HomeMy WebLinkAboutFinance Committee Agenda - December 10, 2015CITY OF NEWPORT BEACH
FINANCE COMMITTEE AGENDA - Final
100 Civic Center Drive - Newport Coast Conference Room, Bay 2E
Thursday, December 10, 2015 - 4:00 PM
Finance Committee Members:
Keith Curry, Chair / Council Member
Diane Dixon, Mayor Pro Tem
Tony Petros, Council Member
Patti Gorczyca, Committee Member
William C. O’Neill, Committee Member
Larry Tucker, Committee Member
John Warner, Committee Member
Staff Members:
Dave Kiff, City Manager
Dan Matusiewicz, Finance Director / Treasurer
Steve Montano, Deputy Director, Finance
Marlene Burns, Administrative Specialist to the Finance Director
The Finance Committee meeting is subject to the Ralph M. Brown Act. Among other things, the Brown Act requires that the
Finance Committee agenda be posted at least seventy-two (72) hours in advance of each regular meeting and that the public be
allowed to comment on agenda items before the Committee and items not on the agenda but are within the subject matter
jurisdiction of the Finance Committee. The Chair may limit public comments to a reasonable amount of time, generally three (3)
minutes per person.
The City of Newport Beach’s goal is to comply with the Americans with Disabilities Act (ADA) in all respects. If, as an attendee or a
participant at this meeting, you will need special assistance beyond what is normally provided, we will attempt to accommodate
you in every reasonable manner. Please contact Dan Matusiewicz, Finance Director, at least forty-eight (48) hours prior to the
meeting to inform us of your particular needs and to determine if accommodation is feasible at (949) 644-3123 or
dmatusiewicz@newportbeachca.gov.
NOTICE REGARDING PRESENTATIONS REQUIRING USE OF CITY EQUIPMENT
Any presentation requiring the use of the City of Newport Beach’s equipment must be submitted to the Finance Department 24
hours prior to the scheduled meeting.
I.CALL MEETING TO ORDER
I. CALL MEETING TO ORDER
II.ROLL CALL
III.PUBLIC COMMENTS
Public comments are invited on agenda and non-agenda items generally considered to be
within the subject matter jurisdiction of the Finance Committee. Speakers must limit comments
to three (3) minutes. Before speaking, we invite, but do not require, you to state your name for
the record. The Finance Committee has the discretion to extend or shorten the speakers’ time
limit on agenda or non-agenda items, provided the time limit adjustment is applied equally to all
speakers. As a courtesy, please turn cell phones off or set them in the silent mode.
IV.CONSENT CALENDAR
MINUTES OF NOVEMBER 12, 2015A.
Recommended Action:
Approve and file.
DRAFT MINUTES 111215
December 10, 2015
Page 2
Finance Committee Meeting
V.CURRENT BUSINESS
UNDERGROUND UTILITY ASSESSMENT DEFERRAL PROGRAMA.
Summary:
At its October 13, 2015, meeting the City Council considered an Underground
Utility Assessment Deferral Program and referred consideration of potential
program ideas to the Finance Committee for recommendation. The general plan
would be designed to help resident property owners that may not have sufficient
disposable income to pay the undergrounding assessment or utility connection
costs. The purpose of this staff report is to analyze potential options for
recommendation to the City Council and facilitate discussion.
Recommended Action:
Provide the City Council with options and recommendations for programs focused
on providing financial relief to resident property owners that may not have
sufficient disposable income to pay the undergrounding assessment or utility
connection costs.
STAFF REPORT
EXHIBIT 1
EXHIBIT 2
IMPLEMENTATION OF BUDGET PREPARATION FRAMEWORK - REVIEW OF
OPERATING BUDGET, SESSION 3
B.
Summary:
During recent Finance Committee meetings, members discussed pursuing
actions for bringing greater transparency and accountability during the annual
budget development process. Staff believes that following a proposed budget
preparation framework consisting of budget principles, and associated strategies
and tactics can be a reliable vehicle for improving the City’s budget process. In
furtherance of Budget Framework Tactic T.10.1, the goal of this presentation will
be to familiarize members of the Finance Committee with the elements of the
Fiscal Year 2015-2016 Fire Department budget, provide opportunity for questions,
and to gain clarity in the funding allocations for departmental programs.
Recommended Action:
In furtherance of Budget Framework Tactic T.10.1, review, ask questions, and
provide comment relating to the Fire Department Fiscal Year 2015-2016
operating budget.
STAFF REPORT
ATTACHMENT A
ATTACHMENT B
December 10, 2015
Page 3
Finance Committee Meeting
LIFE SAFETY SERVICES PROGRAM EVALUATIONC.
Summary:
Staff will discuss the results of a recent review of the City’s Fire Department Life
Safety Service as part of the on-going effort to review operations for
effectiveness, efficiency and cost. This report provides the roles and
responsibilities of the Division and summarizes the results of the study.
Recommended Action:
Receive and file.
STAFF REPORT
CITY COUNCIL POLICY F-9 CITY VEHICLE/EQUIPMENT GUIDELINESD.
Summary:
At the City Council Meeting of October 27, 2015, the City Council reviewed and
approved changes to the City Council Policy F-9 - City Vehicle/Equipment
Guidelines. These changes will extend the life of the City’s fleet, eliminate several
types of equipment the City no longer owns and add vehicles to the Equipment
Maintenance Fund that were previously not included. The revision to Policy F-9
on October 27, 2015, resulted in an annual savings of approximately $1,039,000
to the City’s General and Enterprise Funds. The City Council requested that the
Finance Committee review Policy F-9 to determine if additional savings are
available. After a thorough review of the policy and the financial resources
necessary to maintain the Equipment Replacement Fund, staff is not
recommending any changes to the useful lives of the equipment.
Recommended Action:
Provide direction to staff on the proposed changes.
STAFF REPORT
ATTACHMENT A
VI.ADJOURNMENT
Finance Committee Meeting Minutes November 12, 2015
Page 1 of 4
CITY OF NEWPORT BEACH FINANCE COMMITTEE NOVEMBER 12, 2015 MEETING MINUTES I. CALL MEETING TO ORDER
The meeting was called to order at 3:00 p.m. in the Newport Coast Conference Room, Bay 2E, 100 Civic Center Drive, Newport Beach, California 92660.
II. ROLL CALL
PRESENT: Council Member Keith Curry (Chair), Mayor Pro Tem Diane Dixon,
Council Member Tony Petros, Committee Member Patti Gorczyca, Committee Member William C. O'Neill, Committee Member Larry Tucker,
Committee Member John Warner
STAFF PRESENT: City Manager Dave Kiff, Finance Director/Treasurer Dan Matusiewicz, Deputy Finance Director Steve Montano, Chief of Police Jay Johnson,
Assistant City Manager Carol Jacobs, Budget Manager Susan Giangrande, IT Manager Rob Houston, Police Fiscal Services/Facilities
Manager Lisa Newman, Officer David McGill, Police Support Services Administrator Jonathan Stafford, Police Assistant Chief Jon Lewis, and
Administrative Specialist to the Finance Director Marlene Burns
MEMBERS OF THE PUBLIC: Laura Curran and Jim Mosher
III. PUBLIC COMMENTS
Jim Mosher suggested that future Finance Committee agendas should allow Committee
Members to comment and make suggestions relative to future agendas. He suggested placing a link to the audio recording of the meeting on the City's website and thus solve potential Brown Act
issues. He addressed the City's contract award process and the need for related documents to be accessible to the public.
IV. CONSENT CALENDAR A. MINUTES OF OCTOBER 15, 2015
Recommended Action: Approve and file.
Corrections to the minutes were noted as submitted.
Chair Curry opened public comments.
Seeing no one wishing to address the Committee, Chair Curry closed public comments.
Committee Member Warner moved, and Mayor Pro Tem Dixon seconded, to approve the
October 15, 2015, Finance Committee Minutes, as corrected. The motion carried with 5 ayes and 2 abstentions (Committee Members Gorczyca and Tucker).
Finance Committee Meeting Minutes November 12, 2015
Page 2 of 4
V. CURRENT BUSINESS A. IMPLEMENTATION OF BUDGET PREPARATION FRAMEWORK – REVIEW OF OPERATING BUDGET, SESSION 2 Summary:
During recent Finance Committee meetings, members discussed pursuing actions for bringing greater transparency and accountability during the annual budget development
process. Staff believes that following a proposed budget preparation framework consisting of budget principles, and associated strategies and tactics can be a reliable vehicle for
improving the City’s budget process. In furtherance of Budget Framework Tactic T.10.1, the goal of this presentation will be to familiarize members of the Finance Committee with the
elements of the Fiscal Year 2015-2016 Police Department budget, provide opportunity for questions, and to gain clarity in the funding allocations for departmental programs. Recommended Action:
In furtherance of Budget Framework Tactic T.10.1, review, ask questions, and provide comment relating to the Police Department Fiscal Year 2015-2016 operating budget.
Chair Curry introduced the item and deferred to Chief of Police Jay Johnson, for a PowerPoint
presentation of the Police Department's budget.
Chief Johnson presented a brief background of his experience and qualifications, focusing on stewardship at a very early age. He addressed consideration of the budget, cuts, zero-based
budgeting and staffing, outsourcing, and budget overview and execution.
Discussion followed regarding areas that could change, understanding overtime, and whether the definition of overtime for the Police Department is consistent with other bargaining units.
City Manager Dave Kiff noted that overtime is time and a-half but that there is a different way of
calculating it as compared to doing shift work within the Fire Department.
Chief Johnson addressed service indicators, the Performance Plan, crime statistics, calls for service, the various Department Divisions, civilianized positions, creating career paths, and
inclusion of IT and fleet within support services.
Discussion followed regarding the process for determining staffing, plans for civilian positions, whether benchmarking studies have been performed, comparisons with other agencies,
participation by the school district in salaries of specific positions and duplicative services that could be done in-house.
Chief Johnson continued with the presentation addressing revenues, fee recovery, grants
received, Risk Management, new audit policy, the Support Services budget including fleet maintenance, contracted services and leased vehicles versus owned vehicles.
Discussion followed regarding the vehicle replacement policy, benefits of consolidating fleet
services with nearby agencies, consolidating vehicles as a revenue source, and whether there is room for increased efficiencies.
Chief Johnson noted that the Department has been making changes for improvements and is
very efficient, at present.
City Manager Kiff added that thorough and aggressive evaluations have been made internally and externally.
Finance Committee Meeting Minutes November 12, 2015
Page 3 of 4
Ensuing discussion pertained to the model for patrol and traffic and whether they are standard,
tying salaries and benefits to service levels, differences in the Police and Fire Departments, staffing on the Peninsula, scheduling, and steps towards optimization.
Discussion continued regarding the effects of the OTS grant on the budget, individual incentive
pays contained in the MOUs, qualifiers for incentives, education/retention and bilingual pay.
Chief Johnson addressed total salary savings each year, overtime, the importance of having a team of experienced officers on the Peninsula, training, and reported that school districts pay for
half the salary of School Resource Officers.
A request was made for staff to provide a detailed fiscal and position schedule for the entire Police Department as well as summaries.
Chief Johnson addressed how civilianized and contracted personnel can or cannot be used for
optimization.
Discussion followed regarding General Insurance, self-insuring, changes and investments in technology, potential City liabilities, the need for a Training Sergeant to coordinate proper
training, and specialized vehicles/equipment. Additionally, discussion followed regarding positions eligible for overtime, holiday pay, tuition reimbursement, scholastic pay and related
time-and-service requirements.
In response to Mayor Pro Tem Dixon's question regarding whether the Finance Committee will review the upcoming proposed budget, City Manager Kiff addressed the process and stated he
reviews the Departmental changes and could present the proposed budget to the Committee.
Mayor Pro Tem Dixon requested percentages when comparing figures with prior years.
City Manager Kiff addressed challenges with Industrial Disability Retirement (IDR) cases noting that the State is very generous and that costs go into PERS rates. He provided various options
that could help with that and reported that staff is working to find solutions.
Discussion followed regarding the process in private industries and desk versus patrol jobs.
Chair Curry opened public comments.
Jim Mosher asked regarding sworn versus non-sworn officers and the need for public employees to swear an oath to the Constitution. He opined that safety officers are over-compensated
compared to the level of education and experience needed to enter the profession. He commented on the Police Chief being paid more than the City Manager. Additionally, he
addressed changes in compensation noting that changes cannot be made without amending the contract but wondered how the compensation has been going up. He commented on the budget
amount and stated he had to visit the website, Transparent California for information as to how much City employees are being paid. He addressed "fancy equipment" and felt that the cost of
some equipment seems excessive.
Laura Curran commented on the Administrative Assistant position listed as the only administrative position when there are others in the Police Department. Chief Johnson explained
that other administrative positions are listed as Community Services Officer (CSOs) and they support the other Divisions. He noted that the term "CSO" is broadly used within the Department,
and added that the CSOs interface with the public.
Finance Committee Meeting Minutes November 12, 2015
Page 4 of 4
VI. ADJOURNMENT
The Finance Committee adjourned at 4:41 p.m. to the next regular meeting of the Finance
Committee on December 10, 2015, at 4:00 p.m.
Filed with these minutes are copies of all materials distributed at the meeting.
The agenda for the Regular Meeting was posted on November 5, 2015, at 4:06 p.m., in the binder and on the City Hall Electronic Board located in the entrance of the Council Chambers at 100
Civic Center Drive.
Attest:
___________________________________ _____________________
Keith Curry, Chair Date Finance Committee Chair
CITY OF NEWPORT BEACH
FINANCE COMMITTEE STAFF REPORT
Agenda Item No. 5A December 10, 2015
TO: HONORABLE CHAIRMAN AND MEMBERS OF THE COMMITTEE
FROM: Finance Department
Dan Matusiewicz, Finance Director 949-644-3123, danm@newportbeachca.gov
SUBJECT: Underground Utility Assessment Deferral Program
SUMMARY:
At its October 13, 2015, meeting the City Council considered an Underground Utility Assessment Deferral Program and referred consideration of potential program ideas to the Finance Committee for
recommendation. The general plan would be designed to help resident property owners that may not have sufficient disposable income to pay the undergrounding assessment or utility connection costs. The
purpose of this staff report is to analyze potential options for recommendation to the City Council and facilitate discussion.
RECOMMENDED ACTION:
Provide the City Council with options and recommendations for programs focused on providing financial relief to resident property owners that may not have sufficient disposable income to pay the
undergrounding assessment or utility connection costs. FUNDING REQUIREMENTS:
The fiscal impact of this item is dependent on the level of public participation in the proposed loan
program and whether funding caps similar to the City’s 1989 deferral program are put in place. DISCUSSION:
An assessment district is a public financing mechanism that is initiated by interested citizens (proponents) who request the City to form an assessment district in order to assess their property to pay for the
construction of public infrastructure within a specified area. With underground utility assessment districts, all existing overhead utilities such as electric, cable television and telephone poles, and wires are
removed and the wires are placed in underground conduit. In the public right-of-way, this involves trenching, laying conduit lines in the trenches, installing new utility vaults, backfilling, repaving the street
and removing the overhead poles and wires. The assessment amount for the next several planned districts appears to average $20,000 per parcel. Property owners are responsible for connecting the
main service conduit in the public right-of-way to the property owner's home. This cost ranges between $1,000 and $4,000 and is not included in the assessment amount.
Underground Utility Assessment Deferral Program December 10, 2015
Page 2 Current Financing Mechanism
Upon successful formation of an assessment district, property owners may pay all or a portion of their
assessment in cash from any source, or allow the assessments to go out to bond. Individuals who pay off the assessment prior to the issuance of bonds will not incur costs associated with the bond financing. If
bonds are issued, the debt service is collected by the County Treasurer from district homeowners through the annual tax roll in semi-annual installments due no later than December 10 and April 10 of each year
until the assessment is paid in full.
The cost of improvements is spread in proportion to the benefit of properties within the boundaries of the
designated area. The annual amount due related to the assessment is likely to range between $1,400 to $1,600 per year depending on the precise amount of the assessment and the interest rate achieved by
the district financing. Subsequent to financing, property owners may still pay off the assessment but will have incurred the cost of financing and may be subject to an early bond call premium usually between 0
to 3 percent of the outstanding principal.
Staff has received a number of public inquires about whether the City will consider a deferral program for resident property owners within an underground utility assessment district that may not have sufficient
disposable income to pay the annual assessment.
Past Programs
In 1989, the City Council adopted a program that postponed payment of assessments until such time as
the property is transferred. The program required the City to make the interest and principal payments to the bondholders as they came due, subject to the homeowner showing of hardship, signing an
agreement, and recording a lien on the property. The City charged 7 percent interest per annum on all money advanced. Various requirements included (i) household income could not exceed $24,000 per
year; (ii) property owners must have at least 20 percent equity in the assessed value of the property; (iii) property owners must live in the property; and (iv) property owners must provide a copy of their last
Federal Income Tax form and a copy of the last property tax bill. To the best of staff’s review, no property owner took advantage of this program. See Exhibit 1, Attachment A for the 1989 Staff Report:
Postponement of Paying Assessments for Undergrounding Utilities in Corona Highlands (Assessment District No. 57). In 2010, the City Council developed a Utility Connection Grant Program to be funded using Community
Development Block Grant (CDBG) funds. The Utility Connection Grant Program covered a portion of the cost of utility hook-ups to income-qualified owner-occupants within an Assessment District. Program
grants were limited to actual costs up to a maximum of $5,000. This was limited only to the Connection Costs and not the Undergrounding Costs. See Exhibit 2 for the 2010 Staff Report: Utility Connection
Grant Program Policy Amendment. Ten people filled out initial applications. Eight were deemed eligible. None fully completed the application process.
Potential Options for a Deferred Assessment Program
Option 1: City Loan/Deferral Program
Some proponents have suggested the City offer a deferred assessment program whereby qualified
applicants could defer all payment of their assessment until the property transfers to their heirs or a new owner. All principal and accumulated interest would become payable at this time. Under this option,
interested property owners would submit an application to the City. Based on criteria approved by the City Council, staff would review the application and order any title reports and insurance the City deemed
necessary. If the application was approved, the applicant and the City would enter into a promissory note agreement that would be evidenced by a deed of trust recorded against the property in addition to the
Underground Utility Assessment Deferral Program December 10, 2015
Page 3 assessment lien. The City would pay the principal and interest assessment on behalf of the property owner as it became due. The principal amount of the assessment would be financed by the City in the
same manner as the property owners that choose not to pay the assessment during the cash collection period.
The City would track the payments made on behalf of the approved applicant. Interest would accrue on
the payments made by the City, at an agreed upon rate, and would become part of the promissory note balance. Upon transfer of the property or other qualifying events, the promissory note would become due
and payable to the City.
To limit the exposure and the amount potentially tied-up in the program, we propose a cap on the total amount available to an amount no greater than 5 percent of the total assessment. For AD 117 which is
approximately $5 million, the cap would limit the total loan exposure to approximately $250,000. We recommend the interest rate be derived by the interest rate achieved by the district financing as a whole, to compensate the bondholders, plus a margin to compensate the City for accepting a 20 year,
balloon-payment loan. Other proposed loan requirements and procedures are documented in Exhibit 1, Attachment C. A comparison of similar program requirements are document in Exhibit 1, Attachment B
and the 1989 program requirements are documented in Exhibit 1, Attachment A.
Option 2: CDBG City Grant Program
The Community Development Block Grant (CDBG) Fund is used to account for revenues and
expenditures relating to the City's Community Development Block Grant program. These funds are received on a reimbursement basis from the Federal Department of Housing and Urban Development
(HUD) and must be expended in accordance with the City’s 5-year Consolidated Plan (Con Plan) and 1-
year Action Plan (Action Plan). Funded programs must meet one of three national objectives outlined in CDBG regulations: 1) benefit low- and moderate-income people, 2) eliminate slums and blight, or 3) meet an urgent need (e.g., natural disaster relief). At least 70 percent of CDBG expenditures must benefit low-
and moderate-income people. Pursuant to CDBG regulations, low- and moderate-income households are
those with incomes that do not exceed eighty percent of the area median income (AMI) based on household size. For a point of reference, the eighty percent of AMI figure for a household of four is
$74,950. The 2010 CDBG utility hookup grant program targeted households at fifty percent of AMI. For a
household of four, the fifty percent limit is currently $46,850. As noted, the 2010 program did not include
undergrounding costs and was limited to a maximum $5,000 grant. None of the applicants for the 2010 program completed the process and all CDBG funds were reprogrammed to other activities. One of the reasons for low interest in the program may have been the income limit that was established at fifty
percent of AMI. The City could consider reestablishing the program with the income limit set at eighty
percent of the AMI. This small change would increase the number of potential households that might qualify. Either way, verification of household income would be necessary to qualify. The cost for utility
connections to the new underground system is likely to cost less than $5,000 per parcel and staff would recommend setting this amount as a cap.
Funding for the program would need to be established through the upcoming 2016-2017 Action Plan
starting July 1, 2016, since the City has fully allocated the current year’s CDBG funds. Next year’s grant could provide approximately $30,000-50,000 depending upon Federal appropriations and other
competing priorities. Another funding possibility is the proceeds from the sale of the Balboa Theater. The City used CDBG funds for acquisition of the Balboa Theater many years ago and the City is in the process of selling the property because the project has proven unsuccessful and the property is now considered surplus property. No final decision has been made, but the City is reviewing several offers at
this time. Proceeds from the eventual sale of the theater must be returned the CDBG fund and then reallocated in accordance with the Con Plan that will need to be amended to identify how the City plans to
Underground Utility Assessment Deferral Program December 10, 2015
Page 4 use proceeds from the sale. Allocating some funds to the utility hookup grant program is clearly a possibility.
