HomeMy WebLinkAboutResource Allocation Plan 2005Resource
Allocation Plan
FISCAL YEAR 2004/2005
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The City of Newport Beach was incorporated September 1, 1906
The present City Seal was adopted June 22, 1957
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ORGANIZATIONAL VALUES
As Employees of the City of Newport Beach, we choose to embrace and practice the
following values: .
In practicing integrity, we strive to be honest, reliable, respectful, ethical, fair, and
authentic. We will serve in a manner consistent with community values and follow through
on our commitments.
In practicing empathy, we will be sensitive to the needs of others by being compassionate,
thoughtful, open- minded, willing to understand, and by being good listeners.
In practicing service, we understand our roles as representatives of the City. We will
endeavor to practice humility, to make things better for others, and to treat others, as we
want to be treated. .
In practicing excellence, we will strive to do our best by demonstrating competence and
a commitment to quality. We will be innovative, thorough, efficient, and effective in our
work. .
In creating a positive work environment, we will express our appreciation for, and
recognize, others. We will follow a work ethic, take pride of ownership in our work, be
courteous, encourage creative thinking, seek and be open to challenges, create esprit de
corps, maintain a safe work environment, and act with enthusiasm.
In creating unity of purpose, we will practice cooperation and teamwork. We will practice
open communication by keeping others informed, considering the needs of others, and at .
times deferring to the needs of others.
In practicing responsibility, we will be accountable in our work, take initiative, make
appropriate decisions, and act decisively. We will acknowledge our errors and correct .
them.
In practicing loyalty, we will respect the individual and the position. We will support each
other, abide by decisions, and strive to always present a positive image of the City. .
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CITY OF NEWPORT BEACH
. Resource Allocation Plan
2004 -2005
■ RESOURCE ALLOCATION PLAN
TABLE OF CONTENTS
Tableof Contents .......................................................................................................
............................... i
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List of City Officials ...................................................................................................
City Manager's Transmittal Letter
............................... ii
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............................................................................
...............................
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INTRODUCTION
User's Guide ..............................................................................................................
..............................1
.
Organization Chart 2004- 2005 ..................................................................................
..............................6
SUMMARIES
.............................84
Miscellaneous Statistical Information ........................................................................
..............................9
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Historical & Projected Revenues by Category .........................................................
.............................10
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Historical & Proposed Operating Expenditures by Fund ..........................................
.............................13
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Operating Expenditures by Department & Type .......................................................
.............................14
Historical & Proposed Capital Improvement Expenditures ......................................
.............................15
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Operating Expenditures - All Funds ..........................................................................
.............................16
Summary of Estimated 2003 -2004 Year End Fund Balances ..................................
.............................20
Summary of Estimated 2004 -2005 Year End Fund Balances ..................................
.............................23
.
Projected Fund Transfers, All Funds ........................................................................
.............................26
Building.....................................................................................................................
.............................60
GeneralServices ......................................................................................................
.............................66
Recreation & Senior Services ................. .....................................................---.
.............................72
Library Services ........................................................................................................
.............................76
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PublicWorks .............................................................................................................
.............................80
Utilities......................................................................................................................
.............................84
Internal Service Funds Program ...............................................................................
.............................88
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Debt Service & Other Activities ................................................................................
.............................90
CAPITAL IMPROVEMENTS
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Capital Improvements ...............................................................................................
.............................96
APPENDICES
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Tide & Submerged Land Fund ................................................. ...............................
............................102
CapitalAsset Schedule..... ......................................... .....................
-- ........... .............. - ................... 103
NEWPORT BEACH CITY OFFICIALS
City Council
Steven Rosansky Garold B. Adams
Council Member Mayor Pro Tem
Principal Administrative Officers
SharonWood ..... ...............................
DaveKiff ............. ...............................
Dennis C. Danner ..............................
Bob McDonell ..... ...............................
TimRiley ......................... ................
David E. Niederhaus .........................
Marie Knight... ...................................
Patricia L. Temple ..............................
Jay Elbettar ........ ...............................
SteveBadum ...... ...............................
Diana Axley ........ ...............................
Eldon Davidson .. ...............................
Linda Katsouleas ...............................
Robert H. Burnham
City Attorney
.. Assistant City Manager /Director of Community & Economic Development
...................... .... ............................... ......................Assistant City Manager
.................. I ....................... ......... Administrative Services Director /Treasurer
.............. ............................... ... ..........................Chief of Police
..................................................................... ............................... Fire Chief
................ ............. ........................................... I.... General Services Director
......................... ............................... Recreation & Senior Services Director
........................................................... ............................... Planning Director
........................................................... ............................... Building Director
..................................................... ............................... Public Works Director
............................................ ............................... Human Resources Director
........................................... ............................... ...............Utilities Director
................................................ ............................... Library Services Director
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CITY OF NEWPORT BEACH
P.O. BOX 1768, NEWPORT BEACH, CA 92658.8915
Honorable Mayor Ridgeway and City Council Members
■ City of Newport Beach
3300 Newport Boulevard
Newport Beach, California 92663
■ Dear Mayor Ridgeway and Council Members:
As directed by the Newport Beach City Charter and as I have done for five years now, it is my pleasure to
submit the 2004-2005 City Budget to you. As you know, the Budget is a plan of financial activity for the
fiscal year that starts July 1, 2004 and ends June 30, 2005.
As has been past practice, the Budget is contained in three major volumes:
■ • Resource Allocation Plan (a reader - friendly version of the Budget and Capital Improvement Plan)
• Budget Detail (revenue estimates and line by line proposed expenditures for operations and
■ maintenance of City services)
• Capital Improvement Plan or "CIP" (a description of the significant capital projects and
infrastructure improvements planned for Fiscal Year 2004 -05).
■ As we have in the past and to assist readers in the review of the documents, we have included a Users
Guide and a Glossary of Terms within the Resource Allocation Plan. The Users Guide includes a
■ description of the Budget process, how the Budget is administered after adoption, and a description of the
various funds utilized by the City to properly account for its revenues and expenditures. Readers will find
the Glossary of Terms at the end of the Resource Allocation Plan. This Glossary defines many of the terms
■ used in governmental accounting within budgets, including a definition of each fund used by the City.
I have summarized the information within the Budget - as well as how the Budget meets the goals and
■ priorities of the City Council - in a Budget Overview that follows this letter. This Overview is intended to
provide background and supporting information for review of the budget itself.
■ In closing, let me once again express my appreciation to the very talented and dedicated members of all our
City departments who labor over the details of this document to produce an accurate and understandable
Budget each year. Two departments in particular deserve attention for extraordinary efforts. The
Administrative Services Department has pulled together all the details and summaries to produce the
completed budget document, and the Public Works Department has worked extensively on our
■ outstanding Capital Improvement Program.
Sincerely,
4a't'�
■■ Homer L. Bludau
City Manager
■
■ 3300 Newport Boulevard, Newport Beach
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A Budget Overview 0
As we prepared the City's budget for Fiscal Year 2004 -05, there are many significant issues .
facing the City today. Rising costs and a variety of uncertainties have resulted in the delivery
of a prudently conservative budget. Some of the more significant issues we grappled with
during this budget are the following:
• For the past several years, local government has been dealing with significant .
uncertainties given the State of California's imbalance between its revenues and its
expenditures. At various times over the past months, legislators and the Governor have
proposed reductions in the collection and distribution of Vehicle License Fees (VLF) and .
a "swap" of local sales tax for local property tax (known as the Triple Flip). While our new
governor has had some successes since taking office, such as the successful passage of
a $15 billion recovery bond issue in March 2004, we still are not certain what new actions ,
the State will take in the coming months that will affect our finances;
• Additional pension benefits granted to local government employees and lower than ■
expected California Public Employees Retirement System (CaIPERS) investment returns
in 2001, 2002 and 2003 have resulted in dramatic increases to the amount the City (as an
employer) must contribute to CaIPERS to keep us meeting our retirement obligations to ,
our employees;
• Timing of employee contract expiration is such that all contracts with our unions will expire
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during calendar year 2004. While the City Council must authorize any adjustments to those
contracts, the course of the negotiation process with our unions is cuff ently unknown;
• Rising costs and uncertainties have limited funding available for the City's General Fund
contribution to our CIP. As such, while the CIP is higher in the proposed budget than it was
in FY 2003 -04, it is still not at our customary level; and
• As a practice, most cities (including our own) do not set -aside funds to replace or refurbish
deteriorated facilities (like fire stations, libraries, and City Hall). In the coming years, the
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City will need to develop such a funding plan.
Even as those challenges daunt our budget planning, there are many good things going on .
that give us some reasons for an optimistic view of the future. These include:
• A strong housing market has kept property values (and resulting property taxes) high even
as other revenues might decline;
• Our business community remains successful, showing continued strength in the retail
market — sales from restaurants, autos, furnishings, and department stores are slightly
above projections;
• A stable tourism base that has kept visitors coming to Newport Beach and spending their
tax dollars in our restaurants and shops.
REVENUE OUTLOOK. Once the numbers are in, we are assuming that revenues will have
grown a modest 3.79% between FYs 2002 -03 and 2003 -04. We project that total revenue growth .
for Fiscal Year 2004 -05 will remain relatively flat, increasing only 1.31 % over 2003 -04. It is not
that the City is impervious to the anticipated State funding cuts and relatively lackluster economic
recovery — indeed, property tax revenue increases due (in part) to the newly annexed areas of .
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■ Newport Beach, the generally favorable real estate conditions, and continued property turnover
have bolstered the City's revenue base. Sales tax growth is attributable to our strong retail market
and stable tourism base. Most of the City's other top ten revenue sources have declined or
remained flat relative to pre- recession levels of FY 2000 -01.
iTotal projected City revenues for 2004 -05 are estimated to be approximately $165.6 million.
Excluding internal service premiums collected to fund insurance reserves, equipment maintenance
. and replacement, and post employment medical benefits, total revenues from outside sources
are estimated to be approximately $152.6 million.
. EXPENDITURE OUTLOOK. Total proposed City expenditures in 2004 -05, including debt service
and capital projects, is $181,062,408. Excluding internal service premiums charged to fund
insurance reserves, equipment maintenance and replacement, and post employment medical
benefits, total expenditures to outside sources are proposed to be approximately $177.3 million.
The budget shortfall between total external revenues and expenditures is due to the timing of
■ Capital Improvement Project (CIP) revenues and expenditures. CIP projects often span one or
more fiscal years. Of the $177.3 million of proposed expenditures in Fiscal Year 2004 -05, $19.2
million are CIP projects that have been rebudgeted from a prior fiscal year because the project
was delayed or is partially complete. These funds are reserved in a Capital Appropriations
reserve, but when the appropriation is carried forward to the following year, this re- appropriation
causes expenditures to exceed current year revenues.
■ Total FY 2004 -05 operating expenditures excluding CIPs, and internal charges amount to $144.7
million — that's a 5.3% increase of over the 2003 -04 amended budget. This increase is primarily
. due to negotiated salary increases and a 50% increase in pension costs imposed by our CalPERS
pension plan.
. CAPITAL IMPROVEMENT PROGRAM. The CIP serves as a funding plan for public improvements,
special projects, and ongoing maintenance programs. Projects in the CIP include construction
I and rehabilitation of arterial highways, local streets, storm drains, bay and beach improvements,
parks and buildings, water and wastewater improvements, and some planning programs. The FY
2004 -05 CIP totals $36.4 million and consists of over 100 projects. Specific project plans for this
budget year are discussed in more detail in the CIP section of the Budget documents.
CONCLUSION. As the City approaches its 100'h birthday, we can be proud of our community, its
citizens, and our unique assets. This financial plan for FY 2004 -05 is a conservative, cautious,
balanced plan that still attempts to competently address all known (and some uncertain)
challenges we think we will face in the upcoming year. As always, we present this budget with
great pride given its continued emphasis towards the delivery of quality services to the fine
citizens of and visitors to Newport Beach.
■
• Homer Bludau
City Manager
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CITY OF NEWPORT BEACH
BUDGET FOR FISCAL YEAR 2004 -2005
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 revenue
estimates for the next fiscal year. In January of each year, the Administrative Services Department
prepares a budget calendar and issues budget instructions and expenditure detail to each
. department for use in preparation of the next year's City budget. Included in these instructions are
budget guidelines and appropriation limits for each department. These guidelines are developed
by the Administrative Services Director and approved by the City Manager.
After submission of revenue and appropriation requests by each department, the Administrative
Services Department summarizes the requests for review by the City Manager and department
heads. After review at the City Manager level, the Administrative Services Department prepares
the City's proposed budget for the next fiscal year and submits it to the City Council. Thereafter,
the City Council holds as many budget study sessions as it deems necessary. All proposed Council
changes in the City Manager's proposed budget are added to a budget checklist. Subsequent to
Council review and prior to its final adoption, the City Manager provides each Council Member
. with an itemized list of all proposed changes to permit a roll call vote by the City Council on each
item during the budget hearing at the regular Council meeting. The City Council holds the budget
hearing and adopts the budget on or before June 30 as required by the City Charter.
■ The Budget is prepared on a modified accrual basis with all appropriations lapsing at the close of
■ the fiscal year. If an expenditure of an appropriation is required but unexpended at the close of the
fiscal year, the appropriation must be rebudgeted or reappropriated by the City Council.
■ Administration of the Annual Budget — During the budget year, department heads and their
designated representatives may only authorize expenditures based on appropriations previously
approved by City Council action, and only from accounts under their organizational responsibility.
In addition, budget expenditures may only be authorized in the year appropriated. Department
heads are responsible for not authorizing expenditures above budget appropriations in any given
expenditure classification within their purview, without additional appropriation or transfer as
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 $5000 in any Budget Activity or Capital
■ Project. All budget amendment increases exceeding $5000 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
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transfer funds within that Classification and department, to make the most efficient use of funds
appropriated by the City Council. (Salaries and Benefits, Maintenance and Operation, Other
Charges, and Capital Outlay are the City's four Classifications.) ■
Realignments. Further, funds may be realigned between one Department Budget Activity and
another, within the same Classification, with City Manager approval. For example, if a Fire .
Department function and the employee who accomplishes it are replaced by a slightly different
function assigned to the Police Department, the City Manager may authorize the transfer of ■
appropriate salary and benefit funds to support this function.
Reprogramming. Any reprogramming of funds among the four Classifications (Salaries and ■
Benefits, Maintenance and Operation, Other Charges, and Capital Outlay) within a given
fund requires the City Manager's approval. Any budget revision that changes the total amount
budgeted for any fund (other than the minor provisions allowed for the City Manager) must be
approved by the City Council,
Capital Projects. The department head having primary responsibility for a Capital Project (usually ■
the Public Works Director) is authorized to encumber and approve subsequent expenditure of
City funds for Capital Projects. However, contracts in excess of $30,000 require specific City
Council authorization at the time of contract award. In addition, any contracts not of format and
wording already approved by the City Attorney require specific City Attorney review and approval
prior to contract award.
The budget document is intended to provide the public concise and readable information about
the City of Newport Beach's proposed operating and capital budgets, as well as anticipated ■
funding sources
The document is actually prepared in three separate volumes: the Resource Allocation Plan, .
the Budget Detail, and the Capital Improvement Program.
The Resource Allocation Plan is designed to be the summary "user friendly" document for
the public. It is divided into the following five major sections: (The Table of Contents lists every
subject covered in the budget document and its page number.) .
Introductory Section — includes the Table of Contents, City Organization Chart, List of City
Officials, and the City Manager's Letter of Transmittal.
Summary Section — includes a table of Miscellaneous Statistics for the City, Revenues
by Source, Expenditures by Function, Estimated Fund Balances, and Schedule of Fund
Transfers.
Operating Budgets — includes proposed operating budgets by department.
Capital Improvement Program — includes proposed capital improvement budgets by .
funding source.
Appendix— includes a summary of the Tide and Submerged Land Fund; a description of the
Internal Service Funds; Land, Structures and Improvements for the City; a summary of Rolling
Stock in Service; a Seven Year Comparison of Full -time Positions; a listing of Debt Service
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obligations for the City; and a Glossary of accounting terms and definitions of terms used in
the Newport Beach Budget documents.
• Both the Budget Detail volume and the Capital Improvement Program volume are designed to
provide the reader more detail on the proposed operating and capital improvement expenditures.
The Capital Improvement Program volume also serves as a Five Year Proposed Capital
Improvement Plan.
. For the most part, the General Fund is the portion of the City's operating budget that funds the
majority of City services. This fund is used to account for fiscal resources which are dedicated to
the general government operations of the City, and which are not required to be accounted for
in another fund. Examples of the services funded by the General Fund include Police, Fire, and
Lifeguard Services; Refuse Collection; Public Library; Recreation Programs; much of the City's
. expenditures on street maintenance; Planning and Building, and Engineering services; as well as
the general administration of the City. In addition, many Capital Improvements are funded by the
. General Fund.
The General Fund and its activities are primarily supported by property, sales, and transient
■ occupancy taxes. In addition, the other revenue sources supporting General Fund activities
include: Licenses, Fees and Permits; Intergovernmental Revenues; Charges for Services;
Fines, Forfeitures and Penalties; Revenue from the Use of Money and Property; Contributions;
and Other Miscellaneous Revenue. By far, the City's largest revenue source is property taxes.
The City's second largest single revenue source is Sales Tax, followed by Transient Occupancy
Tax. Together, these three revenue sources provide nearly 68% percent of total General Fund
revenues.
In addition to the City's General Fund, there are numerous other funds that help finance City
expenditures, particularly capital improvements. The City's Special Revenue Funds are used to
account for the proceeds of special revenue sources, which are legally restricted to expenditures
■ for specific purposes. The best example of a special revenue fund is the City's Gas Tax Fund,
which is funded by the State Gasoline Tax, and which can only be expended for street repair,
construction, and maintenance. The City has many other special revenue funds that are all
. included in the Budget.
The City employs Internal Service Funds to account for vehicle maintenance and replacement, as
well as all compensated absences, general liability, workers' compensation, and other insurance
payments. These internal service funds are funded by charging each of the operating departments
. a rate computed to support these activities.
Finally, the Budget includes Enterprise Funds, which are used to account for City operations that
■ are financed and operated in a manner similar to private business enterprises. The objective of
segregating activities of this type is to identify the costs of providing the services, and to finance
them through user charges. The two main City enterprise funds are the City's Water Fund and the
Wastewater Fund. Both of these funds are financed by user charges to the customers (residents
and businesses of Newport Beach).
. Appropriation (Gann) Limit — Article XI IIB 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).
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Newport Beach has been under its Gann Limit by a comfortable margin each year. For 2004 -05,
the appropriations limit adopted by the City Council, in accordance with Revenue and Taxation
Code Section 7910, was $112,315,605. Calculations determining this amount, which is more than ■
$27 million greater than the budgeted proceeds of taxes (even without adjusting for exclusions)
are verified as part of the City's annual audit.
In addition to the Annual Budget, the City's audited financial statements for the prior fiscal years
are available in the 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 includes
a Reserve for Capital Improvement to fund replacement of City owned buildings.
In addition to the General Fund's reserves, other reserve levels have been established. In the Tide
and Submerged Land Fund, reserves are designated for Upper Newport Bay restoration projects.
The City's Permanent Endowment Fund (Robinson Skinner Annuity) provides investment earning
be reserved for dredging projects in Newport Bay. Reserves in the City's Water Enterprise Fund
and the Wastewater Enterprise Fund are designed to guarantee their operation and are to be used
for emergency repairs of the systems. Reserves have also been established for the City's Internal
Service Funds, which fund such activities as Equipment Maintenance and Replacement, and
Insurance Reserves for such items as liability, workers' compensation, compensated absences, .
retiree insurance, and disability.
Debt Administration — The City does not issue debt instruments to finance operating activities;
therefore Debt Service Expenditures are the result of capital financing ventures. There are two
principal reasons why debt instruments are issued. The first circumstance is when the cash flow
for the construction or purchase of a long -term asset would cause a significant strain on the
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City's cash flow and the asset to be financed will benefit many service periods. In no instance
would the City select the duration of a given debt instrument to extend beyond the expected life
of the asset financed. The second scenario arises when an asset to be purchased may not cause
a significant cash flow strain but it would be economically advantageous to finance the asset
rather than to purchase it outright (e.g. occasionally the City can borrow money at a lower rate
than its investment portfolio is earning). Information regarding the City's current Debt Service
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Expenditures is included in the section entitled, Other Activities.
Cash Management — The City pools all cash and investments of all funds, except for funds ■
required to be held by outside fiscal agents under the provisions of certificates of participation and
investment funds in its deferred compensation plan. Under the provisions of the City's investment
policy, and in accordance with Section 53601 of the California Government Code, the City may
deposit and invest in the following:
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• Certificates of, Deposit (or Time Deposits)
• Negotiable Certificates of Deposit
• Bankers Acceptances
• U.S. Treasury Issues
• Securities of Federal Agencies and Federal Instrumentalities
• Commercial paper
• Repurchase Agreements and Reverse Repurchase Agreements
• Passbook Savings Accounts
Local Agency Investment Fund (State of California)
• County Investment Pool (Los Angeles)
• Medium Term Corporate Bonds /Notes
• Mortgage- backed Securities and Asset - backed securities
• Municipal Bonds
• Money Market Funds
• 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.
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TABLE OF MISCELLANEOUS STATISTICAL INFORMATION
FISCAL YEAR 2004 -2005
COUNCIL - MANAGER FORM OF GOVERNMENT
RESIDENTIAL POPULATION (January 1, 2003 estimate:
Permanent
79,987
Summer
100,000
TOURIST POPULATION
20,000 to 100,000 per day
AREA
Square Miles
Land
25.9
Bay
2.5
Ocean
23.0
TOTAL SQUARE MILES
51.4
Land
Bay
Ocean
TOTAL ACRES
WATER FRONTAGE
Upper Bay Frontage
Ocean
Harbor
TOTAL WATER FRONTAGE
ASSESSED VALUATION
TOTAL
NEWPORT HARBOR
Boats
Residential
Commercial Slips and Side Ties
Bay Moorings
Acres
16,584
1,600
14,894
33,078
Miles
13
10
21
CITY WATER SERVICE CONNECTIONS
25,962
NUMBER OF FIRE STATIONS
a
NUMBER OF CITY LIBRARIES
4
NUMBER OF PARKWAY TREES
29,000
RECREATIONAL ACREAGE
'. _ Acres
Ocean Water
- 14,894
Harbor Waters
1,598
Parks
258
Beaches
237
TOTAL
16,987
STREETS AND ALLEYS
Miles
Improved
321
Unimproved
2
State Highway
10
333
DWELLING UNITS
January 1, 2003 41,590
Occupancy factor per dwelling unit 1.92
44
POPULATION DENSITY
Per Square Mile :3,087.11
$22,074,712,813 Per Acre 4.82
9,900 EMPLOYEES
1,230 Regular Full Time 782
2,330 Total (Including Part Time) - 900
1,235
.Newport Beach is one of Southern California's most scenic and dynamic communities. It surrounds Newport Bay,
well known for its picturesque islands and one of the greatest natural 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 23 miles of
ocean beach offer outstanding fishing, swimming, surfing and aquatic sports activities. The City has a permanent
population of approximately ,79,000. During the summer months, the population grows to over 100,000 with
20,000 to 100,000 tourists daily. There are fine residential areas, modern shopping facilities and a quality school
system. A major campus of the University of California is located immediately adjacent to the City, and eight
other colleges are within a 30 mile radius. Located 50 miles south of Los Angeles in Orange County, Newport
Beach offers one of the finest climates in the United States.
9
REVENUE SUMMARY 2004 -05
-
-
2004-05
PROPERTY TAXES
1999-00 2000-01 2001.02
2002 -03
2003 -04
Revenue
Percent
Actual Actual Actual
Actual
Estimated
Budget
Increase
FundlRevenue Category Revenue Revenue Revenue
Revenue
Revenue
Estimate
(Decrease)
0
■
GENERAL FUND
-
-
LICENSES, PERMITS AND FEES
PROPERTY TAXES
28.425,662
28,858,182
33,583,659
39,474,865
42,822,652
44;216.619
3.74%
0
TAXES OTHER THAN PROPERTY
32,218,358
34,050,123
31,876,781
32,985,527
34,707,000
35,044,107
0.97%
.
LICENSES AND PERMITS
2,224,373
2,243,306
1,956,365
2,305,118
2,961,418
2,339,575
- 21.00%
131,778
INTERGOVERNMENTAL
6,622,084
7,006,393
7,253,139
6,003,149
4,647,937
4,669,370
0,46%
5,374,101
CHARGES FOR CURRENT SERVICES
9,052,994
9,803,379
10,318,366
11,099,872
11,624,241
11,222,557
-3.46%
0
FINES, FORFEITURES & PENALTIES
3,231,348
3,427,891
3,252,387
3,380,631
3,468,600
3,548,000.
2.29%
.
USE OF MONEY AND PROPERTY
6,069,011
7,389,450
7,232,430
7,328,014
61588,100
7,613,163
15.56%
OTHER REVENUE
1,453.319
507,500
1212,707
1,173,647
619,519
690,800
11.51%
TOTAL GENERAL FUND
87,297,149
93,286.224
96,685,834
103,750,723
107,239,467
109,344,190
1.96 % -
.
ASSET FORFEITURE FUND
.
INTERGOVERNMENTAL
153,623
72,536
46,258
47,795
23,551
215,230
813.89%
USE OF MONEY AND PROPERTY
7,507
39,265
28,143
13,556
5,000
5,000
0,00%
OTHER REVENUE
5,652
0
0
0
0
- 0
0.00%
■
TOTAL FORFEITURE FUND
166,782
111,801
74,401
61,351
28,551
220,230
671.36%
.
SLEBF -COPS FUND
-
INTERGOVERNMENTAL
164,608
164,028
144,141
144,049
119,119
120,000
0.74%
USE OF MONEY AND PROPERTY
4,262
1,019
545
295
0
0
0.00%
.
TOTAL SLEBF - COPS FUND
168,870
165,047
144.686
144,344
119,119
120,000
0.74%
LL FUND
INTERGOVERNMENTAL
USE OF MONEY AND PROPERTY
61,102
59,465
75,524
37,847
41,223
24,500
40.57%
0
3,772
4,375
933
0
0
0.00 %;
TOTAL LLEBG FUND
61,102
63,237
79.899
38,780
41,223
24,500
40.57%
CDBG FUND
INTERGOVERNMENTAL
543,577
498,000
697,352
3,235,483
426,000
426,000
D.00%
■
USE OF MONEY AND PROPERTY
0
0
0
28,085
0
0
0.00%
TOTAL CDBG FUND
543,577
498,000
697,352
3,263,568
426,000
426,000
0.00%
STATE GAS TAX FUND
.
INTERGOVERNMENTAL
1,357,266
1,365,907
1,208,426
1,332,751
1,262,500
1,282,500
1.58%
USE OF MONEY AND PROPERTY
206,802
385,336
273,788
166,499
87,500
43,750
- 50.00%
OTHER REVENUE
49,220
0
0
0
0
0
0.00%
TOTAL GAS TAX FUND
1,613,268
1,751,243
1,482,214
1.499,250
1,350,DOD
1,326,250
-1.76%
TRAFFIC CONGESTION FUND
INTERGOVERNMENTAL
0
572,150
179,335
192,176
0
0
0.00%
USE OF MONEY AND PROPERTY
0
0
32,100
8,748
0
0
0.00%
TOTAL TRAFFIC CONGESTN FUND
0
572,150
211,435
200,924
0
0
0.00%
TIDELANDS FUND
-
-
LICENSES, PERMITS AND FEES
1,113,175
1,124,359
1,184,962
1,039,967
1,188,000
1,217,700..
2.50%
INTERGOVERNMENTAL
0
0
98,614
18,333
0
0
0.00% -
.
CHARGES FOR SERVICES
18,683
31,920
20,202
56,422
23,000
27,600
19.57% -
FINES, FORFEITURES & PENALTIES
995
2,106
131,778
11,623
0
0
0.00%
USE OF MONEY AND PROPERTY
5,106,213
- 6,641,364
4,797,762
5,374,101
5,317,106
5,713,784
7.46%
OTHER REVENUE
0
-2,999
286,496
65,728
0
0
0.00%
.
