 622,000 625,000 463,723 486,909 Municipal Statements 205,000 207,000 200,000 200,000 Accounts Receivable Billings 37,400 38,000 38,000 40,000 New Business Licenses 4,100 4,500 3,215 3,500 Business License Renewals 10,500 11,000 10,750 11,000 Dag Licenses Issued 3,000 3,000 2,360 2,500 Marine Charter Permits 1,500 1,500 1,475 1,500 Parking Citations Processed 75,000 75,000 72,170 73,000 Administrative Citations Processed 280 400 200 230 Ajudications 2,050 2,100 4,600 4,700 City Owned Telephone Units 700 700 735 757 Service & Repair Calls 1,675 1,675 1,840 1,831 Average Monthly Calls 47,500 50,000 53,500 63,250 1998 -99 1999 -2000 2000 -01 2001 -02 Actual Actual Estimated* Proposed* Salaries and Benefits $ 3,494,837 $ 3,325,012 $ 3,581,002 $ 3,601,206 Maintenance and Operations $ 1,193,774 $ 830,398 $ 1,168,413 $ 995,686 Capital Equipment & Debt Service $ 73,865 $ 97,643 $ 88,700 $ 63,600 Total $ 4,762,476 $ 4,253,053 $ 4,838,115 L_1660,492 * Includes Ackerman Scholarship 0 45 11 46 POLICE DEPARTMENT The Newport Beach Police Department is committed to providing our Community with the highest quality police services possible to maintain the quality of life that is cherished by those who reside, work and visit here. Our mission is to: • Respond positively to the Community's needs, desires and values and in so doing be recognized as an extension and reflection of those we serve. • Strive to provide.a safe and healthy environment for all,, free from violence and property loss resulting from criminal acts, and injuries caused by traffic violators. • Manage inevitable change and welcome the challenge of future problems with creative solutions which are financially prudent and consistent with Community values. In support of our mission, the Department will: • Employ a work force comprised of individuals who are committed to excellence and have the highest standard of ethics. • Create a healthy work environment for our employees in order to achieve the highest level of morale possible, while stimulating both personal and professional growth. • Provide effective leadership, training, public education, and current technological support. • Create opportunities for candid exchanges of information, both internally and with the Community in order to foster positive working relationships with those involved in helping us achieve our goals. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ A cooperative effort between Newport Beach, Costa Mesa, and Irvine Police ■ Departments providing another measure of safety to our communities. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ • Complete our comprehensive annexation planning process to prepare for the annexation of Newport Coast, Bay Knolls and Santa Ana Heights. • Establish both a short and long -term strategy for dealing with recruitment issues as a result of our staffing requirements due to the annexation and based upon a number of planned retirements. • Continue the Department's leadership role in the implementation of a Countywide Integrated Justice System Strategic Plan. • Maintain the Department's focus on technological improvements through the implementation of several ongoing State and Federal grants. • Evaluate the effectiveness of our School Resource Officer Program and make adjustments accordingly. • Continue the Department's effort to train Department (and other City staff) to assume supervision /leadership roles as they become available in the City's changing workforce. • Promote attendance at our Citizen's Police Academy in furtherance of our overall Mission. • Increase the number of personnel in the Volunteers in Policing Program and expand their presence in the field. • Expand our efforts in the area of Crime Prevention. Academy training for the Department future recruits. Salaries and Benefits Maintenance and Operations Capital Outlay Other Funds Total Sworn Personnel Non -Sworn Personnel Total Personnel 1998 -99 1999 -2000 2000 -01 2001 -02 Actual Actual Estimated Proposed $ 19,864,689 $ 20,723,096 $ 21,409,943 $ 22,808,133 $ 3,793,391 $ 3,959,666 $ 4,465,921 $ 4,195,476 $ 202,593 $ 132,923 $ 230,675 $ 15,288 1 230.438 1 251.409 $ 430.124 $ 458.721 135 138 139 140 81 81 83 83 216 219 222 Ea 4 47 48 POLICE DEPARTMENT (Continued) Chief of Police Staffing: 10, plus .4 FTE $1,263,541 Professional Standards D.A.R.E. Media Relations Environmental Services Community Relations Legal Affairs Crime Prevention Citizen's Academy Patrol Staffing: 88, plus 7.2 $10,637,845 Watch One Watch Two Watch Three Jail Unit S. W.A.T. Bicycle Unit Canine Unit Disaster Planning Helicopter Section Volunteer Program Reserve Officer Unit Hostage Negotiation Unit Resource Distribution Traffic Staffing: 31, plus 4.9 $3,427,450 Traffic Services Accident Investigations Motors Parking Control Crossing Guard Traffic Education Animal Control Special Events Planning Support Services Staffing: 51, plus 6.7 FTE $6,698,190 Alarms Officer Communications Video Unit Property Unit Personnel Unit Polygraph Unit Fiscal Services Records Section Training Section Range /Armory Computer Systems Planning /Research Facility Maintenance Electrical Equipment Repair Detectives Staffing: 43, plus .1 FTE $4,951,971 Detective Services Crimes Persons Property Crimes Juvenile /Sex Crimes Narcotics Section Economic Crimes Crime Scene Investigations Photo Unit Vice /Intelligence Crime Suppression Unit Crime Analysis Auto Theft Task Force (OCATI School Resource ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ (Figures do not include Asset Seizure or other grant funds) ■ The Police Department is currently comprised of the Office of the Chief of Police and three Divisions: Support Services, Patrol/Traffic, and Detectives. Under the direction of the Chief of Police, Bob McDonell, each division is headed by a captain. Included in the Support Services Division are many items that pertain to the entire Department, such as building maintenance, utilities, office equipment, uniforms, training, dispatch, records, etc. Of the Police Department's total budget, 84% is devoted to personnel related costs. Of those personnel costs, approximately 82% are attributable to the direct delivery of service to the community, while the remainder involves such costs as records support, personnel and training, clerical support, administrative support, etc. Traffic 13% Detective 25% COP 5% Sworn Officers by Division Support Services 4% 'atlot 53% Traf 120 Patrc 39% Fleet Detective Maintenance 18% 1% Other Funds 2%. FY 01-02 Budget by Division COP 5% Support Services 23% ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 49 Academy training for the Department future recruits. ■ ■ ■ Service Indicators 1998 -99 1999 -2000 2000 -2001 2001 -2002 Actual Actual Estimated Projected ** ■ Part One Crimes* ^ 2,876 2,768 3,045 3,350 Adult Arrests 3,029 3,396 3,704 4,074 ■ Juvenile Detentions 452 481 482 463 Crime and Miscellaneous Reports 8,810 8,616 8,620 9,482 ■ Calls for Service ^ 55,693 55,738 56,698 61,368 ■ Domestic Violence Cases Investigated 181 173 190 198 Number of Cases Assigned for Investigation 4,077 3,869 4,255 4,680 ■ Number of Cases Assigned Per Detective 291 276 304 334 Value of Property Recovered $2,423,185 $2,643,391 $1,998,286 $1,836,959 ■ Field Interviews Conducted 5,682 6,628 7,290 8,019 False Alarms Handled ^ 6,234 4,914 5,650 6,215 ■ Animals Impounded 584 648 614 646 Animal Control Citations Issued 686 786 610 664 ■ Fatal Traffic Collisions 1 3 2 3 Injury Traffic Collisions 467 486 492 486 ■ Property Damage Collisions 1,201 1,268 1,324 1,291 Vehicle Code Citations /Warnings issued * ** ^ 10,340 14,910 17,910 18,122 ■ Other Citations Issued 3,713 4,743 3,992 4,246 Parking Citations Issued 72,711 76,993 78,720 81,472 ■ ' Part One are the eight most serious crimes (homicide, forcible rape, robbery, aggravated assault, burglary, larceny- theft, auto theft and arson). ■ " Straight line projection - Due to re- evaluation beginning 1999000, this category has been readjusted to include moving, non- hazardous citations and warnings. ■ ^ Projection includes adjustments for the planned annexation. ■ 49 50 FIRE DEPARTMENT To reduce the loss of life and property from fire, medical, marine, and environmental emergencies through education, hazard reduction, and response. The Newport Beach Fire Department is responsible for reducing the loss of life and property from fire, medical and environmental emergencies. The Department's 137 full -time employees and over 170 seasonal employees provide 24 -hour protection and response to the City's residents and visitors. PRIMARY GOALS • Identify and reduce fire and environmental hazards that may threaten life and property. • Provide a safe, effective and expeditious response to requests for assistance. • Develop an adequately trained work force to effectively perform their duties. • Participate in the community development planning process to improve fire and life safety. • Encourage department personnel to assume leadership roles in the organization. • Plan for response to natural and man -made disasters that affect the community. • Educate and train City employees and the community to assist them in maintaining a safe environment. ■ ■ ■ Training and Education ■ Department members provide safety instruction and training to school age children ■ every year through the Junior Firefighter, the Junior Lifeguard, and Lifeguard Cadet ■ programs. The Department has continued a joint education program with the Costa Mesa Fire Department called "CPR in the Schools, Working Together to Save ■ Lives." Department personnel provide CPR and other safety instructions to over 700 Newport-Mesa high school safety education students in the local high schools each ■ year. Educational efforts are also focused on continual training of Department personnel using a combination of classroom instruction and field drills. Through a new ■ partnership with Santa Ana College, the Fire Department has become one of the few agencies in Orange County to recover some of the costs of continued on- the -job ■ training. As a member of the Central Net Joint Powers Agreement, Newport Beach ■ Fire and Lifeguard personnel consistently receive the highest scores in the training classes completed. ■ The very popular Public Safety Day Open House held during Fire Prevention Week ■ each fall gives Department personnel the opportunity to demonstrate many skills that have been developed through extensive training and also provides close interaction ■ with the public. ■ ■ Disaster Preparedness ■ Disaster Preparedness has moved to the forefront in the minds of the community, safety officials, and City staff. Within the Fire Department, the Disaster Preparedness Coordinator has been busy updating the City's Emergency Management plan, developing and implementing disaster training for employees. This includes ■ SEMS Training (standardized emergency management system), and assisting City departments with the development of their disaster operation procedures. The ■ City's Emergency Operations Center (EOC) has undergone a series of considerable ■ upgrades. Department Operation Centers have been upgraded and improved where appropriate. Training for the residents within the City has continued through the very ■ successful Community Emergency Response Team (CERT) program. The next step in preparedness for City workers has been the selection of team captains from within the City Workforce and the formation of Emergency Response Teams (ERT). This continued development of the community's disaster preparedness efforts will aid the ■ residents of Newport Beach should an area -wide disaster strike. ■ Energy supply problems may continue expanding throughout our region and nation, taxing our ability to respond in times of emergencies. The Fire Department is closely ■ following trends in this field, as well as Federal efforts to educate local, state, and ■ federal emergency responders. As energy issues impact the business community and residents, the Fire Department will continue efforts to educate the community on conservation. Concerns about weapons of mass destruction have begun to grow. These could include nuclear, chemical, or biological weapons aimed at causing harm to the general population. 0 51 52 FIRE DEPARTMENT (Continued) Under the direction of Fire Chief Timothy Riley, the Fire Department is divided into four divisions: Safety Operations, Training, Fire Prevention, and Administration. Of the Department's full -time personnel, 90% are assigned directly to the management and delivery of emergency services. Fire Chief Safety Operations Staffing: 118 $15,939,672 Ocean Safety Beach Rescue Dive Team Rescue Boat Fire Suppression EMS Response Hazardous Materials Response Hazardous Situation Mitigation Fire Prevention Inspections Training Staffing: 4.5 $1,330,274 Fire Training Lifeguard Training Junior Lifeguard Program Lifeguard Cadet Program Community Education Public Information Disaster Preparedness Emergency Management C.E.R.T. Program Administration Staffing: 8.5 $897,821 Apparatus & Equipment Communications Budgeting Mapping Facility Management EMS Management Purchasing and Procurement Fire Prevention Staffing: 5 $637,627 Fire Code Enforcement Hazardous Materials Regulation Brush Clearance Knox Box Access System Fire & Arson Investigation Fire Code Plan Checks Fire Code Building Inspections Special Event Management In 1993, the Department initiated a paramedic service fee program that recovers expenses for emergency medical services from the patients who receive care. In 1996, emergency ambulance transportation was added to the medical services provided; this, too, is a service fee program paid for by the users. Other services fee systems in place include: fire permit fees, the Fire Medics program, and the Junior Lifeguard program. CERT volunteer demonstrates fire extinguisher skills teamed In the Program during Public Safety Day 2000. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ The Fire Department budget is divided into six specific budget programs: Administration, Emergency Medical Services, Fire Operations, Fire Prevention, Lifeguard Services, and Training and Education. Lifeguard Operations Administration 13% 5% Training and Education 7% Emer Medical 7 Fire P Salaries and Benefits Maintenance and Operations Capital Outlay Total General Tax Revenue Other Revenue Total Revenue Personnel, Regular - Fire /Marine Seasonal - Marine (FTE) erations 65% 1998 -99 1999 -2000 2000 -01 2001 -2002 Actual Actual Estimated* Proposed $ 14,586,469 $ 14,530,091 $ 15,370,263 $ 15,847,685 $ 2,460,357 $ 2,829,518 $ 2,528,645 $ 2,816,275 $ 17,110.708 $ 17.419,582 $ 18.100.298 $ 18,805.394 (<L�IL•�LlFG] * Harbor Resources transferred to City Manager and Station 7 opened 34.44 33.70 Fire Station Tour 53 ■ ■ FIRE DEPARTMENT (Continued) ■ Service Indicators 1998 -99 1999 -2000 2000 -2001 2001 -2002 ■ ■ Actual Actual Estimated Projected Fire Responses 260 353 365 375 ■ Medical Responses 3,828 4,165 4,825 5,040 Fire Medics Membership 5,415 5,478 5,200 5,200 ■ Water Rescues 4,547 3,833 5,622 5,500 Lifeguard Medical Aids 4,805 4,713 6,767 6,500 ■ Boats in Distress 45 55 60 60 Preventative Actions 127,339 84,738 101,353 100,000 ■ False Alarm Responses 675 885 970 1,005 Other Public Assists 700 930 985 1,030 ■ Public Education Hours 450 550 650 750 Fire Inspections 6,216 6,173 6,173 6,400 ■ Beach Attendance 8,923,429 8,838,850 8,864,443 9,000,000 ■ Prevention and Hazard Reduction: ■ The Fire Prevention Division works in conjunction with the City's Planning and Building ■ Departments to ensure that all new construction and remodels are built in compliance with ■ the local and State building and fire codes. This Includes adequate exiting and built -in fire protection. Hazards can be as simple as overloaded electrical outlets or potentially severe such ■ as improper storage of hazardous materials. The City requires that all businesses be inspected annually for adherence to the fire and life safety codes. Recent Division activity includes: ■ • The Irvine Company has continued development of Bonita Canyon with construction of Bonita Village. This project has several types of multi- housing styles including townhouse ■ type living units and apartment style living units. To date 595 units have been approved for ■ occupancy. Hoag Hospital improvements include the completion of the Hoag Hospital Support Services ■ building, a three - story, 91,134 square foot conference and services building with an attached ■ four -level parking structure that provides parking for 372 vehicles. The construction of the new ten -story nursing tower at Hoag Hospital is scheduled to begin in 2001. Elements ■ included in the design are state of the art fire alarm and sprinkler protection, fire control room, and a firefighter communications system and smoke control. Construction has begun ■ on the new six -story parking structure to meet the future needs of Hoag Hospital. When completed the structure will have a capacity to park 455 vehicles. ■ • Approval of plans for the renovation of the Balboa Bay Club, of which the first phase will ■ be the construction of a 57,562 square foot club building, followed by the demolition and re- construction of the main hotel. The hotel project will include 177,162 square feet of banquet and hotel facilities over a 71,275 square foot parking structure. • A new, fully sprinklered five -story, 109,200 square foot office building on the old Fletcher ■ Jones Dealership site at 895 Dove has been completed. It incorporates the latest in fire and ■ life safety requirements. • Continued renovations and remodeling at Fashion Island have provided an opportunity ■ to extend new fire alarm systems in all buildings as each tenant space is remodeled. This ■ includes the old Bob Burns Restaurant location and the approval of an additional 40,000 square feet of retail space to be constructed in early 2001 in the parking lot between the ■ Daily Grill and Bloomingdales. 54 ■ ■ ■ ■ • Each year the Fire Prevention Division administers the Annual Weed and other Nuisances ■ Abatement program on selected private and public properties. The private program reviews the condition of 145 private properties in the City of Newport Beach. They ■ are inspected to ensure compliance with the Fire and Municipal Code. Properties not in compliance are sent notices to abate their hazard. The public program performs ■ the annual abatement of weeds and hazardous vegetation on 28 City properties. After inspections are completed, a private contractor is authorized to proceed with abatement, ■ which includes Spyglass Canyon Park, Harbor View Nature Park, Castaways Nature Park, Big Canyon Nature Park, and eighteen other City properties. ■ • Big Canyon, Buck Gully, and Morning Canyon have been identified in the City as Urban ■ Wildland Interface areas. There are a total of 263 properties identified in these areas that are inspected by a contracted consultant in conjunction with the Fire Prevention Division. ■ • Promontory Point Apartment Homes is in the process of replacing and upgrading their ■ fire alarm system. ■ • OES has approved a grant to assist the City in updating the Newport Beach Hazardous Materials Area Plan. The cost is $10,000 with the State contributing 80 percent of this ■ cost. The Area Plan provides guidance for all local government agencies with the response to a hazardous materials emergency. The Fire Prevention Division is coordinating the ■ update of the City's Area Plan with other City departments and the outside contractor. There are 150 businesses in the City identified as using, handling, or storing hazardous materials ■ or waste materials equal to or in excess of the basic quantities of 55 gallons, 200 cubic feet, 500 pounds, or any amount of radioactive materials. The Fire Prevention Division ■ administers this program annually, which generates approximately $46,000 annually in disclosure fees. ■ ■ 2001 -2002 Emphasis ■ Fire suppression was once the primary focus of fire agencies. Rapid growth during the past four decades has led to a rapid growth in the number of fire stations and fire fighters, as ■ well as changes in the delivery models of our public safety services. This growth continues as evidenced by the newest fire station operating out of temporary facilities in the airport area, an area of Newport Beach that continues to experience tremendous growth. ■ Today, the Newport Beach Fire Department places an added emphasis on emergency medical services, fire prevention, lifeguards, and the training and education of those who serve as well ■ as those to be served. This is the expanded level of service Newport Beach citizens have grown to expect. The Newport Beach Fire Department, city leaders, and residents have learned to ■ embrace changes that will maintain as well as enhance the delivery of public safety services. The merger of the three disciplines, fire, EMS, and lifeguards, under one operational division is paying off in improved field services on all types of emergencies. Joint training activities on air /sea rescue and medical emergencies are delivered in a new and efficient atmosphere of ■ cross - discipline, cooperation and coordination. The Fire Department continues to build on past ■ successes and strives to meet the future demands of a unique and expanding community. Population, both age and location shifts, as well as the commercial /industrial shifts that will ■ continue within the service area of the Newport Beach Fire Department, will test our ability to adapt to changing needs. It is important for us to continue to reevaluate the needs of the ■ community as it changes, and reevaluate the services we provide. This will help us optimize ■ the manner in which we deliver the emergency services we have available. ■ 55 ■ ■ PLANNING ■ 4 m Plan and manage the development or use of land, and provide the ■ highest level of customer service consistent with the �p �j law, policy, and community goals. ■ ■ Budget Highlights ■ The Planning Department operates under the supervision of the Assistant City ■ Manager and the Planning Director. The budget of the Planning Department does, however, reflect the fact that funding for the Assistant City Manager is now within the ■ City Manager's budget. Modest increases are in parts of the operations budget, due to the continued higher caseload the Department is experiencing. There have been ■ significant increases in the budget for special projects and professional services such as the General Plan Update Program and the completion of new sign regulations. ■ The increase in the professional services funding will allow the Department to better respond to requests of City Council for unanticipated special programs of studies. ■ bit • Process all plans and permits in a friendly, efficient, accurate and timely ■ manner. ■ p, • Enforce standards specified in all applicable planning, zoning and development laws. ■ • Update the various elements of the City's General Plan. ■ • Provide high quality staff services to the Planning Commission. • Support EQAC's efforts in the EIR review process. ■ • Maintain and implement the City's economic development policies and ■ programs. • Provide strategic staff support for the City's airport planning efforts. ■ This Year's Objectives • Provide staff services in support of the General Plan Update • Plan for Airport Area revitalization and re -use ■ • Continue work on long -range strategic planning, and include EQAC in the process to ensure quality of life issues are addressed ■ • Continue implementation of the Peninsula Revitalization Program: • Implementation of new sign regulations and amortization program ■ • Coordinate with the Public Works Department on design, financing, and ■ construction of the Balboa Village Streetscape Improvement Plan • Implement Mariners Mile Strategic Vision and Design Framework ■ • Continue design process and program implementation of Mariners Mile public improvements ■ • Participate in the continued development and implementation of the Corona del Mar Vision 2004 Plan ■ • Complete or achieve measurable progress in the priorities of the Economic ■ Development Committee: • Encourage hotel development ■ • Adopt new Sign Code regulations 56 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Planning/Administration Staffing: 15, plus .5 Temp $1,477,808 Planning Commission Environmental Quality Affairs Committee Advance Planning Current Plans & Projects Plan Check Environmental Review GIS /Data & Demographics Regional Planning Activities Code Enforcement Economic Development Staffing: 3 $375,306 Economic Development Committee iinsula Revitalization /PROP Committee Business Improvement Districts Business Retention /Recruitment CDBG The function of the Planning Department is to promote and enhance the physical environment ■ and quality of life experienced by residents, visitors, property owners, and businesses of the City of Newport Beach. The Department accomplishes its mission through programs ■ promoting high quality community and economic development. The Planning Department includes two divisions, Planning and Economic Development, which provide resources for the Department's seven primary activity areas: Current Planning, ■ Advance Planning, Economic Development, Data/ Demographics /GIS, Code Enforcement, regional planning activities, and Community Development Block Grants (CDBG). The following ■ chart Illustrates department expenditures by function. Planning Department Expenditures by Function ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Advance Planning 17% Plat_ _ _ _ -- 18% Economic Development Administration Clerical 12% 2% 13% 1998 -99 Actual Salaries and Benefits $ 1,146,065 Maintenance and Operations $ 112,466 Capital Outlay $ 17,197 Total $ 1,275,728 Code Enforcement 12% wnem running 26% 1999 -2000 2000 -01 2001 -2002 Actual Estimated Proposed $ 1,164,234 $ 1,245,130 $ 1,293,235 $ 299,743 $ 403,277 $ 588,379 $ 3,257 $ 23,120 $ 21,500 1 1.467.235 1 1.671.527 $ 1,903.114 0 57 ■ ■ BUILDING DEPARTMENT ■ i ID Ensure the health and welfare of the residents and visitors of Newport Beach ■ by regulating the construction, use, and occupancy of buildings. ■ ■ ■ Budget Highlights ■ The Building Department is responsible for reviewing construction drawings and inspecting ■ building construction to verify compliance with minimum building safety standards required by local and State construction codes. The Building Department budget is divided into three ■ sections: Administration, Plan Check/Permits Services and Inspections. An adjustment to this budget will be made to provide additional funds for additional staff to service a 15% ■ increase in City building inventory after the annexation of Newport Coast, Bay Knolls and Santa Ana Heights. ■ ■ ao • Maintain a management system that effectively and efficiently utilizes resources to achieve the mission of the organization. ■ • Implement enhancements to the "Permit Plus" permit tracking and processing ■ system. ■ • Continue to look for ways to improve service delivery to our customers. ■ • Encourage and facilitate staff continued education and training to effectively and efficiently perform their duties. ■ • Incorporate a quality assurance component into each department activity. • Process all plans, permits and inspections in a friendly, efficient, accurate and timely ■ manner. ■ • Enforce Building and State mandated standards, including related provisions of the Newport Beach Municipal Code. ■ • Utilize technological advances to make customer dealings with the Building Department ■ more efficient and convenient. ■ • Complete the implementation process for our T.V.R. system to automate the scheduling of building inspections and other building services (now in progress). • Provide access to Building Department records through the Internet. • Achieve consistency in inspections and interpretations by inspectors through staff ■ training