The cost to amend the Con Plan would be nominal and could be accommodated within this year’s budget.
The amendment process can be completed within several months and must be done pursuant to the City’s Citizen Participation Plan.
Option 3: Private Financing Options
The City is not in the business of making loans and staff does not have industry expertise that may be readily available in the private sector. Under this option, the City would provide residents contacts and
educational information that may assist individuals explore financing from local, private sector banks and industry professionals.
ENVIRONMENTAL REVIEW:
Staff recommends the City Council find this action is not subject to the California Environmental Quality Act (CEQA) pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably
foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section 15378) of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3,
because it has no potential for resulting in physical change to the environment, directly or indirectly.
NOTICING:
The agenda item has been noticed according to the Brown Act (72 hours in advance of the meeting at
which the City Council considers the item).
Prepared and Submitted by:
/s/ Dan Matusiewicz _____________________________
/s/ James W. Campbell _____________________________
Dan Matusiewicz Finance Director James W. Campbell Principal Planner, Community Development
Exhibits:
Exhibit 1 – October 13, 2015 City Council Staff Report: Underground Utility Assessment Deferral Program
Exhibit 2 – October 26, 2015 City Council Staff Report: Utility Connection Grant Program Policy
Amendment
EXHIBIT 1
October 13, 2015, City Council Staff Report: Underground Utility Assessment Deferral Program
aEwcoRr
CITY OF
NEWPORT BEACH
C9 FO0.NP City Council Staff Report
October 13, 2015
Agenda Item No. 18
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: Dan Matusiewicz, Finance Director - 949-644-3123,
dmatusiewicz@newportbeachca.gov
PREPARED BY: Dan Matusiewicz, Finance Director
PHONE:949-644-3123
TITLE: Underground Utility Assessment Deferral Program
ABSTRACT:
Staff has received numerous inquiries from assessment district proponents and
opponents regarding the City's willingness to sponsor and administer an Underground
Utility Assessment Deferral Program. The program would be designed for resident
property owners that may not have sufficient disposable income to pay the annual
assessment. Such a program would allow property owners in impacted districts to
apply for an assessment deferment whereby the City would pay for the costs of the
assessment until the property transfers to their heirs, a new owner, or if the agreement
is breached in some way. The purpose of this staff report is to determine the City
Council's willingness to approve a new assessment deferral program and identify the
eligibility requirements, process and proximate terms.
RECOMMENDATIONS:
a) Provide staff direction as to whether Council supports a Deferred Assessment
Loan Program; and
b) If Council is in support of an Underground Utility Assessment Deferral Program,
provide input on the staff's recommended criteria and process outlined in Staff
Report Attachment C.
FUNDING REQUIREMENTS:
The fiscal impact of this item is dependent on the level of public participation in the
proposed loan program and whether funding caps similar to the City's 1989 deferral
program are put in place.
Underground Utility Assessment Deferral Program
October 13, 2015
Page 2
BACKGROUND:
An assessment district is a public financing mechanism that is initiated by interested
citizens (proponents) who request the City to form an assessment district in order to
assess their property to pay for the construction of public infrastructure within a
specified area. With underground utility assessment districts, all existing overhead
utilities such as electric, cable television and telephone poles, and wires are removed
and the wires are placed in underground conduit. In the public right-of-way, this involves
trenching, laying conduit lines in the trenches, installing new utility vaults, backfilling,
repaving the street and removing the overhead poles and wires. The assessment
amount for the next several planned districts appears to average $20,000 per parcel.
Property owners are responsible for connecting the main service conduit in the public
right-of-way to the property owner's home. This cost ranges between $1,000 and
4,000 and is not included in the assessment amount.
Current Financing Mechanism
Upon successful formation of an assessment district, property owners may pay all or a
portion of their assessment in cash from any source, or allow the assessments to go out
to bond. Individuals who pay off the assessment prior to the issuance of bonds will not
incur costs associated with the bond financing. If bonds are issued,
The debt service is collected by the County Treasurer from district homeowners through
the annual tax roll in semi-annual installments due no later than December 10 and April
10 of each year until the assessment is paid in full.
The cost of improvements is spread in proportion to the benefit of properties within the
boundaries of the designated area. The annual amount due related to the assessment
is likely to range between $1,400 to $1,600 per year depending on the precise amount
of the assessment and the interest rate achieved by the district financing. Subsequent
to financing, property owners may still pay off the assessment but will have incurred the
cost of financing and may be subject to an early bond call premium usually between 0 to
3 percent of the outstanding principal.
Staff has received a number of public inquires about whether the City will consider a
deferral program for resident property owners within an underground utility assessment
district that may not have sufficient disposable income to pay the annual assessment.
DISCUSSION:
Proposed Option for the City to Sponsor a Deferred Assessment Program
Some proponents have suggested the City offer a deferred assessment program
whereby qualified applicants could defer all payment of their assessment until the
Underground Utility Assessment Deferral Program
October 13, 2015
Page 3
property transfers to their heirs or a new owner. All principal and accumulated interest
would become payable at this time. Under this option, interested property owners
would submit an application to the City. Based on criteria approved by the City Council,
staff would review the application and order any title reports and insurance the City
deemed necessary. If the application was approved, the applicant and the City would
enter into a promissory note agreement that would be evidenced by a deed of trust
recorded against the property in addition to the assessment lien. The City would pay the
principal and interest assessment on behalf of the property owner as it became due.
The principal amount of the assessment would be financed by the City in the same
manner as the property owners that choose not to pay the assessment during the cash
collection period.
The City would track the payments made on behalf of the approved applicant. Interest
would accrue on the payments made by the City, at an agreed upon rate, and would
become part of the promissory note balance. Upon transfer of the property or other
qualifying events, the promissory note would become due and payable to the City. The
property owner could pay off the promissory note at any time without prepayment
penalty.
Other Deferred Property Tax or Assessment Programs
Deferred property tax and assessment programs are not prevalent in California but the
City is aware of a few. In February 2009, the State Legislature suspended the State
Controller's Office Property Tax Postponement Program designed to assist senior, blind,
and disabled homeowners with their property taxes. However, this program is
scheduled to be reinstated in September 1, 2016. Effective January 1, 2012, the
Governor signed AB 1090 (Chapter 369, Statutes of 2011), which allows each county, if
it wishes, to implement a property tax postponement program for properties located
within the county. This program is not currently available in Orange County. Only the
County Board of Supervisors has the authority to implement this program.
The City of Manhattan Beach currently offers an assessment district program and the
cities of Solana Beach and Rancho Palos Verdes are considering such programs. The
City of Newport Beach initiated a Deferred Assessment Program in 1989 in conjunction
with Assessment District 57 (Corona Highlands), included as Attachment A and
currently had a Utility Connection Grant Program through the City's Community
Development Block Grant (CDBG) program in 2010. Attachment B compares some of
the applicant criteria and program details between the aforementioned programs.
Risks
While many risks can be mitigated, Council should be aware that loan programs,
however carefully established, cannot eliminate all forms of risk.
Underground Utility Assessment Deferral Program
October 13, 2015
Page 4
Assessment liens are statutorily senior to mortgage deeds of trusts and other
non-tax liens on the property and are on a parity with liens in favor of ad valorem
taxes and assessments. The City's promissory note would be subject to and
subordinate to any existing or future liens for ad volerm taxes or assessments
and any existing mortgages or liens on the property. Accordingly, although the
property value-to-lien ratios are generally very high in Newport Beach, equity
may not be sufficient to cover the promissory note balance when any
combination of senior liens, reverse mortgages, insufficient or uncovered
property liability and hazard insurance erode the perceived home equity. In such
event, in order to preserve its loan, the City may have to cure defaults on senior
mortgages in the event of insufficient equity.
Title disputes may create legal burdens if title is obscured in any way and not
properly insured.
It is always possible that properties may transfer to new owners without sufficient
or obvious disclosure. It could be possible that the new owner will be required to
satisfy the obligation of the previous owner.
Property transfers may be difficult to detect if the property is placed in a trust or
assumed by family members or other non-traditional transactions.
Other Considerations
The City is not in the business of making loans and staff may not have industry
expertise that may be readily available in the private sector.
The cost of creating and administering a program that may have low enrollment
may not be an efficient use of staff time.
Loan programs do require additional staff time to administer. Applications need
to be thoroughly reviewed, and proper title and appraisal documents may need to
be secured. Property owners and real estate agents often need information
quickly when refinancing or property sale transactions are in progress.
The City does not currently maintain a loan database application to archive and
administer applications which may require some investment in time and money.
The loan deferral will increase the amount of debt on the property as the property
owner will be reimbursing the City for interest on the assessments and paying
interest on the City deferral loan.
Staff's Initial Criteria Recommendations
If the City Council chooses to approve a new assessment deferral program, staff can
administer or outsource the administration of such a program. Pending continued
review of the necessary program details staff has prepared a summary of initial
application process criteria to obtain Council's guidance. Attachment C summarizes the
Underground Utility Assessment Deferral Program
October 13, 2015
Page 5
proposed program requirements and tasks associated with an assessment district
deferral program. If conceptually approved, staff would return with additional or refined
program details and the proposed contours of a promissory note agreement for Council
consideration and approval.
ENVIRONMENTAL REVIEW:
Staff recommends the City Council find this action is not subject to the California
Environmental Quality Act (CEQA) pursuant to Sections 15060(c)(2) (the activity will not
result in a direct or reasonably foreseeable indirect physical change in the environment)
and 15060(c)(3) (the activity is not a project as defined in Section 15378) of the CEQA
Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no
potential for resulting in physical change to the environment, directly or indirectly.
NOTICING:
The agenda item has been noticed according to the Brown Act (72 hours in advance of
the meeting at which the City Council considers the item).
ATTACHMENTS:
Attachment A - 1989 Staff Report: Postponement of Paying Assessments for
Undergrounding Utilities in Corona Highlands (Assessment District No. 57)
Attachment B - Eligibility Requirements of Assessment Deferral Programs
Attachment C - Proposed Program Requirements and Tasks Associated with an
Assessment District Deferral Program
ATTACHMENT A
1989 Staff Report: Postponement of Paying Assessments for Undergrounding
Utilities in Corona Highlands (Assessment District No. 57)
18-6
July 10, 1989 a f
CITY COUNCIL AGENDA
ITEM NO . J-2
TO: CITY COUNCIL
FROM: Public Works Department
SUBJECT: POSTPONEMENT OF PAYING ASSESSMENTS FOR UNDERGROUNDING UTILITIES IN
CORONA HIGHLANDS (ASSESSMENT DISTRICT NO. 57)
RECOMMENDATIONS:
Adopt criteria listed below for determining eligibility of property
owners for City help in postponing payment of assessments .
DISCUSSION:
After a public hearing held on June 26, 1989 , the City Council
adopted resolutions forming Assessment District 57 , and approved a budget
amendment from the General Fund in the amount of $40,000 to assist property
owners who have a hardship resulting from the formation of the assessment
district by allowing them to postpone payments on their assessments until such
time as the property is transferred. The staff was directed to develop
criteria for determining who would be eligible for assistance from the City.
The standards for .postponing .payment .of assessments are partially
based on the Senior Citizens Property Tax Postponement Law, Section 20581 and
following of the Revenue and Taxation Code of the State of California. The
program is based on the assumption that the City will help a few hardship cases
by paying their assessments , and the Corona Highlands Homeowners Association
will help .property owners reconnect individual service connections .
It is recommended that the City make the interest and principal
payments to the bondholders as they come due, subject to a showing of hardship,
the signing of an agreement and the recording of a lien on the property. The
entire amount advanced, including interest, will become due and payable when the
property is transferred. Interest will be charged by the City at the rate of 7%
per annum on all money advance including interest and other expenditures
made to satisfy the City that there are no other prior claims against the
property. The City will agree not to demand payment until the property is
transferred. The City's interest can be protected by requiring that the
property owner have at least a 20% equity in the assessed value of the property.
CRITERIA
1. Each claimant applying for postponement of his assessment shall complete an
application under penalty of perjury with the City on a form supplied by
the City. The claim shall contain evidence acceptable to the City that
formation of the assessment district has worked a hardship on the claimant.
v 18-7
Subject: Postponement of Paying Assessments for Undergrounding Utilities in
Corona Highlands (Assessment District No. 57)
July 10, 1989
Page 2
2. The claim form will include, in addition to the address of the property and
the County Assessor 's parcel number, a list of any other encumbrances
against the property. The City will obtain Litigation Guarantees at an
estimated cost of $250 per parcel , which will disclose existing encumbrances
on the property. The cost of the Litigation Guarantees will be added to the
costs of the principal and interest payments advanced to the property
owners.
3. Claimant must provide any other information deemed by the City necessary to
establish eligibility.
4. The claim shall include a copy of claimant ' s last Federal Income Tax form
and a copy of the last property tax bill .
5. Claimant must own and reside in the dwelling on the property for which the
assessment is to be postponed.
6. No person with a household income exceeding the approximate amount of
24,000 per year shall be deemed to be eligible unless circumstances warrant
special consideration. In case the number of applicants exceeds the amount
of funds available, priorities shall be given to claimants in the following
order: .
a. Lowest household incomes .
b. Highest minimum age of the property owners. If there is more than one
owner, the age of the youngest will be the determinant .
Attached is a copy of a suggested application form.
Benjamin B. Nolan
Public Works Director
KP:so
Attachment
18-8
CITY OF NEWPORT BEACH
OFFICE OF THE CITY MANAGER
SPECIAL ASSESSMENT POSTPONEMENT CLAIM FORM
Assessment District No. 57
Undergrounding Utilities in Corona Highlands)
1989
1. Name of claimant .
2. Social Security No.
3. Date of birth.
4. Spouse's name.
5. Spouse' s Social Security No.
6. Spouse' s date of birth .
7 . Total household income (including Social Security) .
8. Address of property.
9 . County Assessor ' s Parcel No. of property.
10. Existing encumbrances against the property.
11 . Is your residence based on a leasehold (possessory) interest?
12. Is your residence based on a life estate or under a contract of sale?
13. Is your property used for rental or business?
14. Did you and all other recorded owners (spouses and direct-line relatives excepted)
live in your home on June 26, 1989?
15 . To the best of your knowledge, the date you purchased your home.
16. Additional comments that will assist the City in determining eligibility.
18-9
SPECIAL ASSESSMENT POSTPONEMENT CLAIM FORM
Assessment District No. 57
Undergrounding Utilities in Corona Highlands)
age 2
Note: To qualify for postponement of the assessment, Line 7 must be $24,000 or less
unless special circumstances warrant exception to the rule.
SIGN THE COMPLETED FORM, AND ATTACH ALL REQUIRED DOCUMENTS. A copy of your most recent
federal income tax form and 1988 County property tax bill must be attached .
Under penalty of perjury, I declare that this claim, including any accompanying
documents, is to the best of my knowledge true, correct and complete.
Signature Date
Telephone Number ( )
ction by the City:
ignature Date
18-10
ATTACHMENT B
Eligibility Requirements of Assessment Deferral Programs
18-11
Eligibility Requirements of Assessment Deferment Programs
Minimum Age Disability Y/N Other Income Limit Cash Investment Limit Home Equity
Manhattan Beach Applicant or spouse must be at Blind or Disabled in Assessed property must be Tiered contribution of Assets may not exceed$1 Assessment loan
least 62 years old or meet the accordance with primary residence and owned 0%-S%up to Defined million,excluding amount from the City
disability definition standards used by the by applicant or spouse or held Taxable Income of property in question and plus residential debt
Internal Revenue in a revocable trust by aplicant $100,000,whereby cash value of life senior to it,may not
Service for tax return or spouse' eligibility phases out insurance,but includes exceed 80%of the
purposes assests in a revocable value ofthe property
trust appraisal and title
report required)
State of California Applicant must be 62 years of Blind or Disabled,based Assessed property must be Total Household N/A Has at least 40%equity
age or meet the disability on the Social Security primary residence and owned income of$35,500 or in the property each
Administration and occupied by applicant' less,as defined by year an application is
definition(proof Revenue and Taxation submitted
required every year) Code 20503 and 20585a
Newport Beach-1989(Corona Highlands) See below` See below` Claimant must own and reside Total Household See below`Has at least 20%equity
in the dwelling on the property income of$24,000 or in the property each
for which the assessment is to less(including Social year an application is
be postponed Security).$45,000 submitted
adjusted for CPI.
Newport Beach-CDBG Utility Connection a N/A N/A All properties assisted must be Tiered limits range from N/A N/A
single-family residential 1-8 in household size
properties or owner-occupied and$32,550 and
duplexes located within the $61,350 in family
city limits of Newport Beach income.Family Income
includes manufactured includes all income
homes)from all family
members living in the
household to be
repaired
All these requirements must apply in order to inititally qualify.A registered domestic partner under the laws of the State of California will be considered a spouse.
eAccording to the State of CA,pursuant to Revenue and Taxation Code section 20583(d)(1),40%may now be the requirement on home equity-20%may no longer be allowable as of 9/2016.
The rest ofthe determining factors will be based on the funds available with priority given based on lowest household income and highest minimum age of the property owners(if more than one owner,the age of the
youngest will be the determinant).
Assistance is a maximum one-time grant of$5,000 per household,not a loan as the others.Work appears to be arranged household by household with contracting/contractor requirements outlined by the City.
18-12
ATTACHMENT C
Proposed Program Requirements and Tasks Associated with an Assessment
District Deferral Program
18-13
Attachment C:Proposed Program Requirements and Tasks Associated with an Assessment District Deferral Program
Responsible Party
One-Time or
Requirements Ongoing City Staff Applicant Staff Recommendation Notes
1 Establish a minimum age to participate in One-Time Review Submit IRS 1040 Applicants who are at least 65 years old,are blind,or
the loan program. and supporting disabled in accordance with standards used by the IRS for
schedules. tax purposes will be eligible to participate in the loan
program.
2 Primary place of residence Review Assert and Property must be the primary place of applicant's
submit evidence residence.
of primary
residence.
3 Submit and review supporting One-Time Review Submit IRS 1040 Household income shall not exceed Orange County median Household income is defined as"Total
documentation to verify income and supporting income applicable to household.The 2015 limit for a single Income," plus"Tax-Exempt Interest"plus
schedules. person household is$61,050,a 2 person household is any non-taxable Social Security income
69,750,a 3 person household is$78,500 and a 4 person received as definedon the IRS 1040 and
household is 87,200. supporting schedules.
4 Submit documents to support the market Review Submit cash& The market value ofall cash,investments,cash value of
value of cash and investment holdings.investment insurance policies,and interest(s)in LLP,LLC,S Corps,
statements from Trusts and Partnerships shall not exceed$500,000.
all sources of
income.
5 Assess loan to value ratio. One-Time Review Submit Assessment plus secured debt may not exceed 60%of the Supporting documentation shall include
supporting value of the property the statements evidencing the balance of
documentation. 1st&2nd mortgage and any other notes
and liens recorded against the property.
6 Conduct home appraisal to establish value One-Time Review Submit Appraisal shall be required if total secured debt exceeds
if necessary. appraisal. $750,000 or if property is undeveloped or has been
significantly impaired by a hazard(fire,Flood,earthquake
etc).
7 Establish Ownership Rights One-Time Review Submit Title Conduct title search. Fees paid by applicant.
Report
8 Title Insurance One-Time Review Submit Acquire litigation guarantee or other title policy. Fees paid by applicant.
supportingdocumentation.
9 Submit Executed Promissory and Deed of One-Time Execute& Record Trust Deed against applicant's property.
Trust Record
10 Remove assessment payment from annual Ongoing Exclude City Should pay bondholder paying agent directly(pending
tax levy assessment further legal review).
s from levy
11 Make principal and interest payments to Ongoing Monitor N/A Payments made to Trustee/Paying Agent.
bondholders on property on an semi-
annual basis.
12 Monitor the sale or transfer of property on Ongoing Monitor Monitor the sale or transfer of properties subject to the loan
an ongoing basis. to ensure that ensure the loan is paid off and the
assessment lien is removed.
13 Providing pay-off quote upon request. Ongoing Respond N/A
14 Respond to real estate inquiries that may Ongoing Respond N/A
arise for properties with an assessment
lien.
15 Update promissory note balance as Ongoing Record Apportion interest on the City payments at the same rate Promissory note is subordinate to 1st
payments are made and record interest as the issued bonds(Net Interest Cost)plus 1%. mortgage and all other senior secured
accrual.debt.
18-14
EXHIBIT 2
Utility Connection Grant Program Policy Amendment
CITY OF NEWPORT BEACH
CITY COUNCIL STAFF REPORT
Agenda Item No. 14
October 26, 2010
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: Planning Department
Kathlyn Bowden, AICP, Economic Development Coordinator
949 - 644 -3230, kbowden(a)newportbeachca.gov
SUBJECT: Utility Connection Grant Program Policy Amendment
ISSUE
Staff is requesting Council approval of a minor amendment to the Community
Development Block Grant ( "CDBG ") funded Utility Connection Grant Program Policy
Policy "). Housing and Urban Development ( "HUD ") funding became available after
some eligible residents had already commenced work. The proposed amendment
allows for reimbursement to eligible homeowners that can provide qualifying
documentation.