TOTAL TIDELANDS FUND
6,239,066
7,796,750
6,519,814
6,566,174
6,528,106
6,958,984'
6.60%
CONTRIBUTIONS FUND
-
-
INTERGOVERNMENTAL
550,152
197,265
69,683
314,433
1,376,605
1,341,025
-2.58%
USE OF MONEY AND PROPERTY
0
0
4,374
- 0
0
.0-
0.00%
.
OTHER REVENUE
124,467
25,000
71,470
54,625
50,000
0
- 100.00%
-
:TOTALCONTRIBUTK)NSFUND
674,619
222,265
145,527
369,058
1,426,605
1,341,025
-6.00%
CIRCULATION AND TRANS FUND
LICENSE, PERMITS AND FEES
170,967
483,398
56,454
855,301
250,000
200,000
- 20.00%
USE OF MONEY AND PROPERTY
220,037
418,864
310,243
249,237
125,000
125,000
.0.00%
OTHER REVENUE
165,662
0
0
0
0
0
0.00%
.TOTAL CIRCULATION FUND
556,666
902,262
366,697
1,104,538
375,000
325,000
- 13.33%
.
BUILDING EXCISE TAX FUND
LICENSES, PERMITS AND FEES
322,059
329,216
152,778
197,133
150,000
150,000
O.O D%
USE OF MONEY AND PROPERTY
24,280
54,448
30,743
12405
,
7 ,000
7,000
0.00%
OTHER REVENUE ..
644
0
0
0
0
0..
■
TOTAL BET FUND
347,783
383,654
183.521
209 538
_ 187,000
157,000.
0.00%
r-1
I i
10 :.
■
REVENUE SUMMARY 2004 -05
MEASURE "M "FUND
1,083,034
113,266
0
INTERGOVERNMENTAL
.,
USE OF MONEY AND PROPERTY
54.25%
0.00%
0.00%
OTHERREVENUE
2004.05
TOTAL MEASURE "M" FUND
1999 -00 2000 -01 2001 -02
2002 -03
2003 -04
Revenue
Percent
Actual Actual Actual
Actual
Estimated
Budget
Increase
FundlRevenue Category Revenue Revenue Revenue
Revenue
Revenue
Estimate
(Decrease)
■
■
977,680
39,054
9,515
MEASURE "M "FUND
1,083,034
113,266
0
INTERGOVERNMENTAL
.,
USE OF MONEY AND PROPERTY
54.25%
0.00%
0.00%
OTHERREVENUE
1,1129640
TOTAL MEASURE "M" FUND
■
BIKES & TRAILWAYS FUND
1,596,827
INTERGOVERNMENTAL
0
1,937
USE OF MONEY AND PROPERTY
52,272
3,264
TOTAL BIKES & TRAILWAYS FUND
■
AHRP FUND
0.00%
0.00%
INTERGOVERNMENTAL
4,069
TOTAL AHRP FUND
.
AIR QUALITY MGMT FUND
_ 0
INTERGOVERNMENTAL
570,726
USE OF MONEY AND PROPERTY
237.414
OTHER REVENUE
■
TOTAL AQMD FUND
- 100.00%
ENVIRONMENTAL LIABILITY FUND
6,273
OTHER REVENUE
■
USE OF MONEY AND PROPERTY
0
TOTAL ENVIRONMENTAL LIAB FE
81.636
4,544
2,862
OIL SPILL REMEDIATION FUND
79,546
5,600
0
TOTAL OTHER REVENUE
■
USE OF MONEY AND PROPERTY
12.40%
0.001y.
O.OD%
TOTAL OIL SPILL FUND
93,976
NEWPORT ANNEXATION FUND
.
INTERGOVERNMENTAL
136,000
USE OF MONEY AND PROPERTY
424,966
0
TOTAL ANNEXATION FUND
418,431
93,710
ASSESSMENT DISTRICT PROJECTS
370,000
40,000
OTHER REVENUE
0.00%
0.00%
TOTAL ASSESSMENT DISTRICT FUND
472,719
CK)SA FUND
■
OTHER REVENUE
410,000
USE OF MONEY AND PROPERTY
0.00%
TOTAL CIOSA FUND
BONITA CANYON DEV. FUND;
OTHER REVENUE
USE OF MONEY AND PROPERTY
■
TOTAL BONITA CANYON DEV, FD
MARINERS LIBRARY
INTERGOVERNMENTAL
OTHER REVENUE
USE OF MONEY AND PROPERTY
■
TOTAL BONITA CANYON DEV. FD'
FIRE STATION A7
INTERGOVERNMENTAL
.
OTHER REVENUE
USE OF MONEY AND PROPERTY
TOTAL BONITA CANYON DEV. FD
■
■
977,680
39,054
9,515
969.115
143,525
0
1,083,034
113,266
0
1,010,077
89,002
0
1,010,077
38,750
0
1,558,077
38,750
0
54.25%
0.00%
0.00%
1,026,249
1,1129640
1,196,300
1,099,079
1,048,827
1,596,827
52.25%
0
1,937
0
4,069
52,272
3,264
0
3,878
D
0
0
0
0.00%
0.00%
1,937
4,069
55.536
3,878
0
_ 0
0.00%
570,726
6,273
237.414
366,441
326.000
- 0
- 100.00%
570.726
6,273
237,414
366,441
326,000
0
- 100.00%
81.636
4,544
2,862
84,119
9,857
0
79,546
5,600
0
123,573
0
0
121,000
0
0
136.000
0
0
12.40%
0.001y.
O.OD%
89,041
93,976
85,146
123,573
121,000
136,000
12.40%
424,966
0
373,655
99,064
418,431
93,710
414,803
79,954
370,000
40,000
370,000
40,000
0.00%
0.00%
424, 6
472,719
512,141
494,757
410,000
410,000
0.00%
0 5,188,774 0 0 0 0 0.00%
0 276,132 235,328 76,455 25,000 0 - 100.00%
0 5,464,905 235,328 76.455. 25,000 0 - 100.00%
0
0
0
0
151000,000
447,774
0
458,964
5,000,000
422,600
0
415,000
- 100.00%
-1.78%
0
0
15,447,774
468,964
5,422,500
415,000
- 92.35%
525
3,428,762
741,196
2,127,087
0
0
0.00%
525
3,428,762
741,196
2,127,087
0
0
0.00%
85,483
19
4,841,699
64,693
28,227
298,566
1,981
218,056
0
112,500
0
112,500
0.00%
0.00%
85,503
4,906,392
326,793
220,037
112,500
112,500
0.00%
0
594,609
0
460,519
0
223,319
0
194,454
0
64,634
0
0
0.00%
- 100.00%
594,609
460,519
223,319
194454
64,634
0
- 100.00%
0
0
0
0
0
2,873,376
0.00%
0
0
0
1,069,732
0
0
0.00%
0
0
0
0
0
0
0.00%
0
0
0
1,069,732
0
2,873,376
0.00%
16,228,130
16,667,000
16,660,000
-0.04%
USE OF MONEY AND PROPERTY
509,273
1,416.678
0
0
0
0
2,500,000
1,600,000
36.00%
0
0
0
0
0
0
0.00%
0
0
0
0
0
0
0.00%
0
0
0
0
2,500,000
1,600,000
- 36.00%
WATER ENTERPRISE FUND
LICENSES, PERMITS AND FEES
40
0
0
0
0
0
0.00%
INTERGOVERNMENTAL
0
10,963
- 10,799
0
200,000
667,300
233.65%
CHARGES FOR SERVICES
17,355,539
16,727,539
16,620,928
16,228,130
16,667,000
16,660,000
-0.04%
USE OF MONEY AND PROPERTY
509,273
1,416.678
1,144,197
837,322
475,000
475,000.
0.00%
OTHER REVENUE
1.959,548
84.510
55.593
261.152
21.000
16.000 -
- 23.81%
TOTAL WATER FUND.
19,824,400
18,239.680
17,809,919
17,326.604.
17,363,000
17,818,300
2.62%
REVENUE SUMMARY 2004 -05
2004 -05
1999-00 2800.01 2001 -02 2
2002 03 2
2003 -04 R
Revenue P
Percent
Actual Actual Actual A
Actual E
Estimated B
Budget I
Increase
:und/Revenue Category Revenue Revenue Revenue R
Revenue .
.Revenue E
Estimate (
(Decrease
17 ruNu
USE OF MONEY AND PROPERTY
TOTAL PARKING FUND
WASTEWATER ENTERPRISE FUND
INTERGOVERNMENTAL
CHARGES FOR SERVICES
USE OF MONEY AND PROPERTY
OTHER REVENUE
TOTAL WASTEWATER FUND
INSURANCE RESERVE FUND
WORKERS' COMP PREMIUM
GENERAL LIABILITY PREMIUM
DISABILITY INSURANCE PREMIUM
..OTHER REVENUE
TOTAL INSURANCE FUND
RETIREE MEDICAL FUND
CHARGES FOR SERVICES
USE OF MONEY AND PROPERTY
TOTAL RETIREE MEDICAL FUND
COMPENSATED ABSENCE FUNC
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
BACK BAY DREDGING FUND
USE OF MONEY AND PROPERTY
OTHER REVENUES
TOTAL BACK BAY DREDGING
TOTAL ALL FUNDS
Less: Internal Premiums
TOTAL ALL CITY FUNDS, NET OF
INTERNAL PREMIUMS
N
11
91.382 119,157 0 0 0 0 0.00% .
91,382 119,157 0 0 D 0 0.00%
0 179 0 0 0 1 0 0.00%
2,705,798. 2,917,734 2,923,583 2,729,781 2,878,000 2,891,000 0.45%
83,695 214,287 199.883 138,873 75,000 75,000 0.00%
76.183 6.627 22,221 39.160 9.000 31000 - 66.67%
2,865,676 3.138,827 3,145.687 2,907.814 2,962,000 2.969,000 024%
3,180,536 3,179,926 3,180,536 3,199;425 3,199,421 - 3,199,421 0.00%
1,779,783 1,779,779 1,862,778 1,827,779 1,828,697 - 1,828,697 0.00% -
96,509 225,207 0 0 - 0 0 0.00%
80.147 403,485 417,936 - 928,917 177500 177.500 0.00%
5.136.975 - - 5.588,397 5,461,252 5,356,121 5,205,618 5.205,618 0.00%
0 11119,000 1,304,439 1,532,299 1,682,764 1,689,907- 0.42%
0 1,582 77.712 72.743 37,500 37,500 0.00%
0 1.120,582 1,382,151 1.605,042 1,720.264 1,727.407 0.42%
1,136,842 1,228,997 1,330,581 .1,455,909 1,520,771 1,578,335 3.79%
0 _ 81,862 85.809 81.062 32,500 32.500 0.00%
1,136,842 1,310,859 1,416,390 1,516,971 1,553,271 1,610,835 3.71%
0 0 0 0 D 0, 0.00%
1,735,086 1,784,022 1,447,467 1,523,806 1,706,285 1,828,178 7.14%
1,991,905 2,219,600 2,306,707 2,696,264 2,745,053 2,896,038 5.50%
197.341 448,693 615.203 787.024 $30.200 331.000 0.24%
3,924.332 4,452,315 4,369,377 5.007,094 4,781.538 5.055,216. 5.72%
8,500 17,721 14,553 11,013 19,400 19,400 0.00%
185.000 185.000 185,000 185.000 11977.874 0 - 100.00%
193,600 _ 202.721 199,553 196,013 1.997,274 19.400 - 99.03%
0 0 15 132 75 23,750 NIA
0 0 3,000 0 0 3.800,000 NIA
0 0 3.015 132 75 3,823,750 NIA
_133,635,565 155,875.427 159,439.671 157.358,496 163.304,572 -142%
(9,920,661) (11,536,531) (11,432 508) (12,235,482) (12,682,991) (13.020,576) WA
123,714,904 _ 144,338,896 _ 148,007,163 145,123,014 150,621.581 152.595,832 1.31%
2004 -05 Revenues by Source
Internal Service Fund Revenue - --
Enterprise Fund Revenue
13%
Licenses, Fees, & Permits
2%
Intergovernmental Revenue I
9%
Charges for Services
7%
Fines, Forfeitures, & Penaltie
2%
12
Other Revenue
3%
Use of Money & Propmy
Property Taxes
26%
8 Other Taxes
21%
■
■
■
■
■
0 11119,000 1,304,439 1,532,299 1,682,764 1,689,907- 0.42%
0 1,582 77.712 72.743 37,500 37,500 0.00%
0 1.120,582 1,382,151 1.605,042 1,720.264 1,727.407 0.42%
1,136,842 1,228,997 1,330,581 .1,455,909 1,520,771 1,578,335 3.79%
0 _ 81,862 85.809 81.062 32,500 32.500 0.00%
1,136,842 1,310,859 1,416,390 1,516,971 1,553,271 1,610,835 3.71%
0 0 0 0 D 0, 0.00%
1,735,086 1,784,022 1,447,467 1,523,806 1,706,285 1,828,178 7.14%
1,991,905 2,219,600 2,306,707 2,696,264 2,745,053 2,896,038 5.50%
197.341 448,693 615.203 787.024 $30.200 331.000 0.24%
3,924.332 4,452,315 4,369,377 5.007,094 4,781.538 5.055,216. 5.72%
8,500 17,721 14,553 11,013 19,400 19,400 0.00%
185.000 185.000 185,000 185.000 11977.874 0 - 100.00%
193,600 _ 202.721 199,553 196,013 1.997,274 19.400 - 99.03%
0 0 15 132 75 23,750 NIA
0 0 3,000 0 0 3.800,000 NIA
0 0 3.015 132 75 3,823,750 NIA
_133,635,565 155,875.427 159,439.671 157.358,496 163.304,572 -142%
(9,920,661) (11,536,531) (11,432 508) (12,235,482) (12,682,991) (13.020,576) WA
123,714,904 _ 144,338,896 _ 148,007,163 145,123,014 150,621.581 152.595,832 1.31%
2004 -05 Revenues by Source
Internal Service Fund Revenue - --
Enterprise Fund Revenue
13%
Licenses, Fees, & Permits
2%
Intergovernmental Revenue I
9%
Charges for Services
7%
Fines, Forfeitures, & Penaltie
2%
12
Other Revenue
3%
Use of Money & Propmy
Property Taxes
26%
8 Other Taxes
21%
■
■
■
■
■
8,500 17,721 14,553 11,013 19,400 19,400 0.00%
185.000 185.000 185,000 185.000 11977.874 0 - 100.00%
193,600 _ 202.721 199,553 196,013 1.997,274 19.400 - 99.03%
0 0 15 132 75 23,750 NIA
0 0 3,000 0 0 3.800,000 NIA
0 0 3.015 132 75 3,823,750 NIA
_133,635,565 155,875.427 159,439.671 157.358,496 163.304,572 -142%
(9,920,661) (11,536,531) (11,432 508) (12,235,482) (12,682,991) (13.020,576) WA
123,714,904 _ 144,338,896 _ 148,007,163 145,123,014 150,621.581 152.595,832 1.31%
2004 -05 Revenues by Source
Internal Service Fund Revenue - --
Enterprise Fund Revenue
13%
Licenses, Fees, & Permits
2%
Intergovernmental Revenue I
9%
Charges for Services
7%
Fines, Forfeitures, & Penaltie
2%
12
Other Revenue
3%
Use of Money & Propmy
Property Taxes
26%
8 Other Taxes
21%
■
■
■
■
■
2004 -05 Revenues by Source
Internal Service Fund Revenue - --
Enterprise Fund Revenue
13%
Licenses, Fees, & Permits
2%
Intergovernmental Revenue I
9%
Charges for Services
7%
Fines, Forfeitures, & Penaltie
2%
12
Other Revenue
3%
Use of Money & Propmy
Property Taxes
26%
8 Other Taxes
21%
■
■
■
■
■
■
■
■
■
■
■
r
■
■
■
■
■
■
■
■
■
■
■
r
■
EXPENDITURES BY FUND
$2,960,014
$2,005,143
$1,327,729
1999 -00 2D00 -01 2001-02
2002 -03
2003-04
2004-05
" Actual Actual Actual
Actual
Estimate
Proposed %of
Function and Activities Expenditures Expenditures E)Tendltures
Expenditures
Expenditures
Expenditures Total
GENERAL FUND BUDGET
General Government
City Council
City Clerk
City Manager
Human Resources
City Attorney
Administrative Services
Total General Government
Public Safety
Police Department
Fire Department
Total Public Safety
Community Development
Planning
Building
Total Community Development
Public Works
General Services
Public Works
Utilities
Total Public Works
Community Services
Recreation & Sr. Senicas
Libraries & Arts
Total Community Services
General Fund Debt Service
Total General Fund Op. Budget
General Fund CIPs
Total General Fund Budget
ENTERPRISE FUNDS
Water - Operations
Water - CIP
Water - Debt Service
Wastewater - Operations
Wastewater - CIP
Total Enterprise Funds
INTERNAL SERVICE FUNDS
Insurance Reserve
Equipment Fund - Operations
Equipment Fund - CIP
Equipment Fund - Dent Service
Compensated Absences
Retiree Medical
Total Internal Service Funds
OTHER FUNDS
Police Grants
CDBG - Operations
CDBG - Debt Service
Tidelands- Harbor Resources
Tidelands - Oil and On
Tidelands - Debt Service
AOMD
Environmental Liability
Newport Annexation - Debt Service
Library - Debt Service
Ackerman Fund
All Other CIP
Total Other Funds
TOTAL DEBT SERVICE
TOTAL OPERATING BUDGET
TOTAL CIP
TOTAL CITY BUDGET
LESS: INTERNAL CHARGES
TOTAL BUDGET NET OF
INTERNAL CHARGES
$2,658,742
$2,960,014
$2,005,143
$1,327,729
$919,098
$1,289,844
0.89%
$251,399
$291,046
$263.000
$355,940
$306,411
$380,817
0.26%
$596,040
$707,175
$842,723
$994,278
$1,732,866
$1,714,179
1.18%
$814,658
$958,994
$1,174,414
$1,146,646
$1,232,007
$1,289,551
0.89%
$886,127
$676,286
$688,672
$868,117
$1,038,398
$1,013,702
0.70%
$4,253 053
$11%7 498
$4 710 577
$4 996 566
55 331 449
$5,849938
4.11%
$9.460.019
10,164013
$10,484,529
59,689,278
$70.580.227
$11,638.031
8.04%
$1,865,009
$12,949,693 $14,381,259
$2,516,519 $2,760,959
765 $32,702,413 $34.720,409 . 23.99%
$2,982,162 $2,178,862 1.51%
$16,927,349 $18,280,906 12.63%
$3,921,971 $4,063,053 2.81%
2.55%
$992,965 $974,410 $960,747 1 1 $0 $48,000 $0 0.00%
$78,877,669 $84,231,259 $90,354,424 $95.792,402 $103,529.034 $109,304,605 75.54%
$5,049,821 $5,433,285 $7,655,747 $4,379,362 $6,846,056 $7,813,303 5.40%
$10,793,143
$10,887,196
$11,945,173
$11,372,485
$13,148,709
$131895,984
9.60%
$1,234,901
$1,502,489
$4, 446, 858
$4,935,134
$9,985,213
$6,718,000
, 4.64%
$1,662,612
$1,656,665
$1,655.228
$1,650,573
$1,646,173
$1,652,743
1.14%
$1,454,570
$1,607,382
$1,754,157
$1,893,290
$2,132,065
$2,284,229
1.58%
$1,082,855
$516,392
$1,072,573
$1,635,551
$984,712
$1,623,821
1.12%
$16,228,081
$16.170124
$20, 873. 989
$21.087.033
527,898,872
$26,174.777
18.09%
$3,116,958
$2,929,835
$17,974
$662,409
$1,292,220
$0
$3,455,995
$2,475,815
$12,016
$577,839
$1,547,506
179768
$3,350,000
$3,085,904
$44,582
$720,132
$1,300,000
$667000
$8,776,529
$3,824,754
$111,346
$831,589
$1,807,921
$1132143
$4,769,935
$3,293,921
$207,607
$460,157
$1,200,000
$1039500
$5,418,072
$4,616,483
$152,000
$459,776
$1,200,000
$1158,250
3.74%
3.19%
0.11%
0.32% -
0.83%
0.80%
$8019395
$9048939
$9387.818
$16.084282
$10,971.120
$13,004,581
8.99%
$464,476
$424,880
$510,102
$309.680
- $415,530
$364.730
0.25%
$0
$0
$0
$150,623
$200,054
$177,950
0.12%
$0
$0
$0
$72,846
$214,050
$187,056 --
0.13%
$1,127,301
$998,554
$948,224
$1,078,207
$1,095,130
$1,302,623
-
- 0.90%
$329,266
$394,351
$382,202
$357,693
$354,665
$354,646
0.25%
$236,372
$237,062
$237,062
$237,062
$237,062
$237,062
0.16%
$76,808
$40,798
$105,000
$130,641
$121,000
$85,676
0.06%
$0
$0
$98,971.
$195,340
$159,117
$125,000
0.09%
$O
- $0
$0
$1,243,300
$1,200,000
$1,200,000
0.83%
$662,409
$577,839
$720,132
$565,925
5587,935
$566,938
0.39%
$138,066
$240,648
$185,000
$128,500
$1,190,272
$110,000
0.08%
$4,216,687
$4,023,815
$4,293,301
$4,601,295
$4,375,377
"$4,303,575 "
$103,824,114
$110,333,557
$118,218,711
$131,551,503
$136,976,309
$144,701,823 100.00%
$24,248,980
$27 076 863
539602 979
$21,410.431
$40,689,349
$38,380,586
$128,073,094
$137.010.020
$157,821,690
$152,961,934
$177,665,658
$181,082A09
($9,920,661)
(611,536,531)
($11,768.631)
($11,889,976)
($12,346A46)
($12,682,991)
$116.152,433
$125.873,889
$146.063,059
$141,071,958
$166,320.210
$168.379A18
13
DEPARTMENT SERVICES
City Council
City Clerk
City Manager
Human Resources
City Attorney
Administrative Services
Police
Fire
Planning
Building
General Services
Library Services (Ind Cutlural Arts)
Recreation and Sr. Services
Public Works
Utilities
INTERNAL SERVICES
Insurance Reserve
Equipmerd Maint. & Replacement
Compensated Absence
Retiree Medical
DEBT SERVICE
Office Equipment Leases
COBG Balboa Village Loan
Balboa Yacht Basin Construction Loan
Assessment District Relief
Central Library Construction
Groundwater Improvement Bonds
Rolling Stock Leases
OTHER ACTIVITIES
Narcotic Asset Forfeiture
SLESF
LLEBG
AOMD
Environmental Liability Fund
Ackerman Donation
Capital Improvement Projects
Total Budget
Less: Internal Charges
Total Budget Net of
Internal Charges
OPERATING BUDGET
Salaries and Benefits
Maintenance and Operation
Capital Outlay
Debt Service
Total Operating Budget
CAPITAL IMPROVEMENTS
TOTAL BUDGET
14
2004 -05 EXPENDITURES BY DEPARTMENT
Maintenance
Salaries 8 %of and % Capital %Of Dam Total %Of
Benefits Total O eration Total Outlay Total Service Bud at Total
0
$255,279
0.28%
$1,027565
2.25%
$7,000
0.17%
s0
$1,289,844
0.71%
$288,107
0,32%
$92,710
0.20%
$0
0.00%
$0
$380,817
0.21%
$2,110,063
2.33%
$866,039
1.89%
$40,700
1.00%
$0
$3,D16.802
1.67%
.
$871,891
0.96%
$409,660
0.90%
$8,000
0.20%
SO
$1,289,551
0.71%
$723,876
0.80%
$278,826
0,61%
$11,000
0.27%
$0
$1,013,702
0.56%
$4,618,923
5,10%
$1,023,296
2.24%
$307,719
7.59%
s0
$5,949,938
3.29%
$29,613,337
32.69%
$4,983,200
10.89%
$123,872
3.06%
$0
$34,720,409
19.18%
$22,007,319
2429%
$3,553,066
7.77%
$187,384
4.62%
$0
$25,747,769
14.22%
■
$1,610,942
1.78%
$704,370
1.54%
$41,500
1.02%
$0
$2,356,812
1.30%
$2,691,847
2.97%
$278,764
0.61%
$26,500
0.65%
$0
$2,997,111
1.66%
$8,363,438
9.23%
$9,897,968
21.63%
$19,500
0.48%
$0
$18,28,906
10.10%
$3,702,657
4.09%
$1,178,783
2.58%
$20,000
0.49%
$0
$4,901,440
2,71%
.
$2,001,435
2.21%
$1,680,668
3.67%
$15,000
0.37%
s0
$3,697,103
2.04%
$3,310,604
3.65%
$724,149
1.58%
$28,300
0.70%
s0
$4,063,053
2.24%
$4,826,115
5.33%
$12,713,565
27.79%
$75,100
1.85%
$0
$17,614,780
9.73%
■
$0
0.00%
$5,418,072
11.84%
$0
0.00%
$0
$5,416,072
2.99%
$1,137,438
1.26%
$496,545
1.09%
$2,982,500
73.60%
$0
$4,616,483
2.55%
$1,200,000
1.32%
$0
0.00%
$0
0.00%
$0
$1,200,000
0,66%
$1,158,250
128%
s0
0.00%
$0
0.00%
- $D
$1,158,250
0.64%
.
$0
0.00%
$0
0.00%
s0
0.00%
$0
$0
0.00%
$0
0.00%
$0
0.00%
$0
0.00%
$187,056
$187,056
0.10%
.
So
0.00%
$0
0.00%
$0
0.00%
$237,062
$237,062
0.13%
$0
0.00%
s0
0.00%
$0
0.00%
$1,200000
$1200,000
0.66%
$0
0.00%
'$5,250
0.01%
$0
0.00%
$561,688
$566,938
0.31%
s0
0.00%
$5,000
0.01%
s0
0.00%
$1,647,743
$1,652,743
0.91%
.
$0
ODD%
$0
0.00%
$0
0,00%
$459,776
$459,776
0.25%
$0
0.00%
$61,907
0.14%
$158,323
3.91%
$0
$220,230
0.12%
■
$109,721
0.12%
$10,279
0.02%
$0
0.00%
$0
$120.000
0.07%
$0
0.00%
$24,500
0.05%
$0
0.00%
$0
$24,500
0,01%
s0
0.00%
$85,676
0.19%
$0
0.00%
$0
$85,676
0.05%
$0
0.00%
$125,000
0.27%
s0
0.00%
$0
$125,000
0.07%
s0
DAD%
$110.000
0.24%
$0
0.00%
s0
$110,000
0,06%
.
$0
0.00%
$0
0.00%
$0,
0.03%
$0
$36,380,586
20.08%
..
$90,801.242
100.00%
$45,754,858
100.00%
$052,398
100%
$4,293,323
$181,002,408
100.00%
(6,402,956)
(6,280,035)
-
-
(12,682,991)
$84,198,286
$39,474,823
$4052,398
$0.293,325
$168,379417
%OF
%OF
%OF
%OF
BUDGET
TOTAL
GENERAL
BUDGET
TOTAL
-
.
TOTAL
TYPE
BUDGET
FUND
TYPE
BUDGET
$90,601,242
62.61%
50.04%
$81,714,612
74.76%
- 72.17%
$45,754,858
31.02%
2527%
$26,766,118
24.49%
23.64%
$4.052,398
2.80%
224%
$823,875
0.75%
0,73%
--
-
$4,293,325
2.97%
$0
0,00%
$144,701,823
100.00%
79.92%
$109,304,605
100.00%
96.64%
$36,360,586
100.0%
.
20.08%
$3,914,099
100.00%
3A6%
..
_ $181,062,409
100.00%
100.00%
$113518,704
100.00%
100.00%
Enterprise Fund Projects
. Water
2,102
1,235
1,502
4,447
4,935
9,769
6,718
Sewer
1,515
Historical Capital
Projects
Spending
1,636
1,779
1,624
■
14,000
(dollars in thousands)
.._.......`' ._. ...................-........ ....._.....__......__....._._._
10,000
� -- �,.._-----..._. ...... . ....... .:........_.............., _.
8,000
- - -- - - -- ................
Equipment Maintenance
1998 -99
1999.2000
2000 -01
2001 -02
2002 -03
2003 -D4
2004 -05
■
Annual Totals 30,597
Actual
Actual
Actual
Actual
Actual
Estimated
Projected
General Fund Projects
General Fund
6,259
5,068
5,433
7,656
3,625
6,846
3,914
.
Special Revenue & Cooperative Projects
CDBG
808
544
288
526.
1,826
814
300
Gas Tax
1,123
2,593
1,785
2,107
1,622
3,485
1,738
.