and interaction. ■ • Oversee the implementation of our Automated Citizens Information System (ACIS). ■ • Provide code interpretation to architects, engineers, developers and homeowners to facilitate their project. ■ 58 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Administration* Staffing: 4, plus .5 FTE Proposed Budget: $311,037 Plan Check /Permits Services Staffing: 9, plus .5 FTE Proposed Budget: $1,050,780 Inspections Staffing: 12, plus .5 FTE Proposed Budget: $1,082,360 TOTAL $2,444,177 25 Positions, plus 1.5 FTE *The Building Department pools clerical support staff for all three divisions under the Administrative Division. Customers can check the project status at the self -help counter. The Building Department ensures the health and welfare of the residents of Newport Beach by regulating the construction, use, and occupancy of buildings and other alterations through the application of standardized model building codes. It continues a tradition that can be traced through recorded history for over 4,000 years in which people have become increasingly aware of their ability to avoid the catastrophic consequences of building construction failures. The Building Department ensures that the standards set by these codes for construction are met through plan review, permit issuance and on -site inspections. The Newport Beach Building Department was a key member of the uniformity effort to develop a uniform set of codes throughout Orange County. m� �O M M 59 BUILDING DEPARTMENT (Continued) Plan Check/ Permits Services processes applications for. construction permits and associated drawings and performs plan review to make sure a project meets code requirements and is safe before construction starts. This is accomplished by reviewing construction documents for code compliance for structural, architectural, grading, and fire safety as shown on submitted plans. This service saves the builder from costly changes that could be made during construction and lends the additional expertise of a construction professional to the project. Building Department Counter Assistance on the technical requirements of codes is provided over the counter to homeowners, contractors, architects and engineers by Building Department staff engineers. The plan check division is proud of its quality and timely processing of all construction documents and permits. Inspection ensures that construction projects conform to the approved plans as well as the various building codes and local ordinances and that the site conditions are as presented on the plans approved by the City. The Inspection Division has been reorganized into commercial and residential units, which allows our inspectors in those areas to stay current on type of inspections they are asked to perform. For example, in commercial projects detailed familiarity with disabled access requirements are essential to those assigned to our commercial unit, while other issues not normally seen in commercial inspections are equally important to our residential unit. This reorganization enabled the introduction of a new light commercial combination inspection program. This program will benefit our customers in that they will be dealing with one inspector for several building trades, and enables us to be more efficient by handling several trades inspections by an individual inspector in one visit. "Inspection Services" is beneficial to our customers in that it provides a well- trained third party to oversee the work being provided by their contractor and ensure that the code prescribed, minimum level of safety, and workmanship is maintained regardless of whether the project is commercial or residential. This division is also responsible for conducting Residential Building Records (RBR) inspections at the. time of sale for all residential buildings. In an effort to be as efficient and productive as possible, the inspectors utilize a handheld computer system that they carry with them in the field. The inspectors input and maintain all records electronically, which keeps our records accurate up to the current day and gives the inspector access to permit records while in the field. This technology has helped us manage record levels of construction activity within the City. M ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ r ■ ■ ■ ■ ■ ■ ■ ■ ■ 1998 -99 1999 -2000 2000 -01 2001 -02 Actual Actual Estimated Proposed Salaries and Benefits $ 1,736,226 $ 1,761,301 $ 1,911,201 $ 2,016,139 Maintenance and Operations $ 494,322 $ 486,230 $ 450,458 $ 374,038 Capital Outlay $ - $ 12,858 $ 22,725 $ 54,000 Total $ 2,230,548 $ 2,260,388 $ 2,384,384 $ 2,444,177 Building Department Expenditures by Function Plan Check/ Permit Processing 42% 4,000,000 3,500,000 3,000,000 2,500,000 m o: 2,000,000 a 1,500,000 1,000,000 500,000 Administration 13% Building Department Revenue Inspection 45% 93 -94 94 -95 95 -96 96 -97 97 -98 98 -99 99- 2000- 2001- 2000 2001• 2002` "Estimated Revenue Fiscal Year 4 a 61 ■ ■ GENERAL SERVICES ■ To provide optimal services and support to the residents, business community, ■ and other City departments through dedication and excellence in safety. ■ performance, and cost containment. ■ Annual Department Goals ■ • Maintain high levels of Citywide cleanliness ■ • Expand management, technical, and safety training ■ • Implement team building throughout the Department ■ Z CC77 4 • Investigate methods of increasing employee productivity ■ • Empower employees with greater responsibility ■ • Continue reforestation program ■ • Maintain an electric vehicle program funded by grants and subvention funding ■ • Improve disaster preparation and coordination ■ • Continue to assess the privatization of services ■ Budget Highlights ■ The General Services Department is prepared to continue to meet increasing service ■ demands and improve the quality of service in all areas in Fiscal Year 2001 -02. ■ The proposed budget includes an increased emphasis on the cleanliness of streets ■ and drainage facilities, which will result in less debris and other wastes entering the Upper or Lower Newport Bays. Another area gaining greater attention in the ■ budget will be facilities maintenance, in order to elevate the condition of various City ■ buildings, restrooms, and piers to a much higher standard. Given that more attention will be placed on both field maintenance and facilities maintenance needs that have been deferred in previous years, additional funding has been made available to increase personnel in both divisions. This year's budget includes additional funding ■ for one Maintenance Worker II, and one Facilities Maintenance Worker II. ■ A major organizational change in the Field Maintenance Division will be the separation ■ of the Beach and Storm Drain Crews into two divisions. Currently, the Division is composed of three separate crews, Street Maintenance, Concrete Maintenance and ■ Beach /Storm Drain/Tidal Valve Maintenance. By separating the Storm Drain/Tidal Valve Crew from Beach Maintenance, drainage facilities and tidal valves will receive ■ the attention required by our National Pollutant Discharge Elimination System permit. It is anticipated that the Storm Drain/Tidal Valve Crew will continue to grow following annexation, as the Department gains responsibility for miles of open drainage ditches ■ and hundreds of catch basins in the Newport Coast area. 62 ■ ■ ■ ■ ■ Budget Highlights (continued) ■ ■ The budget also includes greater funding for the contracted maintenance and ■ repair of City facilities. The Department will endeavor to decrease the levels of deferred maintenance and perform repairs in a more expedient manner using private contractor assistance. The City alternative fuel vehicle program will continue with twenty electric vehicles utilized by various departments. At the close of FY 2000 -01, the first of the three -year ■ leases for the vehicles start to expire and the remainder of the original seventeen ■ EV's will be extended or replaced using AB -2766 and grant funding. Five EV's used by building inspectors on a daily basis will be replaced with new models on a new three- year lease, while other EV's are being extended an additional year. ■ The Refuse Inspector /Recycling Coordinator approved in the FY 2000 -01 Budget is ■ being transferred from the Refuse Division to the Administrative Division and the position is reclassified as a Management Assistant. This person filing this position will ■ perform the full range of refuse inspection and recycling duties, as well as performing additional work overseeing the franchised refuse haulers, demolition contractors, and the wide range of environmental issues for which the Department is responsible. ■ In the Equipment Maintenance Division, which is funded from Internal Service Fund ■ charges paid by using departments, the budget includes two new positions, an Equipment Maintenance Crew Chief and a Stock Clerk. The Crew Chief will split time ■ equally between working on vehicles, supervising personnel, and assisting with repair diagnosis. The Stock Clerk will assist the Auto Parts Buyer in ordering parts, entering data, maintaining parts stock, and picking up parts. F_ ■ Resource Distribution Administration Number of Personnel: 6 Proposed Budget: $558,595 Facilities Maintenance Number of Personnel: 8 Proposed Budget: $847,383 Operations Support Number of Personnel: 6 Proposed Budget: $564,424 Parks Maintenance Number of Personnel: 14 Proposed Budget: $2,535,305 Field Maintenance Number of Personnel: 39 Proposed Budget: $3,901,422 Refuse Number of Personnel: 31 Proposed Budget: $4,374,407 Street Trees Number of Personnel: 2 Proposed Budget: $654,202 Equipment Maintenance Equipment Replacement Number of Personnel: 15 Number of Personnel: o Proposed Budget: $1,442,473 Proposed Budget: $2,730,024 TOTAL $17,608,235 121 Positions 63 The General Services Department is comprised of the following nine divisions: ■ • Administration ■ • Facilities Maintenance ■ Field Maintenance • Operations Support ■ Refuse . • Parks Maintenance • Street Trees ■ Equipment Maintenance • Equipment Replacement ■ ■ Administration Number of Personnel: 6 Proposed Budget: $558,595 Facilities Maintenance Number of Personnel: 8 Proposed Budget: $847,383 Operations Support Number of Personnel: 6 Proposed Budget: $564,424 Parks Maintenance Number of Personnel: 14 Proposed Budget: $2,535,305 Field Maintenance Number of Personnel: 39 Proposed Budget: $3,901,422 Refuse Number of Personnel: 31 Proposed Budget: $4,374,407 Street Trees Number of Personnel: 2 Proposed Budget: $654,202 Equipment Maintenance Equipment Replacement Number of Personnel: 15 Number of Personnel: o Proposed Budget: $1,442,473 Proposed Budget: $2,730,024 TOTAL $17,608,235 121 Positions 63 General Services (Continued) Costs Distribution by Division: EQUIPMENT MAINTENANCE 8% STREET TREES 4% ADMIN. EQUIPMENT 3% REPLACEMENT 18% FACILITIES MAINTENANCE 5% PARKS 14% REFUSE 25% FIELD IAINTENANCE 22% 1PERATIONS SUPPORT 3% In the unmanned Equipment Replacement Division, the proposed budget is higher than in the past due to the advanced replacement of many pieces of heavy equipment. This equipment, to be purchased late in the fiscal year, is included in the budget in order to negate an AQMD mandate which requires that all heavy diesel trucks purchased after July 1, 2002, be powered by alternative fuels. It is in the City's best interest to retain diesel - powered trucks as long as possible, since there is no local fueling infrastructure for alternative vehicles, the incremental purchase price of alternative fueled vehicles is approximately $35,000 - $50,000 higher, and the ongoing operating costs of alternative fueled vehicles are much higher than diesel trucks. Equipment Maintenance Facility 64 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Meeting the Challenge ■ During FY 2000 -2001, the Department filled many positions with new employees who ■ brought a wealth of talent and experience to the tasks at hand. FY 2001 -02 will be another year of employee change, as long -term employees retire and others are ■ promoted and hired. ■ The Department Service Level Indicators table listed below describes the amount of ■ work completed and projected. ■ Service Indicators 1998 -99 1999 -2000 2000 -2001 2001-2002 Actual Actual Estimated Projected ■ Public Restrooms Serviced 53 53 54 57 City Restrooms Serviced 92 93 93 94 ■ City Buildings Serviced 67 67 68 68 Street Patching (tons of mix) 3,200 3,700 3,900 4,000 ■ Sidewalk Repair (square feet) 59,645 65,000 65,000 50,000 Curb & Gutter Replacement 2,108 2,500 2,500 2,500 ■ Street Sweeping (miles) 46,797 48,000 53,000 60,000 Beach Cleaning (tons of refuse) 2,563 3,000 4,000 4,000 ■ Regulatory Signs Posted 4,303 5,000 5,000 5,000 Street and pavement marking (feet) 341,162 350,000 350,000 350,000 ■ Graffiti Incidents 3,544 3,500 3,500 3,500 Refuse (number of homes) 27,000 27,000 27,000 27,000 ■ Refuse Collected (tons) 39,661 40,230 40,230 40,230 ■ Number of Parks Maintained ** 45 46 47 48 Number of Trees Trimmed 11,047 11,600 11,800 13,100 ■ Number of Vehicles Serviced 6,850 6,850 6,900 6,500 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ** Tree Trimming projections includes City staff and contractual efforts. Newport Coast will add 1,300 trees for trimming. Tree root trimming by City staff 65 General Services (Continued) Meeting the Challenge (continued) ■ ■ ■ ■ ■ The major challenge facing the Department in FY 01 -02 will be meeting the year ■ 2000 State recycling mandate. The 2000 recycling report is due to the State on August 1, 2001, and based on the results (for the calendar year ending December ■ 31, 2000), the City may amend its recycling plan. Park Maintenance responsibilities will increase substantially with the opening of ■ Arroyo and Bonita Canyon Sports Parks. These Parks, which comprise 45 acres in area, will be maintained by private contract and managed by Department staff. ■ In addition to the above operational objectives, the Department will continue its ■ efforts to establish common department goals to be implemented at the division level. This effort will be implemented through annual employee training workshops, ■ which will continue in the new fiscal year with an emphasis on expanding upon the recent Citywide values training endeavor. Department employees will be surveyed ■ before the end of the current fiscal year to determine training interests and to ■ receive comments with respect to the Department's latest training efforts. The comments will be evaluated to design a training program to encourage progress ■ towards a team -based Department -wide operation. The Department looks forward to continuing to look for ways to perform its ■ missions more efficiently, and effectively. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ concrete crew / ■ 66 11 0 1998 -99 1999 -2000 2000 -01 2001 -02 Actual Actual Estimated Proposed Salaries and Benefits $ 7,278,139 $ 7,329,483 $ 7,715,580 $ 7,855,393 Maintenance and Operations $ 6,494,659 $ 6,550,531 $ 6,854,874 $ 7,033,319 Capital Outlay $ 1,577,200 $ 1,498,149 $ 2,449,968 $ 2,248,950 Debt Service (1) $ 525,500 $ 127,894 $ 635,000 $ 522,324 Total (2) $ 15,875,498 $ 15,506,057 $ 17,655,422 $ 17,659,986 Personnel 120 122 119 121 (1) Payments on lease /purchase of vehicles (2) Includes Equipment Maintenance and Replacement Fund Expenditures (Internal Service Fund) Asphalt Crew via a 67 ill COMMUNITY SERVICES To meet the essential needs of all individuals of the community by providing a range of quality library, recreational, cultural and senior services. Budget Highlights In the 2001 -2002 budget year, Community Services staff will continue to maximize resources through an interdepartmental approach to service and through the coordination and utilization of the talents of individuals and groups in the community. To maintain quality services, the Department uses a large number of part-time employees and the dedicated services of a corps of volunteers. City funds are augmented by the support from the Friends of the Library, the Newport. Beach Public Library Foundation, the Literacy Advisory Council and the Friends of OASIS; grant funding; donations from local service clubs; in -kind services from businesses; and maintenance services for City playing fields by the youth sports groups. 68 Happy kids at one of the many . summer camps offered by the Recreation Division. Maximize the synergy of the Arts, Library, Recreation, and Senior Services functions to enhance community services, and the City's cultural and intellectual core. Meet the informational, recreational, and cultural needs of diverse audiences in the community through the Central Library and branch libraries. Provide a broad range of recreation and leisure opportunities for all ages and,programs of cultural arts; education and cultural events. Support the work of the City Arts Commission, the Board of.Library Trustees, and the Parks, Beaches and Recreation Commission. Seniors Administration 7% 5% Arts 8 Cultural 2% Recreation 28% Libraries 58% ■ ■ ■ ■ Community Services Director /City Librarian ■ Staffing: 2 FT; 1.7 FTE $384,221 ■ Arts & Cultural Services Recreation Services Staffing: 1 FTE Staffing: 12 FT, 11.17 FTE ■ $127,698 $1,981,184 Youth Programs /Sports ■ Three Annual Jurled Art Shows Aquatic Programs City Hall & Library Galleries Adult Sports ■ Arts & Cultural Grants Special Events ■ Cultural Arts Programs City Youth Council Support for City Arts Commission Playground /Park Development ■ Sister City Association Special Event Permits Newport Theatre Arts Center Support for Parks, Beaches & Recreation ■ Commission Youth Sports Commission ■ Library Services Senior Services Staffing: 36 FT, 22.61 FTE Staffing: 5 FT, 0.48 FTE ■ $4,742,992 * $490,359 Information & References Services Recreational Programs /Educational Classes . Youth Services Noontime Meals ■ Central Library and Branches Transportation Program Literacy Services Human Services ■ Support for Board of Library Trustees Special Events ■ Friends of the Library Friends of OASIS Newport Beach Public Library Foundation OASIS Garden Club ■ * Includes debt service and Ackerman Fund The Community Services Department offers a diverse range of public services that form the spine of ■ the City's social infrastructure. Four service divisions operate through inter - department cooperation, under the direction of the Community Services Director /City Librarian. Three City Council- appointed ■ boards /commissions play critical roles in service provision. ■ The Administrative Services Division consists of the Department Director, the Administrative Assistant, a part-time Senior Fiscal Clerk, and Media and Graphics Specialists who create the Newport ■ Navigator and other promotional materials. ■ The Arts & Cultural Services Division supports the City Arts Commission, Sister City Association and the Newport Theatre Arts Center. Activities include art exhibitions and cultural events. The division budget also funds the Sister City Association and the Cultural Arts Grants, awarded annually by the City ■ Arts Commission. ■ The Library Division provides library service under the direction of the Board of Library Trustees. The library responds to customer demands for informational and recreational resources in print, electronic ■ and audiovisual formats. In addition, it offers a diverse range of adult programs, children's story times, events for school -age children, the annual Distinguished Speakers Lecture Series and other cultural ■ and Intellectual activities. During FY 2000 -01, the library will implement a new automated system and increased Web services to its customers. ■ The Recreation Division offers a broad array of programs for youth and adults, including year -round sports leagues, seasonal swim lessons, and classes for lifelong learning. Some 150 contractors provide ■ class instruction, while part-time lifeguards and recreation leaders support sports and leisure activities. ■ The Senior Services Division coordinates a variety of services related to education, recreation, advocacy, health, nutrition, counseling and support functions for seniors. A staff of three gerontology professionals coordinates OASIS Senior Center programs to enrich the lives of older adults and their ■ family members. V OO M. 70 COMMUNITY SERVICES (Continued) Noted youth author Chris Crutcher meets with enthusiastic teen readers. While Community Services programs feature many direct, one -on -one services, technology enhances and expands the services of department staff. The quarterly Newport Navigator informs residents about each division's services and available fee -based activities. Arts & Cultural Services Division provides ongoing City Hall and Central Library art exhibits, a Newport Beach International Film Festival seminar series, a juried Photography Exhibition, two juried art shows, and cultural art programs. Library Division, under the direction of the Board of Library Trustees, provides library services to the community with an emphasis on excellence. The Board of Library Trustees is guided by the plan, entitled Commitment to Excellence. Library Services 2000 -2005. In FY 2000 -01, which was developed by Trustees, staff and community members Recreation Division staff worked with the Parks, Beaches & Recreation Commission to complete planning for Arroyo Park and Bonita Canyon Sports Park. Adult and youth sports programming continued to grow. Adult basketball, softball, and volleyball leagues included over 775 registered teams. City youth sports attracted over 1,000 children. Over 350,000 participants attended recreational activities. City playground refurbishment yielded four new safe, updated playgrounds for Newport Beach children. Senior Services Division provided for older adults' evolving needs and developed intellectually stimulating activities. The Wellness Program incorporated a fitness component to address preventative health issues. Computer courses and a networking group kept seniors up -to -date with new technology. Creative writing, Foreign Policy discussions and Orange County history courses provided options for seniors to stimulate their intellect. Sculpture, ceramics and painting classes provided an outlet for creative energy. Utilization of Resources The.Community Services Department utilizes a dedicated corps of volunteers equivalent to 27.35 full -time employees (4.0 in Recreation Services, 8.6 in Library Services and 14.75 in Senior Services). These volunteers assist in providing an array of community services. With the energy crisis, Department staff is carefully balancing the provision of City services with costs of lighting and heating fifteen public buildings, four lighted tennis courts, and seven lighted playing fields. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 1998 -99 1999 -2000 2000 -01 2001 -02 Actual Actual Estimated Proposed Salaries and Benefits $ 3,919,430 $ 4,092,461 $ 4,489,940 $ 4,554,935 Maintenance and Operations $ 2,549,714 $ 2,692,455 $ 2,463,759 $ 2,564,839 Capital Outlay $ 303,364 $ 115,278 $ 49,770 $ 73,500 Debt Service $ 584,085 $ 560,885 $ 562,223 $ 562,940 Total Expenditures $ 7,356,593 $ 7,461,079 $ 7,565,692 $ 7,756,214 General Tax Revenue $ 4,985,542 $ 4,761,385 $ 5,052,742 $ 5,496,414 Fees for Services $ 1,439,365 $ 1,569,796 $ 1,593,000 $ 1,546,700 Intergovernmental Reimbursements $ 423,277 $ 497,922 $ 424,000 $ 445,000 Other Miscellaneous Revenue $ 508,409 $ 631,976 $ 495,950 $ 268,100 Total Revenue -T7-,356,593 $ 7,461,079 $ 7,565,692 $ 7,756,214 Personnel 91.27 FTE 91.27 FTE 89.4 FTE 91.96 FTE 0 ■ START Program - an intergeneratlonal, intra- departmental program, featuring senior residents and high school seniors enjoying reading together. Service Indicators 1998 -99 Actual 20 $40,000 1,240,000 775,000 183,000 16,300 1999 -2000 Art Exhibits & luried Shows 2001 -2002 Cultural Grants Awarded ■ Projected 20 Library Circulation of Materials 20 Customers Served $40,000 Reference Questions Asked 1,130,000 Program Attendance 1998 -99 Actual 20 $40,000 1,240,000 775,000 183,000 16,300 1999 -2000 2000 -2001 2001 -2002 Actual Estimated Projected 20 20 20 $40,000 $40,000 $40,000 1,130,000 1,241,500 1,250,000 825,000 899,250 900,000 185,000 201,650 215,000 17,500 19,075 22,000 . Recreation . Special Event Permits 314 322 330 330 . Facility Rentals 395 410 1,200 1,500 Recreation Program Attendance 272,000 279,859 285,000 350,000 ■ Cosponsored Youth Organizations 132,500 141,594 143,000 215,000 Senior Programs /gasses 65,500 66,000 66,000 67,000 Client Services 9,400 9,500 9,300 10,000 Transportation Services 10,260 11,000 11,000 11,000 Referral Services 13,269 14,000 14,200 14,000 4 a PUBLIC WORKS To provide quality, cost effective public works and services to the community of Newport Beach • Meet the current and future needs for infrastructure, services, and resources for citizens and visitors • Coordinate the implementation of Capital Improvement Program projects • Operate and maintain the City's roads, bridges, intersections, traffic signals, and parking meters in an efficient and innovative manner • Provide outstanding customer service to the public, other departments, and agencies • Promote team spirit and pride through our actions and activities • Encourage continuous employee assessment and development programs • Facilitate the flow of information by maintaining a records management system Department Organization The Department of Public Works is responsible for the design and construction of the City's roads, intersections, bridges, sidewalks, storm drains, and parks. The Department also protects public property from encroachment. Public Works adds quality and safety to our lives through the use of traffic signals, signage, and pavement maintenance. The Public Works Department has three divisions: Administration, Engineering Services, and Transportation and Development Services. Administration provides overall support services for the Public Works Department. Areas of responsibility include: centralized clerical services; records management; purchasing; contract management; customer service via email, phone, or front counter; budget administration; preparation of Capital Improvement Program budget manual; personnel administration; and administration of oceanfront, temporary street closure, and encroachment permits. Engineering Services is primarily responsible for the Capital Improvement Program, including the planning, design, construction, and inspection of the City's major capital improvement projects. The design phase of a capital project may include: feasibility and environmental studies; review of capital project plans; preparation of specifications and cost estimates; preparation of local, State, and Federal funding applications; right -of -way acquisition; permit ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ application processing; utility coordination, and public information workshops. Construction Engineering includes inspection services, topographic surveys and maps, construction staking, boundary maps, encroachment surveys, and preparation of "As Built" construction drawings. Transportation and Development Services is responsible for traffic engineering, transportation planning, subdivision engineering, Geographic Information Systems (GIS), the traffic signal system, parking meter operations, underground assessment districts, and encroachment permit processing. This division provides support services to most other departments and works closely with the Building and Planning Departments to coordinate the processing of all building, land use, and development activities in the City. Staffing: 5 $462,538 Budget Personnel Administration Contract Administration Administrative Support Engineering Services Staffing: 14, plus 2 FTE $1,477,159 Special Projects Capital Projects Design Construction ransportation & Development Staffing: 14, plus 1.5 FTE $1,533,587 