Review and approve the proposed amended Policy ( "Attachment A ") to allow for the
participation of eligible households on a reimbursement basis subject to submission of
qualifying documentation.
DISCUSSION
The Utility Connection Grant Program ('Program ") was authorized by Council on April
27, 2010, as part of the CDBG Action Plan to alleviate resident concerns about the
impact of private connection costs for eligible households. The Policy to implement the
program was adopted August 10, 2010. The Council approved Policy defines eligible
households as owner - occupants of properties located in an undergrounding
Assessment District with household incomes at or below 50% of Area Median Income.
To ensure cost - reasonableness, eligible households must obtain and submit not less
than three (3) contractor bids to the City for the work to be performed. Grant
assistance is capped at a not to exceed $5,000 and must be approved by the program
Screening Committee consisting of the Economic Development Administrator,
Economic Development Coordinator and the Program Consultant.
Utility Connection Grant Program Policy
October 26, 2010
Page 2
Policy Amendment
As originally conceived the applicant would start the grant process prior to soliciting bids
and hiring a contractor. Due to delays in the HUD approval of the grant program and the
continued implementation and construction of Assessment District 103, potentially
eligible households could not get grant approval prior to initiating construction. Staff has
received inquiries from Assessment District 19 where residents have begun the process
in advance of grant approval. Strict application of the current grant policy would
suggest that potentially eligible households could not receive the grant. Staff believes it
prudent to amend the Program Policy to allow for eligible applicants to participate in the
program via reimbursement, provided that the procurement, contracting and owner -
contractor payment process was carried out and documented in accordance with the
CDBG requirements. The proposed amendment establishes a secondary procedure for
reimbursement while retaining the original procedure for subsequent Districts.
Program Status
As of the date of this report, the City has received six (6) applications, of which one (1)
is eligible to participate, two (2) were denied because the households exceed the
income limits, and three (3) applications are pending further review upon receipt of
required supporting documentation from the applicants.
Environmental Review
The program policy amendment accompanying this staff report is not subject to the
California Environmental Quality Act ( "CEQA ") pursuant to Sections 15060(c)(2) (the
activity will not result in a direct or reasonably foreseeable indirect physical change in
the environment) and 15060(c)(3) (the activity is not a project as defined in Section
15378) of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3,
because it has no potential for resulting in physical change to the environment, directly
or indirectly.
Public Notice
This agenda item shall be noticed according to the Brown Act (72 hours in advance of
the public meeting at which the City Council considers the item).
Utility Connection Grant Program Policy
October 26, 2010
Page 3
Funding Availability
The City's 2010 -2011 CDBG allocation is $385,189. On April 27, 2010, the City Council
approved $65,922 in funds for the Utility Connection Grant Program as part of the 2010-
2011 CDBG Action Plan. Funds for this program are included in City Budget Account
No. 2730 -8556. No additional funds are necessary to continue program implementation
Prepared by:
l G ce/XKathlynBowden, AICP
Economic Development Coordinator
Submitted by:
Ja esW. Camp ell
Acting Planning Director
Attachment A: Amended Utility Connection Grant Program Policy
Attachment A
Amended Utility Connection Grant Program Policy
UTILITY CONNECTION GRANT
PROGRAM POLICY
Au 00ctober 26, 2010
Keith D. Curry - Mayor
Michael F. Henn - Mayor Pro -Tern
Leslie Daigle - Council Member
Nancy Gardner- Council Member
Steven Rosansky -Council Member
Edward D. Selich - Council Member
Don Webb - Council Member
Utility Connection Grant Program
I. PROGRAM DESCRIPTION
The purpose of the Utility Connection Grant Program (UCP) is to assist low- and
moderate - income owner - occupants of single - family detached, attached, condominium,
manufactured, or mobile home properties and duplexes located within the Newport
Beach city limits with the preservation of decent safe and sanitary housing. The UCP
makes improvements considered necessary to eliminate blight, promotes the
construction of healthy, sustainable and resource - efficient housing, and corrects
building, health and safety code violations.
Program funds may be used to complete utility connection projects only, inclusive of
costs for the construction contractor performing the utility connection work, City permits
and inspection fees, hazardous materials testing fees and any document recordation
fees that may be applicable.
II. SOURCE OF FUNDS
UCP projects will be funded from the City's annual allocation of Community
Development Block Grant (CDBG) funds. The City of Newport Beach receives these
funds from the U.S. Department of Housing and Urban Development (HUD) because it
is a CDBG Entitlement City. Funds for the UCP may be approved by the City Council
each fiscal year as part of the City's Annual HUD Action Plan process.
III. PROGRAM GRANTS
Program grants are limited to actual costs up to a maximum of $5,000 and must be
approved by the City's Screening Committee consisting of the Economic Development
Administrator, Economic Development Coordinator and the Program Consultant.
Homeowners are eligible for one (1) UCP grant in any ten (10) year period. Should
utility connection costs exceed $5,000; the homeowner will need to show proof of
additional funding to complete construction costs in excess of the grant.
Program grants may be made to the income - qualified owner - occupant(s) of residential
dwellings located within the city limits of the City of Newport Beach. "Owner- occupant"
is defined as holding title to the dwelling as their principal and sole residence.
Subsequent to the recordation of the Notice of Completion, the homeowner has no
financial obligation to the City in connection with this program.
IV. ELIGIBILITY CRITERIA
A. Eligible Applicants
Eligible applicants are income - eligible owner - occupants of single - family
detached, attached, condominium, manufactured, or mobile home properties and
duplexes located within the Newport Beach city limits. Program grants may only
be made to owner - occupants with clear title to the property in need of utility
connection. As a prerequisite to eligibility, an applicant must be willing to correct
all current code violations visible from public right -of -way.
City Council Members, Commissioners and any employee, official or agent of the
City who exercises any policy or program decision - making function in connection
August 190ctober 26 2010 1 Program Policy
w
Utility Connection Grant Program
with the Program are ineligible for assistance under the Program. This policy
extends for a period of two (2) years beyond an individual's disassociation with
the City of Newport Beach in such a capacity.
B. Eligible Household Income
Owner - occupant household income may not exceed 50% of the Orange County
Area Median Income adjusted for household size as promulgated by the U.S.
Department of Housing and Urban Development.
The determination of annual household income shall be made in accordance
with the "Annual Income" determination methodology as defined at 24 CFR Part
5. No other method of income determination shall be used.
C. Eligible Improvements
Program grants may be expended solely for private utility connection / hook -ups
and necessary repairs related directly to the utility connection itself.
D. Eligible Costs
Program grant proceeds may also be used for any Program fees, such as but
not limited to permits and other project - related soft costs that are necessary to
implement the project.
V. IMPLEMENTATION
A. Administration
The Newport Beach Planning Department - Economic Development Division
Staff ( "Staff ") shall administer the Program. As used herein, the term "Staff' may
include either employees or consultants of the Department under the direction of
the City Manager or his /her designee. The administration of the Program
including, without limitation, application evaluation procedures, utility connection
assessments, cost estimation, bid solicitation, contractor selection, construction
management, inspection, disbursement of Program funds and processing of the
Notice of Completion will be managed in accordance with this Policy.
The City Manager or his /her designee shall be responsible to ensure that UCP
Implementation Guidelines are maintained and updated periodically to ensure
compliance with all U.S. Department of Housing and Urban Development policies
and regulations. The Implementation Guidelines shall conform to this approved
Policy.
B. Application
For the 2010 -2011 and the 2011 -2012 CDBG Fiscal Years, income - qualified
owner - occupant households in the City's Utility Assessment Districts shall have
first priority for grant funds, subject to availability. Applications for participation in
the Program shall be distributed by the City of Newport Beach Planning
Department — Economic Development Division to households requesting them.
4ugust 4 )October 26 2010 Program Policy
Utility Connection Grant Program
Grant funding priority shall be based on a first -come, first - served basis
determined by receipt of completed application. Applications will be reviewed for
completeness upon submission. Applicant will then either be informed of
materials necessary to complete the application or be given a file number for
their completed application.
The program application must be completed in its entirety and submitted
together with the following documentation:
1. Application Form;
2. Copy of applicant(s) valid government- issued photo identification;
3. Verification of Personal Income, which must include, but is not limited to the
Applicant's most recent signed Federal Income Tax Return, three (3) most
recent pay stubs, three (3) most recent bank statements, and statements or
other acceptable documentation of all other income sources and asset
accounts;
4. Proof of ownership of the eligible property such as a copy of the Deed of
Trust, Grant Deed or State Mobile Home Registration;
5. Proof of occupancy at the residence by providing a copy of a current utility
bill and a copy of a bill that is 6 -12 months old (however not a water or trash
bill),
6. A prioritized and itemized list of the construction work requested to be done;
7. Acknowledgement form for Receipt of lead based paint brochure;
8. Copy of latest property tax bill; and
9. Copy of homeowner's current insurance policy to include liability and flood
insurance, as applicable.
Staff shall review the completed application for income eligibility and owner -
occupant status. Applicant shall then be informed of whether they are eligible or
ineligible to participate in the Program. Ineligible applicants shall receive a letter
stating the reasons for their ineligibility and a copy of the letter will be put in their
file. Staff shall place the eligible property owner's name on a list of eligible
projects in the order of application receipt and approval. Therefore, those
applicants who submit all requested documents with the Application in the
shortest time frame will have the highest priority for assistance under the
Program.
Actual grant funding is subject to CDBG funding availability. Staff's eligibility
determination is not a commitment of funds. Funds shall only be committed
upon the approval of the Screening Committee and full execution of the Grant
Acceptance Agreement.
C. Pre - qualification. Evaluation and Screening Committee Review
1. Pre - qualification — Each application filed will be dated and processed in the
order received. Staff will review applications for completeness and verify
property eligibility. Incomplete applications will be returned to the applicant.
Staff shall notify all ineligible applicants of their status by letter.
2. Screening Committee Review — The Screening Committee shall consist of
the Economic Development Administrator, Economic Development
August 19October 26 2010 3 Program Policy
Utility Connection Grant Program
Coordinator and the Program Consultant. The Screening Committee will
consider complete application packages for approval. In order to proceed, all
Screening Committee members must approve all Program grants.
D. Bidding and Contractor Selection Procedures for Contracts Paid on Behalf of
Applicant
E.
The applicant shall solicit bids (in accordance with the Implementation
Guidelines) from contractors for completion of the utility connection work.
Owners shall solicit bids from C -10. A, or general -B- Licensed contractors4or
RidRid 1' 'f..4' beS^vncnucror^1^- can-oc
rnade Of IiGensed specialty GentFactor6 f the Work DeGGFiptiGn involves a single
Once the owner has received
three (3) or more bids from qualified contractors, the owner shall submit three (3)
or more bids to the City for review. The bid evaluation shall result in the contract
award to the lowest responsible, responsive bidder. Prior to contract award,
Staff will confirm contractor eligibility by:
1. Checking the contractor's license status with the Contractors State License
Board (www.cslb.ca.gov);
2. Checking the contractor's Federal debarment status with the Excluded
Parties Listing System (www.epIs.gov);
3. Obtaining a copy of the contractor's current City of Newport Beach Business
License; and
4. Obtaining additionally insured General Liability ($1 million general aggregate
coverage) and Workers Compensation (statutory coverage) insurance
certificates.
Construction Phase
Staff will convene a pre- construction meeting with the owner and selected
contractor to review the Contractor Agreement, Work Description and Bid
Proposal Form, and to answer site - specific questions.
Three (3) calendar days following the execution of the Contractor Agreement,
Staff will issue the Notice to Proceed. Subsequent to obtaining the required
permits, the contractor will carry out the required work. Generally, work shall
commence no later than seven (7) days from the date the last Agreement is
executed by the affected property owners and work must be completed no more
than 30 -60 days after the start date (or as agreed upon by the owner and
contractor).
Property owners and Staff shall authorize the release of program funds in
accordance with the Improvement Agreement between the property owner(s)
and the City as well as the Contract Agreement between the property owner(s)
and the construction contractor as further detailed in the Implementation
Guidelines.
Bidding and Contractor Selection Procedures for Reimbursement to Applicant
August - 100ctober 26 2010 Program Policy
Utility Connection Grant Program
In the event that a UCP grant is approved by the Screening Committee
subsequent to the date when an applicant shall have reasonably contracted and
the eligible costs incurred Under this scenario the procurement contracting
and performance of work has already been carried out by the owner - occupant
and their selected contractor prior to UCP involvement In cases where
reimbursement is appropriate applicant approval by the Screening Committee
shall be determined subsequent to the receipt and review of copies of the
following documents from the applicant
Three (3) bids from C -10 A or B- licensed contractors for the same
scope of work:
A contract with the lowest responsive responsible bidder (Please
note that reimbursement will not be possible in circumstances where
the applicant entered into a contract with a bidder other than the
lowest responsible bidder.):
The contractor's City of Newport Beach business license and
The City of Newport Beach electrical permit
Prior to reimbursement Staff will confirm contractor eligibility by
1. Checking the contractor's license status with the Contractors State License
Board (www.cslb.ca.gov) and
2. Checking the contractor's Federal debarment status with the Excluded
Parties Listing System (www epls dov)
G. Project Closeout
Individual utility connection projects will be financially closed subsequent to Staff
approval of the work performed receipt of a written warranty from the contractor
indicating coverage of workmanship and materials for the work performed up to
one (1) year from the completion date as indicated on the signed -off City of
Newport Beach electrical permit -and the property owner's execution of a Notice
of Completion. To prevent persons or businesses associated with the project
from filing a lien against the property after the City has released all project funds,
the City shall withhold ten percent (10 %) of the construction contract from the
prime contractor until such liens may not longer be filed, which, in accordance
with California Civil Code Section 3116 is 30 calendar days following the
recordation of the Notice of Completion with the County Recorder's Office. To
allow for the receipt of mailed notification of any recorded liens, the City shall
withhold the ten percent (10 %) retention until 35 calendar days following the
recordation of the Notice of Completion.
For grants made on a reimbursement basis utility connection projects will be
financially closed (reimbursed to the applicant) upon receipt of the following
documents:
Contractor's invoice for payment
Unconditional Waiver and Release of Lien signed by contractor
Signed -off City of Newport Beach electrical permit
August 100ctober 26 2010 5 Program Policy
Utility Connection Grant Program
Before & after photos of the work performed including the electrical
box and the area(s) of your property that were trenched in order to
facilitate the underground conversion
Written warranty from the contractor indicating coverage of
workmanship and materials for the work performed up to one (1) year
from the completion date as indicated on the signed -off City of
Newport Beach electrical permit
A copy of the notice of completion; and
Cancelled check(s) (front and back) for all payments to the contractor
adding up to the contract price.
H. Approval of Program Legal Documents
All Program legal documents shall be approved as to form by the City's legal
counsel prior to their use.
Authority to Administer
The preparation and use of all required Program Implementation Guidelines,
manuals, forms, documents and agreements shall be administered by the
Planning Department — Economic Development Division under the direction of
the City Manager, or his /her designee, in accordance with this Policy. The City
Manager, or his /her designee, has the authority to waive eligibility requirements
and grant limits at his /her discretion to address critical home improvement
needs.
Aeggs€1 QOctober 26 2010 Program Policy
CITY OF NEWPORT BEACH FINANCE COMMITTEE
STAFF REPORT
Agenda Item No. 5B December 10, 2015
TO: HONORABLE CHAIRMAN AND MEMBERS OF THE COMMITTEE
FROM: Finance Department
Dan Matusiewicz, Finance Director 949-644-3123, danm@newportbeachca.gov
SUBJECT: Implementation of Budget Preparation Framework – Review of Operating Budget,
Session 3
SUMMARY:
During recent Finance Committee meetings, members discussed pursuing actions for bringing greater
transparency and accountability during the annual budget development process. Staff believes that following a proposed budget preparation framework consisting of budget principles, and associated
strategies and tactics can be a reliable vehicle for improving the City’s budget process. In furtherance of Budget Framework Tactic T.10.1, the goal of this presentation will be to familiarize members of the
Finance Committee with the elements of the Fiscal Year 2015-2016 Fire Department budget, provide opportunity for questions, and to gain clarity in the funding allocations for departmental programs.
RECOMMENDED ACTION:
In furtherance of Budget Framework Tactic T.10.1, review, ask questions, and provide comment relating
to the Fire Department Fiscal Year 2015-2016 operating budget.
DISCUSSION:
The Finance Committee expressed an interest in having greater involvement in the review of the proposed budget prior to its adoption by the City Council. During the September 16, 2015, Finance
Committee meeting, members discussed and agreed to pursue a Budget Preparation Framework for bringing greater transparency and accountability during the annual budget development process.
The Budget Preparation Framework consists of goals, strategies and associated tactics to facilitate the
establishment of priorities, guiding program activities, and allocating resources. Goals or “budget principles” represent statements that identify the broad goals that provide overall direction for the City and
serve as a basis for decision making. Strategic objectives are major accomplishments that the City seeks to achieve over a specified period of time to achieve its long term goals. Tactics identify what should be
done, that is, outline the specific tasks that must be accomplished to achieve the strategic objectives.
Certain members of the Finance Committee expressed a desire to be more involved in the early stages of the budget process, well in advance of the budget adoption by the City Council in May. Budget
development is typically well underway by February, the month that the Committee convened its first
Implementation of Budget Preparation Framework – Review of Operating Budget, Session 3 December 10, 2015
Page 2
meeting in 2015. Soliciting Committee input earlier will provide the Finance Committee with a better opportunity to be involved and better understand the proposed budget.
The goal of this presentation will be to familiarize members of the Finance Committee with the elements
of the Fiscal Year 2015-2016 Fire Department departmental budget, provide opportunity for questions, and to gain clarity in the funding allocations for departmental programs. This agenda item is in furtherance of Budget Framework Tactic T.10.1 and staff will schedule similar
Finance Committee presentations covering the operating budgets of other departments over the next few months. Budget Framework Tactic T.10.1:
Staff would take the Finance Committee (FC) through a series of three to four “deep dives” into
specific budget divisions or programs, with explanations about the Budget Detail and salaries,
benefits, contract service accounts, and more. Set aside enough time to do this without anyone
feeling rushed.
• Have each member of the FC identify 2-3 areas of interest – or questions they want
answered before they have a final discussion about the budget – and complete these to
general satisfaction prior to having the Council’s spring 2016 budget sessions for FY
16-17. This action will provide members with the context and understanding of the City’s programs in advance of the Fiscal Year 2016-2017 budget process and reinforce an environment of continual process improvement. Prepared and Submitted by: /s/ Dan Matusiewicz _____________________________
Dan Matusiewicz Finance Director
Attachments: A. Fire Department Fiscal Year 2015-2016 Operating Budget Performance Plan B. Fire Department Fiscal Year 2015-2016 Operating Budget Detail
ATTACHMENT A
Fire Department FY 2015-2016 Operating Budget Performance Plan
88 Department Budgets
MISSION STATEMENT
Protect life, property and the environment with innovative professionalism, and organizational
effectiveness using highly trained professionals committed to unparalleled service excellence.
VISION
The Newport Beach Fire Department will be engaged in the community, and recognized for
exemplary lifesaving services, fire protection, prevention and preparedness by investing in our
employees and the people we serve.
BASIC OPERATING PRINCIPLES
Safety, Service, Professionalism
CORE VALUES
Integrity, Teamwork, Caring, Respect, Innovation
DEPARTMENT OVERVIEW
Newport Beach has a full service fire department providing our residents and visitors with
exemplary customer service twenty-four hours a day. The terrain and geologic features create a
challenging and diversified environment influenced by residential, commercial, mercantile, retail,
and manufacturing businesses, as well as a wildland and ocean interface. In order to serve our
customers, the department has eight strategically located fire stations; three lifeguard offices on
the beach; and thirty-eight lifeguard towers.
The fire department is divided into five divisions, Administration, Fire Operations, Life Safety
Services, Emergency Medical Services, and Marine Operations. Our full service department
delivers advanced life support provided by paramedic/firefighters, basic life support provided
by EMT/firefighters and EMT/lifeguards, fire and building inspections, construction plan review,
special event permits, fuel modification/brush clearance, fire suppression, urban search and
rescue, ocean rescue, under water search and rescue, community emergency response teams,
and most of all public education on our beaches and in our schools.
The fire department continues on the path to change by exploring innovation, efficiencies,
effectiveness and new optimum, service delivery models. In fiscal year 2014-2015, significant
achievements in the move towards a more EMS focused delivery model were completed. Those
achievements were centered on the creation of the Emergency Medical Services (EMS) Division
with specialized staff and a restructured budget that accurately reflects ambulance transport and
Advanced Life Support expenditures. With nearly 80% of our calls for service being for medical
assistance, the new EMS Division will continue to ensure that the Fire Department provides the
fastest and highest quality of life-saving interventions possible. In fiscal year 2015-2016, we will
maintain our efforts to innovate and evolve our service delivery through the implementation
of a pilot study on the new model of community-based health care known as “Community
FIRE
Department Budgets 89
Paramedicine.” The fire department, along with other healthcare partners, will participate in the
pilot study where paramedics with advanced training function outside of their customary roles
to facilitate the most appropriate access to medical care. This innovative model of community-
based healthcare has sparked recent interest because of its benefits of improving access to
quality care while reducing costs.