Tidelands
1,127
758
561
958
858
1,612
1,757
Contributions
6,609
655
174
166
834
3,449
3,590
.
Circulation Et Transportation
Building Excise Tax
2,762
436
1,724
314
569
271
247
640
957
180
1,684
273
2,295
343
Measure M
1,038
922
1,123
972
985
2,472
2,212
■
Bike Eit Trailways
AHRP Fund
-
567
527
58
679
308
_
Traffic Congestion Relief
-
-
539
363
34
-
.
American Trader Oil Spill Remediation
Newport Coast Annexation
-
345
3,319
564
32
1,325
23
882
Mariners Library
-
90
4,293
3,852
Fire Station #7
-
5,842
Special Assessment Projects
Assessment Districts
161
151
2,183
1,670
1,697
1,841
258
■
CIOSA Development
6,541
111
765
148
295
344
800,
Bonita Canyon Development
4
1,139
4,085
1,343
63
82
85
Enterprise Fund Projects
. Water
2,102
1,235
1,502
4,447
4,935
9,769
6,718
Sewer
1,515
1,083
516
1,073
1,636
1,779
1,624
■ Internal Service Fund
14,000
12,000
■
.._.......`' ._. ...................-........ ....._.....__......__....._._._
10,000
� -- �,.._-----..._. ...... . ....... .:........_.............., _.
8,000
- - -- - - -- ................
Equipment Maintenance
112
18
12
45
111.
208
152
Annual Totals 30,597
16,882
19,612
26,383
21,410
40,641
36,361
•
24,000
22,000
.
■ General Fund Projects
O Special Revenue 8 Coope
20,000
Ill Special Assessment Proje
0 Enterprise Fund Projects
■ 18,000
0 Internal Service Fund
--
16,000
14,000
12,000
■
.._.......`' ._. ...................-........ ....._.....__......__....._._._
10,000
� -- �,.._-----..._. ...... . ....... .:........_.............., _.
8,000
- - -- - - -- ................
6,000
- - -- - --
. 4,000
M 4:
. 2,000
- -
fq
O o
cb 0
0 0 0 0 Nr
0
N M V
15
- Function 1 0100 1 0200 1 0300 1 0400 1 0500 1 0600
§',f k-491,118 2,681 155
w
4.500
. . ... .. ......
227
385 6,011
279, ?Z88,107 2,110;063 I,4,871,1591. ',Q,23
DOO 10,000 40,000
27 2RQ
J,ftsu 238,005
OPA TECH buv 3sjoqo--, -7UO-
uJ6,91"IEWCES-PR VNOQ 709
*00 �63._400_, 38§242,,� 194,000,�",2W,"000, .305�,
80802 SERVICES -OTHER - - 220 nnn AR nnn
550 6,5
16
UTI T
'
PHO N f
— �
600
0 l'ovu -
_
9,700,"' 2660.
- -
1;$04.- 1G4;740 1305723%
8114
UTILITIES - NATURAL GAS
3,800
E OTRIC , N
,� .
8111
UTILI lt5-ELUTRIC VEH P&
7M8
UTILITIES 77777W
I 7,77,
7, 777777"",
8140
SUPPLIES-
OFFICE _NOC
4,000 7,000
17,000 15,000
5,550 63.841 48,569
aig
SUPPLIES-
COMPUTER/COPY MACHINES',:
8145
SUPPLIES -AUTO PARTS EXPNb
1
(,157, 40
*UPWI-SaCMIKS/INVOICE
MS FR
......
i00A
W
8150
SUPPLIES - JANITORIAL
NOC
1,500
100 13,000
WA riERYSEWE�LWRROGRAM9
I
8156
WELLS & STATION MAINTENANCE
8160
MAINT&REPA IR MATRLS,N 11
=F
600.:6.468
,�% w
6.000
8166
MAI NT- IRRIGATION REPAIROFO
LM
M%NT,SToRm.DRAtms.,,7,—,
8170
M NT - BEACH CLEANING
16
■
Fire
2300
Planning
Building
2
Gen. Svcs.
I Library
4000
I Rec&Sr Svc
4500
Pub�oVoVoorks
s
1 Utilities
Internal Svc
I 6000
Other
Activities
T4
763,697
:,,,10,107,475
1,056,253
1,193,709 1,956,429 5510,364 2061790 1,152,228
i.
t5,3Zt 75,184 141, 1�11 385,779
2,481,206 3,132,658 788,017
59,043 ?49 2 -
30,2
2-2.1
3,8
lg 'j§ 044
2,695
.,•5,928 :'98;800 7,921
ti a
8
409,4351,
1,321.232
,P .789.1331
"W -
4
1,3
68,681
76,786
69.500 1,013
2
as 170 09:7;
150 9,242 475
:7
2,325
25 700 '�,,,3,500
1
■
297,114
05,018
'g jp� 77
7
110
1,800 825,000
,375.000
8
-10 f
1,039,277 122 299 190,243 740,590 251.393 149,477
217,4_21 360,403 101,916
109,721
1
7 -
5.4
35;397
- 4;'440::' 26.278
4,920
7.799 12.659
1
142,815
17,912 27.595 106,022 36,309
21,785
31,468 51,075 14,524
7
•
To
25,300
M6,601:
11051
2,168:
:4",_F. 3.612 - 5,698, 1;98
3,704
454 706 2,747 932
554
806 1,310 378
',',,Z,��,,,A..23,448
, 1,;770',
50;917
,,69,074,,-,�,�, 286.394 84;373
658,386
-
- -
1,7
3 'e I
'38'693"�"' 1 150,
34,567
��74.436 93,266,
96,326
14,530 7� 538
20,892
29,475 29,943 8,829
5
'29,3 46 268
14;014
34,871 2,018
57,527
,%X,37,550
11 142 741 392,506 163,634
55 55 7e7,�,
1:225' - '. " 256,870 005,578
91,854 178,525 237,054 66,825
58.775 ,�1,11.15,484 155,307
2.2
3,148.834
'a4,024,204
r.n�fi1
p.
6.9
37,030
7
L5 881 653 23,817
10,336
1,458 1,846
■
e,�g?;007,319
1,610.9420-, , 8,315,3.4W. ly,3;702,657
2,001.435
;109,721
'190;61
51500
V312AW189.so. •
02 1,000 20.000
M500;:;'4, 8.�oo X147300. ,n 000
-
17,000,9�',,,',�,,,�"8!0011
4,000
2-00 "Nul", �5.000
14,460
1;
■
386,326
7,546 31,360 911,802 3.175
41,863
43,295 304,527 23,365
1.8
+,,M,,,,,,7-!9,665 8'72 92,423
51;989,9,�,�'�36,'6369A��,,,',.��,387,'044
88,305
4!520 28.000 1:6161 10:1.601
4,000
246,310 6,200 4,000
9:
-f2g;ow:
...... .
200
77777777
7777
23,120 12.000 3.400 1,300 14,000 37,250
-Ai242789 9�.9,12.000 ....t 4,450 3.810
5,100 60,000
-
2'
134,340 500 12,000 11,200 99,000
20:k, 4.M(5,1155
- 6,200
11 117;06 1: T. iGW4Mra-2% 500-,�..
10,279
79 0
§6
5:
LLjL2
Q;G00
0'n
1.0
68,579 61.180
74,000
1,500
21
63,120
so
8,000- 5,250 3,500
-
=1946742
5,500 17,500 AZMq 4,400 2,900.
E12;700 5,000
25;800
90,860
1,980
500
1,760.500
1.91
1113,000 2,730
7,100
5,000
3 0
15,000
00 , 1-� 5 8 7, 0 0 0 9
12 54,1.�',�^�?�-�,22303
8,000
J,,l :500
;v q�v�
■
27,500 2 uo 6,350 36,700 25,448
19,850 5,600 250
34
-777777777-77777,
266.500
31
7777777,waom
46.750 11.750
19,578
1,000
, I
189,000
0:. .950
�-�
324,000
2,000'
17
18
19
SUMMARY OF ESTIMATED 2003.04 YEAR END FUND BALANCES
Estimated Estimated Estimated
Actual Estimated Budget Capital Year Ertd
Fund Balance Revenue Transfers Transfers Expenditures Improvements Furrd Balance
Fund t Account 2002 -03 2003-04 In Out 2003.04 2003-04 2003-04
General Fund
107,239,467
7,662,565
6,149.11D
106,2D7,367
2.545,554
-
Contingency Reserve .
10,827,245
1,072,182
11,899,427
Stabilization Reserve
2,165,449
214,436
2,379,885
Actual Fair Market Value Adj.
776,245
776,245
-
Future Fair Market Value Adj.
1,000,000
1,000 000
Appropriations Reserve (operating)
4,285,710
3,124,741
7,286,618
123,833
Appropriations Reserve (capital)
2,517,858
2,266,169
2,517,858
2,266,169
Reserve for Inventories
170,739
170,739
Reserve for Prepaid hems
256,703
256,703
Reserve for Encumbrances
3,915,976
16,772
3,899,204
Reserve for Long term receivable
50,000
50,000
Paramedic Program (Hoag)
223,551
26,449
25D,000
Recreation Instruction Reserve
138,718
28,600
166,718
Senior Citizen Site
12,871
2,500
15,371
Park In Lieu Fees
872,299
344,704
1,018.888
198,115
Off Street Parking
55,574
23,772
18,772
82,574
In Lieu Parking Fees
169,685
72,000
241 ,685
Neighborhood Enhancement Res. A
59,955
28,000
87,05
Neighborhood Enhancement Res. B
567,991
300,000
266;499
99,505
501,987
Oceanfront Encroachment
256,215
256,215
Reserve for Capital Improvement
2,000,000
2.000000
Reserve for PERS Rate
6,000,000
3,000,000
9,000,000
36,322,784
107,239,467
18,165,518
18,031.990
106,207,367
2,661,831
34,826,580
Ackerman Donation Fund
Appropriations Reserve
17,736
17,736
-
Appropriations Reserve • Scholarship
186,030
14,421
1,271
11,271
190,451
Appropriations Reserve • Hi Tech
95,043
33,164
3,815
2,094
129,928
Perm Scholarship Endowment Reservm
482,988
289,793
193,195
Perm Equipment Endowment Reserve
1,448,965
869,379
579,586
Fair Value Adj. Reserve
5,086
5,086
-
Reserve for Encumbrance
CDBG Fund
Appropriations Reserve
370,941
426,000
462,554
31.500
414,104
813,691
-
Reserve for Encumbrance
725,845
462,554
263,291
AQMD Fund
Appropriations Reserve
121,000
121,000
-
Reserve for Encumbrance
_
Asset Forfeiture Fund
Appropriations Reserve
216,420
28,551
11,388
256,359
-
FalrValueAdj.Reserve
1,631
1,631
_
Reserve for Encumbrances
12,272
9,757
2,515
SLESF - COPS Fund
119,171
119,171
-
Local Law Enforcement Block Grant
Appropriations Reserve
41,223
1,458
40,000
2,681
Fair Value Ad1. Reserve
1,458
1,458
State Gas Tax Fund
Appropriations Reserve
2,599,430
1,350,000
164,000
3,434,932
350,498
Fair Value Adj. Reserve
76.897
4,000
80,897
Reserve for Encumbrances
1,130,425
1,130,425
Traffic Congestion Relief Fund
Appropriations Reserve
78,416
4,040
82,456
-
Fair Value Adj. Reserve
4,040
4,040
_
Reserve for Encumbrances
_
Measure M Fund
Tumback
1,185,979
1,048,827
41,105
1,740,821
535,090
Fair Value Adj. Reserve
41,105
41,105
_
Turnback Encumbrances
668.821
868,821
Competitive
52,098
643,942
(591,844)
Competitive Encumbrances
Bikes 8 Tmilways 59821
Appropriation Reserve
54,359
1,791
56,150
Fair Value Adj. Reserve
1,791
1.791
Reserve for Encumbrances
20
■
■
■
■
SUMMARY OF ESTIMATED 2003 -04 YEAR END FUND BALANCES
Estimated Estimated Estimated
Actual Estimated Budget Capital Year End
Fund Balance Revenue Transfers Transfers Expenditures Improvements Fund Balance
Fund I Account 2002.03 2003-04 In Out 2003.04 2003-04 2003-04
AHRP Fund
Appropriations Reserve
Reserve for Encumbrances
Tide and Submerged land Fund
Appropriation Reserve
Fair Value Adj. Reserve
Reserve for Encumbrances
Upper Bay Reserve
Oil and Gas
Contributions Fund
Appropriations Reserve
Reserve for Encumbrances
Circulation and Transportation Fund
Appropriations Reserve
Fair Value Adj. Reserve
Reserve for Encumbrances
Building Excise Tax Fund
Appropriations Reserve
Fair Value Adj. Reserve
Reserve for Encumbrances
Environmental Liability Fund
Appropriation Reserve
Fair Value Adj. Reserve
Reserve for Encumbrances
Oil Spill Remediation Fund
Appropriation Reserve
Fair Value Adj. Reserve
Reserve for Encumbrances
Newport Annexation Funds
Receipt Fund
Fair Value Adj. Reserve - Receipt
Allocation Fund
Fair Value Adj. Reserve - Allocation
Building Fund
Fair Value Adj. Reserve- BuBding
Reserve for Encumbrances- Building
Library Debt Service Fund
Appropriation Reserve
Reserve for Debt Service
Assessment District Projects
Appropriation Reserve
Reserve for Encumbrances
Fair Value Adj. Reserve
CIOSA Fund
Appropriation Reserve
Fair Value Adj. Reserve
Reserve for Encumbrances
Bonita Canyon Development Fund
Appropriation Reserve
Reserve for Encumbrances
Mariners Library Fund
Appropriation Reserve
Reserve for Encumbrances
Fee Station 97 Fund
Appropriation Reserve
Reserve for Encumbrances
(598,917) 326,000
566,317
445,328
211,446
17,271
5,041,934
100,709
86,077
943,510
596,800
382,900
112,500 100,709
100,709
64,634 550.000
382,900
382,900
2,500,000 592,000
308,037 (580,954)
1,092,602
6,528,106
40,815
3,789,462
1,686,867
40,815
80.000
40,815
(1,257,552)
457,777
3,167,454
81,704
567,388
190,543
187,251
75,000
40,000
40,000
(457,464)
1,426.605
550,000
4,381,601
375,000
115,109
115,109
115,109
567,388
187,774
157,000
40,762
5,729
5,729
83,797
351033
1,708,192
410,000
457,923
419,259
159,117
36,927
36,927
1,737
1,737
11259,871
25,000
288,482
35,310
35,310
253,172
253,172
6,662,265
5.17.7,500
137,734
1,377,600
137,734
137,734
1,200,000
1,200,900
7.026,757
245,000
70,782
70,782
70,782
23,322
567,935
567,935
566,317
445,328
211,446
17,271
5,041,934
100,709
86,077
943,510
596,800
382,900
112,500 100,709
100,709
64,634 550.000
382,900
382,900
2,500,000 592,000
308,037 (580,954)
1,092,602
-
2,749,308
457,777
157,744
104,507
80.000
2,776,693
(1,257,552)
1,704,256
3,167,454
81,704
567,388
190,543
194,993
48,764
i,997,739
691,673 881,680
10.599,999
623,322 6.719,217
23,322
442,032 537,868
3,092,000
21
566,317
2,749,308
(2,303,980)
211,446
17,271
344,372
4,910,771
86,077
81,704
376,440
442,032 537,868
3,092,000
21
SUMMARY OF ESTIMATED 2003 -04 YEAR END FUND BALANCES
1,706,285
Estimated Estimated
Estimated
Actual Estimated Budget Capital
Year End
Fund Balance Revenue Transfers Transfers Expenditures Improvements
Fund Balance
Fund /Aceounl 2002 -03 2003 -04 in Out 2003 -04 2003-04
2003-04
Newport Bay Dredging Fund
Permanent Endowment
Appropriation Reserve
Fair Value Adj. Reserve
Insurance Reserve Fund,
Workers' Compensation Reserve
Liability Reserve
Fair Value Adj. Reserve
Retiree Medical Fund
Current Contributions
Sinking Fund
Fair Value Adj. Reserve
Compensated Absence Fund
Appropriation Reserve
Fair Value Adj. Reserve
Equipment Fund
Equipment Maintenance
Equipment Replacement
Fair Value Adj. Reserve
Reserve for Encumbrances
Water Enterprise Fund
Water System Reserve
Stabilization Reserve
Future IMrasbudure Reserve
Fab Value Adj. Reserve
Reserve for Encumbrances
Wastewater Enterprise Fund
Wastewater System Reserve
Stabilization Reserve
Future Infrastructure Reserve
Fair Value Adj. Reserve
Reserve for Encumbrances
TOTAL
22
3,000 3,0D0
86 75 20 15 166
61 5 58
2,949,840 3,288,171 144,491 1,969,935 4,412,567
1,917,447 2,500,000 2,800,000 1,617,447
144,491 144,491
1,409,702 1,039,500 370,202
1,681,737 310,562 30,111 2,022,410
30,111 30,111
262,697 1,553,271 528,201 1,200,000 1,144.169
28,201 28,201 _
1,706,285
142,364
1,563,921
6,229,687
3,075,253
161,448
125,000
2,190,157
%,607
7,095,624
144,084
144,084
_
937,408
937,408
17,363,000
7,202,495
14,796,882
9,985,213
4,143,113
1,035,796
5,178,909
2,959,366
739,855
3,699,221
11,323,845
8,978,145
2,345,700
365,961
365,981
1,425,518
1.425.518
20,217,803
17,363,000
8,978,145
8,978.145
14,796,882
9,985,213
13,015,308
2,962,D00
949,323
2,132,065
984,712
1,309,032
163,414
1,492.446
467,511
51,994
519,505
1,184,731
1,184,731
64,138
64,138
226,860
226,860
3,252,272
2.982,000
1,184,731
1,184,731
2,132,065
984,712
2,302.949
110,331,570
163, 04,624
36,884,237
36,864,237
139, 54,643
31,565.691
101,837913
■
■
■
■
■
■
■
SUMMARY OF ESTIMATED 2004 -05 YEAR END FUND BALANCEE
Estimate0 Estimated Estimmed Estimated Es9md
01e
Fund Balance Revenue Transfers Transfers rufff4res lm Cepllal Year End
and l Amount Eape Irrovemwts Fund 4.05 Below
20034N 2000 -05 In fh1 2004 -05 2004-05 2004-05
General Fund
Contingency Reserve
Stabif¢aaon Resorve
Actual Fair Market Value Adj.
Future Fair Market Value Adj.
Appropriation Reserve (operating)
Appropriation Reserve (capital)
Reserve for Inventories
Reserve for Prepaid Items
Reserve for Encumbrances
Reserve for Long term receivables
Paramedic Program (Hoag)
Recreation Instruction Reserve
Senior Citizen Site
Park In Lieu Fees
Off Street Parking
In Lieu Parking Fees
Neighboftod Enhancernent Res. A
Neighborhood Enhancement Res. 8
Oceanfront Encroachment
Reserve for Capital lrrpmvenlent
Reserve for PERS Rate Changes
Ackerman Donation Fund
APpmprlations Reserve
Appropriations Reserve - Scholarship
Appropriations Reserve - Hi Tech
Perm Scholarship Endowrnsnt Reserve
Perm Equipment Endowment Reserve
Fair Value Adj. Reserve
Reserve for Encumbrance
CDBG Fund
Appropriations Reserve
Reserve for Encumbrance
AOMD Fund
Appropriations Reserve
Reserve for Encumbrance
Asset Forfeiture Fund
Appropriations Reserve
Fair Value Adj. Reserve
Resolve for Encumbrances
SLESF -COPS Fund
Local Law Enfonowund Block Grant
Appmpriabons Reserve
Fair Value Adj. Reserve
State Gas Tax Furl)
Appropriations Reserve
Fair Value Adj. Reserve
Reserve for Encumbrances
Traffic Congestion Relief Fund
Appropriations Reserve
Fair Value Adj. Reserve
Reserve for Encumbrances
Measure M Fund
Tumback
Fair Value Adj. Reserve
Tumback Encumbrances
Competitive
Competitive Encumbrances
Bikes & Tmihvays SB821
Appropriation Reserve
Fair Value Adj. Reserve
Reserve for Encumbrances
109,344,190
6,538,427
2,091,672 111,180,964
2,609,981
185,301
11,899,427
14,550
56,150
100,000
11,899.427
2,379,685
2,379,885
UK=
1,000,000
123833
31,406
15.450
365.006
155,239
2266,169
2266,169
_
170,739
136,000
65,676
170,739
25V03
220.230
220,230
256,703
3,89$204
3.899.204
50,000
120,000
120,000
50,000
250.000
24,500
24,500
250,000
166.718
28,000
160,000
194,718
15.371
2,500
17,871
198,115
68,940
221,345
267,D55
62,574
7,000
69,574
241,685
1,058,888
1,018,888
281,685
87,955
28,000
115,955
501,987
300,000
75,000
285,230
441,757
256215
256,215
2,000,000
2,000.000
9.000.000
9,000 000
34.826.580 1179,344,190
8,063,161
4,432,841 711,180,964
3,914,099
32,706,027
190,451
4,850
668,821
10,000
185,301
129,928
14,550
56,150
100,000
44,478
193,195
.193,785
579,586
579,586
426.000 254,456
15.450
365.006
3001000 -
263,291
254,456
8,835
136,000
65,676
50,324
220.230
220,230
-
2,515
2,515
120,000
120,000
-
2,681
24,500
24,500
2,681
350,498
1,326.250 221,345
160,000
1,737,600 493
80,897
MAW
1,130,425
221,345
909,080
535,090 1,048,827
1,254,090 329,917
668,821
668,621
(591,844) 548,000
957,907 (1,001,751)
58,150
56,150
23
SUMMARY OF ESTIMATED 2004-05 YEAR END FUND BALANCE:
Estimated
Estimated
Es9msled
Estimated Estimaled Budget
Capital
Year End
Fund Balance Itevorwe TransleB Tmnskm Expendi ums mtprovemenas
Fund 9anarove
FuM /Account 2003-04 2004 -05 in Out 2130 05
2004.05
2004 -05
ANRP Fund
Appropriations Reserve
(580,954)
(580,954)
Reserve for Encumbrances
-
T'We and Submerged Land Fund
Appropriation Reserve
8,956,964
3,606,808 1,894,331
1,457,845
-
Fair Value Adj. Reserve
-
Reserve for Encumbnances
457,777
457,777
Upper Bay Reserve
104,507
75,000
298,856
(119,349)
Oil and Gas
80,000
40,000
120,000
Contributions Fund
Appropriations Reserve
(1,257,552)
1,341,025
3,589,718
(3,506,245)
Reserve for Encumbralces
_
Circulation and Transportation Fund
Appropriations Resarva
3,167,454
325,000
80,000
2,295.050
1,117,404
Fair Value Adj). Reserve
-
Reserve for Encumbrances
567 ,388
567388
Building Excise Tax Fund
Appropriations Reserve
194,993
157.000
343,495
8,498
Fair Value Adj. Reserve
Reserve for Encumbrances
48,764
48.764
Environmental Liability Fund
APproPriation Reserve
1,997,739
410,000
125.000
2,282,739
Fair Value Adj. Reserve
-
Reserve for Encumbrances
-
Oe Sp4I Remediation Fun
Appropriation Reserve
881,680
881,680
-
Fair Value Adj. Reserve
-
Reserve for Encumbrances
-
Newport Annexation Funds
Receipt Fund
10,599,999
20D,000
1.00,000
9.393,999
Fair Value Adj. Reserve- ROcolpl
-
Allocation Fwd
1,200,OOD 1,200.000
-
FairVolus Adj. ftesOMAllocaRon
-
Building Fund
6,719217
215,000
6,934.217
Fair Value A4 Reserve43Wlding
-
Reserve for Encumbrances-Building
23,322
23.322
Library Debt Service Fund
Appropriation Reserve
566,938 566,938
-
Reserve for Debt Service
$66 ,317
566,317
Aevssmgn[ District Projects
Appropriation Reserve,
(2,303,980)
257,775
(2,561,755)
Reserve for Encumbrances
211,446
211,446
Fair Value Adj. Reserve
17,271
17,271
CIOSA Fund
Appropriation Reserve
4,910,771
112,500
800,000
4,223,271
Fair Value Any. Reserve
Reserve for Encumbrances
86 ,077
86,077
Bonita Canyon Developmwd Fund
- APPIOPniation Reserve
376,440
85,000
291,440
Reserve for Encumbrancecee
_
Mariners Library Fund
Appropriation Reserve
537,668
2,873,376
3,851,740
(440,696)
Reserve for Encumbrances
-
Fire Station #7
Appropriation Reserve
3,092,000
1,600,000
5,842,000
(1,150,000)
Reserve for Emumbmnces
Newport Bay Dredging Fund
Permanent Endowment
3,000
3.800,000
3,803,000
Appropriation Reserve
166
23.750
23.916
Fair Value Adj. Reserve
56
56
Insurance Reserve Furl
Workers' Compensation Reserve
4,412,557
3,268171
2,6581
5,041,898
Liability Reserve
1,617,447
1,917,447
2,759,232
775,662
Fair Value Aty. Reserve
24
■
■
■
■
■
SUMMARY OF ESTIMATED 2004 -05 YEAR END FUND BALANCE:
Estimated Estimated Estimated
Estimated Estimated Budget Capital Year End
Fund Balance Revenue Transfers Transtere Eapend0ures Impr norneMS Fund Balance
Fund l Account 2003 -04' 200405 In Out 2004-05 2004-05 2004-05
Reti ee Medical Fund
Cunard COMribulions
Sinking Fund
Fair Value Adj. Reserve
Compensated Absence Fund
Appropriation Reserve
Fair Value Adj. Reserve
Equipment Fund
Equipment Maintenance
Equipment Repiacement
Fair Value Adj. Resem
Reserve for Encumbrances
Water Enterprise Fund
Water System Reserve
Stabilization Reserve
Future Infrastructure Reserve
Few Value Adj. Reserve
Reserve far Encumbrances
Wastewater Enterprise Fund
Wastewater System Reserve
Stabilaation Reserve
Future Inl astructure Reserve
Fair Value Adj. Reserve
Reserve for Encumbrances
TOTAL
370,202 1,416,845 1,158,250 628,797
2,022,410 310.562 2,332,972
1,144,169
1,610,835
1,200,000
1,555,004
1,828.178
125,000
1,644,183
152,000
(93,005)
7,095,624
3,227,038
125.000
3,432,076
6,765.586
937,408
937,408
17,818,300
4,711,573
263,146
15,548,727
6,718,000
-
5,178,909
263,146
5,442,054
3,699,221
2,365,873
1,333,348
2,345.700
2,345,700
-
365,961
M.961
1,425 518
1425 518
13,015,308
17,818,300
4,974,719
4974,719
15,598,727
6,716,000
8,566887
2,969,000
939,050
2284,229
1,623,821
-
1,492,446
106,515
794,544
804,416
519,505
251,021
268,484
64,138
64,138
226,860
226 860
2,302,999
2,969,000
1,045,565
1,045,565
2,284,229
1,623.821
1,363,899
101,837,913
165,616.408
16441,184
16,441,184
146,578,182
3 586
89515553
25
2004 -05 FUND TRANSFERS - ALL FUNDS
Transfer In (From General Fund Reserves):
Current Year Operations $
2,341,169
Contingency Reserve
-
Stabilization Reserve
Actual Fair Market Value Adj.
-
Appropriations Reserve (operating)
31,406
Transfer In (From Current Year Operations):
Appropriations Reserve (capital)
-
Paramedic Program (Hoag)
-
Recreation Instruction Reserve
28,000
Senior Citizen Site
2,500
Park In Lieu Fees
68,940
Off Street Parking
7,000
In Lieu Parking Fees
1,058,888
Neighborhood Enhancement Res. A
28,000
Neighborhood Enhancement Res. B
300,000
Reserve for Capital Improvement
-
Reserve for PERS Rate Changes
-
Transfer In (From Other Funds):
Gas Tax Fund
160,000
Tidelands Fund
3,491,808
CDBG Fund
15,450
AQMD Fund
-
Circulation & Transportation Fund
80,000
Equipment Maintenance Fund
125,000
Equipment Replacement Fund
125,000
Newport Annexation Funds
200,000
Total Transfers In $
8,063,161
Transfer Out (To General Fund Reserves):
Current Year Operations $ 1,524,734
Contingency Reserve -
Stabilization Reserve -
Actual Fair Market Value Adj. -
Appropriations Reserve (operating) -
Transfer Out (To Current Year Operations):
Appropriations Reserve (capital) 2,266,169
Paramedic Program (Hoag) -
Recreation Instruction Reserve -
Senior Citizen Site -
Park In Lieu Fees -
Off Street Parking -
In Lieu Parking Fees -
Neighborhood Enhancement Res. A -
Neighborhood Enhancement Res. B 75,000
Reserve for Capital Improvement -.