Traffic Engineering Subdivisions Parking Meter Operations Permit Processing J1 D 0 73 PUBLIC WORKS (Continued) Department Highlights The Department has begun or completed the following projects as a function of the Capital Improvement Program during FY 2000 -2001: Bonita Canyon Sports Park Improvements: Improvements have been substantially completed for the park including soccer and baseball fields, restrooms, parking lots, turf areas, walking trails, and a tot lot. The project cost is $6.3 million. Storm Drain Master Plan Project: Storm drain improvements were completed on Balboa Boulevard, Newport Boulevard, and Bayside Drive totaling $700,000. Traffic Signal Improvements: Three new traffic signals were installed and two existing signals on San Joaquin Hills Road serving Big Canyon and Newport Center received major upgrades. Total project cost was $600,000. Pavement Maintenance Program: The City's pavement maintenance program continued aggressively again this year. Streets were rehabilitated at a cost of $2.5 million. Major streets were 16th Street, Marguerite Avenue, Shorecliff Road, Via Lido Nord and Soud, 32nd Street, and the Newport Heights area. Alley Replacement Program: $400,000 was spent upgrading the alleys on Balboa Peninsula. Balboa Village Project: Extensive community meetings were held and preferred alternatives identified and approved by the City Council for the redevelopment of the Balboa Pier Parking Lot and Balboa Village areas. The design phase has been completed and construction on the Pier Parking Lot will begin later this year. 74 Light Emitting Diode (LED) Conversion Program: Significant energy savings have been realized from the final phase of a multi -year project to convert red incandescent traffic signal lamps to Light Emitting Diodes (LEDs). These units use one - sixth the energy used by the lamps they replaced. Soundwall Glass Replacement: This project replaced the 10- year -old Lexan glass panels in the sound wall along West Coast Highway at a cost of $190,000. Oil Spill Remediation: In February 1990, a tanker spill of more than 400,000 gallons of oil off the coast of Huntington Beach impacted Newport's beaches. As a condition of the settlement, the City is required to use the proceeds on projects affecting the areas damaged by the spill. The ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ design phase is in process for the following major projects: Balboa Pier Rehabilitation ■ ($1,150,000), Newport Pier Rehabilitation ($950,000), Beach Restroom Improvements ■ ($500,000), Corona del Mar Beach Improvements ($500,000), Ocean Front Walkways and Lighting Improvements ($450,000). The Department's FY 2001 -2002 Capital Improvement Program includes the following ■ major projects: ■ Economic Development - Mariners Mile: This ■ $300,000 project will provide for public improvements in the Mariners Mile area including ■ sidewalks, landscaping, and street furniture. ■ Bayview Park Landing, Phase I: This project will ■ provide grading of the mesa to street level and landscaping with trees, native grassland ground ■ cover, and coastal sage vegetation. Total cost is $340,000. ■ Highway Widening: Projects include Irvine Avenue ■ south of Bristol Street, Placentia Avenue from ■ Superior Avenue to Hospital Road, East Coast Highway at Cameo Shores Road, and MacArthur ■ Boulevard at Jamboree Road. Projects total $3.5 million. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ r ■ ■ Pavement Management Program: Major projects include Balboa Boulevard, Campus Drive, Ford Road, San Miguel Drive, Corona del Mar north of Coast Highway, 15th Street and Monrovia Avenue, Balboa Island, between Cliff Drive and Coast Highway. Projects total $5.7 million. and Dover ,Drive �4 75 1998 -99 1999 -2000 2000 -01 2001 -02' Actual Actual Estimated : Proposed Salaries and Benefits $ 2,418,739 $ 2,458,861 $ 2,728,415 $ 2,800,478 Maintenance and Operations $ 543,148 $ 646,147 $ 613,396 $ 983,992 Capital Outlay $ 39,430 $ 22,756 $ 20,100 $ 40,100 Total $ 3,001,317 $ 3,127,764 $ 3,361,911 $ 3,824,570 �4 75 ■ ■ UTILITIES ■ To provide quality, cost effective utility ■ services to the community of ■ Newport Beach ■ ■ • Meet the current and future needs for infrastructure, services, and resources for citizens and visitors ■ • Provide the City a safe and reliable water supply • Operate and maintain the City's water, wastewater, oil and gas, and street lighting ■ systems in an efficient and innovative manner • Provide outstanding customer service to the public, other departments, and ■ agencies ■ • Promote team spirit and pride through our actions and activities ■ • Encourage continuous employee assessment and development programs ■ • Facilitate the flow of information by maintaining a records management system ■ ■ Department Organization ■ The Utilities Department is responsible for providing water service, wastewater collection, oil and gas production, electrical services, and street lights to the citizens of Newport Beach. ■ Water is delivered to the tap, wastewater is transported for treatment, and streets and beach parking lots are made safer with lighting. The Utilities Department has four divisions: ■ Electrical, Oil & Gas, Water, and Wastewater. ■ The Electrical Division staff is responsible for the maintenance and operation of electrical ■ services at all City facilities. These include park sites, community buildings, water and sewer pump stations, oil wells, emergency generators, and over 6000 street and parking lot lights. Staff responds to over 2000 service requests each year. ■ The Oil & Gas Division provides contract administration and oversight for a small oil tank ■ farm consisting of 16 wells in West Newport Beach. The operation and maintenance of the oil operation is out sourced. Natural gas is a by- product of the oil production and is sold to Hoag ■ Hospital. ■ The Water Division delivers water from both local and imported sources. Staff operates the pumps, reservoirs, and pressure reducing stations, performs water quality testing, ■ provides meter reading services, responds to customer service requests, and performs year - round preventative maintenance on fire hydrants, shut -off valves, and over 200 miles of ■ transmission mains. ■ The Wastewater Division staff operate 20 pump stations and maintains over 200 miles of wastewater collection system that transports the City's wastewater to the County's trunk r system for treatment at the Huntington Beach plant. ■ 76 ■ Electrical Oil & Gas Staffing: 5 Staffing: 0 $978,394 $351,286 City Facilities Electrical Service Oil Production Recreation Fields Lighting Gas Production Parking Lots Lighting Oil & Gas Remediation Street Lighting Water Wastewater Staffing: 33, plus 7 FTE Staffing: 12, plus 2 FTE $12,904,729 $1,614,332 Water Production Water Quality Sewer Main Cleaning Meter Reading Manhole. Maintenance Reclaimed Water Pump Station Maintenance Customer Service Sewer Lateral /Cleanout Replacement Water Maintenance & Repair Underground Service Locating The Utilities Department operates 16 oil & gas wells in the Newport Shores area The Electrical Division is responsible for the maintenance and replacement of streetlights 77 UTILITIES (Continued) Department Highlights The Department has begun or completed the following projects as a function of the Capital Improvement Program during FY 2000 -2001: Seismic Analysis Program of Big Canyon Reservoir Dam: The Utilities staff worked with a consultant on an analysis and seismic study of the Big Canyon Reservoir Dam. The Seismic Analysis. Program for the reservoir included 1) an evaluation of the general condition of the reservoir and appurtances, 2) the stability and seismic performance of the dam and reservoir slopes and 3) the integrity of the overall reservoir system consistent with the City's operating requirements. The findings of the study indicated that the structural integrity of the reservoir and dam embankment appears satisfactory for extreme load conditions. Water Transmission Main Improvements: A failing 16 -inch steel water main was replaced on Jamboree Road between University Drive and Camelback Street at a cost of $300,000. In addition, a new 16 -inch transmission main was installed on Balboa Boulevard as a component of the Adams Street to Medina Way street improvements. Streetlight Conversion Program: The Electrical Division work the conversion of two high -watt series circuits to standard system. This conversion included 106 streetlights in the Irvine Terrace neighborhood, Bayside Drive, and Avocado Avenue. These two circuits were identified in the 15 -year Streetlight Conversion Program. ed with a contractor on energy efficient 240 volt These pumps, which are located at the 16th Street Pump Station, pump water from the well sites to the distribution system A Utilities crew exposing the 48 -inch transmission main at Big Canyon Reservoir prior to making repairs Water Atlas Conversion Project: Utilities staff worked with the MIS Division and a consultant on the conversion of the water atlas drawings into an electronic digital atlas mapping system which will become another layer in the City's Geographic Information System. This conversion included the review of approximately 5000 water system drawings and a field survey of approximately 10,500 physical features. The Department's FY 2001 -2002 Capital Improvement Program includes the following major projects: Oil Field Improvement Program: $350,000 has been allocated for modifications and improvements to existing oil wells, pumping equipment, tank farm production and storage facilities, and the oil, water, and gas transmission lines associated with the City's oil field. The Improvement includes Phase II of the pressure maintenance program (water flooding) which will provide for the installation of. an injection pump and well casing rehabilitation to increase oil production. 78 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Corona Highlands Water Main Replacement and Street Rehabilitation: This project will replace ■ deteriorated cast iron water pipelines that were originally constructed in the late 1940s and 1950s. These water mains have a higher frequency of failure than other parts of. the City's ■ water system. All the streets will also be repaved. Total project cost Is $1.5 million. ■ Zone V Pump Station Backup Generator: $150,000 has been allocated for the purchase and installation of a backup generator and enclosure at the Zone V pump station that serves ■ Spyglass Hill. There is currently no backup generator or pump at this site. This backup power will allow the station to operate automatically and without water service interruption during ■ power outages. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ I Charges for Services $ 1998 -99 $ 1999 -2000 $ 2000 -01 $ 2001 -02 Use of Money & Property $ Actual $ Actual $ Estimated $ Proposed Salaries $ 3,408,765 $ 3,421,633 $ 3,682,854 $ 3,822,869 Maintenance and Operations $ 9,699,430 $ 10,183,629 $ 10,364,935 $ 10,298,107 Capital Projects $ 45,691 $ 97,898 $ 81,512 $ 711100 . Debt Service $ 1,690,209 $ 1,662,612 $ 1,655,228 $ 1,656,665 Total Expenditures $ 14,844,095 $ 15,365,772 $ 15,784,529 $ 15,848,741 Charges for Services $ 20,059,789 $ 19,775,158 $ 19,300,200 $ 19,914,963 Use of Money & Property $ 463,954 $ 592,528 $ 330,000 $ 925,000 Sales of Oil & Gas $ 424,610 $ 900,266 $ 665,000 $ - Other Revenue $ 550,839 $ 200,214 $ 51,000 $ 47,000 Transfer (To) From Reserves $ (6,655,097) $ (6,102,394) $ (4,561,671) $ (5,038,222) Bond Proceeds $ - $ - $ - $ - Total Revenue 9; 14.844.095 1 15.365.772 $ 15.784.529 $ 15.848.741 �i 79 V) z w F w 0 a F J w a Q U ■ ■ CAPITAL IMPROVEMENT PROGRAM ■ The City of Newport Beach Capital Improvement Plan (CIP) serves as a plan for the provision of public improvements, special projects, and on -going maintenance programs. Projects in the CIP include arterial highways; local streets; storm drains, bay and beach improvements; park and facility improvements; water and wastewater system improvements; and planning programs. The FY 2001 -2002 CIP, including rebudgets, totals ($40,604,510) and consists of over 190 projects. The CIP was developed with input from all City departments, citizen groups, and City Council Members who identified needs in their respective areas. The individual project requests are compiled by each department and are then submitted to the Public Works Department in January. The projects are prioritized and summarized by available funds and then are reviewed by the Public Works Director. The Director of Public Works meets with each Department Director to discuss funding priorities. The projects recommended for approval are presented to the City Manager in March and are again discussed with each Department Director. The process is finalized in April and packaged for distribution to the City Council. Funding of the capital projects is derived from multiple funding sources, as follows: 2001 -2002 Capital Improvement Projects by Fund Including Rebudgets Tide & Submerged Lands Orange County 4% Combined �\ Transportation \ Funding Program 9% Oil Spill Remediation 12% Gas Tax 13% Community j Development Block Grant 2% Circulation & 5% 82 CIOSA 2% Wastewater Enterprise 4% Water Enterprise 16% \AHRP (TEA 21) 2% Building Excise Tax 2% Contributions 3% AB2928 1% oral Fund 25% ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ General Fund ■ The General Fund projects total ($9,991,000). Projects funded by the General Fund include ■ City facilities, storm drains, streets, library, and park projects. Major projects include: • Repairs and improvements to various City facilities, including City Hall, Corporation Yard, ■ public restrooms, recreation facilities, and the Police facility ($1,473,000) • Storm Drain Improvements ($600,000) ■ • Sidewalk, Curb and Gutter Replacement Program - Public Works /General Services and Alley Replacement Program ($315,000) ■ • Street, Alley, Bikeway, Parking Lot Improvements - Public Works /General Services ■ ($288,000) • Economic Development - Mariner's Mile ($300,000) ■ • Streetlight Replacement Program ($300,000) • Police 800 MHz System ($414,000) ■ Various Park Improvements ($825,395) ■ Oil Spill Remediation ■ Oil Spill Remediation funds are the product of settlement proceeds from the American Trader Company. In February 1990, a tanker spill of more than 400,000 gallons of oil off the coast ■ of Huntington Beach impacted Newport's beaches. As a condition of the settlement, Newport ■ Beach is required to spend the funds on projects affecting the areas damaged by the spill. Major projects totaling $4,742,000 include: ■ Balboa Peninsula Beach Access Walkway Replacements ■ Ocean Front Walkway and Lighting Replacements • Beach Restroom Improvements ■ Ocean Safety Operations and Rescue Boat • Newport and Balboa Piers Rehabilitation ■ Corona del Mar Beach Improvements • Marine Education Facility ■ ■ Community Development Block Grant Fund Community Development Block Grant (CDBG) funds are allocated to local governments from ■ the Federal government, based upon a formula, and are required to be used within broad functional areas for community rehabilitation and housing. CDBG funding totals ($673,000) ■ and includes the Balboa Village Improvement Project. ■ Tide and Submerged Land Fund ■ The Tide and Submerged Land Fund is used to account for all revenues and expenditures ■ related to the operation of the City's tidelands, including beaches and marinas. Projects in this fund total ($1,685,000). Major projects include: ■ • Parking Lot Facilities Maintenance Program ($225,000) ■ • Balboa Yacht Basin Facilities Improvements ($65,000) • Newport Bay Sediment Programs ($219,000) ■ • Beach Replenishment Program ($107,000) • Oil Field Improvement ($350,000) ■ • Balboa Island.Bayfront Repairs ($200,000) ■ 83 84 CAPITAL IMPROVEMENT PROGRAM (Continued) ■ ■ ■ ■ Building Excise Tax Fund The Building Excise Tax Fund is used to account for revenues received from builders and ■ developers on building and remodeling projects within the City. Expenditures from this fund ■ are used exclusively for fire safety, libraries, parks, beaches, or recreational facilities. Projects in the fund total ($815,000) and will be used for public facility improvements that include: ■ • Fire Station Modifications and Upgrades ($221,000) ■ • Playground Equipment Replacement Program ($90,000) • Library Improvements and Enhancements ($146,000) ■ ■ Water Enterprise Fund Funds for capital projects In the Water Enterprise Fund are derived from water service charges ■ and are used for the rehabilitation and expansion of the City's water service. Projects in ■ this fund total ($5,263,000). The projects encompass distribution and piping; water system repairs; and pumping and operating. Major projects include: ■ • Water Main Master Plan Improvement Program ($271,000) ' • Water Transmission Main to Corona del Mar ($3,080,000) • Regulating Station Replacement ($149,000) ■ • Zone V Backup Generator ($150,000) . Wastewater Enterprise Fund ■ Projects in this fund total ($1,620,000) and include sewer main and pump station ■ improvements. Projects include: ■ • Master Plan Sewer Main Improvements ($362,000) • Master Plan Sewer Pump Improvements ($774,000) ■ • Televised Pipe Inspection Program ($117,000) ■ Cooperative Projects ■ Cooperative Projects are projects funded with Gas Tax and Measure M revenues which receive ■ funding from sources outside the City and /or are part of a joint venture with other agencies. Major cooperative projects to be undertaken in FY 2001 -2002 include: ■ • Street and Bikeway Improvements ($200,000) ■ • Pavement Management Program Major Maintenance ($1,641,000) • Balboa Village Improvements ($700,000) ■ • Traffic Signal, Channelization, and Traffic Safety Improvements ($420,000) ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Cooperative projects funding sources are as follows: ■ Gas Tax Fund ■ The State Gas Tax Fund accounts for all State Gas Tax related revenues and expenditures, ■ including street repair, construction, and maintenance. Gas Tax funded projects total ($5,199,000). ■ Contributions Fund ■ The Contributions Fund is used to account for revenues received from other governmental ■ agencies or private developers and are expended for specific street or highway construction projects. Projects in this fund total ($1,333,000). ■ Circulation and Transportation Fund ■ The 'Circulation and Transportation Fund is derived from Fair Share Fees collected from developers and restricted for capital improvement projects that are a part of the circulation element in the City's General Plan. Projects in this fund total ($2,128,501). ■ ■ Orange County Combined Transportation Funding Program The Orange County Combined Transportation Funding Program (OCCTFP) combines funding from multiple sources, such as Measure M Local and Turnback funds ($3,731,000). ■ Circulation Improvement and Open Space Agreement Construction Fund ■ The Circulation Improvement and Open Space Agreement ( CIOSA) is a development agreement between the City and The Irvine Company to finance expenditures relating to the ■ construction and acquisition of certain public capital improvements. The CIOSA Construction Fund was established to account for the construction proceeds and expenditures related to ■ Special Assessment District No. 95 -1. Projects in this fund total ($673,000). AB2928 Fund ■ This is the City's share of monies from the Transportation Congestion Relief Fund provided ■ for in AB2928. These funds must be used for street and highway pavement maintenance, rehabilitation, and reconstruction before the end of FY 2001 -02. There is one project in this ■ fund totaling ($539,054) ■ Conclusion ■ Once again, the City has undertaken an ambitious and wide - ranging Capital Improvement Program. The projects are both significant and diverse, and_will serve all areas of the City. ■ Many of the projects have multi -year terms to completion. In those cases, only those phases of the projects scheduled during FY 2001 -2002 are budgeted and appropriated this fiscal ■ year. It is the City's policy to appropriate sufficient funds for all projects scheduled during the coming budget year. If projects are not completed, nor funds encumbered by fiscal year -end, ■ the projects are reconsidered as part of the following fiscal year budget process. ■ ■ 85 ■ ■ ■ CITY OF NEWPORT BEACH ■ 2001 -2002 RESOURCE ALLOCATION PLAN ■ DESCRIPTION OF INTERNAL SERVICE FUNDS ■ The City continues to provide for the financing of certain functions through the use of Internal ■ Service Funds (ISF). The purpose of these funds is to facilitate the management of some types of expenditures on a centralized, as opposed to decentralized (by department) basis, ■ without losing the visibility of each Department's share of the overall cost. Each Department has been required to budget for the cost of these functions at a pre- determined rate, as ■ opposed to attempting to project actual costs at the Department level, which would be required if there was no ISF mechanism. Funds are then collected from each Department at ■ the pre- determined rate by the Internal Service Fund during the course of the year. All actual expenditures for the function in question (for the City as a whole) are then made from the ■ Internal Service Fund. The City has established four Internal Service Funds - Insurance Reserve Fund, Compensated Absences Fund, Retiree Medical Fund, and Equipment Maintenance and Replacement Fund. ■ The Insurance Reserve Fund is used to pay all Workers' Compensation, Liability, and Disability expenses of the City. This includes insurance premiums, consultant fees, medical expenses, ■ contract attorney costs, payments for judgments and settlements, and all other expenses connected with this function. The amounts paid into this Fund by the individual Departments ■ vary. Each Department's budget base for Liability expenses was established by examining a ten -year history of claims and determining each Department's appropriate share, based on ■ the nature of the claims themselves. That share was then used to establish each Department's percentage of the funding being set aside in the Insurance Reserve Fund for anticipated ■ Liability expenses this year, and to address at least part of any reserve deficiencies. This year's contribution by departments, which constitutes revenue to the ISF, is projected to be ■ $1,928,000. This should constitute sufficient resources to fund short term expenditures and accumulate resources to pay long -term claims. ■ Each Department's share of the City's anticipated Workers' Compensation expenses was ■ determined by an analysis of claims history by labor class in Newport Beach as compared to the same information for the State as a whole. Based on this data, appropriate rates ■ were established for each labor class in the City. These rates were then used to determine the budget base needed in each Department to accumulate the total anticipated Insurance ■ Reserve Fund requirement to pay all Workers' Compensation claims and related expenses for this budget year (approximately $1,707,000). Similar to the situation with Liability, there ■ is an accumulated deficit for Workers' Compensation. Therefore $3,180,000, or a projected excess of $1,473,000 is being collected to cover the deficit. ■ Disability premium payments to the Insurance Reserve Fund represent one percent of salary. ■ This amount is charged to each individual employee as part of the payroll process. The amount collected covers the City's cost of the insurance coverage, as well as the City's out of ■ pocket expenses for the program. ■ The Retiree Medical Insurance Reserve Fund is funded by both City and employee contributions. The contribution is based on a formula currently provided for in the Memorandum of Understanding between the City and the employees. The retiree medical fund is also used to accumulate funds to meet the cost of current and future retiree medical benefits. ■ Departmental payments into the Compensated Absences Internal Service Fund are based ■ on a percentage of salary. That percentage is set at a level which will accumulate a ■ ■ W sufficient monetary base within the fund to accommodate current year expenses. This year's contribution to the Fund for this purpose is budgeted at $1,324,896. Any amounts collected in excess of the annual expense, reduce the long -term unfunded liability in this fund. The Equipment Maintenance and Replacement Fund is used to provide funding for the maintenance of almost all of the City's fleet of Rolling Equipment, and to accumulate funds for the eventual replacement of that equipment. Based on the City's maintenance experience, anticipated equipment life span, and projected replacement costs, rates were established for each class and type of equipment. These rates function much like vehicle rental rates from the perspective of the using Departments. Funds for replacement, on the one hand, and maintenance, on the other, remain segregated. Maintenance funds are used to fully fund the General Services Equipment Maintenance Division, including the Auto Parts Warehouse, and certain other General Services Department overhead expenses which are directly attributable to rolling equipment maintenance, but are contained in the budgets of other divisions. Each Department Budget unit's share of this cost, based on the equipment it has in service, is contained on line 8022 of the respective M &O budget sheets. Recommendations for rolling stock replacement are made by each Department to the City Manager through the General Services Director. The City Manager then includes his final recommendation for Equipment Replacement action to the City Council as part of the annual budget submission. Money accumulated in the Equipment Replacement portion of this Fund can only be used for equipment replacement unless specifically reprogrammed by the City Manager. Each Department Budget unit's "contributions" to this fund, based on the equipment it has in service, can be found on line 8024 of the respective M &O budget sheets. For Fiscal Year 2001 -2002, City expenditures from Internal Service Funds are projected as follows: Equipment Maintenance: Equipment Replacement: Compensated Absences: Workers' Compensation: Disability Coverage: General Liability: Retiree Medical: $1,442,473 $2,730,024 $1,000,000 $1,707,000* $100,000* $1,656,360* $867,000* *Includes legal services, insurance premiums, contract administration, claims & settlements, and payments to providers of medical service. m ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 1 ■ ■ ■ ■ ■ ■ FIXED ASSET SCHEDULE Schedule of General Municipal Property as of June 30, 2000 Description Civic Center City Hall Police Station Council Chambers Professional Building Fire Stations Balboa Boulevard Headquarters # 2 Jamboree and Santa Barbara # 3 Balboa Island # 4 Corona del Mar # 5 Irvine Avenue # 6 Marine Lifeguard Headquarters Libraries Balboa Corona del Mar Mariners Multipurpose Room at Mariners Central Library Land Structures Warehouse American Legion Property Beacon Bay City Yard 19th China Cove Lots N Street Beach Lots 26th Street Parking Balboa Parking Lot Palm Street Lot Ocean Front Parking Lot Year of Historical Acquisition Cost 1948 1,371,002 1973 2,156,376 1975 338,323 1983 1,129,351 1962 109,802 1952 479,534 1971 595,597 1993 825,614 1948 57,535 1958 102,866 1965 163,987 1920 144,238 1958 148,295 1963 151,727 1966 42,035 1992 7,400,000 1994 8,000,000 1973 77,028 1929 127,285 1929 3,309,895 1919 4,307,296 1905 24,250 1952 36,522 - 500,000 1965 38,390 1925 319,818 1995 776,934 - 25,693 ■ 91 W 5 i ■ ■ ■ ■ i Year of Historical Description Acquisition Cost ■ Corona del Mar Beach Parking Lot 1957 159,470 ■ Corona del Mar Beach Concession 1957 81,183 Corona del Mar Beach Restrooms 1957 70,996 15th Street Restrooms 1962 28,917 ■ 19th Street Restrooms 1935 2,000 Washington Street Restrooms 1935 60,441 ■ Balboa Pier Restrooms. 