In fiscal year 2015-16, the fire department will maintain full-time staff to meet strategic planning
needs, mitigate risks, balance responsibilities with operational priorities and protect capital
assets. Staff members will take leadership roles in the development of a Community Risk
Reduction Program; planning for replacement facilities; development of new succession planning
and training programs; and enhancement of department policies and procedures. In addition,
we will continue to carefully manage the utilization of professional contract service agreements
in EMS to train our personnel and update new protocols in line with continually evolving federal,
state, and local regulatory guidelines and in Life Safety Services for building plan checks.
KEY DEPARTMENT PROGRAMS
y Administration
y Emergency Medical Services
y Fire Operations
y Life Safety Services
y Marine Operations
Service Indicators
2012-13
Actual
2013-14
Actual
2014-15
Estimated
2015-16
Projected
Fire Responses 342 356 360 360
Medical Responses 7,716 7,751 8,000 8,250
Fire Alarm Responses 810 766 800 800
Other Emergency Responses 1,297 1,343 1,385 1,425
Fire Medics Memberships 5,296 5,239 5,000 5,000
Water Rescues 3,811 4,860 5,000 5,150
Lifeguard Medical Aids 8,045 6,318 6,500 6,700
Boats in Distress/Warnings 103 157 160 165
Beach Attendance 9,703,500 9,197,770 9,475,000 9,750,000
Preventive Marine Safety Actions 149,501 223,950 230,500 237,500
Annual Fire Inspection Activities 4,338 3,352 4,000 4,500
New Construction Plan Review Activities 586 813 840 870
New Construction Inspection Activities 716 1,729 1,780 1,830
Special Events 242 259 267 275
90 Department Budgets
TOTAL FIRE DEPARTMENT COSTS
GOALS
1. Assure success of self-funded programs (Junior Lifeguards, Fire Medics, START). Several Fire
sponsored programs create a large benefit to the community, as well as assist in preparing the
next generation to be safety conscious. Strategic management will maintain the excellence of
each program while assuring these programs are cost effective, thereby minimizing general fund
subsidization.
2012-13 2013-14 2014-15 2015-16
Actual Actual Estimated Adopted
Salaries and Benefits 30,044,007$ 31,328,629$ 36,102,730$ 35,458,974$
Maintenance and Operations 5,930,580$ 6,148,692$ 7,163,708$ 7,588,045$
Capital Equipment 260,105$ 124,891$ 413,677$ 199,266$
Total 36,234,692$ 37,602,212$ 43,680,115$ 43,246,285$
Performance Measures
Junior Lifeguards FY13 Actual FY14 Actual FY15 Estimated FY16 Projected
# Participants 1,309 1,409 1,343 1,350
$ Revenue $1,001,308 $1,081,732 $1,055,000 $1,060,000
$ Expenses (Labor, M&O)$1,033,561 $1,009,978 $1,078,850 $1,078,850
% Cost Recovery 97% 107% 98% 98%
START Triage Program FY13 Actual FY14 Actual FY15 Estimated FY16 Projected
# Orders Placed 89 42 45 45
$ Revenue $10,929 $4,838 $5,000 $5,000
$ Expenses (M&O)$7,723 $3,106 $3,000 $3,000
% Cost Recovery 142% 156% 166% 166%
Fire Medics FY13 Actual FY14 Actual FY15 Estimated FY16 Projected
# Participants 5,321 5,239 5,000 5,000
$ Revenue $255,416 $246,382 $240,000 $240,000
Department Budgets 91
2. Increase reimbursable training hours with College affiliation programs. A joint partnership
program with Santa Ana College provides a revenue stream from training hours completed by
field personnel. The program is supervised to assure fulfillment of specified core curriculum.
Revenue from the program funds a department Career Development program dedicated to
succession planning, increased workforce value, promotional opportunities and staff motivation
incentive. The amount of revenue reimbursed is based on training hours, as well as the number of
participants.
3. Increase the number of community outreach and educational programs. Continuous
educational prevention and preparedness programs extended to adults and youths are a priceless
investment in maintaining the value of our community. This interactive partnership expands the
reach of our fire staff in maintaining a safe environment for the enjoyment of our residents and
visitors. Not only is the community better informed on preventative measures, but also well-
equipped at any age level to deal with diverse types of emergencies.
PROGRAMS
ADMINISTRATION
CORE FUNCTIONS
y Leadership, direction, motivation, enforcement and supervision
y Succession planning
y Payroll processing
y Personnel facilitation
y Budget development, implementation and management
y Interdepartmental collaboration
y Procurement
y Support services
y Policy development and guidance
Performance Measures
FY13 Actual FY14 Actual FY15 Estimate FY16 Projected
# Training hours completed 321 323 320 320
$ Revenue reimbursed $122,685 $92,596 $100,000 $100,000
Performance Measures
FY13 Actual FY14 Actual FY15 Estimate FY16 Projected
# CERT Program Graduates 154 127 120 120
# Educational Presentations 172 212 200 200
92 Department Budgets
y Council proposals
y Intergovernmental relations
y Community engagement
WORK PLAN:
Fire Administration is the core of the
department providing leadership and
administrative support to all divisions
in order to achieve the organizational
missions and standards set by Fire Chief
Scott Poster. Assisting with oversight of
the Chief’s schedule and Department needs
is the Administrative Assistant to the Fire
Chief. All fiscal and administrative functions
of the Department are performed by the
Administrative Manager. The Fire Facilities
Coordinator manages the maintenance, repair,
and replacement of Fire Department facilities
and specialized equipment. Two part-time
Support Service Aides provide logistical
support to all eleven facilities.
WORK PLAN CONCENTRATION AREAS:
y Continue efforts to streamline the budget and create fiscal efficiencies. Focus on the
integration of current fiscal practices into the new ERP system.
y Implement strategic planning to chart a course for future innovation, efficiencies and
effectiveness throughout the emergency response delivery system. Oversee a new EMS
service delivery model to sustain exemplary emergency services.
y Continue to improve operational efficiencies and promote utilization of best practices
through policy and procedural revisions and new direction.
y Foster workforce excellence through improved methods of communication and clarity.
y Celebrate and recognize employees who deliver outstanding customer service.
y Develop a Fire Department Speakers Network made of up firefighters, lifeguards, and other
topical experts who are dedicated to assisting the department in speaking to community-
based organizations, schools and other targeted groups.
y Continue to protect capital assets including facilities and specialized equipment through
structured maintenance and repair programs.
Department Budgets 93
ADMINISTRATION PROGRAM COSTS
ADMINISTRATION BUDGETED STAFFING
FIRE OPERATIONS
CORE FUNCTIONS:
y Fire suppression
y Emergency Medical Services
y Urban Search and Rescue
y Fire investigation
y Hazardous materials response
y Training and certification
y Fire Explorer Program
y Media/Public Information
y Public Education and Community Training
2012-13 2013-14 2014-15 2015-16
Actual Actual Estimated Adopted
Salaries and Benefits 651,636$ 691,630$ 854,491$ 864,806$
Maintenance and Operations 218,329$ 293,757$ 231,468$ 186,590$
Capital Equipment -$-$-$-$
Total 869,965$ 985,386$ 1,085,959$ 1,051,396$
Positions FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16
SAFETY
Full-Time
Fire Chief 1.0 1.0 1.0 1.0
Total Full-Time 1.0 1.0 1.0 1.0
MISC
Full-Time
Administrative Analyst 1.0 1.0 - -
Administrative Manager - - 1.0 1.0
Administrative Assistant to the Fire Chief 1.0 1.0 1.0 1.0
Fire Facilities Coordinator - - 1.0 1.0
Total Full-Time 2.0 2.0 3.0 3.0
Part-Time
Support Services Aide P/T 1.0 1.0 1.0 1.0
Total Part-Time 1.0 1.0 1.0 1.0
Total Budgeted Staffing 4.0 4.0 5.0 5.0
94 Department Budgets
WORK PLAN
Fire Operations is committed to safeguarding the general welfare and economy of the City of
Newport Beach. The safety and well-being of residents, visitors, property and community is our
highest priority. Response time is provided by 8 strategically located fire stations, 119 full-time
suppression staff, and a fleet of 8 fire engines, 2 fire trucks, and 1 Urban Search and Rescue unit
(USAR). Calls for service cover a broad range which is generally classified into five categories
– fire suppression, technical rescue, emergency medical aid, hazardous materials and public
assistance.
WORK PLAN CONCENTRATION AREAS
y Implement Automatic Vehicle Location
(AVL) dispatching for emergency
response to decrease response times and
to ensure that the closest unit based on
exact geographic location is dispatched.
y Continue to collect response time data
to improve response times based on
empirical findings.
y Accept delivery of two new fire engines.
On schedule vehicle replacements
minimize operational mechanical
deficiencies resulting in improved service
delivery.
y Continue to review and update operating
policies and procedures to meet the
changing needs of the community.
y Upgrade response capability to communicable diseases to ensure protection of the
community and our staff.
y Work collaboratively with Public Works Department staff to plan for CIP projects for the
replacement of two fire stations.
y Continue to focus on staff training. This year’s training, developed and organized by the
Training Battalion Chief with the assistance of the staff Training Captain, will include:
professional development for company officers, leadership training to develop leaders in all
levels, ethics and risk management training for all personnel, and incident management and
command training.
y Conduct a marine rescue operations drill with grant funding provided by Urban Area
Security Initiative (UASI).
y Work collaboratively with Human Resources Department staff to develop promotional
training and testing.
Department Budgets 95
FIRE OPERATIONS PROGRAM COSTS
FIRE OPERATIONS BUDGETED STAFFING
2012-13* 2013-14 2014-15 2015-16
Actual Actual Estimated Adopted
Salaries and Benefits 22,163,707$ 22,975,685$ 23,824,570$ 22,715,041$
Maintenance and Operations 3,316,538$ 3,334,575$ 3,855,642$ 4,086,940$
Capital Equipment 159,489$ 65,162$ 265,455$ 144,077$
Total 25,639,734$ 26,375,422$ 27,945,667$ 26,946,058$
* Division 2351 for Fire Training is being absorbed into Fire Operations beginning FY 2012-13.
Positions FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16
SAFETY
Full-Time
Fire Assistant Chief 1.0 1.0 1.0 1.0
Fire Battalion Chief 1.0 1.0 1.0 1.0
Fire Captain 25.5 25.5 25.5 25.5
Fire Division Chief - 2.0 2.0 2.0
Fire Engineer 30.0 30.0 30.0 30.0
Fire Line Battalion Chief 3.0 1.0 1.0 1.0
Fire Paramedic 6.0 6.0 12.0 12.0
Firefighter 30.0 30.0 24.0 24.0
Total Full-Time 96.5 96.5 96.5 96.5
MISC
Full-Time
Department Assistant 1.0 1.0 1.0 1.0
Total Full-Time 1.0 1.0 1.0 1.0
Total Budgeted Staffing 97.5 97.5 97.5 97.5
96 Department Budgets
LIFE SAFETY SERVICES
CORE FUNCTIONS
y Fire code enforcement
y Fire code development
y Issuance of fire code permits
y Fire and Life Safety review for new
contraction and tenant improvement
projects
y Fire and Life Safety building inspections
y Fire and Life Safety special event
inspections
y Wildland vegetation fuel management
y Very High Fire Hazard Severity Zone
enforcement
y Hazardous materials disclosure program
y Community education programs
y Community preparedness
WORK PLAN
The Life Safety Services Division provides cost effective fire prevention, life safety, and
emergency preparedness services through education, enforcement and awareness. This is the
Department’s smallest division with a staff of seven dedicated to providing proactive, effective,
and efficient services. Staff is responsible for delivering a wide range of life safety technical
services and promoting community disaster preparedness by working cooperatively with
businesses, community partners, and individuals. Staff is committed to providing the highest level
of service and expertise in partnership with our community.
WORK PLAN CONCENTRATION AREAS:
y Ensure Records Management System (RMS) support for its core functions.
y Maintain a risk based fire inspection program designed to minimize risk and loss in
compliance with state of California mandated and required inspections.
y Confirm fire and life safety plan review turnaround times are in step with the Community
Development Department timelines to ensure a seamless and efficient customer experience.
y Build upon its nationally recognized community outreach, CERT, and preparedness programs
by continuing to implement innovative methods, curriculum, and tools.
Department Budgets 97
LIFE SAFETY PROGRAM COSTS
LIFE SAFETY BUDGETED STAFFING
EMERGENCY MEDICAL SERVICES
CORE FUNCTIONS
y Response to calls for emergency medical service
y Medical transport
y Emergency preparedness
y Training and certification
y Regulatory monitoring
2012-13* 2013-14 2014-15 2015-16**
Actual Actual Estimated Adopted
Salaries and Benefits 1,282,729$ 1,369,887$ 1,482,165$ 1,362,793$
Maintenance and Operations 629,232$ 683,998$ 740,357$ 652,791$
Capital Equipment 29,726$ 22,511$ 27,976$ 20,976$
Total 1,941,687$ 2,076,396$ 2,250,498$ 2,036,560$
*Divisions 2354, 2355 & 2356 became Division 2335 beginning FY 2012-13.
Positions FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16
SAFETY
Full-Time
Fire Assistant Chief 1.0 1.0 1.0 1.0
Total Full-Time 1.0 1.0 1.0 1.0
MISC
Full-Time
Community Preparedness Coordinator 1.0 - - -
Confidential Administrative Assistant 1.0 - - -
Department Assistant - 1.0 1.0 1.0
Emergency Services Coordinator 1.0 1.0 1.0 -
Fire Prevention Plans Examiner Non-Sworn 2.0 - - -
Fire Prevention Specialist Non-Sworn 2.0 - - -
Life Safety Specialist II - 4.0 4.0 4.0
Life Safety Specialist III - 1.0 1.0 1.0
Total Full-Time 7.0 7.0 7.0 6.0
Total Budgeted Staffing 8.0 8.0 8.0 7.0
98 Department Budgets
WORK PLAN
Emergency Medical Services provides the fastest and highest quality of basic and advanced life
support services to the residents and visitors of our community 24 hours per day. Services are
provided by 25 full-time, well trained and certified staff, and a fleet of 3 fire paramedic transport
units and 2 surge ambulances.
WORK PLAN CONCENTRATION AREAS:
y Participation in the Orange County
Community Paramedicine pilot study,
designed to study the feasibility and safety
of assessing and transporting 9-1-1 patients
with lower acuity conditions to urgent care
clinics instead of to the hospital emergency
departments. Provide advanced training for
up to 9 Paramedics for participation.
y Revitalize the Fire Medics Subscription
Program and START triage training materials
through updated brochures and expanded
distribution.
y Enhance training programs utilizing
contract nurse educators with oversight by
a physician medical director to ensure the
highest level of medical expertise of our EMT’s and Paramedics.
y Continue on a path to an optimum service delivery model that provides the fastest and
highest quality of life saving interventions possible.
EMERGENCY MEDICAL SERVICES PROGRAM COSTS
2012-13 2013-14 2014-15 2015-16
Actual Actual Estimated Adopted
Salaries and Benefits 1,969,474$ 2,082,853$ 5,438,799$ 5,859,202$
Maintenance and Operations 679,124$ 835,941$ 1,094,246$ 1,328,687$
Capital Equipment 41,981$ 12,286$ 57,783$-$
Total 2,690,579$ 2,931,080$ 6,590,828$ 7,187,889$
*EMS Personnel costs previously expensed to Fire Ops division. Budgeted in EMS division beginning
in FY 15.
Department Budgets 99
EMERGENCY MEDICAL SERVICES BUDGETED STAFFING
MARINE OPERATIONS
CORE FUNCTIONS
y Ocean, open water and beach safety
y Preventing and responding to ocean rescues
y Enforce City Municipal Codes and State Navigational Codes
y Providing emergency medical assistance to beach visitors
y Training and certification
y Junior Lifeguard program
y Underwater rescue dive team
y Rescue boat operations
y Urban Search and Rescue – swift water response
y Community education
y CPR instruction for schools
y Citywide Training and Emergency preparedness
y Grant management
WORK PLAN
Marine Operations provides year-round, high quality water rescue, emergency response,
prevention, and beach safety services. A staff of fourteen full-time, professionally trained and
certified Marine Safety personnel, along with 200 seasonal part-time lifeguards, maintain ocean
water safety for over 10 million beach and bay visitors annually.
Positions FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16
SAFETY
Full-Time
Fire Captain 4.5 4.5 5.5 5.5
Fire Paramedic 18.0 18.0 18.0 18.0
Total Full-Time 22.5 22.5 23.5 23.5
MISC
Full-Time
Department Assistant 1.0 1.0 1.0 0.0
EMS Division Chief 1.0 1.0 1.0 1.0
Senior Fiscal Clerk - - - 1.0
Total Full-Time 2.0 2.0 2.0 2.0
Total Budgeted Staffing 24.5 24.5 25.5 25.5
100 Department Budgets
WORK PLAN CONCENTRATION AREAS:
y Maintain an exceptional Junior Lifeguard program to educate and prepare our community
youth on ocean safety.
y Provide CPR, First Aid and Ocean Safety instruction to the community schools, CERT
program, and group associations.
y Evaluate service models for cost efficiencies while maintaining dedicated ocean safety
measures.
y Continue to participate in grant funding opportunities to support the Fire Department and
community efforts to mitigate community risks, and improve service levels.
y Prepare City employees as disaster service workers and incident management team
members in the event of a City, or regional emergency.
y Enhance training programs to better serve the community in public safety and customer
service.
MARINE OPERATIONS PROGRAM COSTS
2012-13* 2013-14 2014-15 2015-16**
Actual Actual Estimated Adopted
Salaries and Benefits 3,976,460$ 4,208,575$ 4,502,706$ 4,657,132$
Maintenance and Operations 1,087,356$ 1,000,421$ 1,270,245$ 1,333,037$
Capital Equipment 28,909$ 24,931$ 34,213$ 34,213$
Total 5,092,725$ 5,233,927$ 5,807,164$ 6,024,382$
* Division 2352 for Lifeguard Training was absorbed into this division beginning FY 2012-13.
**Emergency Preparedness (Division 2335) reported here beginning FY 16.
Department Budgets 101
MARINE OPERATIONS BUDGETED STAFFING
Positions FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16
SAFETY
Full-Time
Lifeguard Battalion Chief 2.0 2.0 2.0 2.0
Lifeguard Captain 5.0 5.0 6.0 9.0
Lifeguard Captain Boat 1.0 1.0 - -
Lifeguard Officer 3.0 4.0 4.0 -
Lifeguard Operations Assistant Chief 1.0 1.0 1.0 1.0
Total Full-Time 12.0 13.0 13.0 12.0
Part-Time
Part-time Lifeguard Officer 0.4 - - 2.16
Total Part-Time 0.4 --2.16
MISC
Full-Time
Department Assistant 1.0 1.0 1.0 1.0
Emergency Services Coordinator - - - 1.0
Total Full-Time 1.0 1.0 1.0 2.0
Part-Time
Lifeguard Cadet 0.64 0.64 0.87 0.87
Lifeguard I 16.31 16.31 17.16 17.66
Lifeguard II 14.65 14.65 15.14 15.29
Lifeguard III 2.33 2.33 2.42 2.97
Lifeguard Trainee 1.20 1.20 1.32 1.38
Total Part-Time 35.13 35.13 36.91 38.17
Total Budgeted Staffing 48.53 49.13 50.91 54.33
ATTACHMENT B
Fire Department FY 2015-2016 Operating Budget Detail
Report :DIVISION POSITION WORKSHEET
Year:JUL To JUN 2016
Division 010-2310 - FIRE-ADMIN
Position
Type of
Employee FTE Base Wages
Specialty
Pays
Retirement
Contrib (City) [1]
Other
Benefits
Total Salaries and
Benefits
ADMIN ASST TO FIRE CHIEF Full Time 1.00 77,875 0 2,896 24,058 104,829
ADMINISTRATIVE MANAGER Full Time 1.00 96,216 960 3,578 24,966 125,720
FIRE CHIEF Full Time 1.00 228,072 960 39,719 31,493 300,244
FIRE FACILITIES COORDINATOR Full Time 1.00 69,885 960 3,683 20,362 94,890
SUPPORT SERVICES AIDE P/T W/PARS Part Time 1.00 44,512 0 1,669 645 46,827
5.00 516,560 2,881 51,545 101,596 672,582
[1] Retirement Contribution (City) for each position does not include the amortized cost of the unfunded pension liability.