Transfer Out (To Other Funds):
Library Debt Service Fund 566,938
Total Transfers Out $ 4,432,841
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Ackerman Donation Fund Ackerman Donation Fund .
Transfer In (From): Transfer Out (To):
Appropriation Reserve $ Fund Balance $
Total Transfers In $ Total Transfers Out $ t
Transfer In (From):
Appropriation Reserve $ 254,456
Total Transfers In $ 254,456
26
Transfer Out (To):
General Fund $ 15,450
Reserve for Encumbrance 254,456
Total Transfers Out $ 269,906
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2004 -05 FUND TRANSFERS -ALL FUNDS
E
AQMD Fund AQMD Fund
. Transfer In (From): Transfer Out (To):
General Fund $
Total Transfers In $ Total Transfers Out $
■
State Gas Tax Fund
AHRP Fund
State Gas Tax Fund
Transfer In (From):
Transfer Out (To):
Fund Balance
$ 221,345
General Fund $ 160,000
Tumback Encumbrances
-
Appropriation Reserve -
Competitive Encumbrances
-
Reserve for Encumbrance 221,345
Total Transfers In
$ 221,345
Total Transfers Out $ 381,345
Traffic Congestion Relief Fd. Traffic Congestion Relief Fd.
Transfer In (From): Transfer Out (To):
Appropriation Reserve $ - Fund Balance $
Total Transfers In $ Total Transfers Out $
Measure M Funds
AHRP Fund
Measure M Funds
Transfer In (From):
Transfer Out (To):
Tumback Fund Balance $
-
Tumback Fund Balance $ -
Tumback Encumbrances
-
Tumback Encumbrances -
Competitive Encumbrances
-
Competitive Encumbrances -
Competitive Fund Balance
-
Competitive Fund Balance -
Total Transfers In $
-
Total Transfers Out $
Bikes & Trailways (SB821) Bikes & Trailways (SB821)
Transfer In (From): Transfer Out (To):
Fund Balance $ Appropriation Reserve $
Reserve for Encumbrance
Total Transfers In $ Total Transfers Out $
■
AHRP Fund
AHRP Fund
Transfer In (From):
Transfer Out (To):
.
Fund Balance
Total Transfers In
$
Fund Balance $
$
Total Transfers Out $
■
Transfer In (From):
Reserve for Encumbrances
Tidelands Fund
Total Transfers In
115,000
$ 115,000
Transfer Out (To):
General Fund
Reserve for Encumbrances
Upper Bay Reserve
Oil 8 Gas Reserve
Total Transfers Out
$ 3,491,808
75,000
40,000
$ 3,606,808
P%A
2004 -05 FUND TRANSFERS -ALL FUNDS
M
Contributions Fund Contributions Fund
Transfer In (From): Transfer Out (To): .
Fund Balance $ Appropriation $
ppropation Reserve _
Total Transfers In $ Total Transfers Out $ .
Circulation Fund Circulation Fund
Transfer In (From): Transfer Out (To):
Fund Balance $ General Fund
$ 80,000
Reserve for Encumbrance Appropriation Reserve -
Reserve for Encumbrance _
Total Transfers In $ Total Transfers Out $ 80,000
Building Excise Tax Fund Building Excise Tax Fund
Transfer In (From): Transfer Out (To):
Appropriations Reserve $ Reserve for Encumbrances $ _
Reserve for Encumbrances Appropriation Reserve _
Fund Balance Fund Balance _
Total Transfers In $ Total Transfers Out $
Environmental Liability Fund
Transfer Out (To):
Environmental Liability Fund
$ -
General Fund $ 200,000
Allocation Fund
Transfer In (From):
Receipt Fund 1,200,000
Building Fund
Transfer Out (To):
Building Fund
Total Transfers In
$ 1,200,000
Appropriation Reserve
$
Fund Balance
$
.
Total Transfers In
$
Total Transfers Out
$
•
Oil Spill Remediation Fund
Oil Spill Remediation Fund
Transfer In (From):
Transfer Out (To):
Appropriation Reserve
$
Fund Balance
$
.
Total Transfers In
$
Total Transfers Out
$
Transfer In (From):
Transfer Out (To):
Receipt Fund
$ -
General Fund $ 200,000
Allocation Fund
1,200,000
Receipt Fund 1,200,000
Building Fund
Building Fund
Total Transfers In
$ 1,200,000
Total Transfers Out $ 1,400,000
IIIIIIII
■
Library Debt Service Fund Library Debt Service Fund
Transfer In (From): Transfer Out (To):
General Func $ 566,938 Fund Balance $ .
Total Transfers in $ 566,938 Total Transfers Out $
28
■
2004 -05 FUND TRANSFERS - ALL FUNDS
Assessment Districts Fund
Assessment Districts Fund
Transfer In (From):
Future Infrastructure Reserve
Transfer Out (To):
Appropriation Reserve $
-
Appropriation Reserve $
Reserve for Encumbrance
-
Reserve for Encumbrance
Fund Balance
-
Fund Balance
Total Transfers In $
-
Total Transfers Out $
CIOSA Fund CIOSA Fund
Transfer In (From): Transfer Out (To):
■ Fund Balance $ Appropriation Reserve $ -
Total Transfers in $ Total Transfers Out $
■
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Retiree Medical Fund Retiree Medical Fund
Transfer In (From): Transfer Out (To):
Fund Balance $ Appropriation Reserve $
Reserve for Encumbrance
Total Transfers In $ Total Transfers Out $
Insurance Reserve
Transfer In (From):
Fund Balance
Total Transfers In
$ - I
Transfer Out (To):
Appropriation Reserve
Reserve for Encumbrance
Total Transfers Out
tqulpment 1-una Equipment Fund
Transfer In (From): Transfer Out (To):
Equipment Maintenance $ General Fund Overhead $ 125,000
General Fund Overhead 125,000
Equipment Replacement -
Total Transfers In $ Total Transfers Out $ 250,000
Transfer In (From):
Water Operations
$ 263,146
Future Infrastructure Reserve
2,345,700
Stabilization Reserve
2,365,873
Total Transfers In
$ 4,974,719
Transfer Out (To):
Water Operations
Water System Reserve
Water Fund Balance
Total Transfers Out
263,146
4,711,573
$ 4,974,719
Wastewater Enterprise Fund Wastewater Enterprise Fund
Transfer In (From): Transfer Out (To):
Wastewater System Reserve $ 794,544 Wastewater Operations 939,050
Reserve for Encumbrance - Wastewater Infrastructure. Rsv. $ 106,515
Stabilization Reserve 251,021 Reserve for Encumbrance
Total Transfers In $ 1,045,565 Total Transfers Out $ 1,045,565
TOTAL TRANSFERS $ 16.441.184 TOTAL TRANSFERS $ 16.44i.isa
. 29
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CITY COUNCIL �
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To protect Newport Beach's unique quality of life for the hill enjoyment
of its residents, visitors, and business owners and to direct the
efficient and effective delivery of municipal services r
THE NEWPORT BEACH CITY COUNCIL
Running a city is a bit like running a corporation. The seven members of the Newport Beach City r
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 r
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 30+ hours per week. In accordance with the r
City Charter; 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 r
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 2004 -05, the Council will follow these efforts closely:
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■ - 2004-05 Council Efforts --
Managing the City's resources prudently as the State of California works its way out of its
funding deficit and as the economy attempts to recover.
• Continuing to work with the community to update the City's General Plan (the. document that
. guides Newport Beach's residential, commercial, open space, industrial, and other land uses)
and to develop and certify a Local Coastal Program (LCP).
■
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• Aggressively improving water quality and habitat in
Newport Bay and the along the ocean shoreline.
• Ensuring the timely completion of projects that improve
our streets, water and wastewater systems, and parks
and medians.
• Planning and constructing a state -of- the -art joint -use
library at Mariners Elementary School.
• Working on "sphere issues" with the County of Orange
that could result in transfers of the Santa Ana Heights
Redevelopment Project Area, certain tidelands, and
the Coyote Canyon Landfill to the City along with a
more cooperative approach to John Wayne Airport
issues.
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).
2001 -02 2002 -03 2003 -04 200405'
Actual* Actual` Estimated ** Approved * *'
Salaries and Benefits
$
141,368
$
146,530
$
142,573
$
255,279
Maintenance and Operations
$
2,633,606
$
1,129,255
$
744,525
$
1,002,565
Capital Outlay
$
5,169
$
11,943
$
7,000
$
7,000
City Grants
$
25,000
$
40,000
$
25,000
$
25,000
Total
$
2,805,143
$
1,327,728
$
919,098
$
1,289,844
Includes Airport Growth Control expenditures
*' Includes Airport Growth Control and Spheres Issues expenditures
Includes Spheres Issues expenditures
O W
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_ -•
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,Do
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FY
M
CITY CLERK
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:
• Prepares and publishes agendas for City Council meetings in accordance with the legal
requirements for public meetings.
• Records and maintains the proceedings of the City Council meetings, including an index of the
City Council actions.
• Maintains official records associated with formal actions of the City Council, assists the public
with.research.and retrieval of information and retrieves and certifies public documents.
• Maintains the document imaging system in order to reduce staff time in searching, retrieving
and copying records, as well as providing storage for permanent records.
• Provides staff and the residents with online access to the Newport Beach Municipal Code;
Council Policy Manual; Boards, Commissions and Committees Manual; application blanks
and vacancy notices for Boards and Commissions; City Council agendas, minutes, and staff
reports.
Assists the public in understanding and participating in the decision and policy making
process.
• Maintains Appointive List as required under Maddy Appointive List Act (for Boards and
Commissions).
• Processes legal publications, postings and notices.
• Ensures accurate codification of City- adopted ordinances.
• Acts as Filing Officer for the Political Reform Act of 1974 regulations (campaign disclosure
forms and statements of economic interest).
• Receives and opens bids for City projects.
• Receives and processes claims for damages and, summons and complaints against the City:
• Serves as the City's Election Official and receives petitions relating to initiatives, referendums
or recalls.
• Serves as custodian of the official records of the City and maintains custody of the City Seal.
• Executes all ordinances, resolutions and contracts.
• Administers oaths, affirmations and acknowledgements.
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Processes passport applications in accordance with U.S. Department of State procedures, ■
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Since the City was incorporated in 1906, the City Clerk's office has kept the official records of the City Council. The office is also
responsible for the preparation of agendas, minutes, and agenda packets for City Council meetings, as well as
processing legal
publications and claims. In addition, the City Clerk serves as the City's Elections Official and acts as Filing Officer for campaign
disclosure forms and statements of economic interest in
accordance with the
Political Reform Act of 1974. The City Clerk's office is
designated as an official Passport Acceptance Facility by
the U.S. Department of State.
Actual
Service Indicators
2001 -2002
2002 - 2003
2003 -2004
2004 -2005
Actual
Actual
Estimated
Projected
Council Meetings, Regular
23
24
23
24
Council Meetings, Special or Adjourned
25
21
21
21
Resolutions adopted
92
72
80
80
Ordinances adopted
28
28
25
25
Municipal elections
1
1
0
1.
Registered voters
52,212
51,864
55,997
56,500
Municipal Code Supplement pages distributed
56,595
52,626
45,000
45,000
Claims/Summons and Complaints processed
157
194
180
180
ContractslAgreements processed
119
120
120
120
Notices of Completion /Release Bonds
26
28
30
30
Documents processed to Orange County Recorder
28
38
40
40
Pages scanned into Document Imaging System
33,600
34,500
35,000
35,000
Passports processed
265
672
800
900
Passport services began (214102)
Salaries and Benefits
Maintenance and Operations
Capital Outlay
Total
Elections
Grand Total
2001 -02
2002 -03
2003 -04
2004-05
Actual
Actual
Estimated
Approved
$ 230,725
$
250,802
$
263,479
$
288,107
$ 30,785
$
50,448
$
42,932
$
37,710
$ 1.238
$
6.005
$
-
$
-
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CI T Y MA NA GER
c m 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
N
THE CITY MANAGER
The City Council appoints the City Manager to make sure the City's operations run effectively. The
City's Charter prescribes specific duties to the City Manager, including the power to appoint department
directors and to prepare and present the annual budget. The Charter also directs the City Manager to
report back to the Council each year on the fiscal operations of the City, to see that the City follows the
laws of the Charter and the State of California, and more. The City Manager implements the direction
of the City Council to ensure that the priorities and interests of the Council are achieved.
In addition to attending Council meetings, the City Manager
convenes meetings of the City department directors and of
individuals and groups throughout the City. Other topics more
regional in nature are also on the City Manager's plate. The
City Manager's Office monitors the political and economic
environment outside the city to ensure that outside forces do
not compromise Newport Beach's quality of life, public safety
system, or its finances_ In 2004 -05, these external issues may
include:
• The State of California's operating deficit and the State's .past willingness to take local
governments' revenues to solve previous deficits.
• Administration of programs currently run by the County of Orange that could more effectively be
run by the City, including planning for the future of John Wayne Airport.
• Positioning the City to effectively compete for State grant funding for new projects.
36
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■ The City Manager's budget includes three key divisions — Code & Water Quality Enforcement, Harbor
Resources, and Public Information. Because the strategic issues supervised by the City can require the
■ use of specialized expertise, this budget also includes funds for short-term contracts with consultants.
t Code & Water Quality Enforcement Division
The City's water quality and water conservation efforts expanded significantly in FY 2003 -04 given the
■ community's strong interest in improving our recreational waters (the Bay and ocean shoreline). This
division — which has its roots in the Planning Department -- was one of the very few parts of city govern-
.ment to expand last year. The Division will not grow further in 2004 -05, but it will continue its proactive,
face- to-face education and enforcement efforts regarding "best management practices" (BMPs) for
water conservation and water quality. At the same time, the Division ensures that community standards
■ remain high (traditional code enforcement).
■ Public Information Division
The Public Information Office follows a comprehensive Plan designed to improve communication
■ between the City and our residents and businesses. The Plan includes e- mailed newsletters, effective
use of the Web site, and community cable TV programming. The Division will focus on completing
. two new cable franchise agreements in 2004 -05 and implementing the public, governmental, and
educational ( "PEG ") programming that may result from the agreements.
Harbor Resources Division
.More than 1200 individuals and businesses operate a pier, marina, or mooring in Newport Harbor and
therefore require a formal permit to access and use this resource. Habitat protection, water quality
improvement, and the myriad regulations that direct the City to comply with the federal Clean WaterAct,
the Coastal Act, and the City's Harbor Policy demand specific attention by the Harbor Resources staff.
The Harbor Commission, a seven - member all- volunteer board appointed directly by the City Council
. -- plays an important role here, too. The Harbor Resources Division includes parking lot administration
and an innovative Tidepool Rangers program. Harbor Resources is housed at the Balboa Yacht Basin
. off of Harbor Island Drive.
■
2001 -02 2002 -03 2003 -04" 2004 -05
Actual Actual Estimated Approved
Salaries and Benefits
$
1,498,430
$
1,550,992
$
1,906,815.
$
2,110,063
Maintenance and Operations
$
268,764
$
505,245
$
870,680
$
866,039
Capital Outlay
$
23,753
$
16,248
$
50,500
$
40,700
Total
$
1,790,947
$
2,072,485
$
2,827,995
$
3,016,802
Code & Water Quality Enforcement Division added.
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KNI
HUMAN RESOURCES
■
To increase the City's effectiveness through recruitment and retention of employees committed
to providing quality public service that meets the goals and objectives set by
■
the City Council and the City Manager.
We further this mission by the development of systems which recognize the value of .
■
each employee and provide the necessary tools to recruit, retain, and develop a workforce
capable of high performance.
,
We accomplish this mission by having a `customer first" attitude; demonstrating a spirit of cooperation; being
a trusted and valued source of human resources knowledge and expertise; and by being responsive to and
■
aware of internal and external customer needs.
■
Department Highlights for FY 2003 -04
■
The Human Resources Department continued its focus on improving our processes which enables it to provide excellent
employment and benefit information to City Departments and the public.
■.
The Department.continued to assist various City Departments with their recruitment needs. It worked closely with the Fire
Department to revise the Firefighter pre - employment background process by splitting it into two phases. This provides
the Fire Department with candidates ready to begin employment when needed. In coordination with the General Services
.
Department, a practical exam was developed to administer to candidates for the Refuse Worker I position. The practical exam
allowed us to see first hand if candidates were able to perform the physical demands of the tasks required of Refuse Workers.
■
We also partnered with the Police and Recreation Departments to create a system to fingerprint Recreation Instructors with
the Live Scan System which resulted in a much shorter turn around time for new hires to be cleared to start work.
Technology again played an important role this fiscal year. Working in coordination with the MIS staff, an online job notification
■
system has been running successfully for the last year. This system sends an e-mail notification when a particular job
becomes available to those who have registered through the system. The HR Web site has also been enhanced with
additional information including updated job specifications, salary ranges, and MOU's for improved accessibility to the public
■
and employees.
The Department continued to improve on our past successes for the the City's employee benefit program through developin .
■
an effective and informative open enrollment packet, hosting the most comprehensive and well - attended health fair to date
for employees and retirees alike.
■
Effective with the new calendar year the administration of the City's COBRA program was transferred to Triad. To assist in
the proper transition of our COBRA administration, the Risk Manager coordinated with our health insurance carriers and MIS
to develop a dependent database. The Risk Manager was the lead in the city-wide Broker Selection and also for the ABLE
JPA helicopter program between the City of Newport Beach and the City of Costa Mesa. These efforts resulted in increased
customer service and satisfaction.
■
The Department has started organizing files in work areas and storage spaces in order to comply with the City's newly
adopted records retention policy. ■
The Risk Manager and the HR Operations Manager conducted training in the areas of Sexual. Harassment Prevention,
Workplace Violence Prevention, and Aloohol/Drug and Risk Management as a training module in the Fire Department's
Leadership Academy. The Sexual Harassment Prevention Training was also presented separately to the permanent
Lifeguard staff.
Two new staff members pined the Human Resources Department this year, Diana Axley, as the Director and Christine Musial
as the HR Benefits Specialist.
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. - Continue development of the City -wide performance evaluation system complete with instructional manual and supervisor
training
• Continued training of full -time employees on our new druglalcohol policy
. Develop and implement FM LA and HIPPA training and procedures
Coordinate with MIS to create an online personnel action form (PAF)
. Conduct Basic Workers' Compensation training for Supervisors and Managers
Develop an accident investigation process and training with the Fire Department Safety Committee
Budget Highlights FY 2004 -2005
■ The HR Department will continue to provide the tools and training needed to keep current with human resources related laws
and practices. City-wide training is still a high priority with FMLA and FLSA supervisor training being the critical training areas
that will be addressed this fiscal year.
In the area of Risk Management, our insurance renewals have started to stabilize, but higher than normal increases are still
expected in the excess workers' compensation insurance markets.
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One Human Resources Director
One HR Operations Manager
One Risk Manager
One Administrative Assistant to the HR Director
Two HR Specialists
Two HR Analysts
One Department Assistant
The department provides the following services and programs:
2001 -02
■
Recruitment and Selection
• Classification and Compensation
• Employee Orientation
• Employee Training
• Labor Relations
• Benefits Administration
.
Discipline and Grievances
• Personnel Policies
- General Liability
Estimated
• MOU Administration
• Civil Service Board Support
• Retiree Medical
$
• Performance Evaluation System
• Records Management
• Workers' Compensation
i•
Safety Program
• Wellness and Fitness Center
• Disability Retirement
Maintenance and Operations
• Employee Assistance Program
• Deferred Compensation
$
■
$
401,660
$
409,660
Human Resources Objectives FY 2004 -2005
$
. - Continue development of the City -wide performance evaluation system complete with instructional manual and supervisor
training
• Continued training of full -time employees on our new druglalcohol policy
. Develop and implement FM LA and HIPPA training and procedures
Coordinate with MIS to create an online personnel action form (PAF)
. Conduct Basic Workers' Compensation training for Supervisors and Managers
Develop an accident investigation process and training with the Fire Department Safety Committee
Budget Highlights FY 2004 -2005
■ The HR Department will continue to provide the tools and training needed to keep current with human resources related laws
and practices. City-wide training is still a high priority with FMLA and FLSA supervisor training being the critical training areas
that will be addressed this fiscal year.
In the area of Risk Management, our insurance renewals have started to stabilize, but higher than normal increases are still
expected in the excess workers' compensation insurance markets.
■
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One Human Resources Director
One HR Operations Manager
One Risk Manager
One Administrative Assistant to the HR Director
Two HR Specialists
Two HR Analysts
One Department Assistant
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2001 -02
2002 -03
2003 -04
2004 -05
Actual
Actual
Estimated
Approved
Salaries and Benefits
$
673,207
$
763,010
$
822,346
$
871,891
Maintenance and Operations
$
491,388
$
352,050
$
401,660
$
409,660
Capital Outlay
$
9,819
$
31,585
$
8,000
$
8,000
Total
$
1,174,414
$
1,146,645
$
1,232,006
$
1,289,551
C
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CITYATTQRNEY
c To represent and/or advise City Council, Boards and Commissions,
E and City Staff with respect to all legal matters
E a pertaining to the City
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To maintain an accessible attorney staff and provide timely responses to formal and informal ■
requests for legal advice.
Z' w ■
E To work with other City department heads in developing legal strategies for implementing
.0 Council goals, identifying legal issues to surrounding community development proposals and ■
responding to community concerns about traffic and quality of life.
To work with Risk Management to provide effective in -house defense of tort liability claims by ■
full -time Deputy City Attorney, and support code enforcement efforts when litigation becomes
necessary. ■
To present reasonable and cost effective solutions to legal problems without compromising ■
the interests of the City, its officers, or employees.
Service Indicators
Requests for Opinions /Advice (In- house)
Council, Board, and Commission Meetings
Preparation/Review of Contracts, MOLls, Agreements
Litigation Caseload
Code Enforcement Caseload
Development/review of Resolutions and Ordinances
Court and Hearing Appearances,
Public Assistance (phone or in person, by attorney
and secretarial staff)
Legislative Advocacies
Public Records Act Requests
40
2002 -2003 2003 -2004
Actual
Estimated
3,200
5,250
100
100
200
300
150
950
100
120
75
75
100
100
5,400 7,200
25 20
26 29
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2004 -2005
Projected
■
5,500
■
100
300
■
50
■
80
■
85
80
■
.7;200
■
20
■
40
■
■
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One City Attorney
One Assistant City Attorney
One Deputy City Attorney
One Administrative Assistant to the City Attorney
One Department Assistant
One Part-time Contract Attorney
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.
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2001 -02
2002 -03
2003 -04
2004 -05
Actual
Actual
Estimated
Approved
Salaries and Benefits
$
565,631
$
631,502
$
683,580
$ 723,876
Maintenance and Operations
$
120,591
$
233,651
$
350,816
$ 278,826
Capital Outlay
$
2,450
$
2,965
$
4,000
$ 11,000
Total
$
688,672
$
868,118
$
1,038,396
$ 1,013,702
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O
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R
d
41
ADMINISTRATIVE SERVICES ■
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c To provide highest quality Management Information Services, ■
.to m Financial Management, and a variety of support services
go
for City Officials, the public, and other departments ■
Y L
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E c
CL ca
R e
G e
O
42 11
The Organization
The Administrative Services Department is a composite organization that performs a diverse
collection of financial and technological services. The Resource Management Division is the
executive division of the Department that oversees four functional divisions: Fiscal Services,
Management Information Services, Revenue, and Accounting. On the surface, our primary
purpose is to provide financial and information technology services to the frontline public serving
departments. However, we are also charged with the most paramount objective of a public
agency; that is to provide prudent custodial services of publicly entrusted resources. Treasury,
Debt Management, Budgeting, Internal Control, Property Control, Purchasing, and Annual
Financial Reporting are all examples of Administrative Services' responsibility to be the financial
steward for the entire organization.
Although many of the services provided by the Department, including payroll, accounts payable,
print shop /mail room, purchasingtwarehousing, 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: 7 plus .75 FTE
$731,681
General Accounting
Payroll
Property Control & Fixed
Asset Tracking
Audit Coordination
Debt Administration
Financial
Mgt. Infonmation Services
Staffing: 17 plus .5 FTE
$2,468,798
Computer Applications Support
Telecommunications
Geographic Information System
PC Technical Support
Network Management
Database Management
Staffing: 12 plus 2.89 FTE
Cash Management
Purchasing
Warehousing & Inventory Control
Printing & Reproduction
Postal Services
Remittance, Processing
Accounts Payable
Resource Management
Staffing: 3
$437,994
Budget Management
Investment Management
Internal Control
'does not include Ackerman
Scholarship fund
Revenue
Staffing: 11 plus 1.59 FTE
$1,135,127
Municipal Billing
Intergovernmental Transfers
Licenses
Regulatory Permits
Revenue Development
Receivables &Collections
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. Mission and Goals
The Department's Mission and day - today 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 revenues, fees, and
charges, which is fair, equitable, and efficient.
■ To provide appropriate municipal licensing and regulatory services as directed. .
• To develop, operate, and maintain reliable and responsive accounts payable and municipal
■ billing /receivables systems.
■ To provide thorough, accurate, timely, and award -worthy accounting and financial reporting. .
• To provide responsive and cost effective centralized purchasing, contract administration, and
. fixed asset tracking services.
■ To insure security of City assets through an effective internal control program, as well as
property control, warehouse, and property disposal systems.
M • To provide highly responsive and cost effective printing, duplicating, and postal services for all
City Departments.
■ To provide a work environment which encourages an innovative spirit, a customer service
orientation, and a strong sense of responsibility by Department employees.
■ To help ensure coverage of all functions by a dedicated work force through increased cross-
training and other appropriate measures.
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- 43
ADMINISTRATIVE SERVICES (Conti,
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 debt financing levels
appropriately, balancing the financial burden across the service life of the improvements.
The Fiscal Services Division is composed of five primary work groups: 1) Central Cashiering;
2) Accounts Payable; 3) Print Shop Multigraphics; 4) Mail Room and Remittance Processing and,
5) Purchasing and Central Warehouse operations. Fiscal Services is a diverse Division of sixteen
full and part-time employees with primary support functions for the Administrative Services
Department and the entire organization. The Division's
activities include contract administration, encumbrances
and payments processing, and the purchase of materials,I '
equipment, and services for all City Departments. The
Central Warehouse, located at the Corporation Yard is
responsible for control management of inventory supplies
used by numerous field crews of multiple departments. The
Warehouse also assists in property control management
and the disposal of surplus equipment. Central Cashiering
processes all of the payments made to the City for a multitude of billing systems. In addition;
Central Cashiering handles incoming telephone calls and difficult customer service situations
regarding parking citations management. The Print Shop produces numerous duplicating and
multigraphics jobs for an extensive number of customers and works diligently to produce the
City's Comprehensive Annual Financial Report (CAFR) and both the Preliminary and Final Budget
book sets. Mail Room functions include incoming and outgoing U.S. Postal mail, the insertion of
all City billings, and remittance processing of all City billings. With the additional responsibilities
associated with vendor payables, Fiscal Services is now also coordinating the tax reporting of
compensation and benefits on behalf of vendors.
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The Revenue Division is responsible for overall revenue administration, including development;
recovery, and analysis. This plays a key role in the City's ability to maintain consistent service ■
levels. Staff members monitor proposed legislative changes that affect the City's revenue streams.
They often take a lead role in mounting opposition against bills that have a detrimental impact ■
44 II ■
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on municipal services. Staff reviews existing State
laws mandating a higher level of service on the
City, and pursues reimbursement of the additional
costs imposed by the State. As local control over
revenue streams has shifted to State and County
agencies, Revenue staff's review of the accuracy
of subventions from those agencies has increased.