1957 12,869 Newport Pier Restrooms 1958 36,211 ■ West Newport Restrooms 1955 25,263 Orange and Seashore Restrooms 1976 55,800 i Voluntary Action Center (VAC) 1919 120,976 i Channel Place Park 1958 50,005 Newport Island Park 1938 159,653 i 38th Street Park 1925 422,729 Cliff Drive Park 1960 699,478 Mariners Mile Park 1957 146,995 Galaxy Park 1962, 60,000 ■ Westcliff Park 1962 210,215 i Las Arenas Park 1919 295,480 Lido Park - 123,335 i Peninsula Park 1929 81,869 Eastbluff Park 1965 438,133 ■ Irvine Terrace Park 1960 491,842 ■ Community Youth Center (Grant Howald Park) 1962 1,110,597 Begonia Park 1926 267,049 ■ Buck Gully Beach Park 1926 127,687 Buffalo Hills Park 1969 839,309 i Balboa Bay Club Land Site 1928 10 30th and Newport Parking Lot - 105,999 ■ Boy Scout House 1958 316 ■ Girl Scout House 1919 24,665 15th Street Pier 1968 9,710 i Newport Pier 1922 186,745 Balboa Pier 1925 83,877 ■ Little Island Bridge 1972 1,870 Harbor Hills View Park 1972 89,379 i San Joaquin Hills Park 1972 388,454 ■ Balboa Island Park 1973 196,494 Cliff Drive View Park 1973 345,739 ■ Harbor View Nature Park 1974 424,089 Ensign View Park 1975 929,726 i Balboa Island Park 1974 175,260 i ■ ■ ■ ■ 93 Year of Historical Description Acquisition Cost San Miguel Park 1983 488,291 Oil Well Facilities 1982 1,147,988 Balboa Yacht Basin 1982 3,386,666 North Ford Park 1984 112,103 Kings Road View Park 1975 110,000 West Newport Triangle 1975 55,000 Senior Citizen Facility 1975 1,256,159 Mariners Mile Parking Lot 1976 614,250 Balboa Peninsula Lot 1976 47,250 West Newport Park 1977 975,772 Bayside Drive Park 1978 133,209 Spyglass Hill Park 1978 101,972 Inspiration Point 1979 881,990 Cannery Village Municipal Parking Lot 1988 1,039,163 Bonita Creek Park 1987 2,999,535 30th and Villa Parking Lot 1987 12,500 Galley Cafe 1988 44,100 West Newport Community Center 1988 1,581,459 Lincoln Athletic Field 1988 614,568 Balboa Parking Lot 1994 885,133 Sunset View Park 1997 57,220 Bal. Pen. Entryway Park 1997 672,107 Bob Henry Park 1997 3,887,193 Balboa Theater 1998 457,961 Total 63,461,817 Other Equipment 14,842,176 General Municipal Property Total 78,303,993 ■ 93 FIXED ASSET SCHEDULE Proprietary Fund Type Schedule of Structures, Improvements and Equipment as of June 30, 2000 Water Utility Mains Meters Wells Transmission Pipelines Pumping Stations Reservoirs: Big Canyon Spyglass Zone 2 & 3 16th Street San Joaquin Capitalized Interest Warehouse Historical Cost $ 27,045,141 3,571,092 3,368,980 10,599,760 4,567,516 Accumulated Depreciation $ 18,327,586 2,465,662 712,189 1,011,975 959,856 Net Book Value $ 8,717,555 1,105,430 2,656,791 9,587,785 3,607,660 2,516,677 1,359,177 1,157,500 639,011 241,056 397,955 12, 501,838 1,096,055 11,405,783 532,565 101,245 431,320 1,034,462 68,965 965,497 205,793 71,015 134,778 Total Structures and Improvements 66,582,835 26,414,781 40,168,054 Equipment 627,374 690,111 (62,737) Total Water Utility $ 67,210,209 $ 27,104,892 $ 40,105,317 Wastewater Utility Mains $ 27,991,070 $ 19,505,396 $ 8,485,674 Pumping Stations 6,759,036 3,980,138 2,778,898 Total Structures and Improvements 34,750,106 23,485,534 11,264,572 Equipment Total Wastewater Utility Fleet Management Total Fleet 94 43,797 54,746 (10,949) $ 34,793,903 $ 23,540,280 $ 11,253,623 $ 12,820,882 $ 6,513,436 $ 6,307,446 EQUIPMENT MAINTENANCE AND REPLACEMENT FUND Schedule of Rolling Equipment Replacement (FY 2001 -02) Public Safety Departments Police Department Patrol/Traffic Sedans (8) $240,000 Van $26,000 Trucks, 1/4 ton Ext. Cab (3) $57,000 Detective Sedan $26,000 Motorcycle (6) $114,000 Court Van $32,000 Radar Trailer $10,000 Motorcycle Trailer $3.500 Sub Total $508,500 Fire Department Rescue Boat* $180,000 PUBLIC SAFETY TOTALS $688,500 GRAND TOTAL ALL DEPARTMENTS * Funded from Oil Spill Recovery Proceeds Other Departments Community Services Department 10 Passenger Van $5000 General Services Department Street Sweeper (3) $412,000 Beach Sweeper /Scrubber $42,000 Beach Tractor $60,000 Beach Cleaner $54,000 Transfer Tractor $90,000 Refuse Truck, Front Loading $140,000 Refuse Truck (2), Rear Loading $180,000 Transfer Trailer $55,000 Backhoe $155.700 Sub Total $1,188,700' Public Works Department Truck, 1 ton Utility Body, with Crane $35,000 Equipment Trailers (2) $20,000 Dump Truck $80,000 Trucks, 1/2 ton with liftgate $22,000 Vactor Truck $250,000 Sub Total $407,000 OTHER DEPARTMENT TOTALS $1,645,700 $2,334,200 95 CITY OF NEWPORT BEACH 2001 -2002 RESOURCE ALLOCATION PLAN ROLLING STOCK AND AIRCRAFT IN SERVICE Utilitv Enterprise Passenger Cars 5 -2 3 Fiscal Year Fiscal Year Trucks Fiscal Year Fiscal Year Fiscal Year 2001 -02 2001 -02 Tractors and Graders 1999 -2000 2000 -01 2000 -01 Projected Projected Backhoes and Loaders Final Changes & Final Changes & Final General City Operations Inventory Adiustments Inventory Adiustments Inventory Pass Cars 102 -2 100 0 100 Jeeps 3 -1 2 0 2 Motorcycles 16 0 16 0 16 Trucks 124 +5 129 0 129 Fire Trucks 11 +1 12 0 12 Loadpackers 22 +1 23 0 23 Street Sweepers 7 0 7 0 7 Tractors and Graders 4 0 4 0 4 Backhoes and Loaders 6 0 6 0 6 Beach Cleaners 3 0 3 0 3 Trailers 27 +1 28 0 28 Trailer, Office 2 0 2 0 2 Special Equipment 18 0 18 +1 19 Total General City Operations 345 +5 350 +1 351 Utilitv Enterprise Passenger Cars 5 -2 3 0 3 Trucks 38 +3 41 +1 42 Tractors and Graders 2 0 2 0 2 Backhoes and Loaders 6 0 6 0 6 Trailers 11 0 11 0 11 Special Equipment 15 0 15 0 15 Total Utility Enterprise* 77 +1 78 +1 79 GRAND TOTAL 422 +6 428 +2 430 * Includes vehicles in both the Water and Wastewater Sections 94 ■ ■ ■ ■ ■ SEVEN YEAR COMPARISON OF REGULAR PERMANENT EMPLOYEES 1995 -96 1996 -97 1997 -98 1998 -99 1999 -00 2000 -01 2001 -02 ■ GENERAL CITY GOVERNMENT ■ City Council 0.00 0.00 0.00 0.00 0.00 0.00 0.00 City Clerk 3.00 2.00 3.00 3.00 3.00 3.00 3.00 ■ City Manager 4.00 4.00 4.00 4.00 12.00 18.00 12.00 Human Resources 0.00 0.00 0.00 0.00 0.00 0.00 9.00 ■ City Attorney 5.00 5.00 6.00 6.00 5.00 5.00 5.00 Administrative Services 46.00 48.00 49.00 50.00 49.00 49.00 49.00 ■ Total 58.00 59.00 62.00 63.00 69.00 75.00 78.00 PUBLIC SAFETY ■ Police 206.00 209.00 212.00 217.00 219.00 221.00 223.00 Fire 0.00 0.00 0.00 0.00 0.00 0.00 137.00 ■ Fire and Marine 120.00 122.00 124.00 125.00 125.00 137.00 0.00 Total 326.00 331.00 336.00 342.00 344.00 358.00 360.00 ■ COMMUNITY DEVELOPMENT ■ Planning 17.00 12.00 15.00 16.00 16.00 18.00 18.00 Building 17.00 20.00 21.00 21.00 23.00 24.00. 25.00 Total 34.00 32.00 36.00 37.00 39.00 42.00 43.00 ■ PUBLIC WORKS ■ Public Works and Utilities 32.00 33.00 33.00 34.00 35.00 37.00 38.00 General Services 123.00 125.00 123.00 120.00 122.00 118.00 121.00 ■ Total 155.00 158.00 156.00 154.00 157.00 155.00 159.00 ■ COMMUNITY SERVICES Library 33.00 32.00 32.00 34.00 35.00 36.00 36.00 Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 ■ Recreation 8.00 8.00 8.00 8.00 8.00 9.00 11.00 Senior Citizens 4.00 4.00 4.00 4.00 5.00 5.00 5.00 ■ Arts & Cultural 0.00 0.00 0.00 1.00 1.00 1.00 1.00 Total 47.00 46.00 46.00 49.00 51.00 53.00 55.00 ■ BALBOA YACHT BASIN 1.00 1.00 1.00 1.00 1.00 1.00 1.00 ■ WATER ENTERPRISE FUND 30.00 31.00 31.00 31.00 31.00 34.00 35.00 ■ SEWER ENTERPRISE FUND 11.00 11.00 11.00 11.00 11.00 10.00 11.00 ■ TOTAL PERMANENT EMPLOYEES 662.00 669.00 679.00 688.00 703.00 728.00 742.00 ■ ■ ■ ■ ■ ■ ■ ■ 97 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Glossary Accrual Basis - A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. Activity - Departmental efforts which contribute to the achievement of a specific set of program objectives; the smallest unit of the program budget. Ackerman Donation Fund - Used to account for the receipt and disbursement of funds received from the Ackerman Trust. These funds are split between the City and the University of California, Irvine. The City's portion must be used for library and scholarship purposes. Ad Valorem Taxes - Commonly referred to as property taxes, are levied on both real and personal property according to the property's valuation and the tax rate. Air Quality Management District (AQMD) Fund - Used to account for revenues received from the South Coast Air Quality Management District restricted for the use of reducing air pollution. Appropriation - A legal authorization to incur obligations and to make expenditures for specific purposes. Assessed Valuation - The valuation set upon real estate and certain personal property by the Assessor as a basis for levying property taxes. Assessment District Fund - Used to account for the receipt and expenditure of funds received from 1911 Act and 1915 Act Assessment Districts for capital improvement projects. Authorized Positions - Employee positions, which are authorized in the adopted budget, to be filled during the year. Available (Undesignated) Fund Balance - This refers to the funds remaining from the prior year which are available for appropriation and expenditure in the current year. Bond Refinancing - The payoff and re- issuance of bonds, to obtain better interest rates and /or bond conditions. Budget - A plan of financial activity for a specified period of time (fiscal year or biennium) indicating all planned revenues and expenses for the budget period. Budgetary Basis - This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual. Budget Calendar - The schedule of key dates which a government follows in the preparation and adoption of the budget. Budgetary Control - The control or management of a government in accordance with the approved budget for the purpose of keeping expenditures within the limitations of available appropriations and resources. Building Excise Tax Fund - Used to account for revenues received from builders or developers on building or remodeling projects within the City. Expenditures from this fund are used exclusively for public safety, libraries, parks, beaches, or recreational activities. CAFR - Comprehensive Annual Financial Report prepared and audited at the end of each fiscal year. 99 ■ ■ ■ Cannery Village Enterprise Fund - Used to account for the revenues and expenses of operating ■ the Cannery Village parking facility. ■ Capital Assets - Assets of significant value and having a useful life of several years. Capital assets are also called fixed assets. ■ Capital Budget - The appropriation of bonds or operating revenue for improvements to facilities, ■ and other infrastructure. ■ Capital Improvements - Expenditures related to the acquisition, expansion or rehabilitation of an element of the government's physical plant; sometimes referred to as infrastructure. ■ Capital Improvement Fund - Used to account for the receipt and expenditure of City funds ■ specifically identified for capital improvement projects. ■ Capital improvements Program (CZP) - A plan for capital outlay to be incurred each year over a fixed number of years to meet capital needs arising from the government's long -term needs. ■ Capital Outlay - Fixed assets which have a value of $500 or more and have a useful economic ■ lifetime of more than one year; or, assets of any value if the nature of the item is such that it must be controlled for custody purposes as a fixed asset. ■ Capital Project - Major construction, acquisition, or renovation activities which add value to ■ a government's physical assets or significantly increase their useful life. Also called capital improvements. ■ Capital Reserve - An account used to segregate a portion of the government's equity to be used ■ for future capital program expenditures. The amount of capital reserve is roughly equal to the government's annual equipment depreciation and an amount identified as being needed for future ■ capital acquisition. ■ Cash Basis - A basis of accounting in which transactions are recognized only when cash is increased or decreased. ■ Charges for Services - Those charges levied to individuals or organizations for the use or ■ consumption of services provided by the City. ■ CZOSA Construction Fund - Used to account for the receipt and expenditure of funds for the Circulation Improvement and Open Space Agreement (CIOSA). The improvements include street and ■ frontage improvements. ■ Circulation and Transportation Fund - Used to account for fair share revenues collected from developers and restricted for capital improvement projects meeting the circulation element of the ■ City's General Plan. ■ Combined Transportation Fund - Used to account for the revenues and expenditures of funds received from the Orange County Combined Transportation Funding Program. Expenditures from this ■ fund are used exclusively for transportation related purposes. ■ Community Development Block Grant (CDBG) Fund - Used to account for revenues and expenditures relating to the City's Community Development Block Grant program. These funds are ■ received from the Federal Department of Housing and Urban Development and must be expended exclusively on programs for low or moderate income individuals /families. ■ ■ 100 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Consumer Price Index (CPI) - A statistical description of price levels provided by the U. S. Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation). Contingency - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Contractual Services - Services rendered to a government by private firms, individuals, or other governmental agencies. Examples include utilities, rent, maintenance agreements, and professional consulting services. Contributions Fund - Used to account for revenues received from other government agencies or private developers and expended for specific street or highway construction projects. Cost -of- living Adjustment (COLA) - An increase in compensation based on the effect of inflation. Debt Service - The cost of paying principal and interest on borrowed money according to a predetermined payment schedule. Deficit - The excess of an entity's liabilities over its assets or the excess of expenditures or expenses over revenues during a single accounting period. Department - The basis organizational unit of government which is functionally unique in its delivery of services. Depreciation - Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. Development Fees - Those fees and charges generated by building, development and growth in a community. Included are building and street permits, development review fees, and zoning, platting and subdivision fees. Disbursement - The expenditure of moneys from an account. Distinguished Budget Presentation Awards Program - A voluntary awards program administered by the Government Finance Officers Association to encourage governments to prepare effective budget documents. Employee (or Fringe) Benefits - Contributions made by a government to meet commitments or obligations for employee fringe benefits. Included are the government's share of costs for Social Security and the various pension, medical, and life insurance plans. Encumbrance - The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure. Enterprise Fund — Used to account for City operations that are financed and operated in a manner similar to private business enterprises. The objective of segregating activities of this type is to identify the costs of providing the services, and to finance them through user charges. Entitlements - Payments to which local governmental units are entitled, pursuant to an allocation formula determined by the agency providing the moneys, usually the state or the federal government. Environmental Liability Fund - Used to account for solid waste fees restricted for mitigation of future environmental liability relating to the handling of solid waste. 101 ■ ■ ■ Equipment Fund - Used to account for the cost of maintaining and replacing the City's rolling stock ■ fleet and the rental of the Fleet to operating departments. ■ Expenditure - The payment of cash on the transfer of property or services for the purpose of acquiring an asset, service or settling a loss. ■ Expense - Charges incurred (whether paid immediately or unpaid) for operations, maintenance, ■ interest or other charges. ■ Fiscal Policy - A government's policies with respect to revenues, spending, and debt management as these relate to government services, programs and capital investment. Fiscal policy provides an ■ agreed upon set of principles for the planning and programming of government budgets and their funding. ■ Fiscal Year - A twelve -month period designated as the operating year for accounting and budgeting ■ purposes in an organization. ■ Fixed Assets - Assets of long -term character that are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment. ■ Full -time Equivalent Position (FTE) - A part-time position converted to the decimal equivalent of ■ a full -time position based on 2,080 hours per year. For example, a part-time typist working for 20 hours per week would be the equivalent to .5 of a full -time position. ■ Function - A group of related activities aimed at accomplishing a major service or regulatory ■ program for which a government is responsible (e.g., public safety). ■ Fund - A fiscal entity with revenues and expenses which are segregated for the purpose of carrying out a specific purpose or activity. ■ Fund Balance - The excess of the assets of a fund over its liabilities, reserves, and carryover. ■ GAAP - Generally Accepted Accounting Principles. Uniform minimum standards for financial ■ accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. ■ General Fund - Used to account for fiscal resources which are: a) dedicated to the general ■ government operations of the City, and b) not required to be accounted for in another fund. ■ General Obligation (G.O.) Bond - This type of bond is backed by the full faith, credit and taxing power of the government. ■ Goal - A statement of broad direction, purpose or intent based on the needs of the community. A ■ goal is general and timeless. ■ Grants - A contribution by a government or other organization to support a particular function. Grants may be classified as either operational or capital, depending upon the grantee. ■ Hourly - An employee who fills a temporary or short-term position. Such employees provide ■ contingency staffing for government operations during peak workloads, or to address temporary staffing needs. Hourly employees are paid on a per -hour basis, and receive limited benefits. ■ Indirect Cost - A cost necessary for the functioning of the organization as a whole, but which cannot ■ be directly assigned to one service. ■ 102 ■ ■ ■ ■ ■ Infrastructure - The physical assets of a government (e.g., streets, water, sewer, public buildings and parks). ■ Insurance Reserve Fund - Used to account for the City's self insured general liability and workers' ■ compensation program as well as the City's accumulated liability for Compensated Absences. ■ Interfund Transfers - The movement of moneys between funds of the same governmental entity. ■ Intergovernmental Revenue - Funds received from federal, state and other local government sources in the form of grants, shared revenues, and payments in lieu of taxes. ■ Internal Service Charges - The charges to user departments for internal services provided by ■ another government agency, such as equipment maintenance and replacement charges, or insurance funded from a central pool. Lapsing Appropriation - An appropriation made for a certain period of time, generally for the ■ budget year. At the end of the specified period any unexpected or unencumbered balance lapses or ends, unless otherwise provided by law. ■ Levy - To impose taxes for the support of government activities. ■ Line -item Budget - A budget prepared along departmental lines that focuses on what is to be ■ bought. ■ Long -term Debt - Debt with a maturity of more than one year after the date of issuance. ■ Maintenance and Operations - Expendable materials and operating supplies necessary to conduct departmental operations. ■ Narcotics Asset Forfeiture (NAF) Fund - Established to account for all revenues resulting from ■ the seizure of assets in conjunction with criminal cases (primarily drug trafficking). It is the City's policy that all such funds shall be used for enhancement of law enforcement programs. ■ Net Budget - The legally adopted budget less all interfund transfers and interdepartmental ■ charges. ■ Nominal Dollars - The presentation of dollar amounts not adjusted for inflation. Adjusting for inflation would be done to reflect the real purchasing power of money today. ■ Object of Expenditure - An expenditure classification, referring to the lowest and most detailed ■ level of classification, such as electricity, office supplies, asphalt, and furniture. ■ Objective - Something to be accomplished in specific, well defined, and measurable terms and that is achievable within a specific time frame. ■ Obligations - Amounts which a government may be legally required to meet out of its resources. ■ They include not only actual liabilities, but also encumbrances not yet paid. ■ Operating Revenue - Funds that the government receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. ■ Operating revenues are used to pay for day -to -day services. ■ Operating Expenses - The cost for personnel, materials and equipment required for a department to function. ■ ■ 103 ■ ■ ■ Output indicator - A unit of work accomplished, without reference to the re sources required to ■ do the work (e.g., number of permits issued, number of refuse collections made, or number of burglary arrests made). Output indicators do not reflect the effectiveness or efficiency of the work ■ performed. ■ Pay -as- you -go Basis - A term used to describe a financial policy by which capital outlays are financed from current revenues rather than through borrowing. ■ Performance Budget - A budget wherein expenditures are based primarily upon measurable ■ performance of activities and work programs. Performance Indicators - Specific quantitative and qualitative measures of work performed as an ■ objective of specific departments or programs. ■ Performance Measure - Data collected to determine how effective or efficient a program is in ■ achieving its objectives. ■ Personal Services - Expenditures for salaries, wages, and fringe benefits of a government's employees. ■ Prior -Year Encumbrances - Obligations from previous fiscal years in the form of purchase orders, ■ contracts or salary commitments which are chargeable to an appropriation, and for which a part of the appropriation is reserved. They cease to be encumbrances when the obligations are paid or ■ otherwise terminated. ■ Program - A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the government is responsible. ■ Program Budget - A budget which allocates money to the functions or activities of a government ■ rather than to specific items of cost or to specific departments. ■ Program Performance Budget - A method of budgeting whereby the services provided to the residents are broken down in identifiable service programs or performance units. A unit can be a ■ department, a division, or a workgroup. Each program has an identifiable service or output and objectives to effectively provide the service. The effectiveness and efficiency of providing the service ■ by the program is measured by performance indicators. ■ Program Revenue (Income) - Revenues earned by a program, including fees for services, incense and permit fees, and fines. ■ Purpose - A broad statement of the goals, in terms of meeting public service needs, that a ■ department is organized to meet. ■ Reserve - An account used either to set aside budgeted revenues that are not required for expenditure in the current budget year or to earmark revenues for a specific future purpose. ■ Resolution - A special or temporary order of a legislative body; an order of a legislative body ■ requiring less legal formality than an ordinance or statute. ■ Resources - Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances. ■ Revenue - Sources of income financing the operations of government. ■ ■ 104 ■ ■ ■ ■ ■ Revenue Bond - This type of bond is backed only by the revenues from a specific enterprise or project, such as a hospital or toll road. ■ Secured Property Tax — The ad valorem tax on real property (land and improvements). ■ Service Level - Services or products which comprise actual or expected output of a given program. ■ Focus is on results, not measures of workload. ■ SLESF -COPS Fund — Used to account for the proceeds of the State Grant that provides funds for additional law enforcement personnel. ■ Source of Revenue - Revenues are classified according to their source or point of origin. ■ Special Assessment Fund - Used to account for funds received from affected property owners and ■ payable to holders of 1911 Act, 1915 Act and other special assessment bonds. ■ State Gas Tax Fund - Accounts for all State Gas Tax related revenues and expenditures, including street repair, construction, and maintenance. State law requires that these funds be used exclusively ■ for maintenance of the street and highway system. ■ Supplemental Appropriation - An additional appropriation made by the governing body after the budget year has started. ■ Supplemental Requests - Programs and services which departments would like to have added (in ■ priority order) over their target budget, or if revenue received is greater than anticipated. ■ Target Budget - Desirable expenditure levels provided to departments in developing the coming year's recommended budget. Based on the prior year's adopted budget, excluding one -time ■ expenditures, projected revenues, and reserve requirements. ■ Tax Levy - The resultant product when the tax rate per one hundred dollars is multiplied by the tax base. ■ Taxes - Compulsory charges levied by a government for the purpose of financing services performed ■ for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. ■ Tide and Submerged Land Fund - Used to account for all revenues and expenditures related to ■ the operation of the City's tidelands, including beaches and marinas. ■ Transfers In /Out - Amounts transferred from one fund to finance the services for the recipient fund. ■ Unencumbered Balance - The amount of an appropriation that is neither expended nor ■ encumbered. It is essentially the amount of money still available for future purposes. ■ Unreserved Fund Balance - The portion of a fund's balance that is not restricted for a specific purpose and is available for general appropriation. ■ Unsecured Property Tax — The property tax on unsecured property such as business inventory or ■ moveable equipment. ■ User Charges - The payment of a fee for direct receipt of a public service by the party who benefits from the service. ■ ■ 105 C7 ■ Variable Cost - A cost that increases /decreases with increases /decreases in the amount of service provided such as the payment of a salary. Wastewater Enterprise Fund - Used to account for the activities associated with providing sewer services by the City to its users. M Water Enterprise Fund - Used to account for the activities associated with the transmission and distribution of potable water by the City to its users. Working Cash - Excess of readily available assets over current liabilities. Or cash on hand equivalents which may be used to satisfy cash Flow needs. N Workload Indicator - A unit of work to be done (e.g., number of permit applications received, the number of households receiving refuse collection service, or the number of burglaries to be investigated). Work Years - The amount of personnel resources required for a program expressed in terms of the "full -time equivalent" number of employees. One "work year" is equal to one full -time, year -round employee. For most categories, this equals 2,080 hours year (40 hours per week times 52 weeks). The number of hours a part -time employee is budgeted to work during the year is divided by 2,080 to arrive at the equivalent number of "work years" for the position. 106 ■