82
DESCRIPTION
2014
ADOPTED
2015
ADOPTED
2015
AMENDED
2016
ADOPTED
7000 SALARIES - MISC 156,501 241,475 241,475 243,9767010 SALARIES - SAFETY 204,984 223,912 223,912 228,072
7020 SALARIES - PART TIME 43,243 0 0 0
7030 SALARIES - SEASONAL 0 43,867 43,867 44,512
Total Regular Salaries 404,728 509,254 509,254 516,560
7042 OVERTIME, PLANNED 4,960 4,960 4,960 4,960
Total Overtime Salaries 4,960 4,960 4,960 4,9607114 CELL PHNE STIPND EXP 1,920 1,920 1,920 2,881
Total Other Salaries 1,920 1,920 1,920 2,881
Total Salaries 411,608 516,135 516,135 524,4017210 HLTH/DNTAL/VISON FT 54,576 75,048 75,048 76,995
7223 ANNUAL OPEB COST 17,089 18,460 18,460 20,169
7232 PAYMENT > ARC 0 0 55,037 0
Total Health & Retiree Ins 71,665 93,508 148,545 97,163
7290 LIFE INSURANCE 315 420 420 420
7295 EMP ASSIST PRGM 69 95 95 977370 WORKERS' COMP, MISC 14,064 14,064 14,064 12,0887371 WORKERS' COMP, SFTY 12,283 12,283 12,283 10,557
7373 COMPSNTED ABSNCES 12,652 16,289 16,289 16,522
7425 MEDICARE FRINGES 5,906 4,209 7,456 7,562
Total Other Benefits 45,289 50,606 50,606 47,246
7439 PERS MBR CNTRBN MISC 2,590 17,395 17,395 19,581
7440 PERS ER CNTRBN MISC 31,123 19,428 19,428 19,8437441 PERS ER CNTRBN SFTY 91,592 39,400 39,400 39,719
7442 PERS MBR CNTRBN SFTY 17 20,307 20,307 20,526
7444 EE RET CNTRBN SFTY 0 (20,307) (20,307) (20,526)7445 EE RET CNTRBN MISC 0 (26,470) (26,470) (29,267)
7446 PERS UNFND LIAB MISC 0 26,752 26,752 46,856
7447 PERS UNFND LIAB SFTY 0 61,056 61,056 97,594
7460 RETRMNT PT/TEMP 0 1,645 1,645 1,669
Total Retirements 125,322 139,205 139,205 195,995
Total Benefits 242,275 283,319 338,356 340,405
Total Salaries and Benefits 653,883 799,454 854,491 864,806
8020 AUTOMOTIVE SERVICE 10,864 10,864 10,864 12,279
8022 EQUIP MAINT ISF 11,924 17,814 17,814 16,8998024 VEHICLE REPLACE ISF 16,241 20,141 20,141 20,876
8030 MAINT&REPAR - EQUIP 630 630 630 630
8033 PRNTR MAINT/SUPLIES 7,000 6,000 7,810 6,000
8050 PSTGE,FREIGHT,EXPRS 10,160 10,160 10,160 9,0008060 PUBLICATIONS & DUES 2,150 2,150 2,150 2,150
8080 SERVICES-PROF & TECH 19,873 12,373 12,373 19,873
8088 SERVICES - CONTRACT 0 0 1,723 08089 SVCS-CTY PRT CNTRCT 12,715 12,715 12,715 5,215
8100 TRAVEL & MEETINGS 6,040 6,040 6,040 6,040
8105 TRAINING 3,980 3,980 3,980 3,980
8111 TELECOMM-DATALINES 5,000 5,000 5,000 5,0008112 UTILITIES - TELEPHONE 1,048 1,048 1,048 1,048
8140 SUPPLIES- OFFICE NOC 20,515 21,515 23,595 21,515
8148 SUPP-CHKS/INV/FRMS 1,750 1,750 1,750 1,7508200 SPECIAL DEPT SUPPLIES 1,500 1,500 1,500 1,500
8204 UNIFORM EXPENSE 2,550 2,550 2,550 2,550
8318 IT ISF OPRATNG CHRGE 56,705 68,988 68,988 24,8488319 IT ISF STRATGIC CHRG 2,601 2,653 2,653 5,632
8340 GENERAL INSURANCE 17,983 17,983 17,983 19,805
Total Operating Expenses 211,228 225,854 231,468 186,590
Total Division Expenses 865,112 1,025,308 1,085,959 1,051,396
Total Expenses 865,112 1,025,308 1,085,959 1,051,396
010-2310 FIRE-ADMINT50000 Total Expenses
83
Report :DIVISION POSITION WORKSHEET
Year:JUL To JUN 2016
Division 010-2320 - FIRE-OPS
Position
Type of
Employee FTE Base Wages
Specialty
Pays
Retirement
Contrib (City) [1]
Other
Benefits
Total Salaries and
Benefits
ASSISTANT, DEPARTMENT Full Time 1.00 62,026 0 2,307 23,273 87,606
FIRE ASSISTANT CHIEF Full Time 1.00 190,112 19,179 36,580 32,188 278,059
FIRE BATT CHIEF 80 HRS Full Time 1.00 157,019 22,079 31,322 26,623 237,044
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 13,823 21,790 23,950 169,142
FIRE CAPTAIN 112 HRS Full Time 0.50 54,789 6,012 10,738 11,932 83,471
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 12,023 21,476 24,014 167,092
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 17,502 22,430 24,194 173,705
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 10,928 21,286 23,938 165,730
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 12,728 21,599 24,294 168,199
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 12,023 21,476 24,164 167,242
FIRE CAPTAIN 112 HRS Full Time 0.50 53,085 5,825 10,409 11,831 81,149
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 9,832 21,095 23,892 164,397
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 10,958 21,291 24,568 166,395
FIRE CAPTAIN 112 HRS Full Time 0.50 54,789 4,368 10,452 11,938 81,547
FIRE CAPTAIN 112 HRS Full Time 0.50 54,789 7,671 11,027 11,211 84,698
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 12,054 21,482 22,454 165,568
FIRE CAPTAIN 112 HRS Full Time 0.50 54,789 5,944 10,643 12,014 83,390
FIRE CAPTAIN 112 HRS Full Time 1.00 85,875 2,123 15,624 21,185 124,807
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 19,339 22,750 22,480 174,148
FIRE CAPTAIN 112 HRS Full Time 0.50 54,789 5,464 10,643 11,909 82,805
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 16,407 22,240 24,442 172,667
FIRE CAPTAIN 112 HRS Full Time 0.50 54,789 4,916 10,547 11,916 82,169
FIRE CAPTAIN 112 HRS Full Time 0.50 54,789 5,464 10,643 12,101 82,997
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 12,023 21,476 24,344 167,422
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 19,302 22,744 23,920 175,545
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 16,408 22,240 24,028 172,254
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 10,958 21,291 22,438 164,266
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 12,054 21,482 22,454 165,568
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 18,502 22,605 22,516 173,201
FIRE CAPTAIN 112 HRS Full Time 0.50 53,085 6,725 10,566 11,814 82,189
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 9,284 20,999 22,414 162,276
FIRE CAPTAIN 112 HRS Full Time 1.00 109,579 17,502 22,430 24,134 173,645
FIRE CAPTAIN + 7.5% Full Time 1.00 164,848 17,887 31,956 26,647 241,337
FIRE DIVISION CHIEF 112 Full Time 1.00 164,295 28,803 33,760 25,368 252,225
FIRE DIVISION CHIEF 112 Full Time 1.00 164,295 28,803 33,760 25,368 252,225
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 5,574 17,523 22,894 139,321
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 8,400 18,016 23,644 143,389
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 8,374 18,011 23,074 142,788
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 12,041 18,650 23,247 147,267
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 8,374 18,011 23,074 142,788
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 8,374 18,011 23,104 142,818
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 12,107 18,661 22,981 147,079
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 3,707 17,198 21,577 135,812
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 10,241 18,336 23,251 145,157
FIRE ENGINEER 112 HRS Full Time 1.00 73,120 1,808 13,348 20,549 108,825
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 9,307 18,173 22,757 143,568
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 5,574 17,523 23,464 139,891
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 5,107 17,442 22,936 138,816
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 11,174 18,499 23,447 146,449
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 11,200 18,503 21,618 144,650
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 12,041 18,650 23,157 147,177
FIRE ENGINEER 112 HRS Full Time 1.00 88,874 7,974 17,165 22,429 136,443
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 9,307 18,173 23,447 144,258
84
Report :DIVISION POSITION WORKSHEET
Year:JUL To JUN 2016
Division 010-2320 - FIRE-OPS
Position
Type of
Employee FTE Base Wages
Specialty
Pays
Retirement
Contrib (City) [1]
Other
Benefits
Total Salaries and
Benefits
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 10,241 18,336 23,041 144,947
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 10,241 18,336 23,071 144,977
FIRE ENGINEER 112 HRS Full Time 1.00 88,874 9,752 17,475 22,665 138,766
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 7,441 17,848 23,011 141,630
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 2,308 16,955 22,906 135,498
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 7,441 17,848 23,311 141,930
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 9,307 18,173 23,177 143,988
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 6,508 17,686 23,207 140,730
FIRE ENGINEER 112 HRS Full Time 1.00 84,652 7,595 16,364 26,795 135,407
FIRE ENGINEER 112 HRS Full Time 1.00 84,652 9,289 16,659 26,146 136,745
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 9,307 18,173 22,937 143,748
FIRE ENGINEER 112 HRS Full Time 1.00 93,330 12,041 18,650 23,547 147,567
FIRE LINE BATT CHF 112 HR Full Time 1.00 146,037 23,518 29,660 24,385 223,599
FIRE PARAMEDIC 112 HRS Full Time 1.00 96,497 10,588 18,948 23,111 149,145
FIRE PARAMEDIC 112 HRS Full Time 1.00 87,506 3,476 16,144 22,425 129,551
FIRE PARAMEDIC 112 HRS Full Time 1.00 86,865 9,531 17,087 22,383 135,866
FIRE PARAMEDIC 112 HRS Full Time 1.00 87,185 5,207 16,389 26,249 135,031
FIRE PARAMEDIC 112 HRS Full Time 1.00 95,607 7,622 18,277 23,276 144,782
FIRE PARAMEDIC 112 HRS Full Time 1.00 79,826 4,768 15,031 20,923 120,548
FIRE PARAMEDIC 112 HRS Full Time 1.00 79,672 1,970 14,517 20,875 117,035
FIRE PARAMEDIC 112 HRS Full Time 1.00 90,024 8,077 17,384 21,437 136,923
FIRE PARAMEDIC 112 HRS Full Time 1.00 87,506 5,226 16,449 26,473 135,653
FIRE PARAMEDIC 112 HRS Full Time 1.00 92,401 9,225 17,998 22,721 142,344
FIRE PARAMEDIC 112 HRS Full Time 1.00 90,024 8,978 17,541 21,450 137,993
FIRE PARAMEDIC 112 HRS Full Time 1.00 88,502 2,188 16,093 22,396 129,179
FIREFIGHTER 112 HRS Full Time 1.00 65,208 1,613 11,936 21,132 99,889
FIREFIGHTER 112 HRS Full Time 1.00 65,208 1,613 11,936 21,132 99,889
FIREFIGHTER 112 HRS Full Time 1.00 83,050 8,282 16,205 22,388 129,925
FIREFIGHTER 112 HRS Full Time 1.00 83,050 9,113 16,350 22,640 131,153
FIREFIGHTER 112 HRS Full Time 1.00 65,208 3,435 12,253 21,159 102,055
FIREFIGHTER 112 HRS Full Time 1.00 65,083 0 11,634 20,125 96,841
FIREFIGHTER 112 HRS Full Time 1.00 65,083 0 11,634 20,125 96,841
FIREFIGHTER 112 HRS Full Time 1.00 65,083 1,609 11,914 20,148 98,754
FIREFIGHTER 112 HRS Full Time 1.00 83,050 9,113 16,350 21,110 129,622
FIREFIGHTER 112 HRS Full Time 1.00 83,050 7,697 16,103 22,409 129,260
FIREFIGHTER 112 HRS Full Time 1.00 75,767 3,991 14,189 27,182 121,129
FIREFIGHTER 112 HRS Full Time 1.00 72,165 5,753 13,869 25,345 117,132
FIREFIGHTER 112 HRS Full Time 1.00 83,050 9,113 16,350 22,280 130,792
FIREFIGHTER 112 HRS Full Time 1.00 82,136 8,191 16,030 22,252 128,609
FIREFIGHTER 112 HRS Full Time 1.00 83,050 3,299 15,337 22,322 124,008
FIREFIGHTER 112 HRS Full Time 1.00 65,208 1,613 11,936 21,132 99,889
FIREFIGHTER 112 HRS Full Time 1.00 65,208 3,895 12,334 21,165 102,602
FIREFIGHTER 112 HRS Full Time 1.00 65,208 1,613 11,936 21,132 99,889
FIREFIGHTER 112 HRS Full Time 1.00 65,208 5,851 12,674 21,165 104,898
FIREFIGHTER 112 HRS Full Time 1.00 65,208 1,613 11,936 21,132 99,889
FIREFIGHTER 112 HRS Full Time 1.00 64,604 1,597 11,828 21,093 99,123
FIREFIGHTER 112 HRS Full Time 1.00 83,050 6,621 15,916 22,484 128,071
FIREFIGHTER 112 HRS Full Time 1.00 83,050 4,130 15,482 22,484 125,146
FIREFIGHTER 112 HRS Full Time 1.00 65,208 1,613 11,936 21,132 99,889
97.50 9,262,414 908,806 1,808,874 2,300,534 14,280,629
[1] Retirement Contribution (City) for each position does not include the amortized cost of the unfunded pension liability.
85
DESCRIPTION
2014
ADOPTED
2015
ADOPTED
2015
AMENDED
2016
ADOPTED
7000 SALARIES - MISC 59,222 61,110 61,110 62,0267010 SALARIES - SAFETY 11,230,966 9,115,639 9,159,586 9,200,388
Total Regular Salaries 11,290,188 9,176,749 9,220,696 9,262,414
7042 OVERTIME, PLANNED 166,338 667,580 623,633 667,5807043 OT, VACN RELIEF 1,550,227 1,550,227 1,550,227 1,550,227
7044 OT, UNCNTRLD 922,725 922,725 922,725 922,725
7046 FIRE FLSA OT 0 156,000 156,000 104,775
Total Overtime Salaries 2,639,290 3,296,532 3,252,585 3,245,307
7060 SPECIAL ASGNMNT PAY 43,841 43,404 43,404 43,404
7061 TILLER PAY 20,000 20,000 20,000 20,0007063 CERTIFICATION PAY 224,421 179,348 179,348 190,3917066 BILINGUAL PAY 10,800 11,700 11,700 13,500
7067 LONGEVITY PAY 60,665 49,526 49,526 47,882
7070 SCHOLASTIC ACHVMNT 426,940 330,307 330,307 361,7957074 HOLIDAY PAY, SAFETY 279,174 224,032 224,032 225,593
7114 CELL PHNE STIPND EXP 3,840 4,801 4,801 6,241
Total Other Salaries 1,069,680 863,118 863,118 908,806
Total Salaries 14,999,159 13,336,399 13,336,399 13,416,527
7210 HLTH/DNTAL/VISON FT 1,933,140 1,637,258 1,637,258 1,642,030
7223 ANNUAL OPEB COST 533,723 576,565 576,565 399,6057227 RHS $2.50 CONTRIB 130,614 81,930 81,930 120,876
7232 PAYMENT > ARC 0 0 2,602,591 0
Total Health & Retiree Ins 2,597,477 2,295,753 4,898,344 2,162,5117290 LIFE INSURANCE 12,600 10,238 10,238 10,238
7295 EMP ASSIST PRGM 2,750 2,304 2,304 2,375
7371 WORKERS' COMP, SFTY 535,054 535,054 535,054 459,884
7373 COMPSNTED ABSNCES 395,157 321,186 321,186 324,1847425 MEDICARE FRINGES 165,605 48,976 190,078 191,059
7462 PARS DC 401A 7,573 10,268 10,268 9,772
7480 PERSONNEL TRANSFER (1,703,456)000
Total Other Benefits (584,717)1,069,129 1,069,129 997,513
7439 PERS MBR CNTRBN MISC 574 4,767 4,767 4,950
7440 PERS ER CNTRBN MISC 296,200 4,889 4,889 5,0177441 PERS ER CNTRBN SFTY 4,864,518 1,767,128 1,767,128 1,806,567
7442 PERS MBR CNTRBN SFTY 109,855 916,162 916,162 922,396
7444 EE RET CNTRBN SFTY 0 (916,162) (916,162) (922,396)7445 EE RET CNTRBN MISC 0 (6,661) (6,661) (7,660)7446 PERS UNFND LIAB MISC 0 6,732 6,732 11,846
7447 PERS UNFND LIAB SFTY 0 2,743,843 2,743,843 4,317,772
Total Retirements 5,271,147 4,520,698 4,520,698 6,138,490
Total Benefits 7,283,907 7,885,580 10,488,171 9,298,514
Total Salaries and Benefits 22,283,066 21,221,979 23,824,570 22,715,0418011 FIRE EXPLORER PRGM 5,000 5,000 5,000 5,000
8020 AUTOMOTIVE SERVICE 90,604 90,604 90,604 90,604
8022 EQUIP MAINT ISF 294,501 326,967 326,967 308,300
8024 VEHICLE REPLACE ISF 1,118,565 1,122,765 1,122,765 1,099,7458030 MAINT&REPAR - EQUIP 96,503 96,503 96,503 96,503
8040 MAINT&REPAIR - BLDG 85,800 85,800 88,131 85,800
8060 PUBLICATIONS & DUES 5,540 5,540 5,540 5,5408070 RENTAL/PROP & EQUIP 230 230 230 230
8080 SERVICES-PROF & TECH 11,240 11,240 11,240 11,240
8087 SERVICES - PHYSICALS 65,458 65,458 65,458 65,4588100 TRAVEL & MEETINGS 8,500 8,500 8,500 8,500
8104 TRAINING/EDUCATION 95,000 145,000 196,913 95,000
8105 TRAINING 29,344 39,344 61,827 39,344
8111 TELECOMM-DATALINES 16,000 16,000 16,000 16,0008112 UTILITIES - TELEPHONE 24,050 27,550 27,550 27,550
8114 UTILITIES - NTRL GAS 17,558 17,558 17,558 17,558
8116 UTILITIES - ELECTRICITY 96,876 96,876 96,876 96,8768118 UTILITIES - WATER 13,000 20,500 20,500 20,500
8130 SEWER USE FEE/PROPE 0 0 0 14,025
010-2320 FIRE-OPST50000 Total Expenses
86
DESCRIPTION
2014
ADOPTED
2015
ADOPTED
2015
AMENDED
2016
ADOPTED
8148 SUPP-CHKS/INV/FRMS 2,000 2,000 2,000 2,0008150 SUPPLIES- JANITORIAL 21,100 21,100 21,100 21,100
8160 MAINT & REPAIR NOC 16,320 16,320 16,320 16,320
8200 SPECIAL DEPT SUPPLIES 2,533 2,533 2,533 2,5338204 UNIFORM EXPENSE 97,304 97,304 97,971 76,50482041 UNFMS/PRTCTVE GEAR 139,095 139,095 186,452 139,095
8240 TOOLS,INSTRMNTS,ETC 10,000 10,000 10,000 10,000
8250 SPECIAL DEPT EXPENSE 40,918 40,918 40,918 40,9188298 OTHER AGENCY FEES 598,564 598,564 598,564 667,020
8301 STATION OPERATIONS 28,599 28,599 47,843 28,599
8318 IT ISF OPRATNG CHRGE 191,854 236,345 236,345 546,6568319 IT ISF STRATGIC CHRG 56,191 57,314 57,314 123,914
8340 GENERAL INSURANCE 280,120 280,120 280,120 308,508
Total Operating Expenses 3,558,366 3,711,647 3,855,642 4,086,9409020 FITNESS EQUIPMENT 12,000 12,000 15,012 12,0009032 ASSIST FF GRNT-SCBA E 0 0 77,309 0
9300 EQUIPMENT, N.O.C. 132,077 132,077 173,134 132,077
Total Capital Outlay 144,077 144,077 265,455 144,077
Total Division Expenses 25,985,509 25,077,703 27,945,667 26,946,058
Total Expenses 25,985,509 25,077,703 27,945,667 26,946,058
010-2320 FIRE-OPST50000 Total Expenses
87
Report :DIVISION POSITION WORKSHEET
Year:JUL To JUN 2016
Division 010-2330 - FIRE-LIFE SAFETY SERVICES
Position
Type of
Employee FTE Base Wages
Specialty
Pays
Retirement
Contrib (City) [1]
Other
Benefits
Total Salaries and
Benefits
ASSISTANT, DEPARTMENT Full Time 1.00 62,026 0 2,307 23,273 87,606
FIRE ASSISTANT CHIEF Full Time 1.00 190,112 960 33,407 29,613 254,093
LIFE SAFETY SPECIALIST II Full Time 1.00 97,864 11,187 5,658 23,335 138,044
LIFE SAFETY SPECIALIST II Full Time 1.00 103,418 14,353 5,858 24,391 148,019
LIFE SAFETY SPECIALIST II Full Time 1.00 97,864 960 5,129 21,747 125,701
LIFE SAFETY SPECIALIST II Full Time 1.00 97,864 8,789 5,296 21,818 133,768
LIFE SAFETY SPECIALST III Full Time 1.00 107,598 13,936 6,064 22,377 149,975
7.00 756,746 50,185 63,720 167,499 1,038,150
[1] Retirement Contribution (City) for each position does not include the amortized cost of the unfunded pension liability.