The Citywide consolidation of receivables
management has increased efficiencies and
expanded the Department's customer service
responsibilities to its external customers — residents
and visitors. Revenue has pioneered and manages
a unique program to link like entities across diverse
databases to consolidate customer information, and improve customer service and revenue
recovery. Included in these customer services is the adjudication of all non - criminal actions taken
by City Departments (e.g. parking and administrative citations). Revenue's income contract
administration ensures compliance with agreements while maximizing the benefits arising from
use of public property. Revenue specific compliance and allocation audits, license inspectors and
other revenue enhancement measures ensure a level playing field for all taxpayers within each
tax base.
The Accounting Division acts as the financial historian for the City, accounting for and reporting
the results 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
.i 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
45
N
ADMINISTRATIVE SERVICES (Continued)
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, Expenditures by Division
and provides LAN and WAN support
of hardware and software components
required to provide connectivity to all
Services
City remote sites. The MIS Division Fiscal .
20%
also SU PP OrtS a complex Geographic Mgt Infomaton Services yZ%
�sou ce Management
Information System (GIS) designed '%
to provide analysis and mapping .
unfing
capabilities. Revenue 12%
19% .
The Future
The Administrative Services Department continues to take the lead in providing automation solutions ■
and communications services to all City Departments, the City Council, and members of the public.
City LAN/WAN infrastructure, personal computers and software applications will continue to be
upgraded to take advantage of the latest in hardware and software technologies. Wireless networking
will become more and more prevalent. Wireless access to all City network resources have been
made available from any location within the City Hall facility and wireless technology solutions have
been implemented between remote sites in order to provide faster, more efficient, cost effective
connectivity.
Applications including: core accounting, billing, and HRM modules; GIS; document imaging and
management; and Interactive Voice Response (IVR) systems will continue to be developed and
expanded. The Internet and Intranet Web sites will continue to be developed and expanded with an
emphasis towards providing an advanced, more efficient means of communicating and presenting
information to citizens and employees. Additionally, the focus on development of these Web sites
will be geared towards implementing improved solutions and tools designed to provide better, more
efficient customer service.
Maintenance and Operations
zo%
46
.The MIS Division is committed to
providing enterprise solutions to all City
Expenditures by Type departments Careful consideration is
Capital Equipment and Debt
Service
1%
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.
Benefits
79%
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. Service Indicators
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Budget Administered
Warrants Issued
Value of Payments Processed
Checks Deposited
Value of Currency Deposited
Annual Payroll & Benefits
Paychecks Processed
Purchase Orders
Multilith Impressions
Printing & Binding Jobs
Mail Room Volume
Municipal Statements
Accounts Receivable Billings
New Business Licenses
Business License Renewals
Dog Licenses Issued
Marine Charter Permits
Parking Citations Processed
Administrative Citations Processed
Ajudications
City Owned Telephone Units
Service & Repair Calls
Average Monthly Calls
2001 -2002
Estimated
$136,198;611
25,500
$75,084,000
169,320
$2,276,040
$66,721,100
23,000
835
4,963,833
4,125
486,909
200,000
54,000
3,100
13,200
2,300
1,200
88,000
1,200
4,700
757
1,831
63,250
2002 -2003
Estimated
$158,930,430
19,300
$99,850,000
175,400
$2,737,900
$73,312,610
25,500
873
4,965,000
4,200
379,500
200,000
62,000
3,600
12,000
2,500
1,000
88,300
1,800
4,700
810
1,875
71,250
* Increase due to direct pays not included until FY 03.
*' Decrease due to outsourcing of municipal services statements.
** Decrease due to consolidation of billings on municipal statements.
2003 -2004
Estimated
$167,229,174
20,290
$100,232,519
177,879
$2,794,560
$83,249,130
26,200
760
5,055,731
4,351
219,000 "
200,000
31,000 * **
4,000
13,000
3,000
1,100
88,000
1,500
4,700
825.;
1,890,
76,000
2004 -2005
c m
Projected
E m
$181,062,409
o
20,000
m
$100,500,000
a
175,000
2001 -02
$2,800,000
2002 -03
$88,156,993
2003 -04
27,700
2004 -05
750
;2 0
5,100,000
4,600
226,000
205,000
10,000 .
4,000
20,000
3,200
1,500
72,000
2,500
O
5,000
$
835
$
1,944
$
79,135
$
47
2001 -02
2002 -03
2003 -04
2004 -05
;2 0
Actual
Actual
Estimated
Approved
O
Salaries and Benefits
$
3,714,476
$
3,970,814
$
4,307;006
$
4,618,923
Q
Maintenance and Operations
$
938,023
$
949,132
$
968,224
$
.1,273,296
Capital Equipment
$
58,078
$
76,620
$
56,219
$
57,719
Total 1
$
4,710,577
$
4,996,566
$
5,331,449
$
5,949,938
47
e �
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25
m
M
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 response to a suspicious substance the First Responder training pays off
as City Departments interact with other First Responder agencies.
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In support of our mission, the Department will.
• Build on the Department's successful recruitment, hiring, and promotional process, to reach
our authorized staffing levels as we continue to deal with a significant number of planned
retirements.
• Continue the Department's leadership role in the implementation of the Countywide Integrated
Law and Justice System Strategic Plan.
• Maintain the Department's focus on technological improvements such as the implementation of
a wireless Local Area Network, Automated Vehicle Location System, and the replacement of the
existing Mobile Video System. Many of these improvements are made possible through several
on -going State and Federal grants.
• Continue the Department's Critical Incident prepration in both First Responder training as well as
coordinated Homeland Security efforts with Local, State, and Federal agencies.
A.B.L.E. pilots, mechanics, and staff at the
dedication of the new Eurocopter EC -120
Helicopter.
• Complete the necessary improvements and
equipment acquisitions to upgrade and modernize the
Department's jail facility.
• Further develop the Department's efforts in Community
Policing by enhancing through technological
improvements the access of information to all field
units and within the Department as well as continuing
our efforts in Crime Prevention, Crime Awareness,
Identity Theft, and Personal Safety.
Demonstrating the dangers of impaired driving as part of
the Every 15 Minutes" program to the students
of Newport Harbor High School. Funding provided
by a State grant.
Salaries and Benefits
Maintenance and Operations
Capital Outlay
Total
Swom Personnel
NonSwom Personnel
Total Personnel
2001 -02 2002 -03 2003 -04 2004 -05
Actual Actual Estimated Approved
$
$
$
23,736,311
4,170,432
148,598
$ 25,908,035
$ 4,340,691
$ 189,451
$
$
$
27,664,914
4,731,424
306,075
$ 29,613,337
$ 4,983,200
$ 123,872
$
28,055,340
$ 30,438,177
$
32,702,413
$ 34,720,409
149
89
148
89
148
89
148
89
238
237
237
237
0
t9
C c
O 02
v
_o
Q
49
POLICE DEPARTMENT (Conti,
Chief of Police
Staffing: 10, plus .49 FTE
$1,633,101
Professional Standards
D.A.R.E.
Media Relations
Environmental Services
Community Relations
Legal Affairs
Crime Prevention
Citizen's Academy
Patrol
Staffing: 96, plus 4.29 FTE
$13,777,024
Watch One
Watch Two
Watch Three
Jail Unit
S.W.A.T.
Bicycle Unit
Canine Unit
Disaster Planning
Helicopter Program (A.B.L.E.)
Volunteer Program
Reserve Officer Unit
Hostage Negotiation Unit
Traffic
Staffing: 32, plus 3.74 FTE
$4,247,071
Traffic Services
Accident Investigations
Motors
Parking Control
Crossing Guard
Traffic Education
Animal Control
Special Events Planning
Support Services
Staffing: 53, plus 7.91 FTE
$8,060,277
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
Electronic Equipment Repair
Fleet Maintenance
Staffing: 2
$631,639
Parts Inventory
Automotive Service
Equipment Replacement
Collision Repair
Vehicle Maintenance
Detectives
Staffing: 44, plus .19 FTE
$6,371,097
Detective Services
Crimes Persons
Property Crimes
Juvenile/Sex Crimes
Narcotics Section
Economic Crimes
Crime Scene Investigations
Photo Unit
Vice/intelligence
Crime Suppression Unit
Crime Analysis
Auto Theft Task Force (OCATT)
School Resource
Regional Narcotic Suppression
Program (R.N.S.P.)
(Figures do not include Asset Seizure
o
Resource Distribution r 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.
Fleet
Detective Maint.
Traffic 18% 2% COP
12% 5%
Support
Services
23%
Patrol
40%
FY 05 Budaet by Division
66111
Traffic
12%
Patrol
56%
Detective COP
24% 5%
Sworn Officers by Division
Support
Services
3%
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The Galaxy Incident crime scene and subsequent fire highlighted the
excellent working relationship between a variety of City Departments,
including the Police and Fire Departments in dealing with rapidly
changing critical incidents.
Service Indicators
2001 -2002
2002 -2003
2003 -2004
2004 -2005
Actual
Actual
Estimated
Projected
Part One Crimes`
3,091
3,084
3,177
3,358
AdultArrests
3,684
3,485
3,258
3,253
Juvenile Detentions
458
372
328
284
Part Two CrimesiMisellaneous Reports
10,467
10,251
10,015
10,167
Total Computer Aided Dispatch Entries
78,837
80,510
80,427
84,240
Calls for Service
56,598
59,484
60,194
62,895
Domestic Violence Cases Investigated
200
215
211
318
Number of Cases Assigned for Investigation
4,499
4,597
4,568
4,874
Number of Cases Assigned Per Detective
321
328
309
331
Value of Property Recovered
1,681,017
2,460,042
2,326,414
2,801,221
Field Interviews Conducted
7,449
7,332
8,189
8,397
False Alarms Handled
4,223
4,245
4,099
4,065
Animals Impounded
576
664
706
779
Animal Control Citations Issued
1,105
1,481
11647
1,953
Fatal Traffic Collisions
1
3
3
4
Injury Traffic Collisions
448
472
503
513
Property Damage Collisions
1,072
1,024
•1,044 ..
1,038
Vehicle Code Citations/Wamings issued
20,636
18,233
19,695.
19,514
Other Citations Issued
4,628
4,099
4,198
4,368
Parking Citations Issued
73,191
68,907
69,359
66,778
Part One are the eight most serious crimes (Homicide, Forcible Rape, Robbery, Aggravated Assault Burglary, Larceny -theft, Auto
Theft, and Arson) as defined by the FBI in the Uniform Crimes Reports.
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52
FIRE DEPARTMENT
To reduce the loss of life and property from fire, medical, marine, and
environmental emergencies through education, prevention,
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 147 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 andl 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 inAhe 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.
House fire near Jasmine Creek
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2004 -2005 Emphasis
With strong roots and a long history, the Fire Department continues to develop and enhance both
effective and efficient methods for the delivery of public safety services to the community of Newport
Beach. This is the expanded level of assistance Newport Beach citizens have grown to expect. The
Fire Department continues to build on past successes and strives to meet the future demands of a
unique and expanding community. Today, the Newport Beach Fire Department places emphasis on
Emergency Services, Fire Prevention, Disaster Preparedness, and the Training and Education of
those who serve as well as those to be served.
Emergency Services.
The Newport Beach Fire Department strongly believes in offering our community the highest level of
service. In order, to provide the highest level of emergency services, the Fire Department maintains
one Operations Division, which encompasses fire, emergency medical service, and lifeguard
responders: Our fire emergency responders are strategically located in eight fire stations around the
city, ensuring they can respond rapidly to emergency
situations. Our emergency medical service responders
rely on advanced equipment to save lives, including
Automatic External Defibrillator (AEDs), paramedic
monitors that easily identify heart attacks, and devices
that monitor blood sugar levels. This year some of
our paramedic vans will be replaced with modular
. ambulances offering more patient treatment room and
easily accommodating advanced medical equipment.
Our "Fire Medics" program is also offering a new
. medical information system where our residents can
provide medical and family contact information prior to
■
■
an emergency. With the swipe of a Driver's license or
special identification card, paramedics can quickly access information via handheld computer. The
Operations Division lifeguards protect over 10 million beach visitors each year with their preventative
actions and medical assistance. All of our emergency response personnel are highly trained and
strive to ensure the safety of our community.
about fire safety
Fire Prevention
The mission of the Fire Prevention Division is to
provide a fire safe community and prevent loss of life
and property throughout Newport Beach. The Fire
Prevention Division works in conjunction with the City's
Planning and Building Departments to ensure all new
construction and remodels are built in compliance
with the local and State building and fire codes. This
includes the installation of and modifications to built -
in fire protection, such as fire alarm systems and
automatic fire sprinkler systems. The Fire Prevention
Division is responsible for regulating hazardous materials and processes, ensuring their storage and
use conform to State and City requirements. The Fire Prevention Division also manages the routine
fire inspection program that provides periodic inspections to all business and selected multi - family
occupancies to ensure they are maintained fire safe and in compliance with the fire and life safety
codes.
53
6V
FIRE DEPARTMENT (Continued)
FIRE PREVENTION PROJECTS
Newport Beach Temple groundbreaking has begun for the Church of Jesus Christ of Latter -Day •
Saints on Bonita Canyon Road adjacent to their existing Stake Center. The temple will be 16,000
square feet, and is fully fire sprinklered with exterior standpipes. .
15th Street Townhomes have begun grading for 12 buildings with 42 units at 869 W. 15" Street. These
three story homes will have a first story garage with two levels of living space above. All buildings are .
fully sprinklered and are equipped with their own fire department connections. An additional fire entry
road was provided at the rear of the complex giving the Fire Department two points of access to the .
property.
Commercial dock inspections are being conducted by Fire Prevention in conjunction with the
Harbor Resources Division, the Building Department, and the Orange County Sheriffs Department,
.
Harbor Patrol Division. There are approximately 63 commercial docks in the City. The intent of these
inspections is to assist the business owners in complying with the City Municipal Code, the California
Fire and Electrical Codes, as well as the National Fire Protection Association standards for marine
.
applications. Items addressed during these inspections are fire department access, fire protection
systems, multiple berthing and rafting issues, fuel storage, and existing non - conforming conditions.
■
The Hoag Memorial Hospital remodeling project is proceeding as scheduled. The tower's steel frame
and support structures have been completed and work has commenced on the interior systems portion
.
of the building. Construction on the Woman's Pavilion has begun and will encompass approximately
269,327 sq. ft. of space along with an auxiliary food court building consisting of approximately 14,000
sq. ft. The tower consists of concrete and steel construction and encompasses a laboratory, patient
.
testing, out patient services, private patient rooms, labor and delivery area, fetal diagnostics, and a
nursery. Projected cost of construction is estimated at $200 million.
"Eternal
.
Hoag Hospital is also proceeding with construction of a Co- Generation plant, adjacent to the
Flare" which is located along West Coast Highway, west of the Hoag Administration building. The Co-
Generation plant will assist in meeting the additional electrical needs.
■
.Newport Coast is part of the City's Special Fire Protection Area requiring special fire protection
features and access requirements. The inspection of this area after annexation discovered several
.
significant deficiencies that must be corrected and are ongoing. Those efforts include:
Fuel Modification Maintenance - All Fuel Modification Zones (FMZ) in Newport Coast are
required to be maintained in compliance with City codes. Inspection maps have been created
■
for each Fuel Modification Zone along with a corresponding inspection guide. These guides and
maps are site specific for plant material; special conditions and requirements. An access database
.
has also been created to track Fuel Modification Zone status and compliant dates for reporting to
the City. The Fire Prevention Division takes special care in enforcing the FMZs, as a method of
reducing our wildland fire hazard in the City.
.
Fire Lane Signs — Streets less than 36 feet in width require fire lanes in the Special Fire Protection
Area of Newport Coast. Many of the streets in Newport Coast are less than 36 feet and are
.
required to provide designated fire lanes on those streets. In an effort to provide and maintain the
necessary emergency access, Fire Prevention staff is working to bring all roadways into access
compliance. Maintaining clear fire lanes in Newport Coast has continued to be a high priority after
.
two significant property loss fires in homes under construction in Pelican Crest. Fire lane sign
installation is being required in the new construction areas of Crystal Cove and Pacific Ridge.
.
Fashion. Island continues to install new fire alarm systems in all buildings. as each tenant space is
remodeled. In 1999, a partnership between Fashion Island Management and the Newport Beach
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Fire Department identified the need to modemize the fire detection
and alarm equipment at Fashion Island. The plan included the
installation of new fire alarm panels within each of the buildings
and the connection of all of the detecting and alerting devices to the
new panels. These improvements will enhance the ability of the Fire
Department to respond more rapidly to a fire emergency, and also
provide emergency notification to the occupants of the building and
Fashion Island security.
Disaster Preparedness
Though concerns about homeland security kept disaster preparedness
in the forefront in the minds of the community, safety officials, and
City staff, the firestorms that affected Southern California in 2003
have recharged our awareness for natural disasters. Within the Fire
Department, the Disaster Preparedness Coordinator has updated ' paramedics and firefighters
the City's Emergency Management plan. The City's Emergency treat a fire victim
Operations Center (EOC) is regularly activated for drill scenarios and we continually enhance our
response capabilities. Training for the residents within the City continues through the very successful
Community Emergency Response Team (CERT) program. The next step in preparedness will be the
development of a Hazard Mitigation Plan for the City. This plan will assist us in strategically planning
for the reduction of hazards around the city. The continued development of the communky's disaster
preparedness efforts will aid the residents of Newport Beach in an area -wide disaster. Natural
and human - caused disasters will continue to be potential threats to our community and the Fire
Department will continue to coordinate within our own city and with neighboring jurisdictions to ensure
we are prepared.
Training and Education
. The Newport Beach Fire Department continues to strive for excellence in training and education for
both department employees and our community. Department employees participate in a combination
of classroom instruction and field drills. Newport Beach Fire and Lifeguard personnel consistently
. receive the highest scores in the training classes completed. The Department Training Program
concentrates on excellence and effectiveness in our provision of life saving services. Recently, the
Department has made advancements in personnel development through a variety of programs.
. Emergency responders are now participating in an updated version of emergency driving skills and
on -scene management of incidents involving Weapons of Mass Destruction. The Fire Department
has also continued its Leadership Academy program. The combination of personnel growth and
. individual.skill development unites to form a uniquely effective department.
. The Fire Department also provides excellent community education. Department members provide
safety instruction and training to school age children every year through the Junior Fire Marshal,
the Junior Lifeguard, and Lifeguard Cadet Programs. The Department has continued our "CPR
. in the Schools, Working Together to Save Lives' program. Lifeguard personnel provide CPR and
other safety instruction to over 700 Newport-Mesa high school safety education students at Newport
Harbor, Corona del Mar and Back Bay High Schools each year.
Recently, the Fire Department created a new tool to reach out to our community, "The Newport Beach
Safety Ladder." The Newport Beach Safety Ladder is an interactive CD /DVD with video segments
. focusing on public safety education. Importantly, the Newport Beach Safety Ladder will allow us to
reach children, seniors and visitors. These three segments of our population comprise the highest,
. percentage of accidents and fatalities. The Newport Beach Safety Ladder provides a comprehensive
55
FIRE DEPARTMENT (Continued)
public education tool, including Fire Safety, Accident Prevention, Recreational Safety, Smoke Alarms,
Family Emergency Plans, Kitchen Safety, Home Exit Drills, Disaster Preparedness, and Basic First
Aid.
The ever popular Public Safety Day Open House held each October during Fire Prevention Week
gives Department personnel the opportunity to demonstrate many skills that have been developed
through extensive training and also provides close interaction with our community members, allowing
for in -depth safety education.
Service Indicators
Fire Responses
Medical Responses
Fire Medics Membership
Water Rescues
Lifeguard Medical Aids
Boats in Distress
Preventative Actions
Fire Alarm Responses
Other Emergency Responses
Public Education Hours
Fire Inspections
2001 -2002
Actual
359
5,243
5,580
2,645
6,500
60
92,876
1,039
1,009
850
4,402
2002 -2003
A M1 I ni
YY4
5,704
3,244
5,550
5,212
91
153,152
1,176
1,063
850
4,460
2003 -2004
Estimated
423
5,860
6,500
5,827
5,472
95
160,809
1,195
1129
1,000
4,500
2004 -2005
Projected
450
6,000
7,000
61,118
5,746
100
168,850
1,250
1,250
1,000
4,500
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Beach Attendance 8,694,375 10,670,300 11,203,815 11,764,005 ■
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
Training and Education 13%
5%
Emergency Medical
Services
6%
Fire Prevention
4%
56
Administration
5%
Fire Operations
67%
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Under the director of Fire Chief Timothy Riley, the Fire Department is divided into five divisions: Safety
Operations, Administration, Emergency Medical Services, Training, and Fire Prevention.
Safety Operations
Staffing: 126.5
$20,527,836
Fire Suppression
EMS Response & Transportation
Ocean Safety /Beach Rescue
Dive Team
Rescue Boats
Hazardous Materials Response
Hazardous Situation Mitigation
Fire Prevention Inspections
Fire Chief
Administration
Staffing: 8.5
$1,173,527
Apparatus & Equipment
Budgeting
Communications
Facility Management
Mapping
Personnel
Purchasing and Procurement
Training
Staffing: 5.5
$1,387,343
Fire Training
Lifeguard Training
Junior Lifeguard Program
Lifeguard Cadet Program
Community Relations & Education
Public Information
Disaster Preparedness
Emergency Management
C.E.R.T. Program
Emergency Medical
Services
Staffing: 1.5
$1,685,109
EMS Financial Management
Continuing Education
Employee Health
Exposure Control
Medical Quality Assurance
Medical Disaster Planning
Fire Prevention
Staffing: 6
$973,953
Fire Code Enforcement
Hazardous Materials Regulation
Hazardous Vegetation Management
Knox Box Access System
Fire & Arson Investigation
Fire Code Plan Checks
Fire Code Building Inspections
Special Event Management
Service fee programs include the paramedic service fee program, and emergency ambulance
transportation. Other service fee systems in place include: fire permit fees, the Fire Medics program,
and the Junior Lifeguard program. Users of any of these programs offset their end result costs.
Salaries and Benefits
Maintenance and Operations
Capital Outlay
Total
General Tax Revenue
Other Revenue
Total Revenue
Personnel, Regular
Seasonal - (FTE)
Newport Coast station 8 added
2001 -02 2002 -03 2003 -04 2004 -05
Actual' Actual Estimated Approved
$ 16,116,358 $ 18,571,780 $
$ 2,870,759 $ 3,068,246 $
20,364,292 $ 22,007,319
3,498,813 $ 3,553,065
33.70 34.10 32.60 30,78
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PLANNING DEPARTMENT ■
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c d Plan and manage the development or use of land, and provide the
■E highest level of customer service consistent with the
Nlaw, policy, and community goals ■
The function of the Planning Department is to promote and enhance the physical environment and ■
quality of life experienced by residents, visitors, property owners, and businesses of the City of
Newport Beach. The Department accomplishes its mission through programs promoting high quality
■
community and economic development.
Budget Highlights
.
The Planning Department operates under the supervision of an Assistant City Manager and the
Planning Director. Funding for the Assistant City Manager is within the City Manager's budget. The
■
Department will continue the General Plan update effort begun with the Visioning Process in 2001-
02. Work on the General Plan Update itself commenced at the end of FY 2002 -03, and continued on
through the entire budget year of 2003 -04 as it will through this budget year. Because this is such a
■
significant program for the City, its funding is identified in a distinct budget line. Funds for the entire
update were encumbered in FY 2002 -03, but expenditures will carry on through this fiscal year to
■
project completion. Monies shown in this year's budget are for the ongoing community outreach
component of the program including one City -wide newsletter. Certification of the Local Coastal
Program is another major program from the last fiscal year which will carry over into FY 2004 -05, with
■
major expenditures only for the consultant assistance which may be required for certification of the
Land Use Plan.
■
Aside from the two special projects discussed above, the Planning Department budget for FY 2004-
05 is essentially the same as FY 2003 -04. It continues the increased staffing approved in FY 2002 -03
■
to manager the ongoing high activity level in Plan Check and Current Planning. The cost for these
services are covered by increased revenue as provided by the cost recovery fee schedule adopted
■
by the City Council.
Process all plans and permits in a friendly, efficient, accurate and timely manner. ■
0 Enforce standards specified in all State and City planning, zoning, development, and environmental
a review laws. ■
• Provide high quality staff services to the Planning Commission.
• Support EQAC's efforts in the EIR review process. ■
• Support the EDC and implement the City's economic development policies and programs. ■
• Administer the CDBG program.
• Continue implementation of new Housing Element Programs. .
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58 �� .. ■.
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This Year's Objectives
. Complete review of General Plan land use alternatives and formulate policies for all elements
• Develop a strategic plan for economic development in conjunction with the General Plan
. update
• Complete preparation and certification of the Local Coastal Program
. Participate in implementation of the Corona del Mar Vision 2004 Plan
. Adopt and implement new Sign Code
Planning /Administration Economic Development/CDBG
Staffing: 15 plus .45 FTE Staffing: 3
$1,698,551 $658,261
Planning Commission
Environmental Quality Affairs Committee Economic Development Committee
Advance Planning Peninsula Revitalization /PROP
Committee
. Current Plans & Projects Plan Check Business Improvement Districts
Environmental Review Business RetentionlRecruitment
. GIS /Data & Demographics CDBG
Regional Planning Activities
Housing
The Planning Department includes three divisions, Planning, Economic Development, and Community
. Development Block Grant, which provide resources for the Department's seven primary activity
areas: Current Planning, Plan Check, Advance Planning, Economic Development, CDBG, Clerical,
and Administrative Support. The following illustrates department expenditures by function.
Administration
Plan Check 1 % Advance Planning
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1:
Clerical CDBG
14% 7%
Development
14%
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2001 -02
2002 -03
2003 -04
,
2004 -05 .
Actual
Actual
Estimated
Approved
Salaries and Benefits
$
1,301,996
$
1,414,536
$
1,456,879
$
1,610,942
Maintenance and Operations
$
542,163
$
1,005,621
$
1,482,557
$
526,420
Capital Outlay
$
20,850
$
26,973
$
42,726
$
41,500
CDBG Fund
$
-
$
150,623
$
200,054
$
177,950
Total
$
1,865,009
$
2,597,753
$
3,162,216
$
2,356,812
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BUILDING DEPARTMENT ■
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c To ensure the quality of life of those who live, work, and visit the City of Newport ■
a E Beach by promoting safety in the regulation of the construction; use, and occupancy
g -2 of buildings and by taking a customer oriented approach to finding educated,
cost effective solutions. ■
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.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.
Primary Goals ■
• Maintain a management system that effectively and efficiently utilizes resources to achieve the
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mission of the organization.
• Continue enhancements to the `Permit Plus" permit tracking and processing system.
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• Implement issuing a combination swimming pool permit and combination building permit.
• Continue to look for ways to improve service delivery to our customers.
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• Encourage and facilitate staff continued education and training to effectively and efficiently
perform their duties.
■
• Continue the quality assurance program for all department activities.
• Continue to process permit applications and drawings efficiently and complete 90% of all plan
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reviews within 4 weeks turn- around goal.
• Continue to track and coordinate plan check turn- around time to verify that all departments meet
the four weeks tum- around goal.
■
• Enforce Building and State mandated standards, including related provisions of the Newport
Beach Municipal Code. '
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• Utilize new technological advances to make customer dealings with the Building Department
more efficient and convenient.
■
• Receive permit applications and issue permits over the Intemet for electrical, mechanical and
plumbing work that does not require plan submittal.
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• Achieve consistency in inspections and interpretations by inspectors through staff training and
interaction.
• Continue to catalog and integrate the County records as they are received from the County of
Orange for Newport Coast for customer and staff access.
• Continue to provide plan check and inspection services to the newly annexed areas of Newport
Coast, Santa Ana Heights, and Bay Knolls.
• Hire additional plan check staff to reduce reliance on outside plan check consultants. I ■
60 II ■
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. Administration*
Staffing: 4, plus .80 FTE
Proposed Budget: $403,499
Plan Check/Permits Services Inspections
■ Staffing: 11, plus 1.13 FTE Staffing: 13, plus .63 FTE
Proposed Budget: $1,295,867 Proposed Budget: $1,297,745
. TOTAL $2,997,111
28 Positions, plus 2.56 FTE
. `The Building Department pools clerical support staff for all three divisions under the Administrative Division.
. Department Highlights
. The Building Department ensures the health and welfare of the residents of Newport Beach by
regulating the construction, use, and occupancy of buildings and other alterations through the
application of standardized model building codes. It continues a tradition that can be traced through
. recorded history for over 4000 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.
•
Construction Activity During Fiscal Year 2003 -2004
Total Construction Valuation:
$208,840,537
.