88
DESCRIPTION
2014
ADOPTED
2015
ADOPTED
2015
AMENDED
2016
ADOPTED
7000 SALARIES - MISC 564,179 567,720 567,720 566,6347010 SALARIES - SAFETY 184,538 187,304 187,304 190,112
Total Regular Salaries 748,717 755,024 755,024 756,746
7042 OVERTIME, PLANNED 46,342 46,342 46,342 46,3427044 OT, UNCNTRLD 18,733 18,733 18,733 18,733
Total Overtime Salaries 65,075 65,075 65,075 65,075
7063 CERTIFICATION PAY 5,924 9,266 9,266 9,2667067 LONGEVITY PAY 4,843 4,976 4,976 6,011
7070 SCHOLASTIC ACHVMNT 8,689 14,020 14,020 14,278
7072 HOLIDAY PAY, MISC 0 19,902 19,902 15,2907074 HOLIDAY PAY, SAFETY 19,404 0 0 07114 CELL PHNE STIPND EXP 5,340 5,341 5,341 5,341
Total Other Salaries 44,201 53,506 53,506 50,185
Total Salaries 857,993 873,605 873,605 872,006
7210 HLTH/DNTAL/VISON FT 100,752 122,559 122,559 124,015
7223 ANNUAL OPEB COST 35,394 38,235 38,235 32,721
7227 RHS $2.50 CONTRIB 3,330 3,540 3,540 3,6607232 PAYMENT > ARC 0 0 46,107 0
Total Health & Retiree Ins 139,476 164,335 210,442 160,396
7290 LIFE INSURANCE 735 735 735 7357295 EMP ASSIST PRGM 160 165 165 171
7370 WORKERS' COMP, MISC 18,694 18,694 18,694 16,068
7371 WORKERS' COMP, SFTY 13,733 13,733 13,733 11,8047373 COMPSNTED ABSNCES 22,848 26,426 26,426 26,486
7425 MEDICARE FRINGES 11,589 9,740 12,455 12,432
Total Other Benefits 67,759 72,209 72,209 67,6967439 PERS MBR CNTRBN MISC 11,670 47,056 47,056 49,348
7440 PERS ER CNTRBN MISC 98,783 49,077 49,077 49,260
7441 PERS ER CNTRBN SFTY 82,526 33,007 33,007 33,407
7442 PERS MBR CNTRBN SFTY 17 17,012 17,012 17,2657444 EE RET CNTRBN SFTY 0 (17,012) (17,012) (17,265)
7445 EE RET CNTRBN MISC 0 (66,868) (66,868) (68,297)
7446 PERS UNFND LIAB MISC 0 68,600 68,600 116,8887447 PERS UNFND LIAB SFTY 0 51,150 51,150 82,086
Total Retirements 192,996 182,023 182,023 262,695
Total Benefits 400,232 418,566 464,673 490,787
Total Salaries and Benefits 1,258,224 1,292,171 1,338,278 1,362,793
8010 ADVRT&PUB RELATNS 10,500 10,500 10,500 10,500
8020 AUTOMOTIVE SERVICE 7,835 7,835 7,835 7,8358022 EQUIP MAINT ISF 21,082 23,065 23,065 23,018
8024 VEHICLE REPLACE ISF 19,391 19,391 19,391 22,441
8030 MAINT&REPAR - EQUIP 3,000 3,000 3,000 3,0008060 PUBLICATIONS & DUES 5,300 5,300 5,300 5,300
8080 SERVICES-PROF & TECH 165,614 72,798 76,611 52,798
80804 SRVCS-FUEL MDFCTN 225,810 225,810 225,810 225,810
8088 SERVICES - CONTRACT 0 141,440 152,740 141,440808A SVCS-ELCTRC RRTNG 10,000 10,000 10,000 10,000
8100 TRAVEL & MEETINGS 4,400 4,400 4,400 4,400
8105 TRAINING 7,000 7,000 7,000 7,0008108 TRAINING, CERT 6,136 6,136 6,136 6,136
8111 TELECOMM-DATALINES 915 2,319 2,319 2,319
8148 SUPP-CHKS/INV/FRMS 640 640 640 6408200 SPECIAL DEPT SUPPLIES 21,442 16,443 16,443 16,443
82004 CERT PRGM SUPPLS 7,000 7,000 7,000 7,000
82005 JR FRFGTR CAMP SUPP 6,500 6,500 8,280 0
8204 UNIFORM EXPENSE 5,302 5,302 5,302 5,30282041 UNFMS/PRTCTVE GEAR 0 0 0 500
8217 CERT ENDOWMENT 4,000 0 6,890 0
8250 SPECIAL DEPT EXPENSE 6,800 30,320 30,320 12,8008318 IT ISF OPRATNG CHRGE 16,659 20,446 20,446 43,484
8319 IT ISF STRATGIC CHRG 3,642 3,715 3,715 9,857
010-2330 FIRE-LIFE SAFETY SERVICEST50000 Total Expenses
89
DESCRIPTION
2014
ADOPTED
2015
ADOPTED
2015
AMENDED
2016
ADOPTED
8340 GENERAL INSURANCE 31,569 31,569 31,569 34,768
Total Operating Expenses 590,537 660,928 684,712 652,791
9300 EQUIPMENT, N.O.C. 20,976 27,976 27,976 20,976
Total Capital Outlay 20,976 27,976 27,976 20,976
Total Division Expenses 1,869,738 1,981,076 2,050,966 2,036,560
Total Expenses 1,869,738 1,981,076 2,050,966 2,036,560
010-2330 FIRE-LIFE SAFETY SERVICEST50000 Total Expenses
90
Report :DIVISION POSITION WORKSHEET
Year:JUL To JUN 2016
Division 010-2335 - EMERGENCY PREPAREDNESS
Position
Type of
Employee FTE Base Wages
Specialty
Pays
Retirement
Contrib (City) [1]
Other
Benefits
Total Salaries and
Benefits
EMERGENCY SERVICES COORD Full Time 1.00 97,240 960 3,616 26,396 128,213
1.00 97,240 960 3,616 26,417 128,233
[1] Retirement Contribution (City) for each position does not include the amortized cost of the unfunded pension liability.
91
DESCRIPTION
2014
ADOPTED
2015
ADOPTED
2015
AMENDED
2016
ADOPTED
7000 SALARIES - MISC 94,390 95,805 95,805 97,240
Total Regular Salaries 94,390 95,805 95,805 97,240
7042 OVERTIME, PLANNED 1,405 1,405 1,405 1,405
Total Overtime Salaries 1,405 1,405 1,405 1,4057114 CELL PHNE STIPND EXP 960 960 960 960
Total Other Salaries 960 960 960 960
Total Salaries 96,755 98,170 98,170 99,6057210 HLTH/DNTAL/VISON FT 18,192 19,437 19,437 20,074
7223 ANNUAL OPEB COST 4,462 4,820 4,820 4,152
7227 RHS $2.50 CONTRIB 1,170 1,320 1,320 1,380
Total Health & Retiree Ins 23,824 25,577 25,577 25,606
7290 LIFE INSURANCE 105 105 105 105
7295 EMP ASSIST PRGM 23 24 24 247373 COMPSNTED ABSNCES 3,304 3,353 3,353 3,403
7425 MEDICARE FRINGES 1,382 1,410 1,410 1,430
Total Other Benefits 4,814 4,891 4,891 4,9637439 PERS MBR CNTRBN MISC 916 7,473 7,473 7,761
7440 PERS ER CNTRBN MISC 14,631 7,664 7,664 7,865
7445 EE RET CNTRBN MISC 0 (10,443) (10,443) (12,009)7446 PERS UNFND LIAB MISC 0 10,554 10,554 18,571
Total Retirements 15,546 15,248 15,248 22,187
Total Benefits 44,184 45,717 45,717 52,756
Total Salaries and Benefits 140,939 143,887 143,887 152,361
8010 ADVRT&PUB RELATNS 1,745 1,745 1,745 1,745
8020 AUTOMOTIVE SERVICE 255 255 255 08022 EQUIP MAINT ISF 3,553 3,887 3,887 0
8024 VEHICLE REPLACE ISF 4,433 4,433 4,433 0
8030 MAINT&REPAR - EQUIP 175 175 175 175
8060 PUBLICATIONS & DUES 1,000 1,000 1,000 1,000
8089 SVCS-CTY PRT CNTRCT 196 196 196 196
8100 TRAVEL & MEETINGS 0 2,000 2,000 2,000
8105 TRAINING 500 500 500 5008107 TRAINING, CITY WIDE 7,714 5,514 5,514 5,514
8200 SPECIAL DEPT SUPPLIES 0 5,000 7,861 5,000
82008 EMPG GRANT EXPENSE 0 0 16,660 08204 UNIFORM EXPENSE 0 200 200 200
8318 IT ISF OPRATNG CHRGE 1,776 2,188 2,188 6,212
8319 IT ISF STRATGIC CHRG 520 531 531 1,408
8340 GENERAL INSURANCE 8,500 8,500 8,500 9,361
Total Operating Expenses 30,368 36,124 55,645 33,311
Total Division Expenses 171,307 180,011 199,532 185,672
Total Expenses 171,307 180,011 199,532 185,672
010-2335 EMERGENCY PREPAREDNESST50000 Total Expenses
92
Report :DIVISION POSITION WORKSHEET
Year:JUL To JUN 2016
Division 010-2340 - FIRE-EMS
Position
Type of
Employee FTE Base Wages Specialty Pays
Retirement Contrib
(City)Other Benefits
Total Salaries and
Benefits
EMS DIVISION CHIEF Full Time 1.00 131,147 960 4,877 28,645 165,630
FIRE CAPTAIN 112 HRS Full Time 0.50 54,789 6,012 10,738 11,932 83,471
FIRE CAPTAIN 112 HRS Full Time 0.50 53,085 5,825 10,409 11,831 81,149
FIRE CAPTAIN 112 HRS Full Time 0.50 54,789 4,368 10,452 11,938 81,547
FIRE CAPTAIN 112 HRS Full Time 0.50 54,789 7,671 11,027 11,211 84,698
FIRE CAPTAIN 112 HRS Full Time 0.50 54,789 5,944 10,643 12,014 83,390
FIRE CAPTAIN 112 HRS Full Time 0.50 54,789 5,464 10,643 11,909 82,805
FIRE CAPTAIN 112 HRS Full Time 0.50 54,789 4,916 10,547 11,916 82,169
FIRE CAPTAIN 112 HRS Full Time 0.50 54,789 5,464 10,643 12,101 82,997
FIRE CAPTAIN 112 HRS Full Time 0.50 53,085 6,725 10,566 11,814 82,189
FIRE CAPTAIN + 7.5% Full Time 1.00 164,848 18,088 32,158 26,784 241,878
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 10,142 19,774 23,539 155,142
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 10,141 19,774 23,509 155,111
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 7,090 19,243 23,479 151,499
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 11,158 19,951 23,494 156,290
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 10,141 19,774 23,269 154,871
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 10,621 19,858 23,440 155,607
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 4,040 18,712 23,375 147,813
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 10,141 19,774 23,449 155,051
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 11,158 19,951 23,524 156,320
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 12,958 20,265 23,400 158,310
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 10,141 19,774 23,809 155,411
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 11,158 19,951 23,614 156,410
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 11,158 19,951 23,374 156,170
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 12,958 20,265 23,730 158,640
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 10,141 19,774 23,449 155,051
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 6,073 19,066 23,524 150,351
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 6,911 19,212 23,267 151,077
FIRE PARAMEDIC 112 HRS Full Time 1.00 101,687 11,666 20,040 24,132 157,525
FISCAL CLERK, SENIOR Full Time 1.00 65,146 0 2,423 23,428 90,996
25.50 2,681,203 249,229 499,157 612,133 4,041,721
[1] Retirement Contribution (City) for each position does not include the amortized cost of the unfunded pension liability.
93
DESCRIPTION
2014
ADOPTED
2015
ADOPTED
2015
AMENDED
2016
ADOPTED
7000 SALARIES - MISC 175,136 177,757 177,757 196,8767010 SALARIES - SAFETY 0 2,436,737 2,436,737 2,484,910
Total Regular Salaries 175,136 2,614,494 2,614,494 2,681,787
7042 OVERTIME, PLANNED 119,519 171,644 171,644 171,6447046 FIRE FLSA OT 0 0 0 51,225
Total Overtime Salaries 119,519 171,644 171,644 222,869
7060 SPECIAL ASGNMNT PAY 0 2,739 2,739 2,7397063 CERTIFICATION PAY 0 54,328 54,328 58,472
7066 BILINGUAL PAY 0 4,500 4,500 4,500
7067 LONGEVITY PAY 0 3,717 3,717 3,7177070 SCHOLASTIC ACHVMNT 0 104,317 104,317 114,9217074 HOLIDAY PAY, SAFETY 0 63,403 63,403 63,438
7114 CELL PHNE STIPND EXP 960 960 960 1,440
Total Other Salaries 960 233,964 233,964 249,229
Total Salaries 295,615 3,020,102 3,020,102 3,153,884
7210 HLTH/DNTAL/VISON FT 36,384 432,194 432,194 434,328
7223 ANNUAL OPEB COST 8,279 8,944 8,944 113,3077227 RHS $2.50 CONTRIB 1,740 32,910 32,910 35,850
7232 PAYMENT > ARC 0 0 526,921 0
Total Health & Retiree Ins 46,403 474,047 1,000,968 583,4857290 LIFE INSURANCE 210 2,678 2,678 2,678
7295 EMP ASSIST PRGM 46 603 603 621
7370 WORKERS' COMP, MISC 45,091 45,091 45,091 38,7567373 COMPSNTED ABSNCES 6,130 91,507 91,507 93,842
7425 MEDICARE FRINGES 2,564 5,066 42,950 44,814
7480 PERSONNEL TRANSFER 1,703,456 0 0 0
Total Other Benefits 1,757,496 182,829 182,829 180,711
7439 PERS MBR CNTRBN MISC 1,699 13,865 13,865 15,666
7440 PERS ER CNTRBN MISC 27,146 14,221 14,221 15,876
7441 PERS ER CNTRBN SFTY 0 473,245 473,245 491,8567442 PERS MBR CNTRBN SFTY 0 243,913 243,913 249,579
7444 EE RET CNTRBN SFTY 0 (243,913) (243,913) (249,579)
7445 EE RET CNTRBN MISC 0 (19,375) (19,375) (24,242)7446 PERS UNFND LIAB MISC 0 19,582 19,582 36,892
7447 PERS UNFND LIAB SFTY 0 733,364 733,364 1,405,074
Total Retirements 28,845 1,234,901 1,234,901 1,941,122
Total Benefits 1,832,745 1,891,776 2,418,697 2,705,318
Total Salaries and Benefits 2,128,360 4,911,878 5,438,799 5,859,202
8010 ADVRT&PUB RELATNS 14,000 14,000 14,000 14,0008020 AUTOMOTIVE SERVICE 23,828 31,128 31,128 31,128
8022 EQUIP MAINT ISF 65,358 75,105 75,105 75,245
8023 NON-CAPITAL EQUIPMNT 0 118,000 90,000 90,0008024 VEHICLE REPLACE ISF 212,612 216,212 216,212 217,738
8030 MAINT&REPAR - EQUIP 16,517 18,167 18,167 18,167
8050 PSTGE,FREIGHT,EXPRS 3,960 3,960 3,960 3,960
8060 PUBLICATIONS & DUES 5,000 9,545 9,545 9,5458080 SERVICES-PROF & TECH 13,220 14,220 14,220 14,220
8088 SERVICES - CONTRACT 0 131,000 131,000 131,000
8089 SVCS-CTY PRT CNTRCT 229 229 229 2298100 TRAVEL & MEETINGS 5,000 5,000 5,000 5,000
8105 TRAINING 9,882 16,989 16,989 9,882
8111 TELECOMM-DATALINES 5,000 5,000 5,000 17,7568141 SUPP- COMP SFTWRE 15,745 15,745 15,745 15,745
8148 SUPP-CHKS/INV/FRMS 7,000 7,000 7,000 7,000
8200 SPECIAL DEPT SUPPLIES 182,622 181,179 181,179 188,679
82007 GRANT EXPENSES 0 0 16,600 08204 UNIFORM EXPENSE 250 250 250 21,050
8250 SPECIAL DEPT EXPENSE 21,700 29,200 29,200 21,700
8318 IT ISF OPRATNG CHRGE 1,776 2,188 2,188 180,1488319 IT ISF STRATGIC CHRG 520 531 531 40,835
8340 GENERAL INSURANCE 45,998 45,998 45,998 50,660
010-2340 FIRE-EMST50000 Total Expenses
94
DESCRIPTION
2014
ADOPTED
2015
ADOPTED
2015
AMENDED
2016
ADOPTED
8706 AMBULANCE FEES 165,000 165,000 165,000 165,000
Total Operating Expenses 815,218 1,105,646 1,094,246 1,328,687
9300 EQUIPMENT, N.O.C. 43,200 0 57,783 0
Total Capital Outlay 43,200 0 57,783 0
Total Division Expenses 2,986,777 6,017,524 6,590,828 7,187,889
Total Expenses 2,986,777 6,017,524 6,590,828 7,187,889
010-2340 FIRE-EMST50000 Total Expenses
95
Report :
Year:
Division
D/s^/KEWK^/d/KEtKZ<^, d
JUL To JUN 2016
010-2353 - TRAINING-JR GRDS
Position
Type of
Employee FTE Base Wages
Specialty
Pays
Retirement
Contrib (City) [1]Other Benefits
Total Salaries and
Benefits
ASSISTANT, DEPARTMENT Full Time 0.25 15,506 0 577 6,261 22,344
LIFEGUARD CAPTAIN + 7.5% Full Time 0.50 49,150 5,709 9,627 11,417 75,903
LIFEGUARD OFFICER Full Time 0.50 34,954 1,613 6,441 11,315 54,324
LIFEGUARD CADET W/PARS Part Time 0.87 20,741 0 778 301 21,819
LIFEGUARD I W/PARS Part Time 3.31 129,778 0 4,867 1,882 136,527
LIFEGUARD II W/PARS Part Time 3.94 170,214 0 6,383 2,468 179,065
LIFEGUARD III W/PARS Part Time 1.03 49,575 0 1,859 719 52,153
10.40 469,920 7,322 30,531 34,983 542,756
[1] Retirement Contribution (City) for each position does not include the amortized cost of the unfunded pension liability.
96
DESCRIPTION
2014
ADOPTED
2015
ADOPTED
2015
AMENDED
2016
ADOPTED
7000 SALARIES - MISC 30,108 15,278 15,278 15,5067010 SALARIES - SAFETY 115,918 84,105 84,105 84,978
7030 SALARIES - SEASONAL 326,673 351,222 351,222 369,474
Total Regular Salaries 472,699 450,605 450,605 469,9587042 OVERTIME, PLANNED 42,765 42,765 42,765 32,765
7043 OT, VACN RELIEF 0 0 0 5,000
7044 OT, UNCNTRLD 0 0 0 5,000
Total Overtime Salaries 42,765 42,765 42,765 42,765
7067 LONGEVITY PAY 0 492 492 737
7070 SCHOLASTIC ACHVMNT 3,147 2,703 2,703 2,7037074 HOLIDAY PAY, SAFETY 2,240 0 0 3,922
Total Other Salaries 5,387 3,195 3,195 7,363
Total Salaries 520,851 496,564 496,564 520,0867210 HLTH/DNTAL/VISON FT 31,884 22,496 22,496 22,692
7223 ANNUAL OPEB COST 10,616 7,457 7,457 4,307
7227 RHS $2.50 CONTRIB 1,890 1,057 1,057 1,103
Total Health & Retiree Ins 44,389 31,011 31,011 28,1027272 LMA-SNBLCK & SNGLAS 0 0 0 400
7290 LIFE INSURANCE 210 131 131 131
7295 EMP ASSIST PRGM 46 30 30 307371 WORKERS' COMP, SFTY 15,582 15,582 15,582 13,393
7373 COMPSNTED ABSNCES 5,111 3,478 3,478 3,517
7425 MEDICARE FRINGES 6,334 5,934 7,200 7,541
Total Other Benefits 27,283 26,421 26,421 25,013
7439 PERS MBR CNTRBN MISC 292 1,192 1,192 1,238
7440 PERS ER CNTRBN MISC 4,667 1,222 1,222 1,2547441 PERS ER CNTRBN SFTY 50,052 15,391 15,391 16,227
7442 PERS MBR CNTRBN SFTY 0 7,932 7,932 8,386
7444 EE RET CNTRBN SFTY 0 (7,932) (7,932) (8,386)
7445 EE RET CNTRBN MISC 0 (1,665) (1,665) (1,915)7446 PERS UNFND LIAB MISC 0 1,683 1,683 2,961
7447 PERS UNFND LIAB SFTY 0 23,850 23,850 32,436
7460 RETRMNT PT/TEMP 12,250 13,171 13,171 13,855
Total Retirements 67,261 54,843 54,843 66,056
Total Benefits 138,933 112,275 112,275 119,171
Total Salaries and Benefits 659,784 608,840 608,840 639,257
8020 AUTOMOTIVE SERVICE 4,500 4,500 4,500 4,500
8022 EQUIP MAINT ISF 4,105 4,491 4,491 8,966
8024 VEHICLE REPLACE ISF 6,500 6,500 6,500 10,9878033 PRNTR MAINT/SUPLIES 1,250 1,250 1,250 1,250
8040 MAINT&REPAIR - BLDG 7,500 7,500 7,500 7,500
8060 PUBLICATIONS & DUES 13,500 15,000 15,000 15,0008070 RENTAL/PROP & EQUIP 30,000 30,000 44,305 30,000
8080 SERVICES-PROF & TECH 30,000 30,000 30,000 30,000
8089 SVCS-CTY PRT CNTRCT 0 4,000 4,000 4,000
8100 TRAVEL & MEETINGS 10,000 8,500 8,500 8,5008111 TELECOMM-DATALINES 1,000 1,000 1,000 1,000
8112 UTILITIES - TELEPHONE 4,100 4,100 4,100 4,100
8140 SUPPLIES- OFFICE NOC 7,995 7,995 7,995 7,9958160 MAINT & REPAIR NOC 4,900 4,900 4,900 4,900
8200 SPECIAL DEPT SUPPLIES 205,309 205,309 221,109 205,309
8204 UNIFORM EXPENSE 4,100 4,100 4,100 4,1008250 SPECIAL DEPT EXPENSE 34,000 34,000 40,075 34,000
8318 IT ISF OPRATNG CHRGE 0 0 0 6,212
8319 IT ISF STRATGIC CHRG 0 0 0 1,408
8340 GENERAL INSURANCE 36,022 36,022 36,022 39,673
Total Operating Expenses 404,780 409,167 445,347 429,400
9300 EQUIPMENT, N.O.C. 24,663 24,663 24,663 24,663
Total Capital Outlay 24,663 24,663 24,663 24,663
Total Division Expenses 1,089,227 1,042,669 1,078,849 1,093,320
010-2353 TRAINING-JR GRDST50000 Total Expenses
7Rtal Expenses 1,089,227 1,042,669 1,078,849 1,093,320
97
Report :DIVISION POSITION WORKSHEET
Year:JUL To JUN 2016
Division 010-2360 - FIRE-LIFEGUARDS
Position
Type of
Employee FTE Base Wages Specialty Pays
Retirement Contrib
(City)Other Benefits
Total Salaries and
Benefits
ASSISTANT, DEPARTMENT Full Time 0.75 46,519 0 1,730 18,782 67,032
LG OPS ASSISTANT CHIEF Full Time 1.00 141,606 13,644 27,016 29,376 211,642
LIFEGUARD CAPTAIN + 7.5% Full Time 0.50 49,150 5,709 9,627 11,417 75,903
LIFEGUARD BATTALION CHIEF Full Time 1.00 112,861 15,198 22,280 23,596 173,935
LIFEGUARD BATTALION CHIEF Full Time 1.00 102,357 6,708 18,972 22,953 150,990
LIFEGUARD CAPTAIN Full Time 1.00 91,520 8,342 17,537 22,454 139,854
LIFEGUARD CAPTAIN Full Time 1.00 91,520 9,258 17,696 22,467 140,941
LIFEGUARD CAPTAIN Full Time 1.00 71,656 7,248 13,887 22,775 115,566
LIFEGUARD CAPTAIN Full Time 0.50 35,828 1,654 6,600 11,359 55,441
LIFEGUARD CAPTAIN Full Time 1.00 91,520 4,224 16,820 22,395 134,958
LIFEGUARD CAPTAIN Full Time 1.00 71,656 6,532 13,762 23,245 115,195
LIFEGUARD CAPTAIN Full Time 1.00 91,520 9,258 17,696 24,328 142,801
LIFEGUARD CAPTAIN Full Time 1.00 91,520 11,992 18,005 22,493 144,010
LIFEGUARD I W/PARS Part Time 14.35 562,635 0 21,099 8,158 591,892
LIFEGUARD II W/PARS Part Time 11.35 490,338 0 18,388 7,110 515,836
LIFEGUARD III W/PARS Part Time 1.94 93,375 0 3,501 1,354 98,230
LIFEGUARD OFFICER Part Time 0.72 21,910 0 3,880 8,891 34,681
LIFEGUARD OFFICER Part Time 0.72 21,910 0 3,880 8,891 34,681
LIFEGUARD OFFICER Part Time 0.72 21,910 0 3,880 8,891 34,681
LIFEGUARD TRAINEE Part Time 1.38 25,834 0 969 375 27,177
42.93 2,327,144 105,765 257,226 323,336 3,013,472
[1] Retirement Contribution (City) for each position does not include the amortized cost of the unfunded pension liability.
98
DESCRIPTION
2014
ADOPTED
2015
ADOPTED
2015
AMENDED
2016
ADOPTED
7000 SALARIES - MISC 30,108 45,833 45,833 45,9407010 SALARIES - SAFETY 1,059,466 1,116,658 1,116,658 1,108,443
7030 SALARIES - SEASONAL 1,004,748 1,067,001 1,067,001 1,172,181
Total Regular Salaries 2,094,322 2,229,492 2,229,492 2,326,5647042 OVERTIME, PLANNED 35,881 35,881 35,881 35,881
7043 OT, VACN RELIEF 37,402 37,402 37,402 37,402
7044 OT, UNCNTRLD 24,435 24,435 24,435 24,435
Total Overtime Salaries 97,717 97,718 97,718 97,718
7065 EMT PAY 4,862 10,000 10,000 10,000
7066 BILINGUAL PAY 3,000 3,000 3,000 3,0007067 LONGEVITY PAY 4,042 4,150 4,150 5,9447070 SCHOLASTIC ACHVMNT 43,477 45,603 45,603 41,855
7074 HOLIDAY PAY, SAFETY 38,142 42,010 42,010 48,125
7082 STAND-BY PAY 29,000 29,000 29,000 29,0007114 CELL PHNE STIPND EXP 2,880 2,881 2,881 3,841
Total Other Salaries 125,403 136,643 136,643 141,765
Total Salaries 2,317,442 2,463,853 2,463,853 2,566,0477210 HLTH/DNTAL/VISON FT 183,804 228,022 228,022 235,253
7223 ANNUAL OPEB COST 55,220 55,642 55,642 50,380
7227 RHS $2.50 CONTRIB 6,720 10,372 10,372 8,9487232 PAYMENT > ARC 0 0 319,442 0
Total Health & Retiree Ins 245,744 294,036 613,478 294,580
7270 ANBOL EQUIP ALLWNCE 24,780 32,400 32,400 34,9007271 ANBOL-CANCER SCRNG 12,500 12,500 12,500 10,000
7272 LMA-SNBLCK & SNGLAS 6,800 6,800 6,800 5,302
7290 LIFE INSURANCE 1,260 1,339 1,339 1,234
7295 EMP ASSIST PRGM 275 301 301 3187370 WORKERS' COMP, MISC 2,550 2,550 2,550 2,192
7371 WORKERS' COMP, SFTY 93,664 93,664 93,664 80,505
7373 COMPSNTED ABSNCES 38,135 40,687 40,687 40,4247425 MEDICARE FRINGES 27,521 18,162 35,684 37,160
Total Other Benefits 207,485 225,925 225,925 212,035
7439 PERS MBR CNTRBN MISC 292 3,575 3,575 3,7137440 PERS ER CNTRBN MISC 4,667 3,667 3,667 3,762
7441 PERS ER CNTRBN SFTY 469,526 212,770 212,770 211,539
7442 PERS MBR CNTRBN SFTY 0 109,663 109,663 109,3227444 EE RET CNTRBN SFTY 0 (109,663) (109,663) (109,322)7445 EE RET CNTRBN MISC 0 (4,996) (4,996) (5,745)
7446 PERS UNFND LIAB MISC 0 5,049 5,049 8,884
7447 PERS UNFND LIAB SFTY 0 330,531 330,531 526,7427460 RETRMNT PT/TEMP 37,678 40,013 40,013 43,957
Total Retirements 512,163 590,609 590,609 792,852
Total Benefits 965,391 1,110,571 1,430,013 1,299,467
Total Salaries and Benefits 3,282,833 3,574,423 3,893,865 3,865,514
8012 PROGRAMMING 0 0 10,000 0
8020 AUTOMOTIVE SERVICE 70,440 70,440 70,440 70,4408021 AUTO EXTERIOR MAINT 3,000 3,000 3,000 3,000
8022 EQUIP MAINT ISF 127,596 140,116 140,116 138,934
8024 VEHICLE REPLACE ISF 191,538 196,522 196,522 198,2128030 MAINT&REPAR - EQUIP 11,062 11,062 11,062 24,614
8040 MAINT&REPAIR - BLDG 40,186 40,186 54,613 40,186
8049 LG TOWER MAINT/RPLCE 38,166 38,166 10,115 38,1668060 PUBLICATIONS & DUES 1,940 1,940 1,940 1,940
8070 RENTAL/PROP & EQUIP 2,213 2,213 2,213 2,213
8081 SERVICES - JANITORIAL 8,821 8,821 8,821 8,821
8087 SERVICES - PHYSICALS 7,725 7,725 7,725 7,7258100 TRAVEL & MEETINGS 7,140 7,140 7,140 7,140
8105 TRAINING 3,550 8,550 8,550 8,550
8111 TELECOMM-DATALINES 1,000 3,000 3,000 3,0008112 UTILITIES - TELEPHONE 31,400 31,400 31,400 31,400
8114 UTILITIES - NTRL GAS 1,597 1,597 1,597 1,597
010-2360 FIRE-LIFEGUARDST50000 Total Expenses
99
DESCRIPTION
2014
ADOPTED
2015
ADOPTED
2015
AMENDED
2016
ADOPTED
8116 UTILITIES - ELECTRICITY 29,403 29,403 29,403 29,4038118 UTILITIES - WATER 800 800 800 800
8150 SUPPLIES- JANITORIAL 2,000 2,000 2,000 2,000
8160 MAINT & REPAIR NOC 7,000 7,000 7,000 7,0008200 SPECIAL DEPT SUPPLIES 11,939 11,939 11,939 11,9398204 UNIFORM EXPENSE 31,000 31,000 31,357 31,000
8240 TOOLS,INSTRMNTS,ETC 1,000 1,000 1,000 1,000
8250 SPECIAL DEPT EXPENSE 17,500 17,500 17,500 17,5008301 STATION OPERATIONS 7,360 7,360 7,360 7,360
8318 IT ISF OPRATNG CHRGE 29,320 36,006 36,006 74,544
8319 IT ISF STRATGIC CHRG 6,764 6,899 6,899 16,8978340 GENERAL INSURANCE 77,129 77,129 77,129 84,945
Total Operating Expenses 768,588 799,915 796,648 870,326
9020 FITNESS EQUIPMENT 3,000 3,000 3,000 3,0009300 EQUIPMENT, N.O.C. 6,550 6,550 34,801 6,550
Total Capital Outlay 9,550 9,550 37,801 9,550
Total Division Expenses 4,060,972 4,383,888 4,728,314 4,745,390
Total Expenses 4,060,972 4,383,888 4,728,314 4,745,390
010-2360 FIRE-LIFEGUARDST50000 Total Expenses
100
DESCRIPTION
2014
ADOPTED
2015
ADOPTED
2015
AMENDED
2016
ADOPTED
010-2310 FIRE-ADMIN 865,112 1,025,308 1,085,959 1,051,396010-2320 FIRE-OPS 25,985,509 25,077,703 27,945,667 26,946,058
010-2330 FIRE-LIFE SAFETY SE 1,869,738 1,981,076 2,050,966 2,036,560
010-2335 EMERGENCY PREPA 171,307 180,011 199,532 185,672010-2340 FIRE-EMS 2,986,777 6,017,524 6,590,828 7,187,889010-2353 TRAINING-JR GRDS 1,089,227 1,042,669 1,078,849 1,093,320
010-2360 FIRE-LIFEGUARDS 4,060,972 4,383,888 4,728,314 4,745,390
D2300 FIRE DEPT 37,028,642 39,708,179 43,680,115 43,246,286
D2300 FIRE DEPTT50000 Total Expenses
101
NEWPORT BEACH FIRE DEPARTMENT
FY16 ADOPTED BUDGET
SCOTT POSTER , FIRE CHIEF
Item No. 5B1Implementation of Budget Preparation Framework - Review of Operating Budget, Session 3Staff PresentationDecember 10, 2015
BUDGET
OVERVIEW
FY16 ADOPTED BUDGET
NEWPORT BEACH FIRE DEPARTMENT
BUDGET OVERVIEW
FY16 ADOPTED BUDGET
SALARIES & BENEFITS $31,934,875
OVERTIME $3,524,099
MAINTENANCE & OPERATIONS $3,577,074
RESTRICTED M&O $4,010,972
CAPITAL OUTLAY $199,266
TOTAL $43,246,286
OVERALL BUDGET
NEWPORT BEACH FIRE DEPARTMENT
BUDGET OVERVIEW
FY16 ADOPTED BUDGET
EXPENDITURE TYPE BY PROPORTION
NEWPORT BEACH FIRE D EPARTMENT
73.8%
8.1%
9.3%
8.3%
0.5%
Salaries
Overtime
M & O
Restricted M &O
Capital Outlay
BUDGET OVERVIEW
FY16 ADOPTED BUDGET
PROJECTED SERVICE INDICATORS
FIRE RESPONSES 360
MEDICAL RESPONSES 8,250
FIRE ALARM RESPONSES 800
OTHER EMERGENCY RESPONSES 1,425
FIRE MEDICS MEMBERSHIPS 5,000
WATER RESCUES 5,150
LIFEGUARD MEDICAL AIDS 6,700
BOATS IN DISTRESS/WARNINGS 165
BEACH ATTENDANCE 9,750,000
PREVENTATIVE MARINE SAFETY ACTIONS 237,500
ANNUAL FIRE INSPECTION ACTIVITIES 4,500
NEW CONSTRUCTION PLAN REVIEWS 870
NEW CONSTRUCTION INSPECTIONS 1,830
SPECIAL EVENTS 275
NEWPORT BEACH FIRE DEPARTMENT
BUDGET OVERVIEW
FY16 ADOPTED BUDGET
BUDGETED PERSONNEL (FTE)
DIVISION SWORN CIVILIAN PART-TIME /
SEASONAL TOTAL
Administration 1 3 1 5
Fire Operations 96.5 1 - 97.5
Life Safety Services 1 6 - 7
Emergency Preparedness - 1 - 1
EMS 23.5 2 - 25.5
Junior Lifeguards 1 0.25 10.41 11.66
Marine Operations 13.16 0.75 27.76 41.67
TOTAL FTE 136.16 14 39.17 189.33
NEWPORT BEACH FIRE DEPAR TMENT
BUDGET OVERVIEW
FY16 ADOPTED BUDGET
REVENUE
NEWPORT BEACH FIRE DEPARTMENT
PARAMEDIC SERVICE FEE $2,744,000
JR LIFEGUARD SERVICE FEES & REVENUE $1,055,000
PARAMEDIC SUBSCRIPTION FEE $240,000
PLAN CHECK $190,000
ANNUAL & SPECIAL PERMITS $140,000
CONSTRUCTION INSPECTION $110,000
SANTA ANA COLLEGE – TRAINING REIMBURSEMENT $95,000
REFUNDS & REBATES FROM GOVERNMENT $52,048
FALSE ALARM FINES $30,000
HAZARDOUS MATERIALS DISCLOSURE $26,750
FIRE PREV SVC REIM $7,000
CERT FEES $5,000
START VIDEO SALES $5,000
REVENUE, N.O.C. $4,000
FIRE SAFETY SERVICES MARINE OPS $2,500
WITNESS FEES SUBPOENA $1,500
SALE OF MAPS & PUBLICATIONS $1,100
TOTAL $4,708,898
BUDGET
OVERVIEW
FY16 ADOPTED BUDGET
NEWPORT BEACH FIRE DEPARTMENT
BUDGET OVERVIEW
FY16 ADOPTED BUDGET
DIVISIONS
FI RE ADMI NI STRATI ON
PERSONNEL $859,846
OVERTIME $4,960
MAINTENANCE & OPERATIONS $98,530
RESTRICTED M & O $88,060
TOTAL $1,051,396
CORE FUNCTIONS:
•Executive Leadership
•Succession Planning
•Community & Media Relations
•Payroll
•Budgeting
•Contract Management
•Procurement
•Support Services
•Facilities & Equipment Maintenance
•Personnel Administration
•Interdepartmental Collaboration
•Policy Development & Guidance
•Council Reports
•Intergovernmental Relations
NEWPORT BEACH FIRE DEPARTMENT
BUDGET OVERVIEW
FY16 ADOPTED BUDGET
DIVISIONS
FI RE OPERATI ONS
PERSONNEL $19,574,510
OVERTIME $3,140,532
MAINTENANCE & OPERATIONS $1,685,792
RESTRICTED M & O $2,401,148
CAPITAL EQUIPMENT $144,077
TOTAL $26,946,058
CORE FUNCTIONS:
•Fire Suppression
•Emergency Medical Services
•Urban Search and Rescue
•Fire Investigation
•Hazardous Materials Response
•Training and Certification
•Fire Explorer Program
•Media/Public Information
•Public Education and
Community Training
•Strike Team Response
•Community Risk Reduction
NEWPORT BEACH FIRE DEPARTMENT
BUDGET OVERVIEW
FY16 ADOPTED BUDGET
DIVISIONS
LI FE SAFETY SERVI CES
PERSONNEL $1,297,718
OVERTIME $65,075
MAINTENANCE & OPERATIONS $293,413
RESTRICTED M & O $359,378
CAPITAL OUTLAY $20,976
TOTAL $2,036,560
CORE FUNCTIONS:
•Code Development & Enforcement
•Permits
•Plan Review
•Building Inspections (New & Existing)
•Community Education
•Special Event Inspections
•Community Preparedness (CERT)
•Hazardous Materials Disclosure
•Wildland Vegetation Fuel
Management
(Inspection/Enforcement)
NEWPORT BEACH FIRE DEPARTMENT
BUDGET OVERVIEW
FY16 ADOPTED BUDGET
DIVISIONS
EMERGENCY PREPAREDNESS*
PERSONNEL $150,956
OVERTIME $1,405
MAINTENANCE & OPERATIONS $16,330
RESTRICTED M & O $16,981
TOTAL $185,672
CORE FUNCTIONS:
•Emergency Operations Center
•Citywide Training
•Emergency Drills
•Grant Management
•Disaster Service Worker
NEWPORT BEACH FIRE DEPARTMENT
*Division moved to Police Department Budget - Effective 12/1/2015
BUDGET OVERVIEW
FY16 ADOPTED BUDGET
DIVISIONS
EMERGENCY MEDI CAL
SERVI CES ( EMS)
PERSONNEL $5,687,558
OVERTIME $171,644
MAINTENANCE & OPERATIONS $764,061
RESTRICTED M & O $564,626
TOTAL $7,187,889
CORE FUNCTIONS:
•Emergency Medical Response
•Medical Transport
•Policy Development
•State & Local Engagement
•Training and Certification
(EMT/Paramedic)
•Regulatory Monitoring
•Reimbursement Programs
•Emergency Preparedness
NEWPORT BEACH FIRE DEPARTMENT
BUDGET OVERVIEW
FY16 ADOPTED BUDGET
DIVISIONS
J UNI OR LI FEGUARDS
PERSONNEL $596,492
OVERTIME $42,765
MAINTENANCE & OPERATIONS $362,154
RESTRICTED M & O $67,246
CAPITAL OUTLAY $24,663
TOTAL (COST NEUTRAL) $1,093,320
CORE FUNCTIONS:
•Ocean Safety & Training
•First Aid Training
•Community Education
•Community Engagement
NEWPORT BEACH FIRE DEPARTMENT
BUDGET OVERVIEW
FY16 ADOPTED BUDGET
DIVISIONS
MARI NE OPERATI ONS
PERSONNEL $3,767,796
OVERTIME $97,718
MAINTENANCE & OPERATIONS $356,794
RESTRICTED M & O $513,532
CAPITAL OUTLAY $9,550
TOTAL $4,745,390
CORE FUNCTIONS:
•Ocean & Beach Safety
•Ocean & Underwater Rescue
•Rescue Boat Operation
•Emergency Medical Assistance
•Training and Certification
•Community Education
•Community Relations
•Municipal Code Enforcement
•School CPR Instruction
•Urban Search and Rescue
NEWPORT BEACH FIRE DEPARTMENT
BUDGET
EXECUTION
NEWPORT BEACH FIRE DEPARTMENT
BUDGET EXECUTION
POSITION ELIMINATION & CIVILIANIZATION
POSITIONS ELIMINATED (SINCE 2011) – 8 FTE
•Deputy Fire Marshal
•Fire Information Systems Coordinator
•Community Education Coordinator (Public Information Officer)
•Marine Operations – Reduced permanent staff from 17 to 14.
•Senior Fiscal Clerk
•Office Assistant
POSITIONS CIVILIANIZED
•Facilities Coordinator: Converted a sworn Captain position to a
civilian Fire Facilities Coordinator.
Total Annual Salary and Benefit Savings - $1,154,000
NEWPORT BEACH FIRE DEPARTMENT
BUDGET EXECUTION
CONTRACTED SERVICES - $1.15 million
NEWPORT BEACH FIRE DEPARTMENT
Lifeguard Outsourcing: An RFP process to evaluate the outsourcing
of lifeguarding services in Corona del Mar was completed in FY14.
After a thorough review, it was determined that city staff were able to
provide better and more cost effective services than the other
proposers.
•911 Dispatch Services
•Medical Billing
•Plan Review Services
•Hazmat Response
•Facility Maintenance & Repairs
•Equipment Maintenance &
Testing
•Fire RMS Maintenance
•Wildland Urban Interface
Inspection Services
•Electronic Collection of
Hazardous Materials Disclosure
•Personnel Education & Training
•Custodial Services
•Video Production
BUDGET EXECUTION
OPTIMIZATION
•Renewed initiatives to protect capital assets including facilities and specialized
equipment through structured maintenance and repair programs.
•Partnered with Huntington Beach Fire Department on EMS supply ordering to obtain
volume pricing.
•Partnered with Costa Mesa Fire Department to provide fire suppression training.
•Currently partnering with Costa Mesa Fire Department on a competitive bidding process
for medical direction services.
•Evaluated and reorganizing of Fire Administration workflow for efficiency and cross
training.
•Created the Emergency Medical Services (EMS) Division with specialized staff and a
restructured budget that accurately reflects ambulance transport and Advanced Life
Support expenditures for cost recovery initiatives.