Number of Building Permits:
4,167
Number of Total Permits:
11,395
.
Number of Plan Submittals:
3,306
Total Inspections:
50,452
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BUILDING DEPARTMENT (Continued)
Administration staff is responsible for both customer
service and assisting other staff members. Administration
works with walk -in customers as well as answering a large
volume of phone calls, including monitoring the main
office line. Phone tasks include helping with inspection
requests, relaying inspections times, providing flood zone
determinations, taking citizen complaints about unsafe
and/or illegal construction occurring in their neighborhood,
handling public utility releases, and answering a wide
variety of different customer questions.
Customer reviewing microfiche
Administration is responsible for the archiving of documents, including permits, plans, engineering
calculations, geotechnical reports, and correction lists. These documents are scanned and built into
the Alchemy database for future reference. Staff assists customers such as architects, contractors,
real estate agents, appraisers and homeowners conduct
research to find archived documents. Customers frequently
require access to plans when planning new projects such
as remodels, alterations and additions. These documents
currently exist in a number of mediums including hard copy
or original format, microfiche and now digitally scanned
alchemy files.
Administrative staff is currently working on the long process
to migrate all documents; including thousands of older
Staff retrieving plans from the vault microfiche files into digital format, accessible via Alchemy
software with a CD backup in storage. Original plans for projects under construction are stored and
filed by administrative staff. The number of plans maintained at one time is usually so large that they
do not fit in the dedicated storage room and overflow space is required.
Plans and permits from the annexed areas of Newport
Coast, Santa Ana Heights and Bay Knolls are being added
to Alchemy in specially named databases as the County of
Orange makes them available to us.
Administration is also responsible for a number of tasks
intended to assist Plan Check/Permits Services and
Inspection staff including the distribution of correspondence
both incoming and outgoing, and completing many
complex reports.
Staff preparing reports
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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
building department code professional to
the project. Assistance on the technical
requirements of codes is provided
over the counter to homeowners,
contractors, architects and engineers
by Building Department staff engineers.
The Building Department is recruiting to
hire two additional plan check engineers
in addition to the current staff of four
engineers in an effort to do a higher
percentage of plan review in -house and
reduce the number of plan check done
Building Department Counter
by outside plan check consultants. The
plan check division is proud of its quality and timely processing of all construction documents and
permits.
Inspection ensures that construction projects conform to the approved plans as well as the various
building codes and local ordinances and that the site conditions are, as presented, on the plans
approved by the City. The Inspection Division is comprised of commercial and residential units, which
allows our inspectors in those areas to stay current on types
of inspections they are asked to perform. For example,
in commercial projects detailed familiarity with disabled
access requirements are essential to those assigned to our
commercial unit. Similarly, issues in residential inspections
relating to habitability are not normally encountered in
commercial inspections. Periodic rotation of the inspectors
in the residential and commercial units allows them to
become familiar with these specific issues.
Under the commercial inspection unit, we perform light
commercial combination inspections. This benefits our
customers since they are dealing with one inspector for several building trades. In addition, we
became 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.
63
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BUILDING DEPARTMENT (Continued)
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.
.
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Scout sea base near completion
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4,500,000
4,000,000
3,500,000
y 3,000,000
C
C
m 2,500,000
N 2,000,000
� 1,500,000
1,000,000
500,000
Building Department Expenditures by Function
Plan Check / Permit
Processing
43.2%
Administration 13.5%
Building Department Revenue
Inspection
43.3%
1995 -M 1998 -97 1997 -98 1998 -99 1999 -2000 2000 -01 2001 -02 2002 -03 2003 -04' 2004 -05'
Proje
Fiscal Year 'cted
Revenue
65
GENERAL SERVICES
c c To provide optimal services and support to the residents, business community,
:� E and other City departments through dedication and excellence in safety,
R performance, and cost containment
ca
H
Annual Department Goals
• Maintain high levels of City -wide cleanliness
• Provide exemplary level customer service to the public, other departments, and agencies
• Attain water quality goals
• Expand supervisory, technical, and safety training for employees
• Welcome innovation and creative solutions from all sources
• Improve disaster preparation and coordination
• Empower and train employees for greater responsibility
Department Overview
The General Services Department consists of eight divisions, including one non - manned division.
The eight divisions are identified in the organizational chart located on the next page.
Department functions include residential refuse collection and recycling, maintenance of the City
urban forest, 'parks and landscaped areas, storm drains, tide valves, beaches, traffic signs and
pavement markings, and public facilities. The Department also maintains public streets and sidewalks
and manages the City fleet of vehicles and equipment.
The Department's main objectives will focus once again on service to the public and other City
departments. Water quality issues came to the forefront in Fiscal Year 2003 -04 and will continue
to be a high priority as Department staff proceeds to develop and coordinate new efforts to ensure
compliance with all State and local enforcement agency requirements.
Budget Highlights
Fiscal Year 2003 -04 proved to be as challenging as expected, and the well- planned operational
and budgetary adjustments developed at the beginning of that fiscal year have simplified budgetary
planning for Fiscal Year 2004 -05.
No major changes are anticipated to any General Services. Department operations or personnel
during the new fiscal year. The budget includes a staffing level of 124 full -time positions including the
upgrade of a Maintenance Worker position in Field Maintenance to Equipment Operator II, and an
increase of three part-time personnel to assist with seasonal litter abatement at City beach facilities..
The budget also includes minor increases to maintenance and operation budgets.
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The increases primarily reflect rate increases in contractual obligations, as well as utilities to operate
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City facilities. The increases also include funding for additional refuse collection service addresses
in Newport Coast as new homes are completed, the Newport Coast landscaping contract, contract
.
landscaping services for roadsides and medians in Newport Ridge, contracted tree maintenance in
Newport
Coast, and increased City -wide maintenance of problem parkway trees.
.
The Department will also continue to address any new issues that arise in the more recently annexed
areas of Santa Ana Heights and Bay Knolls. Weekly street sweeping services will continue in those
.
areas, as well as storm drain, street, sidewalk, and street tree maintenance services.
.
The budget will again include funding for summer beach restroom maintenance, funding for contrail
services to clean a portion of the storm drain system in response to NPDES permit requirements,
and funding to perform City -wide alley sweeping. The three services will be performed by private
.
contractors.
.
Resource Distribution
The General Services Department is comprised of the following eight divisions:
.
• Administration • Parks Maintenance
• Field Maintenance • Street Trees
.
• Operations Support • Equipment Maintenance
• Refuse Collection • Equipment Replacement
— Administratiorson n
p
.
Number of Penel: 6
E +•
Proposed Budget $682,932
t:
.
Operations Support Field Maintenance
tu
0 m
Number of Personnel: 31 Number of Personnel, 25
p
Proposed Budget: $4;484,012 Proposed Budget: $3,073,518
. „
Refuse Equipment Maintenance (ISF)
Number of Personnel: 30 Number of Pemonnet 15
Proposed Budget $5,498,783 Proposed Budget: $1,644,183
Street Trees 7 1 F Parks Maintenance .
Number of Personnel: 2 Number of Personnel: 15
Proposed Budget $1,00,523 Proposed Budget $3,541,138
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Equipment Replacement (ISF)
.
Number of Personnel:0
Proposed Budget $2,972,300
.
Total Department $18,280,906 109 positions
Total Internal Service Funds 4.616.483 15 positions
.
Grand Total $22,897,389 124 positions
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Meeting the Challenge
Although the General Services Department does not anticipate any new service challenges, staff will
be looking forward to another successful year of performing all ongoing maintenance and operations
programs. During Fiscal Year 2004 -05, the Street Sweeping Division will evaluate the current
sweeping schedule to identify areas for improvement. The Division will determine where schedule
modifications are necessary to ensure that areas are swept during periods when on- street parking is
less likely to occur. The Storm Drain Division will continue its coordination of urban run -off and water
quality efforts with the City Code and Water Quality Enforcement Division. These efforts will include
expanding the storm drain inlet guard program on Balboa Peninsula as well as ensuring that City
storm drain and v -ditch systems are free of debris in advance of the next winter storm season.
This fall, the Beach Maintenance Division will implement a sand replenishment program between the
Newport Pier and the Santa Ana River., Approximately 400,000 cubic yards of sand will be brought in
to enhance the diminishing coastline.
The Concrete Maintenance Crew will commence
an additional root- pruning program in Fiscal Year
2004 -05. A pilot program was initiated in March
2004 with the purchase of a root - pruner and will
continue through Fiscal Year 2004 -05 with a focus
on preventing hardscape and sidewalk damage
in Corona del Mar. The success of these efforts
will determine the future of the program and its
application to other City locations.
In Fiscal Year 2003 -04, the City began to downsize its electric vehicle program. Unfortunately, policy
changes to State mandates have decreased the availability of full -size electric vehicles over the past
two years. Last fiscal year, the City was able to increase its fleet to 21 electric vehicles; however,
following the end of lease terms on several
EVs and the auto makers decision to stop
electric vehicle production, the City fleet
has been reduced to 16 EVs. By the end
of Fiscal Year 2004 -05, only twelve EVs
will remain in the fleet. In the interim,
the General Services Department will
continue to research other cost effective
technologies to continue its alternative
fuel vehicle program. Program costs in
Fiscal Year 2004 -05 will be funded with
AB2766 Subvention Funds and grants
obtained through the South Coast Air
Quality Management District.
street maintenance crew improving the trail at
Harbor Yew Nature . Park
• ' 69
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GENERAL SERVICES (Continued)
Other environmental efforts will continue in Fiscal Year 2004 -05 such as monitoring of construction
and demolition recycling efforts, the implementation of a new demolition ordinance to ensure that
.
only franchised haulers are used on demolition projects throughout the City, and continued refuse
inspection tasks to address health and safety concerns associated with residential waste collection
.
practices. These efforts are expected to continue to have a positive impact on the City's residential
refuse collection operation, by further minimizing the occurrence of prohibited wastes such as
construction wastes and hazardous materials from entering the residential waste stream and local
.
landfills. We also expect to increase the City recycling rate beyond the :current 52% rate.
•
In addition to the above operational objectives, the General Services Department will continue its
efforts to increase productivity and efficiency while providing a high level of service to the public, the
business internal
.
community, and other City departments.
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Equipment Maintenance Garage
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Beach Maintenance following a winter storm
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Service Level Indicators
2001 -02
Actual
2002 -03
Actual
2003-04
Estimated
2004 -05
Projected
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Public Restrooms Serviced
56
56
56
56
City Restrooms Serviced
96
96
96
96
City Buildings Serviced
70
70
71
72
.
Sidewalk Repair (square feet)
50,000
55,000
50,000
50,000
Street Patching (tons of mix)
5,500
5,500
5,000
4,500
.
Curb & Gutter Replacement
3,000
3,500
3,000
3,000
Street Sweepings (miles) "
50,700
52,000
55,000
55,000
.
Beach Cleaning (tons of refuse)
3,200
3,200
4,000
3,500
Regulatory Signs Posted
4,000
4,000
3,000
3,500
■Street
and Pavement Marking (feet)
300,000
300,000
200,000
175,000
Graffiti Incidents
980
1,100
2,525
2,600
Refuse (number of homes)',
29,400
30,600
30,600
30,621
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Refuse Collected (tons)*
43,806
45,594
45,594
45,626
Number of Parks Maintained
47
48
48
48
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Number of Trees Trimmed"
14,890
14,890,
14,890
14,550
Number of Vehicles Serviced
3,472
4,000
4,100
4,100
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Refuse numbers for 2001 -02 and 2002 -03
reflect increases resulting from the
Newport Coast Annexation.
.
** Tree Trimmming projections include City staff and contractual efforts.
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. 2001 -02 2002 -03 2003 -04 200405
Actual Actual Estimated Approved
. Salaries and Benefits $ 6,942,663 $ 7,423,400 $ 7,931,591 $ 8,363,438
Maintenance and Operations $ . 7,387,058 $ 7,948,733 $ 8,975,258 $ 9,897,968
. Capital Outlay $ 51,538 $ 44,559 $ 20,500 $ 19,500
Internal Service Funds $ 3,085,904 $ 3,824,754 $ 3,293,921 $ 4,616,483
Total (1) $ 17,467,163 $ 19,241,446 $ 20,221,270 $ 22,897,389
. Personnel 119 126 124 124
. (1) Includes Equipment Maintenance and Replacement Fund Expenditures (Internal Service Fund)
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RECREATION & SENIOR SERVICES
r. To enhance the quality of life by providing diverse opportunities in safe .
m m and well maintained facilities and parks.
We pledge to respond to community needs by creating quality educational, .
recreational, cultural and social programs for people of all ages.
Department, Overview
This past year was one of many exciting changes and opportunities, all of which helped to create
a strong service oriented Recreation & Senior Services Department with a renewed mission of
enhancing the quality of life for the Newport Beach community. Most notable was the grand opening
of the Bonita Canyon Sports Park in August of 2003. This 40 -acre park now provides much needed
athletic field and court space to the youth and adults of our community as well beautiful walking trails
and playground areas. In October 2063; the Department
launched the Park Patrol program which has already had
a wonderful impact on the goal of providing a positive and
safe park experience for all who visit our parks.
The Department consists of three divisions: Administration,
Recreation Services, and Senior Services. Under the
guidance of the Department Director, and leadership
of the Parks, Beaches & Recreation Commission, the
Department is responsible for the creation, coordination,
and implementation of recreational and social services that
serve a population ranging from newbom babies, to the
very active retired community. In addition, this. Department
oversees the use of the City's 62 parks and facilities. The backbone of the Department's success is
the numerous part-time staff who are out in the field serving the community as well as the hundreds
of volunteers who join us on a daily basis.to fulfill our mission. Their assistance to our full time.staff
creates a solid foundation of a talented, skilled, and service oriented team.
While Recreation and Senior Services programs feature many direct, one- on-one services; technology
continues to enhance and expand the services of Department staff. The quarterly Newport Navigator
that is mailed to each home in the City and informs residents about each Division's services and
available fee -based activities is now also accessible online. Residents . are able to access department
program information through our Web site and register for classes: and programs online. With each
new season of classes and activities we have seen a steady increase in our online customers.
Primary Department Goals for 2003 -2004
• Continually evaluate towards improvement the quality of programs and services offered to the
public
Strive for greater success in marketing our programs and services both internally and externally
Continue recruitment of quality staff and work on long term retention
Search for alternative funding to allow program expansion
Prepare to take a lead role in City's Centennial in 2006
• Participate in and support efforts for the two Community Center projects slated for both the Santa
Ana Heights and Newport Coast Communities
72
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Recreation & Senior Services Department
Administration
Staffing: 2 FT, 1.0 FTE
$390,688
Front Office and Public Counter Services
Fiscal Services
Web Site and Online Registration
Parks, Beachs & Recreation Commission Support
Recreation Services
Staffing: 11 FT, 14.51 FTE
$2,502,832
Youth Programs/Sports
Aquatic Programs
Adult Sports
Special Events
City Youth Council
Playground /Park Development
Special Event Permits
Youth Sports Commission
Field/Facility Maintenance
Facility Management/Reservations
Contract Classes
Marketing and PR
Park Patrol
Recreation Services
Senior Services
Staffing: 9 FT, 0.13 FTE
$803,583
Recreational Programs
Educational Classes
Congregate and Home Delivered Meals
Transportation Program
Outreach Services
Family Support
Special Events
Information and Referral
Facility ManagementlReservations
The Recreation Division offers a wide variety
of programs for tots, youth, and adults.
These programs include year -round sports
leagues, seasonal swim lessons, and many
lifelong learning or fitness classes. Over
100 contractors provide class instruction or
umpires for adult sports leagues. Professional trained staff work in the swim
programs,, after school programs, youth recreational sports programs, and day camps.
. The Division is staffed with eight full -time recreation professionals and up to 35 part-time staff such
as recreation leaders, recreation clerks, and swim instructors. The Division also includes two full -
time field and building maintenance workers, one full -time department assistant, and a part-time
. marketing specialist.
The recreation staff is focusing on a.Sunday Fun Day event in August to feature the Bonita Canyon
Sports Park. City operated youth sports programs attract over 1000 children annually and Youth
• Sport Organization Members such as youth soccer and baseball serve over 3000 youth annually.
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. Division annual special events include a Surf Contest, Corona del Mar Scenic 5K, Winter Wonderland,
Rent -A- Santa, Special Olympics, Basketball, Rose Parade Excursion, Arbor Day, Spring Egg Hunt,
. and the Independence Day Parade and Picnic. Picnic areas, fields, and meeting rooms are available
73
RECREATION & SENIOR SERVICES (Continued)
Recreation Services Goals
for reservation and staff processes over 1000 requests each year.
There are over thirty playgrounds throughout the City for children ages
2 -12. In the coming year this Division will also focus on the continuing
refurbishment of some park sites with new playground equipment and
play surfaces.
The Division is also the coordinator of
Special Event Permits for the City of
Newport Beach and processes over
300 permits per year for events large
and small.
• Develop a Marketing and PR Plan for the Department
Increase and maximize attendance at after - school and camp programs by better marketing to
schools and parent groups
Develop and distribute Customer Satisfaction Surveys to all programs and use results to help
improve our service and programs
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Senior Services
The Senior Services Division is responsible for the operation of the OASIS Senior Center as well ■
as numerous activities that reach out to our Senior population. This Division is active 5 days a week
coordinating educational classes, exercise programs, art education, health promotion, transportation, .
counseling, and support functions for seniors. A staff of 7 professionals coordinates OASIS Senior
Center programs with the intent to enrich the lives of older adults and their family members. -
The Senior Services Division coordinates a variety of services related to education, recreation,
advocacy, health, nutrition, counseling, and support functions for seniors. These programs and .
activities provide for older adults' evolving needs such as health screening and a fitness program
which addresses preventative health issues. Computer courses and networking groups keep seniors
up -to -date with new technology. Creative writing, Foreign Policy discussions, and Orange County .
history courses provided options for seniors to exercise mental faculties.
OASIS enjoys the assistance of over 100 volunteers who work daily assisting in the various programs .:■
and activities. These dedicated individuals provide an invaluable service to the Center and log an
average 1200 hours of service a month.
74
The staff at OASIS have forged relationships with many
community organizations in order to enhance and expand
the services provided to the community. These organizations
include: South County Senior Services, OC Department
of health, Western Transit, Coastline College, UCI, Hoag
Hospital, Braille, HICAP (Health Insurance Counseling and
Advocacy Program).
Senior Services Goals
Re- configure front entrance layout and signage in order to
serve customers better
Re- evaluate room usage for greater efficiency
Increase inter - generational programming
Develop an ongoing maintenance inspection program
Develop an overall transportation program that includes: goals, policies, and as efficient scheduling
system that is easily understood by staff, volunteers, and clients.
.
Service Indicators
2003 -2004
Recreation Services
.
Special Event Permits
Actual
Facility Rentals
.
Recreation Program Attendance
10,917
Co- Sponsored Youth Organizations
•
2002 -2003
2003 -2004
Senior Services
.
Programs/Classes
Actual
Human Services
Estimated
Transportation Services
10,917
12,094
2001 -2002
2002 -2003
2003 -2004
2004 -2005
$ m
Actual
Actual
Projected
Estimated
o
10,917
12,094
13,000
13,000
`off
1,583,986
$
1,680,668
Capital Outlay
$ .
329
325
318
256
a
$
15,000 .
Total Expenditures
$
2,760,960
1,021
912
1,100
1,200
$
250,323
261,801..
280,000
300,000
188,689
200,077
200,200
210,000
$
64,418
65,940
65,000
66,000
1,559,180
25,829
26,512
25,000
25,000
Maintenance and Operations
10,917
12,094
13,000
13,000
$
2001 -02 2002 -03 2003 -04 2004 -05
Actual Actual Estimated Approved
Salaries and Benefits
$
1,416,939
$
1,559,180
$
1,802,497
$
2,001,435
Maintenance and Operations
$
1,320,139
$
1,432,214
$
1,583,986
$
1,680,668
Capital Outlay
$ .
23,882
$
16,187
$
15,000
$
15,000 .
Total Expenditures
$
2,760,960
$
3,007,581
$
3,401,483
$
'3,697,103
General Tax Revenue
$
1,105,011
$
1,102,369
$
1,449,733.
$
1,599,963
Fees for Services
$
1,648,449
$
1,894,927
$
1,881,750
$
2,024,140
Other Miscellaneous Revenue
$
7,500
$
10,285
$
70,000
$
73,000
Total Revenue
$
2,760,960
$
3,007,581
$
3,401,483
$
3,697,103
Your 9a Choice for Connecting People, Play, and Programs!
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76
LIBRARY SERVICES
To serve as the cultural, educational, and informational heart of the City
through the Central Library and branch libraries
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Library Services seeks to serve the Newport Beach community as its most valuable resource for
educational, informational, recreational, and cultural enrichment. The Central Library and its three
branches, Mariners, Corona del Mar and Balboa, offer a diverse range of informational resources,
special programs for every age group, and public services such as the Literacy Program. The Library
also continues to work cooperatively with the Recreation Department at Kidzone. Recently rated in
the top 4% of American Public Libraries in the same population category, the NBPL annually serves
over 870,000 customers with its informational resources and over 27,000 with its special programs
and events. A City Council appointed Board of Trustees plays a critical role in the Library's service
provision. The Arts and Cultural. Services Division of the Library and the City Arts Commission provide
a variety of arts programs and events for the community.
, i
During the 2003 -04 FY, the Library initiated several new services, programs, and refurbishments
designed to enhance the Library environment and service to the residents. Highlights included
improving the Central Library reading areas and bathrooms, creating a new Teen Center upstairs,
offering a self -serve Reserves Pickup area,
implementing a "materials due pre- notification" e-mail
program and expanding the lecture series and public
computer training workshops.
In FY 2004 -05, Library Services staff will continue to
expand resources and maintain the quality services
that the community expects. The Department will also
continue to develop the new Donna and John Crean
Mariners Branch Library...
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In FY 2004 -05, the Library will keep pace with the
electronic technology to assist our customers in ■
procuring business, educational and entertainment
information by adding wireless Internet access and ■
providing public computer training workshops for
using the Library Catalog and databases.
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Teens investigate library in a scavenger humt ■
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City funds are augmented by the support from the Friends of the Library, the Newport Beach Public
Library Foundation, the Literacy Advisory Council, State and Federal grant funding, donations from
local service clubs and in -kind services from businesses.
American Girl Tea Party
• Maximize the resources of the Library to enhance intellectual and educational services to the
community.
• Provide a broad range:of educational, cultural and leisure opportunities for all ages.
• Support the work of the Board of Library Trustees, the City Arts Commission, and the. Sister
Cities Commission.
Library Services
Staffing: 36 FT, 29.87 FTE
$4,751,986
Information & Reference Services
Youth Services
Central Library and Branches
Adult & Youth Programming
Literacy Services
Support for Board of Library Trustees
Friends of the Library
Newport Beach Public Library Foundation
Literacy Advisory Council
Arts & Cultural Services
Staffing: 1 FT
$149,454
Three Annual Juried Art Shows
City Hall & Library Galleries
Arts & Cultural Grants
Concerts in the Park
Cultural Arts Programs
Support for City Arts Commission
Sister City Association
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LIBRARY SERVICES (Contin
One of the highlights for FY 2004 -05 will be the celebration of the 10 -year anniversary of the Central.
Library. Beginning with a birthday dinner on the evening of July 10, the Library will present a weeklong
schedule of special events celebrating the development.of the Newport Beach Public Library. Other
programs planned include an Art Exhibit and reception, Volunteer Tea, a special Teen Program, a
Mystery Authors Panel, a presentation by television host Huell Howser, and Children's Day.
The Library, under the direction of the Board of Library Trustees, provides comprehensive library
services to the community. Service is guided by the planning document and Commitment to
Excellence_ Library Services 2000 -2005, developed by the community-wide task force of trustees,
staff, and residents.
The Library responds to customer demands for informational and recreational resources in print,
electronic, and other non -print formats, and continues to have increased use of resources. A wide
range of database and informational services are available through the Library's Web page, www.new,
portbeachlibrary.org. The Library provides a strong one -on -one lderacy`program, staffed by part-time
Library staff and volunteers, and funded by donations and state grants.
Adult Programs
The Library offers a diverse range of adult programs, monthly concerts, computer training workshops,
special literary and book - related events, the annual Distinguished Speakers Lecture Series, and other
cultural and intellectual activities. The Library continues its outreach to seniors with programming and
a book -drop at OASIS, and the homebound delivery service.
Children and Teens
Two new cable shows featuring the Library s Children's Program (Time for Tales) and the Young
Adult . Advisory.Council (Read World) now air as regularly scheduled programs on Adelphia Channel
3 and Cox Channel 30. The annual Summer Reading Program, children's storytimes, Christmas
Puppet Show, Mother - Daughter Book Club, American Girl
Tea Parties, .Sharkmobile Encounter, Teen Scavenger
Hunt, Teen Poetry Slam and . other programs geared
toward children and teens continue to draw an enthusiastic
response and establish the Library as an important asset to
lives of young people in this community.
Arts and Culture
The Arts & Cultural Services Division supports the City
Arts Commission and the Sister City Association. Art
activities include exhibits at the Central Library and City
Hall, juried art and photography shows, Concerts in the
Parks, Shakespeare by the Sea, and the Arts Lectures,
Workshops and Performances Series. The City Arts
Commission annually awards Cultural Arts Grants to local
78
Teens get together in new Teen Center
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arts organizations for performances in schools, OASIS, and the Library. The division budget provides
funds for the Sister City Association to support the student exchange program, international festivals
and visits from Sister City delegations.
Service Indicators
Library Circulation of Materials
Customers Served
Reference Questions Asked
Program Attendance
Cultural Grants Awarded
Juried Shows and Art Exhibits
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Salaries and Benefits
Maintenance and Operations
Capital Outlay
Total Expenditures
2001 -2002 2002 -2003
Actual Actual
1,263,200
1,347,583
818,236
839,157
166,236
171,381
22,150
27,344
$40,000 $40,000
20 20
2003 -2004
Estimated
1,392,346
870,550
170,380
27,606
Arts & Cultural Services presents Shakespeare by the Sea
General Tax Revenue
Fees for Services
Intergovemmental Reimbursements
Other 'Miscellaneous Revenue
Total Revenue
$40,000
20
2004 -2005
0 3
Projected
C
p
1,420,193
2004 -05
887,961
a
Actual
173,787
Estimated
28,158
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2001 -02
2002 -03
2003 -04
2004 -05
Actual
Actual
Estimated
Approved
$
3,492,683
$
3,556,261
$
:3,598,915:
$
3,702,657
$
1,577,227
$
1,520,729
$
..1,486,192
$
1,178,783
$
82,158
$
91,329
$
39,907
$
20,000
$
5,152,068
$
..5,168,319
$
5,125,014
$
4,901,440
$
3,961,043
$
3,900,433
$
4,186,425
$
4,263,890
$
237,039
$
270,615
$
237,500
$
229,000
$
498,855
$
544;312
$
302,521
$
96,500
$
455,131
$
452,959
$
398,568
$
312,050
$
5,152,068
$
5,168,319
$
5,125,014
$
4,901,440
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PUBLIC WORKS ■
■
c To provide quality, cost effective public works
E and services to the community of ■
..
Newport Beach
rn ■
Primary Goals
• Meet the current and future needs of 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 and engineering expertise to the public, other departments, ■
and agencies.
• Promote team spirit and pride through our actions and activities. ■
• Encourage continuous employee assessment and development programs. ■
• Facilitate the flow of information by maintaining a records management system.
■
Department Organization
The Department of Public Works is responsible. for the design and construction of the City's roads,
intersections, bridges, sidewalks, storm drains, water and sewer systems, street lighting, public
building facilities, and parks. The Department also protects public property from encroachment,
ensures the safe construction of private parties working in the public right -of -way, and reviews
plans for residential and commercial development. Public Works adds quality and safety to our
lives through the use of traffic signals, signage, and pavement maintenance. Thel Public Works ■
Department operates as three divisions: Administration, Engineering Services, and Transportation
and Development Services. ■
M
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 the
Capital Improvement Program, personnel administration, permit issuance, ■
and Geographical Information Systems (GIS).
■
Engineering Services is primarily responsible for the implementation of 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, 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 z Planning Departments to
coordinate the processing of all building, land use, and development activities in the City.
82
PUBLIC WORKS (Continued)
Department Highlights
The Department has begun or completed the following projects as a function of the Capital .
Improvement Program during the 2003 -04 fiscal year including:
• MacArthur Blvd. /Jamboree Rd. Intersection: This $2 million cooperative project with the City of •
Irvine added north and southbound left turn lanes on MacArthur Boulevard and a right turn lane
from northbound MacArthur Boulevard to northbound Jamboree Road .
• Mixmaster Traffic Signal, Street and Parking Lot Improvements
• Pavement Management Program including portions of Balboa Boulevard, Jamboree Road,
Newport Boulevard, Corona del Mar north of Coast Highway, and Balboa Island
• Cliff Drive Park and Playground Improvements
• Lido Isle Bridge Repairs including new water and sewer mains
• Reviewed the timing of every traffic signal in the City and identified improvements for signal •
coordination
• Oil Spill Remediation: In February 1990, a tanker spilled more than 400,000 gallons of oil off the
coast of Huntington Beach, which 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
following major projects are in the design stage: Corona del Mar Main Beach Improvements and
Shellmaker Island Water Quality Facilities. .
• Castaways Passive Park Revegetation
• Water Mains were constructed in Irvine Avenue and the Bayshores area
Big Canyon Reservoir Floating Cover and Disinfection Facilities: This $4.3 million project •
provides for the covering of the reservoir with a flexible floating membrane. Water quality will be .
improved and treatment costs will be reduced as a result of the cover installation.
The Department's FY 2004 -05 Capital Improvement Program includes the following major
projects:
. Construction of the Donna and John Crean Mariners Branch Library: State Library Grant Funds
and local contributions are being used to construct a new branch library as a joint use project
with Mariners Elementary School. The project provides for anew 15,125 square foot library, 50
.
space parking lot, tennis court, ball field, and recreational facilities..
• Street Light Replacement Program: As part of the 199815 -year Street Light Replacement Master
Plan, this year's efforts to replace obsolete street lights will coincide with Assessment District 69
in West Newport.
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• Mooring Layout Design: A new mooring layout of Newport Bay will realign all existing moorings
. within the original perimeter boundaries established by the City, the County, and the Army Corps
of Engineers. The new design will provide for the construction of ten new moorings and will
prepare the bay for future phases of federal channel dredging that can not occur until all vessels
■ are stored within the approved boundaries.
. Using County Redevelopment funds, the City will acquire land and construct a permanent Fire
Station #7 for the Santa Ana Heights area to replace the temporary facility located on County
property.
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Administration
Staffing: 6, plus 0.72 FTE
$651,156
Budget and Contracts
Personnel Administration
Permit Issuance
Records Management
Engineering Services
Staffing: 14; plus 1 FTE
$1,652,264
Special Projects
Capital Projects
Design
Construction
Transportation & Development
Staffing: 13, plus 1.01 FTE
$1,759,633
Traffic Engineering
Traffic Operations
Subdivisions
Parking Meters
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2001 -02
2002 -03
2003 -04
2004 -05
Actual
Actual
Estimated
Approved
Salaries and Benefits
$
2,917,621
$
2,781,929.
$
3,137,716
$ 3,310,604
Maintenance and Operations
$
670,965
$
703,745
$
762,449
$ 724,149
Capital Outlay
$
42,297
$
17,871
$
21,806
$ 28,300
Total
$
3,630,883
$
3,503,545
—$---3,-92-1,9-71
4,063,053
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UTILITIES DEPARTMENT
To provide quality, cost effective utility
services to the community of
Newport Beach
Annual Department Goals
• 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 and education to the public, other
departments, and agencies
• Promote team spirit and pride through our actions and activities
• Encourage continuous employee assessment and development programs
• Facilitate the flow of information by maintaining a records management system
Department Organization
The Utilities. Department is responsible for providing water service, wastewater collection, .
oil and gas production, electrical services, and street lights to the citizens of Newport
Beach. Water is delivered to the tap, wastewater is transported for treatment, and streets
and beach parking lots are made safer with lighting. The Utilities Department has four
;divisions: Electrical, Oil & Gas, Water, and Wastewater.
1.1tifi6es Administration Office is
located at 949 W. 16th Street.
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The Electrical Division
staff of five field personnel
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 which consists of four sections
(Water Maintenance and Repair, Water Meters, Water
Production, and Water Quality) delivers water from both
local and imported sources. A staff of 25 field personnel
operates the pumps, reservoirs, and pressure reducing
stations, performs water quality testing, provides meter
reading services, responds to customer service requests,
and performs year -round preventative maintenance
on fire hydrants, shut -off valves, and over 200 miles of
transmission mains.
The Wastewater Division staff of 10 field
personnel operate 20 pump stations and maintain
over 200 miles of wastewater collection system that
transports the City's wastewater to the County's
trunk system for treatment at the Huntington Beach
plant.
86
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UTILITIES DEPARTMENT (Continued) 0
Electrical
Staffing: 5, plus 0.5 FTE
$1,079,921
Oil & Gas
Staffing: 0
$354,646
City Facilities Electrical Service
Oil Production
Recreation Fields Lighting
Gas Production
Parldng Lots Lighting
Oil & Gas Remediation
Street Lighting
Pump Station Maintenance
Water
Staffing: 34, plus 7.25 FTE
$13,895,984
Wastewater
Staffing: 13, plus 1.75 FTE
$2,284,229
Water Production
Water Quality
Sewer Main Cleaning
Water Conservation
Manhole Maintenance
Meter Reading
Pump Station Maintenance
Reclaimed Water
Customer Service &Education
Sewer LateraUGeanout Replacement
Water Maintenance & Repair
Underground Service Locating
Wastewater
13'
Electrical Oil & Gas
6% 2%
■
i
fi
■
■
a
YYCLL61 Ell
79%
■
During this fiscal year, Sig Canyon Reservoir; located in •
Corona Del Mar, will be covered and a new treatment
facility will be added. The covering of the reservoir will
help to improve water quality. In this picture, workers
are making necessary repairs to the bottom of the empty
reservoir. Once the surface repairs are complete, the .
installation of the floating cover will begin.
Salaries and Benefits
Maintenance and Operations
Capital Outlays
CIP
Total Expenditures
Charges for Services
Intergovernmental
Use of Money & Property
Sales of Oil & Gas
Other Revenue
Transfer (To) From Reserves
Total Revenue
■
■
$
2001 -02
$
2002 -03
$
2003 -04
$
2004 -05
$
Actual
$
Actual
$
Estimated
$
Approved
$
4,015,187
$
4,312,510
$
4,529,644
$
4,826,115
$
11,176,929
$
10,551,483
$
11,984,654
$
12,679,065
$
96,441
$
102,889
$
82,131
$
75,100
$
5,671,739
$
6,570,686
$
11,547,871
$
7,547,277
$
20,960,296
$
21,537,567
$
28,144,301
$
25,127,557
$
19,544,511
$
18,957,911
$
19,545,000
$
19,551,000
$
-
$
-
$
200,000
$
667,300
$
1,344,080
$
976,195
$
550,000
$
550,000
$
876,034
$
903,622
$
800,000
$
835,000
$
77,814
$
300,312
$
30,000
$
19,000
$
(882,143)
$
399,527
$
7,019,301
$
3,505,257
$
20,960,296
$
21,537,567
$
28,144,301
$
25,127,557
Each year, the Utilities Department strives to
increase its water education and conservation
program. The Utilities Department sponsors Newport
Beach students so that they may attend the Annual
Children's Water Education Festival to learn about
many aspects of water. Students from Lincoln and
Anderson Elementary Schools have attended over
the past several years.
c
.2 .9
�a
0
O
Q
l
■
CAPITAL IMPROVEMENTS .0
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 2004 -05 CIP including rebudgets, totals roughly $36 million and consists of over 100 .
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 were
compiled by each department and then submitted to the Public Works Department in January. The
projects were prioritized and summarized by available funds and then reviewed by the Public Works
Director. The Director of Public Works then met with each Department Director to discuss funding ■
priorities. The projects recommended for approval were presented to. the City Manager in March
and were again discussed with each Department Director. The process was finalized in April and
packaged for distribution to the City Council. Funding of the capital projects is derived from multiple
funding sources, as follows: .
2004 -2005 Capital Improvement Projects by Fund
(Includes Rebudgets)
Bonita Canyon
Development BET
CIOSA
1%
0.2%
2 Circulation &
.2°6'
Assessment Districts
Transportation
0.7%
6.3%
.
CDBG
Water Enterprise
1%
18.5%
Contributions
9.9%
Wastewater Enterprise
4.5%
.
Equipment Fund
0.4%
Tide &Submerged Lands
4.8%
Measure M
Fire Station #7
6%
16.1%
Oil Spill Remediatlon
2.4%
r
Gas Tax
Mariner's Joint Use Library
4.8%
10.6% General Fund
10.8%
96 (I
■
■
■
■
Charges for Services
$
2001 -02
$
2002 -03
$
2003 -04
$
2004 -05
Intergovernmental
$
Actual
$
Actual
$
Estimated
$
Approved
Salaries and Benefits
$
4,015,187
$
4,312,510
$
4,529,644
$
4,826,115
Maintenance and Operations
$
11,176,929
$
10,551,483
$
11,984,654
$
12,679,065
Capital Outlays
$
96,441
$
102,889
$
82,131
$
75,100
CIP '
$
5,671,739
$
6,570,686
$
11,547,871
$
7,547,277
Total Expenditures
$
20,960,296
$
21,537,567
$
28,144,301
$
25,127,557
Charges for Services
$
19,544,511
$
18,957,911
$
19,545,000
$
19,551,000
Intergovernmental
$
-
$
-
$
200,000
$
667,300
Use of Money & Property
$
1,344,080
$
976,195
$
550,000
$
550,000
Sales of Oil & Gas
$
876,034
$
903,622
$
800,000
$
835,000
Other Revenue
$
77,814
$
300,312
$
30,000
$
19,000
Transfer(To)From Reserves
$
(882,143)
$
399,527
$
7,019,301
$
3,505,257
Total Revenue
$
20,960,296
$
21,537,567
$
28,144,301
$
25,127,557
Each year, the Utilities Department strives to
_ increase its water education and conservation
program. The Utilities Department sponsors Newport
Beach students so that they may attend the Annual
Children's Water Education Festival to learn about
many aspects of water. Students from Lincoln and
Anderson Elementary Schools have attended over
the past several years.
C_
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CITY OF NEWPORT BEACH
2004 -2005 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 cast. Each Department has been required to budget for the ■
cast of these functions at a pre - determined rate; as opposed to attempting to project actual costs at the .
Department level, which would be required if there was no ISF mechanism. Funds are then collected.. ■
from each Department at the pre - determined rate by the Internal Service Fund during the course of the
year. All actual expenditures for the function in question (for the City as a whole) are then made from
the Internal Service Fund. The City has established four Internal Service Funds — Insurance Reserve
Fund, Retiree Medical Insurance Fund, Compensated Absences Fund, and Equipment Maintenance and
Replacement Fund.
■
Insurance Reserve Fund. The Insurance Reserve Fund is used to pay all Workers' Compensation
and General Liability expenses of the City. This includes insurance premiums, consultant fees, medical
expenses, contract attorney costs, payments for judgments and settlements, and all other expenses
.
connected with this function. The amounts paid into this Fund by the individual Departments vary.
Each Department's budget base for Liability expenses was established, 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 $1,828,697. This should constitute sufficient resources to fund short term
expenditures and accumulate resources to pay long -term claims.
.
Each Department's share of the City's anticipated Workers' Compensation expenses was determined
by an analysis of claims history by labor class in Newport Beach as compared to the same information,
for the State as a.whole. Based on this data, appropriate rates were established for each labor class
in the City. These rates were then used to determine the budget base needed in each Department to
accumulate the total anticipated Insurance Reserve Fund requirement to pay all Workers' Compensation
claims and related expenses for this budget year (approximately $2,658,840). Similar to the situation with
Liability, there is an accumulated deficit for Workers' Compensation. Therefore $3,199,421, or a projected
excess of $540,581 is being collected to cover the deficit.
Retiree Medical Insurance Fund. The Retiree Medical Insurance 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.
,
Compensated Absences Fund. Departmental payments into the Compensated Absences Internal
Service Fund are based on a percentage of salary. That percentage is set at a level which will accumulate
.
a sufficient monetary base within the fund to accommodate current year expenses. This year's contribution
to the Fund for this purpose is budgeted at $1,578,335. Any amounts collected in excess of the annual
long
expense, reduce the -term unfunded liability in this fund.
Equipment Maintenance and Replacement Fund. The Equipment Maintenance and Replacement
Fund is used to provide funding for the maintenance of almost all of the City's fleet of Rolling Equipment,
..
88
. 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 2004 -2005, City expenditures from Internal Service Funds are projected as follows:
■ Equipment
$2,9
i
Equipment
■ $t,E
Equipment Debt Service,
$459,776
Compensated Absences, Retiree Medical Insurance,
$1,200,000 $1,158,250
Liability', $2,759,232 -
'Includes legal services, insurance premiums, contract administration, claims & settlements, and
payments to providers of medical service.
89
N
CITY OF NEWPORT BEACH •
2004 -2005 RESOURCE ALLOCATION PLAN .
DEBT SERVICE & OTHER ACTIVITIES
Most of the City budget is dedicated to a one -year operating plan for each department. However, certain •
budgetary components do not fit within this definition:
Capital Improvement Projects (CIP) and debt service expenditures benefit more than one operating
period. Since CIPs may have significant useful lives, expenditures are deemed to benefit both the current .
and future operating periods while debt service expenditures are deemed to benefit current, future, and
past operating periods. An entire section of the budget document is dedicated to CIP expenditures;
however Debt Service expenditures can be adequately covered within this section.
Some proposed expenditures in the budget only benefit the current operating period but do not readily fit . ■
within the operating plan of any one department and /or its funding source cannot be relied upon to fund
routine department operations. For lack of a more descriptive term, we often refer to non - departmental
expenditures of this nature as other activities. ■
Debt Service Expenditures a
Since the City does not issue debt instruments to finance operating activities, Debt Service Expenditures ■
are the result of capital financing ventures. There are two principal reasons why debt instruments are
issued. The first circumstance is when the cash flow for the construction or purchase of a long -term
asset would cause a significant strain on the City's.cash flow and the asset to be financed will benefit .
many service periods. In no instance would the City select the duration of a given debt instrument to
extend beyond the expected life of the asset financed. The second scenario arises when an asset to be
purchased may not cause a significant cash flow strain but it would be economically advantageous to .
finance the asset rather than to purchase it outright (e.g. occasionally the City can borrow money at a
lower rate than its investment portfolio is earning).
Library Certificates of Participation (COPS)
In 1992 the City issued $7.5 million in COPS to finance the construction of the Central Library. The issue
was subsequently refinanced in 1998 to reduce total debt service payments that resulted in an economic
gain of $495,745. The Refunded Certificates Principal payments range from $245,000 to $535,000 from
June 1, 2000 through June 1, 2019, at an interest rate ranging from 3.60 percent to 5.15 percent and are .
serviced by the General Fund. The Certificates outstanding at June 30, 2004, amounted to $5,845,000.
Boating.and Waterways Loan
The City also has a loan from the California Department of Boating and Waterways for the purchase
and rehabilitation of the Balboa Yacht Basin. The original loan in 1987 was for $3,300,000. This loan is
payable in thirty annual installments of $237,062 at a 4.50 percent rate of interest, which began on August
1, 1987. The outstanding balance at June 30, 2004, amounted to $1,939,132. The loan is funded entirely
by Tide and Submerged Lands Fund revenue sources.
so
■
• Office Equipment Leases
. The City occasionally enters into lease- purchase agreements to finance the acquisition of copiers,
computers, telecommunications or other office equipment and upgrades. The terms of the leases normally
range from three to five years and are typically payable monthly. Currently there are no outstanding leases
. of this nature. Debt of this nature is serviced by whichever fund derives the benefit of the equipment. In
most circumstances the General Fund enjoys the benefit of office equipment purchases of this type and
would therefore service this debt.
. Rolling Stock Leases
Most City vehicle purchases do present a cash flow challenge and are therefore purchased outright except
when financially advantageous conditions exist. However, the City does own and operate some rolling
stock including fire engines, ladder trucks, vactor trucks and other heavy equipment that can be several
hundred thousand dollars per vehicle. These items are periodically financed through lease- purchase
agreements. The interest rates on these obligations range from 3.04 percent to 5.21 percent. Rolling
stock capital lease obligations at June 30, 2004, amounted to $862,975. Since the City accounts for all
■ rolling stock activity in a central cost center (internal service fund), debt service payments for all rolling
stock related debt is serviced from this fund. However, this central cost center does distribute all vehicle
related costs (including acquisition and financing costs) in the form of a maintenance and replacement
. charge to the organizations that benefit from the vehicle.
■ Water Revenue Bonds
In 1995,.the City issued $17,100,000. of water revenue bonds to finance the construction and acquisition
of groundwater storage and transmission facilities. This debt was refinanced July 1, 1998 for an economic
gain of $418,469. The bonds are secured by a pledge of net revenues of the Water Fund. The bonds bear
■ interest ranging from 3.60 percent to 4.50 percent. Semi - annual debt service payments are payable on
February 1 and August 1 (totaling;$1.6 million per annum). At June 30, 2004, the outstanding balance
was $8,535,000 and interest payable was $418,173.
. Newport Coast Special Assessment District Relief
Because the Newport Coast area was not incorporated into the City limits when much of the public
■ improvements that serve this area were constructed, the improvements were financed by private property
special assessments. Had the Newport Coast area been incorporated within the City limits at the time
the improvements were constructed, the City would have likely participated in funding much of the public
■ improvements. Before this area was officially annexed into the City limits, the City entered into a pre-
annexation agreement with the Newport Coast Committee of 2000 where the City agreed to reimburse
residents and thereby reduce the cost of certain private property special assessments. As a part of the
. pre- annexation agreement, the Irvine Ranch Water District (IRWD) is to transfer $25 million to the City
in exchange for the right to continue to provide water utility service to this area. With this $25 million due
from IRWD, the City will reduce the special assessment levies by $1.2 million a year for 15 years as
well as provide other considerations to the Newport Coast residents, i.e., the possible construction of a
Community Center. At June 30, 2004, $15,600,000 was outstanding under this agreement and $7 million
. was designated for the construction of a community center.
91
0
Community Development Block Grant (CDBG) Loan
The CDBG program is a federal revenue source that is restricted to programs and projects that benefit ■
low and moderate income areas. In August of 2002, the City was granted a $2.4 million loan that is, se-
cured and will be repaid by future block grant allocations to partially finance the Balboa Village improve- .
ments. Commonly known as a "Section 108 Loan," this loan will be repaid over 20 years in $215,000
installments. As of June 30, 2004, the outstanding balance of this loan was $2,340,000.
Asset Forfeiture Funds
Funds derived from the City's participatory share of State and Federal assets seizures are accounted for
separately from other funds due to special restrictions placed on the use of these proceeds. These funds
can only be used to supplement but not subsidize law enforcement activities. Therefore, this funding
source is not used to fund regular departmental operations.
Local Law Enforcement Grant (LLEBG) .
The Omnibus Appropriations Act in 1996 authorized the Federal Bureau of Justice Assistance to provide
funds to local governments for the purpose of reducing crime and improving public safety. These funds
must be used exclusively for increasing the number of law enforcement officers, enhancing security mea-
sures, and establishing crime prevention programs; and are required to be accounted for separately from
General Fund activities. ■
Supplemental Law Enforcement Service Fund (SLESF) i
State Assembly Bill 3229 provides funds to the City to be used exclusively for front line law enforcement
services. The Bill stipulates that SLES funds are to be segregated and used to increase policing efforts .
and not be used to supplement departmental operations.
92
•
Debt Service Estimates
20042005
2005
■
Original
Balance
Balance
Total
-
Principal
Issuance
07/01/2004
Additions Deletions
06/3012005
Payments
Interest
Paid to Date
Refunding Library GOP
7,330,000
5,845,000
(275,000)
5,570,000
- - 561,688
286,688
1,760,000
Balboa Marina Loan
3,457,930
1,939,132
(149,801)
1,789,331
237,062
87,261 -
1,668,599
Water Revenue Refunding Bonds
14,225,000
8,535,000
(1,280,000)
7,255,000
1,647,743
367,743
5,970,000
Rolling Stock Leases
1,700,049
862,975
(442,202)
420,773
458,776
17,574
1,279,276
Section 108 Loan
2,400,000
2,340,000
(64,000)
2,276,000
187,056
123,056
124,000
Pre - Annexation Agreement
18,000,000
15,600,000
(1,200,000)
14,400,000
1,200.000
3,600,000
Total Debt Service
47,112,979
35,722,107
(3,411,003)
31,711,104
4,293,325
882,322
15,401,875
OtherActivities
Asset Forfeiture Funds
Funds derived from the City's participatory share of State and Federal assets seizures are accounted for
separately from other funds due to special restrictions placed on the use of these proceeds. These funds
can only be used to supplement but not subsidize law enforcement activities. Therefore, this funding
source is not used to fund regular departmental operations.
Local Law Enforcement Grant (LLEBG) .
The Omnibus Appropriations Act in 1996 authorized the Federal Bureau of Justice Assistance to provide
funds to local governments for the purpose of reducing crime and improving public safety. These funds
must be used exclusively for increasing the number of law enforcement officers, enhancing security mea-
sures, and establishing crime prevention programs; and are required to be accounted for separately from
General Fund activities. ■
Supplemental Law Enforcement Service Fund (SLESF) i
State Assembly Bill 3229 provides funds to the City to be used exclusively for front line law enforcement
services. The Bill stipulates that SLES funds are to be segregated and used to increase policing efforts .
and not be used to supplement departmental operations.
92
EI
■ Air Quality Management District Funds (AQMD)
■ State Assembly Bill 2766 provides cities with a modest annual budget to encourage the reduction of air
emissions. The City uses its AQMD funds to support the employee rideshare program and to subsidize
. the cost of the electric vehicles used to supply City services.
. Ackerman Donation
The City is the beneficiary of lease proceeds of certain commercial property donated by the Carl Ackerman
. Family Trust. The property was given to the City subject to a December 18, 1992, 15 -year lease. The
lease gave the lessee an option to purchase the property and sets out in detail the method to exercise
the option, the option price, and conditions of the purchase: On August 8, 2003, the lessee exercised .
. the option to purchase in the amount of $1,940,000.00. As a condition of the lease, 60% of the proceeds .
were paid to the University of California, Irvine Foundation and'the City is required to create a permanent
. endowment with the remaining 40 %. Interest earned from the endowment will be accounted for and
spent as follows: 75% for the purchase of high tech library equipment and 25% for a City administered
scholarship program.
■
Environmental Liability Fund
. As part of the City's franchise agreements with commercial solid waste haulers, the City collects 5.50
percent of their gross receipts that are set aside to defray the cost of any legal or environmental costs that
■ might arise connected with the collecting, hauling and dumping of waste originating within the City. These
funds are used to provide the City with environmental liability insurance and to conduct waste related
environmental assessments.
n
CAPITAL
IMPROVEMENTS n
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 2004 -05 CIP including rebudgets, totals roughly $36 million and consists of over 100 ■
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 were
compiled by each department and then submitted to the Public Works Department in January. The
projects were prioritized and summarized by available funds and then reviewed by the Public Works
Director. The Director of Public Works then met with each Department Director to discuss funding ■
priorities. The projects recommended for. approval were presented to the City Manager in March:
and were again discussed with each Department Director. The process was finalized in April and .
packaged for distribution to the City Council. Funding of the capital projects is derived from multiple
funding sources, as follows:
2004 -2005 Capital Improvement Projects by Fund
(Includes Rebudgets) ■
Bonita Canyon
Development
Assessment Districts 0.2% I
0.7% \
Water Enterprise
18.5%
Wastewater Enterprise
4.5%
Tide & Submerged Lands
4.8%
Measure M
6%
Oil Spill Remediation./
2.4%
Mariner's Joint Use Libra
10.6%
96
General Fund
10.8%
BET
CIOSA
2.2% Circulation &
Transportation
6.3%
.
CDBG
1%
Contributions
9.9%
Equipment Fund
■
0.4%
- Fire Station #7
16.1%
.
Gas Tax
4.8%
■
■
0
General Fund
■ Projects funded by the General Fund include City facilities, storm drains, alleys, pedestrian
improvements, street lights, and park projects. Major projects within this fund include:
• Repairs and improvements to various City facilities, including our jail facility, Oasis Senior Center,
■ public restrooms, recreation facilities, and partial funding of a fire training facility ($509,000)
Storm Drain Improvements ($100,000)
• Sidewalk, Curb, and Gutter Replacement Program and Alley Replacement Program ($400,000)
Street, Bikeway, Parking Lot Improvements — Public Works /General Services ($50,000)
Street Light Replacement Program ($300,000)
• Various Park Improvements ($230,000)
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 projects total $300,000 this year and are:
• Balboa Boulevard — Main to A Street, Improvements in conjunction with the OCSD "A" Street
Sewage Pumping Station
• Bay Avenue Drainage Improvements
■ City -Wide Curb Access Ramp Construction
Balboa Village Phase III
. 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
$1,756,700. Major projects include:
• Balboa Island and Little Island Bulkhead ($200,000)
■ Maintenance Dredging Permit ($350,000)
Oil Field Improvement Program ($345,000)
• Eelgrass Mitigation Bank ($88,000)
. Balboa Yacht Basin Security System ($65,000)
Oil Spill Remediation
■ Oil Spill Remediation funds are the product of settlement proceeds from the American Trader
. Company. In February 1990, a tanker spilled more than 400,000 gallons of oil off the coast of
Huntington Beach, which 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. This year's
■ projects totaling $881,679 are:
• Balboa Peninsula Beach Access Walkway Replacements ($167,000)
a • Ocean Safety Operations ($81,300)
• Corona del Mar Beach Improvements ($633,379)
■
97
CAPITAL IMPROVEMENTS (continued) ■
■
Building Excise Tax Fund ■
The Building Excise Tax Fund is used to account for revenues received from builders and developers
on building and remodeling projects within the City. Expenditures from this fund are used exclusively
for fire safety, libraries, parks, beaches, or recreational facilities. Projects in the fund total ($343,495) ■
and will be used for public facility improvements that include:
• Central Library HVAC Retrofit and Repair ($63,500) ■
• Fire Apparatus Diesel Exhaust Systems ($63,233) ■
• West Newport Community Center ($40,000)
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 ■
($6,718,000). The projects encompass distribution and piping; water system repairs; and pumping
and operating. Major projects include:
• Programmed Pipeline Master Plan Replacement ($2,232,000)
• Water Transmission Main Improvement Program ($3,786,000) ■
• Water Main Master Plan Improvement Program ($405,000)
Wastewater Enterprise Fund ■
Projects in this fund total ($1,623,821) and include sewer main and pump station improvements. ■
Projects include:
• Master Plan Sewer Main Improvements ($500,000) ■
• Grease Control Devices — Studies & Inspections ($110,277)
• Master Plan Sewer Pump Improvements ($1,013,544) ■
Cooperative Projects
Cooperative Projects are projects funded with grant funds, Gas Tax, and Measure M revenues, which ■
receive funding from sources outside the City, or are part of a joint venture with other agencies or
entities. Major cooperative projects to be undertaken in FY 2004 -05 include:
• Newport Shores Pavement Rehabilitation ($950,000)
• Newport Coast Watershed Assessment and Monitoring ($500,000) ■
• Seawind Community Pavement Rehabilitation ($540,000)
■
■
■
E
■ 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 $1,737,600.
■ Contributions Fund
. The Contribution Fund is used to account for revenues received from grant programs, other
governmental agencies, or private developers and are expended for specific street or highway
■ construction projects. Projects in this fund total $3,589,700.
Transportation and Circulation Fund
• The Circulation and Transportation Fund is derived from fair share fees collected from developers
and restricted for capital improvement projects that are a part of the circulation element in the City's
General Plan. Projects in this fund total $2,295,050.
. 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 $2,211,907.
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 has been
established to account for the construction proceeds and expenditures related to Special Assessment
. District No. 95 -1. Projects in this fund total $800,000.
Special Projects
■ This year there are three projects funded by multiple sources or using redevelopment funds. These
. projects total $9,778,740 and are:
• Fire Station # 7$5,842,000
• Mariners Joint Use Library $3,851,740
. Bonita Canyon Sports Park Storage Buildings $85,000
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 2004 -2005 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, they are then reconsidered as part of the
following fiscal year budget process.