•Implemented Surge Ambulance Program which provides (2) additional transport units
and a revenue stream using existing resources (cost neutral).
NEWPORT BEACH FIRE DEPARTMENT
BUDGET EXECUTION
OPTIMIZATION (cont.)
•Partnered with County of Orange in conversion to Electronic Patient Care Reports
(ePCR’s) saving approximately $250,000. New electronic ePCR’s reduce time for staff
for report completion and ensure prompt and efficient billing.
•Currently partnering with regional healthcare providers in a pilot study focused on
community-based health care known as “Community Paramedicine” to improve access
to quality care while reducing costs.
•Currently implementing a new electronic report verification program that will increase
report completion, accuracy, and free up supervisors for other duties.
•Implemented Automatic Vehicle Location (AVL) dispatching for emergency response to
decrease response times and to ensure that the closest unit based on exact geographic
location is dispatched.
•Implemented a risk based fire prevention inspection program allowing the department to
focus on structures that pose the greatest fire risk.
•Implemented a new CAD/RMS system in Marine Operations to modernize operations
and enable data-driven staffing.
NEWPORT BEACH FIRE DEPARTMENT
BUDGET OVERVIEW
OPTIMIZATION (cont.)
NEWPORT BEACH FIRE DEPARTMENT
•In FY16, Evaluated Marine Operations staffing and enhanced management
oversight by upgrading 3 full-time Lifeguard Officer positions to Lifeguard Captain
eliminating (1) full-time Lifeguard Officer position and adding 3 part-time (.75
FTE) Lifeguard Officers.
•Long-term staffing efficiencies in Marine Operations:
Initiated rotation of full-time employees from non-peak to peak days.
Reduced overtime training costs by 75% by completing necessary training on
duty.
Reduced full time “A” level overtime costs by over 130 hours.
Reduced some move up costs for evening shifts by utilizing LG Battalion
Chiefs.
Re-assigned night standby to include all full-time employees, reducing salary
costs for lower compensated employees & staffing as necessary for non-peak
days.
Eliminated tower relief guards and utilized them in the patrol units.
Reduced total amount of seasonal employees, which creates fewer training
costs – Under 200 in 2013 for the first time in possibly over a decade.
Re-organized the Junior Lifeguard Program to run more efficiently and become
self-sustainable.
Increased participation and revenue to highest recorded levels.
BUDGET OVERVIEW
REVENUE GENERATION
NEWPORT BEACH FIRE DEPARTMENT
•Implemented new EMS fee structure projected to increase revenue by
$500,000 annually.
•Initiated participation in the Medi-Cal Ground Emergency Medical
Transportation Services (GEMT) supplemental reimbursement program
averaging an additional $30,000 in revenue annually.
•Actively seeking new sources of revenue including California’s Medi-Cal
Managed Care Rate Range Intergovernmental Transfer (IGT) program
with a potential return of $150,000 annually.
BUDGET OVERVIEW
FY16 ADOPTED BUDGET
QUESTIONS?
NEWPORT BEACH FIRE DEPARTMENT
CITY OF NEWPORT BEACH
FINANCE COMMITTEE
STAFF REPORT
Agenda Item No. 5C
December 10, 2015
TO: HONORABLE CHAIRMAN AND MEMBERS OF THE COMMITTEE
FROM: City Manager’s Office
Carol Jacobs, Assistant City Manager
949-644-3002, cjacobs@newportbeachca.gov
SUBJECT: Life Safety Services Program Evaluation
SUMMARY:
Staff will discuss the results of a recent review of the City’s Fire Department Life Safety Service as part of
the on-going effort to review operations for effectiveness, efficiency and cost. This report provides the
roles and responsibilities of the Division and summarizes the results of the study.
RECOMMENDED ACTION:
Receive and file.
DISCUSSION:
The Life Safety Services Division is located in the Fire Department and provides a number of services to
the community. The Division is responsible for:
Fire Code Enforcement Fire Code Development
Issuance of Fire Code Permits New Construction and Tenant Improvements
Fire Building Inspections Wildland Vegetation Fuel Management
Special Event Inspections Very High Hazard Severity Zone Enforcement
Community Education Programs Community Preparedness
The staff of Life Safety Services consists of the following classifications that perform the duties listed
above:
Position Number of Employees
Fire Assistant Chief (“Fire Marshal”) 1.00
Department Assistant 1.00
Life Safety Specialist II 4.00
Life Safety Specialist III 1.00
Contract Planner 0.75
Total 7.75
Life Safety Program Costs have been budgeted as shown below:
Life Safety Services Program Evaluation
December 10, 2015
Page 2
FY 2012-13
Actual
FY 2013-14
Actual
FY 2014-15
Estimated
FY 2015-16
Budget
Salaries & Benefits $1,282,729 $1,369,887 $1,482,165 $1,362,793
Maintenance & Operations 629,232 683,998 740,357 652,791
Capital Equipment 29,726 22,511 27,976 20,976
Total $1,941,687 $2,076,396 $2,250,498 $2,036,560
During FY 14-15, the Division processed the following:
Life Safety Services Numbers
I. New Construction and Tenant Improvement Activity
a. Plan Review 838
b. Project & Pre-Development Review 138
c. Field Inspections 1,531
II. Annual Fire and Life Safety Inspections
a. Occupancies assigned 301
b. Inspection actions 1,703
III. Hazardous Material Business Emergency Plans
a. Occupancies assigned 187
IV. Hazard Reduction
a. Biennial Hazard Reduction Inspections
Even years 102
Odd years 170
V. Fuel Modification Zones
a. Biannual Inspections 48
b. Homeowner’s Associations 24
c. Acres of fuel modification 324.7
VI. Weed Abatement
a. Annual Inspections 113
Analysis:
As part of the City’s on-going efforts to review operations for efficiency and effectiveness, the City
Manager’s Office engaged Management Partners to review the Life Safety Services Division. The
purpose of the analysis was twofold: 1) to determine if relocating fire plan review and plan check from Fire
Department to the Community Development Department (CDD) would result in better customer service;
and 2) if there is a more cost effective model to use in staffing the Division. A total of fourteen (14)
interviews were conducted with members of Life Safety Services staff, Fire Management, Community
Development staff, City Management, Police Department staff and a private architect who has worked in
the community for over 40 years.
The results of the interviews resulted in some common themes:
The interpretation of what constitutes good customer service is different between the
Community Development and Fire Departments. The City of Newport Beach has established
clear expectations regarding customer service in all arenas, including development processing. Over
the past few years, processes have improved in the Community Development Department to achieve
ambitious turnaround standards. The Fire Department and Community Development Department
each interpret the City’s commitment to customer service differently, with Community Development
engaging in more flexibility and latitude with customers while Life Safety Services takes a more
conservative approach. Both departments should be consistent in how they approach the City’s
customer service objectives.
Life Safety Services Program Evaluation
December 10, 2015
Page 3
Communication between the Community Development and the Fire Departments is
insufficient as it pertains to the development process. While all interviewees indicated they
respect and like each other, there are no regular methods of ensuring that the development process
operates as one, fully integrated process. There are no regular joint meetings of staff from both
departments. Such meetings would be useful in discussing specific projects, processes that need
improvement, turnaround problems, or other issues. Through regular meetings, employees can
discuss issues that may otherwise go unaddressed.
There is insufficient time allocated by the fire marshal to problem solving and process
improvement pertaining to the development process. The fire marshal’s function is a significant
role within the development process and yet only 7% of his time is spent on problem solving related
to fire plan check. Given the importance of customer service to the City, this allocation of time is low
and should be increased.
There are advantages and disadvantages to moving development-related processes now in
the Fire Department to the Community Development Department. If the change were to be
made, an implementation plan would be essential so that intended results would be achieved.
The advantages include: 1) the City having a unified voice in its dealings with customers; and 2)
improvements in efficiency and timeliness of plan reviews and inspections. The disadvantages
include: 1) the unlikelihood of cost savings and the potential for increased costs; 2) the potential loss
of focus on fire service requirements; 3) the need for new and ongoing training; and 4) a decline in
employee morale in Life Safety Services. Further analysis is necessary before the City can make an
informed decision.
The workload for fire plan review and plan check may be too great for the existing staff to
meet turnaround expectations. It may be that having only one full-time employee assigned to this
function along with a 75% time contractor is not sufficient to meet expectations. Workload should be
examined further to determine whether there should be augmentation, such as through adding a
position, increasing outside contractor hours, assigning part of a plan check engineer from
Community Development, or a combination of those options. If workload is more than can be
reasonably managed by the existing personnel, reassignment of the function to another department
will not solve the timeliness problem.
Based on the study the following operational options could be considered.
Reclassify the Assistant Fire Chief/Fire Marshal position to a non-sworn Assistant Fire Marshal
position at a saving of approximately $129,069 at top step. Designate the Fire Chief as the Fire
Marshal. Other Assistant Chief duties would be reallocated to the Fire Chief, Assistant Fire Chief,
training Battalion Chief and Administrative staff.
o As an alternative, the Building Official may be able to assume the Assistant Fire
Marshal’s duties, provided that this complies with all laws relating to the placement of a
Fire Marshal’s role in an organization. If this change were made, likely savings are
estimated at $321,243.
Assign Fire plan check personnel to the Deputy Community Development Director/Building
Official for day to day operations and assigning the Fire Chief as the Fire Marshal for issues
requiring statutory Fire Marshal approval.
Require all plan checkers in the permit center to utilize the same computer programs for
consistency and tracking purposes. The report identifies instances when Fire is not advised
regarding plan checks as Fire and CDD utilize different programs. This will also allow for tracking
of plan checks and customer turnaround times reducing miscommunication.
Move the contract plan checker and any Assistant Fire Marshal to the first floor. This assists in a
more fully functional one-stop shop. This would also increase amount of time spent in plan check
review, problem solving and management.
Life Safety Services Program Evaluation
December 10, 2015
Page 4
Add additional contract staff for Fire plan review as needed with the expected turn-around times
as defined by the City.
Require weekly development review meetings between all plan checkers in Community
Development management, and Fire management. The purpose of the meeting is to discuss all
projects currently working and identify issues to be resolved. This one stop approach provides
one voice and could later be expanded to Public Works and Utilities staff for a more unified
approach.
Meet with both staffs and clearly define customer service expectations versus time necessary to
complete the work.
Follow up monthly with Department Directors for input and quality control.
Move CERT program to Fire Administration for higher visibility and direct access to Fire
Administration. CERT program to be supervised by training Battalion Chief.
Move Emergency Preparedness to the Police Department. This will allow for more direct and
consistent supervision of the position. Reassign the staff member’s previous Junior Lifeguard
duties to other clerical staff or seasonal employee.
Implementing these recommendations will provide for greater customer service, better coordination
between Community Development and Fire, and save the City over $100,000 annually.
Prepared and Submitted by:
/s/ Carol Jacobs
_____________________________
Carol Jacobs
Assistant City Manager
CITY OF NEWPORT BEACH
FINANCE COMMITTEE
STAFF REPORT
Agenda Item No. 5D
December 10, 2015
TO: HONORABLE CHAIRMAN AND MEMBERS OF THE COMMITTEE
FROM: City Manager’s Office
Carol Jacobs, Assistant City Manager
949-644-3002, cjacobs@newportbeachca.gov
SUBJECT: City Council Policy F-9 City Vehicle/Equipment Guidelines
SUMMARY:
An amendment to City Council Policy F-9 (City Vehicle/Equipment Guidelines) is proposed, which would
clarify the policy and its purpose.
RECOMMENDED ACTION:
Approve recommended changes to the City Council Policy F-9 and forward to City Council for approval.
FUNDING REQUIREMENTS:
None.
DISCUSSION:
At the City Council Meeting of October 27, 2015, the City Council reviewed and approved changes to the
City Council Policy F-9 City Vehicle/Equipment Guidelines. These changes will extend the life of the
City’s fleet, eliminate several types of equipment the City no longer owns and add vehicles to the
Equipment Maintenance Fund that were previously not included. The revision to Policy F-9 on October
27, 2015, resulted in an annual savings of approximately $1,039,000 to the City’s General and Enterprise
Funds. The City Council requested that the Finance Committee review Policy F-9 to determine if
additional savings are available. After a thorough review of the policy and the financial resources
necessary to maintain the Equipment Replacement Fund, staff is not recommending any changes to the
useful lives of the equipment.
City Council Policy F-9 (Attachment A) establishes definitive standards for the replacement of City
vehicles and equipment. This policy ensures that the full service life of each vehicle or piece of equipment
is utilized to its fullest potential. Additionally, it provides a timeline for funding the replacement of these
items and implements uniform guidelines for all departments. This policy was initially established on
December 14, 1992, and has been revised four times since its inception (1994, 1995, 2001, and 2015).
The proposed revisions to Policy F-9 are to clarify the language regarding its intent and purpose. The
most significant purpose of the policy is to systematically plan for and fund the replacement of vehicles
and equipment owned by the City. This process allows the City to put “aside” funds every year so that
when the vehicle reaches the end of its useful life, funds are available to replace the vehicle.
Equipment Maintenance Fund
The City has an Equipment Maintenance Internal Service Fund that is utilized to collect “rents” from the
departments in order to pay for annual maintenance as well as future equipment replacement of City
City Council Policy F-9 City Vehicle/Equipment Guidelines
December 10, 2015
Page 2
vehicles and large pieces of equipment. Each year the Municipal Operations Department and
Finance Department work with other City Departments to determine operational needs
The Equipment Maintenance Fund supports 7.5 full-time employees who are responsible for maintaining
approximately 336 vehicles and other pieces of equipment managed by the Municipal Operations
Department.
The following table identifies the age of the equipment in the Equipment Replacement Fund.
Age Pieces of Equipment
Over 25 years* 15
Over 20 years 24
Over 15 years 43
Over 10 years 203
Under 10 years 51
*the oldest piece of equipment is a 1963 Wheel Trailer
The average piece of equipment in the Equipment Replacement Fund is 33 months over its useful life as
defined in the F-9 Policy. This is a result of the careful analysis of each piece of equipment and the
needs of the department.
Additional language is included in the draft Policy which memorializes action annually taken by
Equipment Maintenance Division staff. Prior to preparation of the annual budget, Division staff
examines vehicles and equipment that exceed their recommended service life, and decide on retention
or replacement based upon usage, maintenance costs, and the general condition of the equipment.
In addition, each year the Finance Director reviews the financial health of the Equipment Maintenance
Fund. If it is determined the fund has a surplus, the Finance Director working in conjunction with the
Municipal Operations Director may reallocate funds. Over the last three fiscal years, the City has
transferred almost $14,000,0000 from the Equipment Replacement Fund to other funds including the
Facilities Financial Planning Reserve, IT Strategic Fund, Fire Equipment Fund, 800 MHz Fund,
Compensated Absences, Workers’ Comp and General Liability Reserve Funds.
Police Department – Equipment Replacement Fund
The Police Department has two fleet mechanics separate from the Municipal Operations Department
and a budget of $1,970,313 funded through the General Fund. There are two components to the fund: 1)
the Equipment Maintenance Premium and 2) the Equipment Replacement Premium. City Council Policy
F-9 refers to the Equipment Replacement Premium and would not affect the Maintenance Premium.
The Police fleet consists of 118 pieces of equipment:
Age Pieces of Equipment
Over 25 years* 3
Over 20 years 1
Over 15 years 2
Over 10 years 9
Under 10 years 103
The Police Department’s fleet replacement thresholds for patrol vehicles, motorcycles and detective/plain
vehicles are based on several factors. The two most important factors affecting vehicle service life are 1)
In-Service Time and 2) Wear and Tear.
Police Department Vehicle In-Service Time:
A conservative calculation using minimum daily staffing numbers compared to patrol black-and-white
vehicles available shows they are in active use for 11.1 hours per 24-hour day. That equates to a
City Council Policy F-9 City Vehicle/Equipment Guidelines
December 10, 2015
Page 3
“Vehicle Utilization Rate” of 46.0 percent. The Vehicle Utilization Rate is defined as the percentage of a
24-hour day that a vehicle is in active use. A comparison between the service life of a police patrol
vehicle and a privately owned family vehicle can be made by calculating a Vehicle Utilization Rate for
both types of vehicle.
Example: If a family vehicle is in active use for two hours per day, its Vehicle Utilization Rate would be
8.3 percent (2 hours of a 24-hour day). For every one year a family vehicle is in service, a patrol vehicle
is in service for 5.5 years. Expressed as total service life, four years of patrol utilization is equal to 22
years of family vehicle utilization.
Wear and Tear:
Mileage is not the most important measure for determining service life for public safety vehicles. Overall
wear and tear and in-service time are the most important factors to be considered. For Police
Department vehicles, wear and tear is composed of mainly two elements: 1) operating conditions and 2)
installed equipment.
Police vehicles are subject to extreme operating conditions far beyond those affecting the average family
car. Pursuit driving/braking and routine high speed driving/braking, both characterized by repeated
sudden acceleration and deceleration, and carrying heavy payloads are examples of common patrol
vehicle operating conditions. Another very significant factor affecting service life is the long periods of
engine idling that are required to support the added electronics and emergency lighting.
Most police vehicles have added electronic equipment that cause a significant drain on the vehicle’s
electrical system and require the vehicle to idle when officers are not handling a call for service. It is also
critical to have the vehicle air conditioning running nearly continuously to keep the systems within
operating temperature range. This continuous “run-time” significantly increases the wear and tear on the
engine, electrical system and related components.
ENVIRONMENTAL REVIEW:
Staff recommends the City Council find this action is not subject to the California Environmental Quality
Act (“CEQA”) pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably
foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as
defined in Section 15378) of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3,
because it has no potential for resulting in physical change to the environment, directly or indirectly.
NOTICING:
The agenda item has been noticed according to the Brown Act (72 hours in advance of the meeting at
which the City Council considers the item).
Prepared and Submitted by:
/s/ Carol Jacobs
_____________________________
Carol Jacobs
Assistant City Manager
Attachment:
A. Redline of City Council Policy F-9 – City Vehicle/Equipment Guidelines
ATTACHMENT A
Redline of City Council Policy F-9 City Vehicle Equipment Guidelines
F-9
CITY VEHICLE/EQUIPMENT REPLACEMENT GUIDELINES
PURPOSE:
To establish a policy to provide a funding mechanism to ensure that the full
service life of each City vehicle or item of equipment is utilized to its fullest potential,
provide for a funding timelines and implement uniform guidelines among all
departments.
POLICY:
The Municipal Operations Department shall inspect the equipment annually after the
vehicle/equipment has reached its useful life, to determine the appropriateness of
replacing each piece of equipment in conjunction with the assigned Department. All non-
emergency vehicles shall be replaced based on, but not limited to, the following factors:
expected service life, lifecycle maintenance costs, fuel efficiency, purchase price (cost),
environmental rating, etc. The City will actively seek opportunities to use cleaner
burning fuels and higher efficiency vehicles when possible.
Should the expected life of the equipment be less than expected, the Municipal
Operations Department in conjunction with the Finance Department and the assigned
Department will make a recommendation to the City Manager or his designee on the
disposition and replacement of equipment.
It shall be the policy of the City that the funding and replacement of all motor vehicles
shall be normally based on the expected service life and condition of the
vehicle described on the following schedule:
Vehicle/Equipment Schedule for Replacement
Police Patrol/Traffic Vehicles 75,000 miles or 4 years
Police Motorcycles 75,000 miles or 5 years
Police Detective/Plain Vehicles 80,000 miles or 8 years
Beach Vehicles/ATVs 4 years
Sedans/Station Wagons/SUVs 120,000 miles or 12 years
Pickup Trucks (1/4 to 3/4 Ton) 100,000 miles or 10 years
Vans 100,000 miles or 10 years
Ambulances (commercial chassis) 100,000 miles or 8 years
Ambulances - Reserve 4 years
Heavy Trucks (1 Ton and larger) 120,000 miles or 10 years
Beach Cleaners 8 years
Street Sweepers 10 years
Small Boats/Personal Watercraft 10 years
Large Emergency Boats 25 years
Heavy Equipment 10 years or 5,000 hours
Trailers 10 years
Vactors/Sewer Rodders 10 years
Welders, Saws, Pumps 13 years
Transfer Equipment (Radios/Beacons) 10 years
F-9
Fire Engines – Frontline 13 years
Fire Trucks – Frontline 15 years
Fire Engine – Reserve 5-7 years
Fire Truck – Reserve 10-15 years
Fire engines, trucks and ambulances are placed within stations as frontline vehicles
when they are purchased. They will remain in a frontline status until the expected
useful life is over. At that time, the engines and trucks will be placed in reserve status
for an additional period of time as described above.
F-9
The Municipal Operations Department shall inspect the equipment annually to
determine the appropriateness of replacing each piece of equipment in conjunction with
the assigned Department. All non-emergency vehicles shall be replaced based on, but
not limited to, the following factors: expected service life, lifecycle maintenance costs,
fuel efficiency, purchase price (cost), environmental rating, etc. The City will actively
seek opportunities to use cleaner burning fuels and higher efficiency vehicles when
possible.
Should the expected life of the equipment be less than expected, the Municipal
Operations Department in conjunction with the Finance Department and the assigned
Department will make a recommendation to the City Manager or his designee on the
disposition and replacement of equipment.
Adopted – December 14, 1992
Amended – January 24, 1994
Amended – March 27, 1995
Amended – May 8, 2001
Amended – October 27, 2015
Formerly F-26