0
� G'J
■
■ �
■ °
■ (Z5�
■
■ �,
■
■ C
■
■
E
■
■
tfrlc7
Capital Asset Schedule
as of June 30, 2003
.
Year of
Historical
Description
Acquisition
Cost
Administration and Services
City Hall Complex
1930
$2,505,003
.
Corporate Yard - General Services
1955
5,712,756
Safety
■
Fire Station #1 - Balboa
1962
81,615
Fire Station #2 - Headquarters
1966
94,419
Fire Station #3 - Fashion Island
1971
775,537
■
Fire Station #4 - Balboa Island
1994
1,420,602
Fire Station #5 - Corona del Mar
1950
237,135
Fire Station #6 - Irvine Avenue
1957
136,009
.
Fire Station #8 - Newport Coast
2002
1,816,350
Lifeguard Headquarters
1989
556,483
.
Police Station
1973
3,057,796
Libraries
■
Balboa
Central
1906
1992
187,110
15,012,918
Corona del Mar
1958
217,182
■
Mariners
1957
420,361
Harbors, Beaches, and Recreation
15th Street Restrooms
1956
538,528
■
19th Street Restrooms
1940
2,000
38th Street Park
1925
212,988
■
Arroyo Park
2003
17,578,871
Beach and Harbor Right of Way
various
52,705,580
Balboa Community Center
1956
156,246
.
Balboa Island Park
1973
162,397
Balboa Beach - Parking Lots and Booth
1986
1,619,492
Balboa Pier
1940
3,558,364
■
Balboa Pier - Concession
1982
n/a
Balboa Pier Restroom
1957
250,229
.
Balboa Theater
1998
480,000
Balboa Yacht Basin - Apartments /Garages /Parking
1960
150,110
Balboa Yacht Basin - Galley Caf6
1988
44,000
.
Balboa Yacht Basin - Headquarters /Restrooms
1984
158,746
Balboa Yacht Basin - Land
1930
1,276,308
.
Balboa Yacht Basin - Piers and Docks
1984
3,079,395
Bayside Park
1926
490,865
■
■
tfrlc7
Capital Asset Schedule
as of June 30, 2003 (continued)
Year of
Description Acquisition
Bayview Park 1985
Begonia Park
Big Canyon - Land
Bob Henry Park
Bolsa Park
Bonita Canyon Sports Park
Bonita Creek Park
Boy Scout House
Boys and Girls Club
Buck Gully Restrooms
Buffalo Hills Park
Bulkheads
Castaways Park
CDM Beach - Concession
CDM Beach - Parking Lot and Booth
CDM Beach - Recreation
CDM Beach - Restrooms
Channel Place Park
Cliff Drive Park
Cliff Drive View Park
Eastbluff Park
Ensign Park
Ferry Landing Restrooms
Galaxy Park
Gateway Park
Girl Scout House
Grant Howald Park
Grant Howald Park - Community Youth Center
Harbor View Nature Park
Inspiration Point
Irvine Terrace Park
Jasmine Creek Park
Kings Road Park
L Street Park
Las Arenas Park
Lido Park
Lookout Point
Marine Education Facility
M Street Park
104
1926
1959
1997
1994
2002
2002
1960
1971
1956
1970
various
1997
1970
1957
2003
1956
1958
1917
1975
1965
1973
1962
1962
1999
1956
1964
1988
1974
1953
1960
1959
1974
1924
1956
1973
1953
2003
1930
Historical
Cost
3,917,422
276,686
9,586,650
4,480,305
99,474
6,774,289
4,975,596
2,000
nla
13,442
4,371,663
2,357,628
481,175
30,994
1,141,741
65,078
54,883
451,641
716,846
147,668
557,822
804,466
28,917
255,697
1,014,620
24,665
233,066
867,529
4,167,542
16,000
1,703,456
48,961
210,482
41,948
186,233
94,219
16,000
77,439
12,763
■
■
■
■
■
■
■
■
105
Capital Asset Schedule
.
as of June 30, 2003 (continued)
Year of
Historical
.
Description
Acquisition
Cost
Mariners Park
1957
1,212,671
Newport Aquatic Center
1987
n/a *
.
Newport Island Park
1938
110,256
Newport Pier
1940
3,558,364
■
Newport Pier - Concession
1990
n/a *
Newport Pier - Restrooms
1989
305,188
Newport Shores Park
1906
57,258
.
Newport Theater Arts
1973
359,002
Oasis Senior Center
1975
2,022,104
Ocean Front Parking Lot
1919
302,258
.
Old School Park
1917
24,829
Peninsula Park
1929
609,228
■
Rhine Wharf Park
1974
52,620
San Joaquin Hills Park
1965
1,162,974
San Miguel Park
1983
2,748,542
.
Spyglass Hill Park
1970
499,239
Spyglass Reservoir Park
1970
312,377
Sunset Park
1970
311,435
Washington Street Restrooms
1935
320,945
West Jetty View Park
1917
8,276
West Newport Community Center
1988
1,200,000
■
West Newport Park
1972
5,529,229
Westcliff Park
1962
729,952
•
Other
26th Street Parking Lot
1965
85,848
■
30th Street Parking Lot
1987
1,039,429
Ackerman Bldg - 110+ 22nd Street
1992
1 ,304,717
.
Ackerman Bldg - 2116+ Ocean Front
1992
1,304,717
Balboa Bay Club - Land
1918
1,049,252
Bayside and Marguerite Parking Lot
1950
83,494
.
Beacon Bay - Land
1919
750,103
Cannery Village Parking Lot
1989
1,146,634
.
Mariners Mile Parking Lot
1976
642,081
Palm Street Parking Lot
1906
55,721
Vacant Land behind Central Library
1992
6,448,622
■
105
Capital Asset Schedule
as of June 30, 2003 (continued)
Year of
Description Acquisition
Equipment
Rolling Equipment various
Other Equipment various
Infrastructure
Road System
Storm Drain System
Bicycle Paths
Oil Wells
Walls
Other
Water System
Utility Yard
Water Reducers
Water Meters
Water Lines/Mains
Fire Hydrants
Reservoirs:
Big Canyon
Spyglass
16th Street
Capitalized Interest
Pump Stations
Wells
Equipment
Sewer System
Sewer Lines/Mains
Pump Stations
TOTAL
. Leasehold improvements made by Lessee not valued.
W.,
various
various
various
various
various
various
1987
various
various
various
various
1959
1972
1996
1995
various
1996
various
Historical
Cost
18,857,003
2,844,562
1,226,393,079
51,915,124
42,975,504
1,145,496
1,579,000
293,609
2,222,243
82,079
985,524
63,518,855
250,008
24,188,734
418,244
3,800,000
1,034,462
2,053,306
3,417, 000
132,246
various 32,039,586
various 7,363,165
$1,687,858,595
r
■
■
■
EQUIPMENT MAINTENANCE AND REPLACEMENT FUND
Schedule of Rolling Equipment Replacement (FY 2004-05)
Administrative Services Department
Sedan $
General Services Department
Other Departments
Office of the City Manaaer
19,000 Sedan
Transfer Trailers (2)
$
Public Safety
Departments
$
Police Department
Trucks, 1 Ton Uglily Body (2)
$
Fire Department
Patrol/Traffic Sedans (10)
$
331,000
Fire Engines (3)
Police Motorcycles (6)
$
124,800
Paramedic Ambulance
Detective Sedans (3)
$
77,000
Battalion Chief Unit
Trucks, 114 Ton Ext. Cab 4x4 (2)
$
50,000
Trucks, 114 Ton EM. Cab 4x4 (2)
Sedans (2)
$
40,000
Station Wagon, 4x4
Radar Trailer
$
15,000
Truck, 112 Ton
Sub Total $
637,800
19,000
Administrative Services Department
Sedan $
General Services Department
Other Departments
Office of the City Manaaer
19,000 Sedan
Transfer Trailers (2)
$
120,000
Truck Tractor
$
90,000
Trucks, 1 Ton Uglily Body (2)
$
62,000
Truck, 1 Ton Stakebed
$
32,000
Refuse Packer-, 1 Ton
$
52,000
Truck. 314 Ton Utility Body
$
30,000
Station Wagon, 4x4
$
30,000
Root Pruner
$
30,000
Truck, 314 Ton 4x4
$
27,000
Truck, 314 Ton with Litigate
$
26,000
Van, 1/2 Ton
$
22,000
Sedan
$
19,000
Equipment Trailer
$
10,000
Box Trailers (2)
$
7,000
Sub Total $
557,000
PUBLIC SAFETY TOTALS
OTHER DEPARTMENT TOTALS
GRAND TOTAL ALL DEPARTMENTS
$
995,000
$
110,000
$
B0,000
$
47,000
$
30,000
$
21,000
Sub Total $
1,283,000
$ 20,000
Library Department
Van, 112 Ton Bubble Top
$
26,000
Planning Department
Sedan
$
20,D00
Public Works Department
Sedans (2)
$
38,000
Recreation/Senior Services
Department
Van, 112 Ton
$
22.000
Station Wagon
$
22,000
Sub Total $
44,000
Utilities Department
Trucks. 114 Ton (2)
$
38,000
Truck, 1 Ton Flatbed
$
35,000
Sedan
$
19,000
Sub Total $
92,000
$ 1,920,800
$ 816,000
$ 2,738,800
107
CITY OF NEWPORT BEACH
2004 -2005 RESOURCE ALLOCATION PLAN
ROLLING STOCK IN SERVICE
.
Fiscal Year
Fiscal Year
.
Fiscal Year
Fiscal Year
Fiscal Year
2004 -05
2004 -05
2002 -03
2003 -04
2003 -04
Projected
Projected
.
Final
Changes &
Final
Changes &
Final
General City Operations
Inventory
Adjustments
Inventory
Adjustments
Inventory
Passenger Cars
104
+4
108
0
108
.
Jeeps
2
0
2
0
2
Motorcycles
18
0
18
0
18
■
Trucks
133
—6
127
0
127
Fire Trucks
13
+1
14
0
14
Loadpackers
23
+2
25
0
25
.
Street Sweepers
8
0
8
0
8
Tractors and Graders
4
0
4
0
4
Backhoes and Loaders
6
0
6
0
6
Beach Cleaners
3
0
3
0
3
Trailers
32
+5
37
0
37
■
Trailer, Office
2
+2
4
0
4
Special Equipment
19
0
19
0
19
■
Total General City Operations
367
+8
375
0
375
Utility Enterprise*
Passenger Cars
3
+1
4
0
4
.
Trucks
43
+2
45
+1
46
Tractors and Graders
2
0
2
0
2
Backhoes and Loaders
6
0
6
0
6
.
Trailers
12
0
12
-1
11
Special Equipment
15
+2
17
0
17
.
Total Utility Enterprise
81
+5
86
0
86
•
GRAND TOTAL
448
+13
461
0
461
Includes vehicles in both the Water and Wastewater Sections
■
■
108 0
■
SEVEN YEAR COMPARISON OF FULL -TIME POSITIONS
1998-99 1999 -00 2000 -01 2001-02 2002 -03 2003-04 2004 -05
GENERAL CITY GOVERNMENT
City Council
City Clerk
City Manager
Human Resources
City Attorney
Administrative Services
Total
■
0.00
PUBLIC SAFETY
.
Police
0.00
Fire
0.00
Fire and Marine
.
Total
3.00
COMMUNITY DEVELOPMENT
.
Planning
4.00
Building
18.00
Total
11.00
17.00
17.00
PUBLIC WORKS
0.00
Public Works and Utilities
9.00
Public Works
.
Utilities - Electrical
6.00
General Services
5.00
General Services - Equipment ISF
.
Total
5.00
COMMUNITY SERVICES
.
Library
49.00
Arts & Cultural
50.00
Administration
63.00
Recreation
.
Senior Citizens
77.00
Recreation & Senior Services Admin
.
Total
BALBOA YACHT BASIN
■
WATER ENTERPRISE FUND
SEWER ENTERPRISE FUND
TOTAL FULL -TIME POSITIONS
■
0.00
0.00
0.00
0.00
0.00
0.00
0.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
4.00
12.00
18.00
11.00
11.00
17.00
17.00
0.00
0.00
0.00
9.00
9.00
9.00
9.00
6.00
5.00
5.00
5.00
5.00
5.00
5.00
50.00
49.00
49.00
49.00
49.00
50.00
50.00
63.00
69.00
75.00
77.00
77.00
84.00
84.00
217.00
219.00
221.00
238.00
237.00
237.00
237.00
0.00
0.00
0.00
146.00
147.00
148.00
148.00
125.00
125.00
137.00
0.00
0.00
0.00
0.00
342.00
344.00
358.00
384.00
384.00
385.00
385.00
16.00 16.00 18.00 18.00 20.00 18.00 18.00
21.00 23.00 24.00 26.00 26.00 28.00 28.00
37.00 39.00 42.00 44.00 46.00 46.00 46.00
34.00
35.00
37.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
33.00
33.00
33.00
3100
0.00
0.00
0.00
5.00
5.00
5.00
5.00
105.00
107.00
105.00
110.00
111.00
109.00
109.00
15.00
15.00
13.00
15.00
15.00
15.00
15.00
154.00
157.00
155.00
163.00
164.00
162.00
162.00
34.00
35.00
36.00
36.00
37.00
36.00
36.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
200
2.00
0.00
0.00
0.00
8.00
8.00
9.00
11.00
11.00
11.00
11.00
4.00
5.00
5.00
7.00
7.00
7.00
9.00
0.00
0.00
0.00
0.00
2.00
2.00
2.00
49.00
51.00
53.00
57.00
58.00
57.00
59.00
1.09
1.00
1.00
1.00
1.00
1.00
1.00
31.00
31.00
34.00
33.00
33.00
33.00
34.00
11.00
11.00
10.00
12.00
12.00
13.00
13.00
688.00
703.00
728.00
771.00
775.00
781.00
784.00
109
Glossary
Accrual Basis - The basis of accounting in which
transactions are recognized at the time they are
incurred, as opposed to when cash is received or
spent. The accrual basis of accounting is used to
account for all proprietary (enterprise and internal
service funds) fund types.
Activity- Departmental efforts that contribute to the
achievement of a specific set of program objectives;
the smallest unit of the program budget.
Ackerman Donation Fund - Used to account for
the receipt and disbursement of funds received
from the Ackerman Trust. These funds are split
between the City and the University of California,
Irvine. The City's portion must be used for library
and scholarship purposes.
Air Quality Management District (AQMD) Fund
- Used to account for revenues received from
the South Coast Air Quality Management District
restricted for the use of reducing air pollution.
Appropriation - A legal authorization to incur
obligations and to make expenditures for specific
purposes.
Arterial Highway Rehabilitation Fund — Used
to account for federal funds available through the
Federal Highway Administration Arterial Highway
Rehabilitation Program to share the cost of
rehabilitating certain arterial roadways in the City.
Assessed Valuation - The valuation set upon
real estate and certain personal property by the
Assessor as a basis for levying property taxes.
Assessment District Fund - Used to account for
the receipt and expenditure of funds received from
1911 Act and 1915 Act Assessment Districts for
capital improvement projects.
Asset Forfeiture Fund - Established to account
for revenues resulting from the seizure of assets
in conjunction with criminal cases (primarily drug
trafficking). The City's policy is that all such funds
be used for enhancement of law enforcement
programs.
Authorized Positions - Employee positions,
which are authorized in the adopted budget, to be
filled during the year.
110
Available (Undesignated) Fund Balance - This
refers to the funds remaining from the prior year
that are available for appropriation and expenditure
in the current year.
Bay Dredging Fund — Used to account for the
receipt of permanent endowments intended to fund
the ongoing cost of maintaining and dredging of the
Upper Newport Bay.
Bonds —A form of borrowing (debt financing) which
reflects a written promise from the City to repay a
sum of money on a specific date at a specified
interest rate.
Bond Refinancing - The payoff and re- issuance of
bonds, to obtain better interest rates and/or bond
conditions.
Bonita Canyon Development Fund — Used to
account for the receipt and expenditure of funds
for the Bonita Canyon Public Facilities Agreement.
The improvements include certain public parks and
recreation facilities, and street improvements and
facilities.
Budget - A plan of financial activity for a specified
period of time indicating all planned revenues and
expenses for the budget period.
Budgetary Basis - This refers to the basis of
accounting used to estimate financing sources and
uses in the budget. This generally takes one of
three forms: GAAP, cash, or modified accrual.
Budget Calendar - The schedule of key dates
that a government follows in the preparation and
adoption of the budget.
Budgetary Control - The control or management
of a government in accordance with the approved
budget for the purpose of keeping expenditures
within the limitations of available appropriations
and resources.
Building Excise Tax Fund - Used to account for
revenues received from builders or developers
on building or remodeling projects within the City.
Expenditures from this fund are used exclusively
for public safety, libraries, parks, beaches, or
recreational activities.
■
■
■
Business Improvement District Fund - Used to
account for monies collected from local business
districts for district property improvements and
business enhancement.
Capital Budget - The appropriation of bonds or
operating revenue for improvements to facilities,
and other infrastructure.
Capital Improvements - Expenditures related
to the acquisition, expansion or rehabilitation of
an element of the government's physical plant;
sometimes referred to as infrastructure.
Capital Improvements Program (CIP) - A plan for
capital outlay to be incurred each year over a fixed
number of years to meet capital needs arising from
the government's long -term needs.
Capital Outlay- Fixed assets which have a value of
$500 or more and have a useful economic lifetime
of more than one year; or, assets of any value if the
nature of the item is such that it must be controlled
for custody purposes as a fixed asset.
Capital Project - Major construction, acquisition,
or renovation activities which add value to a
government's physical assets or significantly
increase their useful life. Also called capital
improvements.
Capital Reserve - An account used to segregate
a portion of the government's equity to be used
for future capital program expenditures. The
amount of capital reserve is roughly equal to the
government's annual equipment depreciation and
an amount identified as being needed for future
capital acquisition.
Cash Basis - A basis of accounting in which
transactions are recognized only when cash is
increased or decreased.
Charges for Services - Those charges levied
to individuals or organizations for the use or
consumption of services provided by the City.
Certificate of Participation -A debt issue similar
to issuing bonds, but less restrictive.
CIOSA Construction Fund - Used to account
for the receipt and expenditure of funds for
the Circulation Improvement and Open Space
Agreement (CIOSA). The improvements include
street and frontage improvements.
Circulation and Transportation Fund - Used
to account for fair share revenues collected from
developers and restricted for capital improvement
projects meeting the circulation element of the
City's General Plan.
Combined Transportation Fund - Used to
account 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 related to the City's Community
Development Block Grant program. These funds
are received from the Federal Department of
Housing and Urban Development and must be
expended exclusively on programs for low or
moderate income individuals or families.
Compensated Absence Fund - Used to account
for the City's accumulated liability for compensated
absences.
Consumer Price Index (CPI) - A statistical
description of price levels provided by the U.S.
Department of labor. The index is used as a
measure of the increase in the cost of living (i.e.,
economic inflation).
Contingency - A budgetary reserve set aside
for emergencies or unforeseen expenditures not
otherwise budgeted.
Contributions Fund - Used to account for
revenues received from other government
agencies or private developers and expended for
specific street or highway construction projects.
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.
177
Department - The basic organizational unit of
government which is functionally unique in its
delivery of services.
Depreciation - Expiration in the service life
of capital assets attributable to wear and tear,
deterioration, action of the physical elements,
inadequacy or obsolescence.
Development Fees - Those fees and charges
generated by building, development and growth
in a community. Included are building and street
permits, development review fees, and zoning,
platting and subdivision fees.
Disbursement - The expenditure of moneys from
an account.
Distinguished Budget Presentation Awards
Program - A voluntary awards program
administered by the Government Finance Officers
Association to encourage governments to prepare
effective budget documents.
Employee (or Fringe) Benefits - Contributions
made by a government to meet commitments or
obligations for employee fringe benefits. Included
is the government's share of costs for various
pensions, medical and life insurance plans, etc.
Encumbrance - The commitment of appropri -ated
funds to purchase an item or service. To encumber
funds means to set aside or commit funds for a
specified future expenditure.
Enterprise Fund — Used to account for City
operations that are financed and operated in a
manner similar to private business enterprises. The
objective of segregating activities of this type is to
identify the costs of providing the services, and to
finance them through user charges.
Environmental Liability Fund - Used to account
for solid waste fees restricted for mitigation of future
environmental liability relating to the handling of
solid waste.
Equipment Fund - Used to account for the cost
of maintaining and replacing the City's rolling
stock fleet and the rental of the fleet to operating
departments.
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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
immediatelyor unpaid) for operations, maintenance,
interest, or other charges.
Fire Station 7 Fund — Used to account for receipt
of revenue intended to fund the construction of a
new Fire Station 7located in the Santa Ana Heights
area of the City.
Fiscal Policy -A government's policies with respect
to revenues, spending, and debt management as
these relate to government services, programs,
and capital investment. Fiscal policy provides an
agreed upon set of principles for the planning and
programming of government budgets and their
funding.
Fiscal Year -A twelve-month period designated as
the operating year for accounting and budgeting
purposes in an organization. The City of Newport
Beach's fiscal year is July 1 through June 30.
Fixed Assets - Assets that are intended to
continue to be held or used long -term, such as
land, buildings, machinery, furniture, and, other
equipment. Fixed assets are also called capital
assets.
Full -time Equivalent Position (FTE) - A part -time
position converted to the decimal equivalent of a
full -time position based on 2080 hours per year.
For example, a part-time fiscal clerk working 20
hours per week would be the equivalent to .5 of a
full -time position.
Function - A group of related activities aimed
at accomplishing a major service or regulatory
program for which a government is responsible
(e.g., public safety).
Fund - A fiscal entity with revenues and ex- penses
which are segregated for the purpose of carrying
out a specific purpose or activity.
Fund Balance - The excess of the assets of a fund
over its liabilities, reserves, and carryover.
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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.
Governmental Accounting Standards Board
(GASB) — The ultimate authoritative accounting
and financial reporting standard - setting body for
state and local governments.
Grants - A contribution by a government or other
organization to support a particular function.
Grants may be classified as either operational or
capital, depending upon the grantee.
Indirect Cost - A cost necessary for the functioning
of the organization as a whole, but which cannot be
directly assigned to one service.
Infrastructure - The physical assets of a
government (e.g., streets, water, sewer, public
buildings, and parks).
Insurance Reserve Fund - Used to account for
the City's self- insured general liability and workers'
compensation program.
Intergovernmental Revenue - Funds received
from federal, state, and other local gov- ernment
sources in the form of grants, shared revenues,
and payments in lieu of taxes.
Internal Service Charges - The charges to user
departments for internal services provided by
another government agency, such as equipment
maintenance and replacement charges, or
insurance funded from a central pool.
Lapsing Appropriation - An appropriation made
for a certain period of time, generally for the
budget year. At the end of the specified period any
unexpected or unencumbered balance lapses or
ends, unless otherwise provided by law.
Levy - To impose taxes for the support of
government activities.
Library COP Fund — Used to account for the debt
service transactions related to the Certificates of
Participation used to finance the construction of
the Central Library.
Line -item Budget — A budget prepared along
departmental lines that focuses on what is to be
bought.
Long -term Debt — Debt with a maturity of more
than one year after the date of issuance.
Maintenance and Operations — Expendable
materials and operating supplies necessary to
conduct depart- mental operations.
Mariners Library Fund — Used to account for
receipt of revenue intended to fund the construction
of a new Mariners Branch Library.
Miscellaneous Grants Fund — Used to account for
short-term grant programs not individually listed.
Modified Accrual Basis — The basis of accounting
in which revenues are recognized when they
become both "measurable" and "available" to
finance expenditures or the current period.
All governmental and fiduciary fund types are
accounted for using the modified accrual basis of
accounting.
Net Budget — The legally adopted budget less all
interfund transfers and interdepartmental charges.
Newport Annexation Fund — Used to account for
receipt of revenue from the Irvine Ranch Water
District intended to repay Newport Coast property
owners for a portion of assessment district costs,
and for construction of a community center in
Newport Coast.
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Object of Expenditure — An expenditure
classification, referring to the lowest and most
detailed level of classification, such as electricity,
office supplies, asphalt, etc.
Objective — Something to be accomplished in
specific, well defined, and measurable terms and
that is achievable within a specific time frame.
Obligations — Amounts which a government may
be legally required to meet out of its resources.
They include not only actual liabilities, but also
encumbrances not yet paid.
Oil Spill Remediation Fund — Used to account
for the receipt of the settlement proceeds from the
American Trader Company. These funds must be
used on projects affecting the areas damaged by
the spill.
Operating Revenue — Funds that the government
receives as income to pay for on -going operations.
It includes such items as taxes, fees from specific
services, interest earnings, and grant revenues.
Operating revenues are used to pay for day -to -day
services.
Operating Expenses — The cost for personnel,
materials, and equipment required for a department
to function.
Performance Budget — A budget wherein
expenditures are based primarily upon measurable
performance of activities and work programs.
Prior -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 unit for the purpose of
accomplishing a function for which the government
is responsible.
Program Budget — A budget that allocates money
to the functions or activities of a government
rather than to specific items of cost or to specific
departments.
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Program Performance Budget — A method of
budgeting whereby the services provided to the
residents are broken down in identifiable service
programs or performance units. A unit can be
a department, a division, or a workgroup. Each
program has an identifiable service or output and
objectives to effectively provide the service. The
effectiveness and efficiency of providing the service
by the program is measured by performance
indicators.
Program Revenue (income) - Revenues earned
by a program, including fees for services, license
and permit fees, and fines.
Purpose - A broad statement of the goals, in terms
of meeting public service needs, that a department
is organized to meet.
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.
Retiree Insurance Fund — Used to account for
the cost of providing post - employment health care
benefit.
Revenue - Sources of income financing the
operations of government.
Revenue Bond - A bond that is backed only by the
revenues from a specific enterprise or project, such
as a hospital or toll road.
Secured Property Tax —A tax levied on both real
and personal property according to the property's
valuation and the tax rate.
Service Indicators - Specific quantitative and
qualitative measures of work performed as an
objective of specific departments or programs.
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Source of Revenue - Revenues are classified
according to their source or point of origin.
Special Assessment Fund - Used to account for
funds received from affected property owners and
payable to holders of 1911 Act, 1915 Act and other
special assessment bonds.
Special Deposit Fund - Used to account for
special deposits held by the City in its fiduciary
capacity.
State Gas Tax Fund - Accounts for all State Gas
Tax related revenues and expenditures, including
street repair, construction, and maintenance. State
law requires that these funds be used exclusively
for maintenance of the street and highway system.
Supplemental Appropriation - An additional
appropriation made by the governing body after
the budget year has started.
Supplemental Law Enforcement Services Fund
(SLESF) — Used to account for revenues received
from the County to be used exclusively for front -line
law enforcement activities.
Tax Levy - The resultant product when the tax rate
per one hundred dollars is multiplied by the tax
base.
Taxes - Compulsory charges levied by a
government for the purpose of financing services
performed for the common benefit of the people.
This term does not include specific charges made
against particular persons or property for current or
permanent benefit, such as special assessments.
Tide and Submerged Land Fund - Used to
account for all revenues and expenditures related
to the operation of the City's tidelands, including
beaches and marinas.
Transfers In /Out - Amounts transferred from one
fund to finance the services for the recipient fund.
Traffic Congestion Relief Fund— Used to account
for all revenues received from the State Treasury
as per Assembly Bill 2928. These funds must by
used only for maintenance or reconstruction costs
on public streets or roads.
Transient Occupancy Tax — A tax paid to the City
for short-term lodging /residency within the City
limits. Short-term is defined as 30 days or less.
Unencumbered Balance - The amount of
an appropriation that is neither expended nor
encumbered. It is essentially the amount of money
still available for future purposes.
Unreserved Fund Balance - The portion of a
fund's balance that is not restricted for a specific
purpose and is available for general appropriation.
Unsecured Property Tax — The property tax on
unsecured property such as business inventory or
moveable equipment.
User Charges - The payment of a fee for direct
receipt of a public service by the party who benefits
from the service.
Wastewater Enterprise Fund - Used to account
for the activities associated with providing sewer
services by the City to its users.
Water Enterprise Fund - Used to account for
the activities associated with the transmission
and distribution of potable water by the City to its
users.
Working Capital - Excess of readily available
assets over current liabilities. Or cash on hand
equivalents which may be used to satisfy cash flow
needs.
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