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FY 1997/98 & FY 1998/1999 Budget - Two Year Budget - Resolut
I •������AC vk• �.*i^_.. III _ - -_ �'•—_. I � — i ' ' Orange County, California I'reI i r�nr oar Bud ® et �' Y g I�Iessa ® e and Su rnmaries 9 $ 6 lJpdate: Second Year of � ` 2-Year Budget Fiscal Year 1998 99 I � a Y I � P a � I 4 s 9 :� f �„,: {ice(•. c• u r � j f i �Y �. ! i li l x o �� . � a 'i F „E :-1 Preliminry ,Y I Y a4 '� ' s �I ate: Second Year of 2-Year Budget 3 Fiscal Year Lea /99 -n ShirleyCity Council Dettloff, 'Y. Imo' ee'..e e �,. - - Mayor . Tern Council Members Pam Julien David Garofalo Tom Harman Dave Sullivan Ralph Bauer Submitted By: r Ray Administrator y Table of Contents ® City Administrator's Budget Message 1 ® Changes to Approved 1998/99 Budget 17 ® Budget Charts & Graphs 34 ® Revenue & Expenditure Summaries 45 ® Department Budgets 56 ® Capital Improvement Program 90 ® Interfund Transfers 92 City ®f Huntington Beach 2000 MAIN STREET CALIFORNIA 92648 OFFICE OF THE CITY ADMINISTRATOR PRELIMINARY BUDGET MESSAGE CHANGES TO THE SECOND YEAR OF TWO YEAR BUDGET- 1998199 FISCAL YEAR Honorable Mayor and Members of the City Council: The City adopted its first two-year budget in September of 1997, covering fiscal years 1997/98 and 1998/99. Last year, the first year of the two-year budget was approved (for 1997/98) in the amount of $211,157,706. Approximately $6 million from this previously approved 1997/98 budget will be carried over to the second year of the budget (1998/99). Also included in the revised Budget History recommended budget for 1998/99 are changes $225 -�2oa 2 r.2—$ i3.2 9 ) P $200 —� totaling $13.5 million for 1 implementation of �----tr—�,r agreements with City employee associations, 2) $175 —�--Total Budget new expenses for emergency infrastructure $150 —0—General Fund repairs, and 3 other needs as described in this $125 $& $ 2 $109:8 budget message. Therefore, the total proposed $100 - City budget (all funds) for fiscal year 1998/99 is $75 in Millions $213,249,981, which is a 1.0% increase above $50 the $211.2 million that was approved last year for 93 94 95 96 97 98 99 fiscal year 1997/98. Rec EXECUTIVE SUMMARY Fiscal Problems Have Dominated in the 1990's -- During the 1990's, City finances have been dominated by a number of factors: 1) the recession, 2) the State taking of City revenue, 3) the. Orange County bankruptcy, and 4) the City's historical use of one-time revenue to pay ongoing costs. The impact of these factors on the City budget has been significant. The City has about 10%fewer permanent employees in the General Fund than prior to these three events. Programs such as painting, curb/sidewalk repair, street sweeping, building maintenance and park maintenance have been eliminated or reduced. Cash reserves for lawsuits that have been filed against the City are lower than recommended by outside auditors. Major City infrastructure repair and maintenance has been deferred for basic needs such as streets, sewers, building repairs, and computer systems. A separate report was prepared in May of 1998 analyzing the impact of the recession and the State actions to take Huntington Beach revenues compared to the ten largest cities in Orange County. That study documented that Huntington Beach lost more revenue to the State than any other Orange County city. Huntington Beach has also experienced comparatively less revenue growth than other cities during the economic recovery. In short, the City will continue to have a difficult time balancing revenues and expenses unless 1) the State starts returning City revenue, and/or 2) major new economic growth occurs in Huntington Beach. If current State proposals to take City vehicle license fee revenue are implemented, the City's fiscal problems could be compounded. o • Telephone (714) 536-5202 Changes to the Two Year Budget: 1998/99 For the past 18 months, the regional economy has been growing faster than at any time since the 1980's. Residential development activity is booming locally. The City's revenue growth reflects the economic growth, even though our lower-than-average sales tax base is limiting our revenue growth. Sales tax and property tax revenues are projected to grow about 4%in 1998/99. Planning and building fees are projected to remain at a relatively high level in 1998/99. As described below, to a certain extent, these revenues are one-time and should not be counted on to pay for ongoing costs. Development Revenue -- General Fund revenue Development Related Revenue of about $2.5 million in 1998/99 is considered one- General Fund time revenue related to development. On the $7 $57$5.9$5.9 expense side of the budget, we have included, in $6 $s.o the recommended 1998/99 budget, one time costs o $5 $a.7 of processing developers' applications for building $4 $3.6 permits, inspections, and other processing $3 2.7 activities. The residential building boom will add �► $2 permanent, ongoing property tax revenues 18 to 24 $1 months after construction starts. As indicated in $0 the chart, the current high level of residential 93 94 95 96 97 98 99 '00 '01 '02 '03 building permit revenue in the General Fund is projected to decline by over $2 million in future years. Correspondingly, expenses for development processing will decrease. It is important that the City not become dependent on one- time development related fees. Economic Development activity in the City is also at a high level, with 9 sites identified for potential new commercial/retail development. One site received approval for development in fiscal year 1997/98 (the Waterfront project will probably also be considered for approval in fiscal year 1997/98). Some sites are being developed now, such as Home Depot and Plaza Almeria. Potential new sales tax revenue of $3-5 million per year could be generated from these 9 sites within 5 years, if they are approved and developed as commerciaUretail sites. In addition, new transient occupancy tax (TOT) revenue of more than $1 million (net) could result from planned new hotel rooms at the Waterfront project. This new TOT revenue is already committed to anticipated increased salary and benefit costs resulting from approved agreements. Changes to the 1998/99 Budget -- Summary-General Fund Budget: 1998/99 The revenue growth from the economic recovery is used in the Estimated Beginning Fund Balance 09/30/98 $ 5,300,000 recommended changes to the second Estimated 1998/99 General Fund Revenue $107,830,642 year of the two-year General Fund Total Resources $113,130,642 Budget to finance the increased salary and benefit costs resulting Recommended 1998199 General Fund Expenses: from agreements and potential General Fund Operations $107,793,897 agreements with employee groups. Emergency street Repairs 1,000,000 This increased cost totals $2.7 million in the General Fund for 1998/99. Emergency Sewer Repairs 1,000.00 Revenue growth is also used to Total Use of Funds $109,793.897 finance some restorations of prior Estimated Ending Fund Balance-09130199 $ 3,33s,745 service cuts such as the reinstatement of a portion of the painting program, some expansion of services such as Code Enforcement, and some expenses that were not anticipated for 1998/99 such as outside legal costs. All of these new costs are detailed in this budget message. 2 Charges t® the Two Year Budget: 1998/99 ® This budget recommends the use of one-time revenue for changes in the 1998/99 fiscal year to ® address some of the highest priority infrastructure needs as follows: ® Police Dispatch System: $2 million is recommended for replacement of $2,000,000 our Police emergency dispatch system. $1.15 million of this total is from the proceeds related to the litigation against the vendor for our current computer system used for dispatching police calls. The remainder ($850,000) is recommended to be budgeted from Capital Projects Fund reserves. Emergency Street Maintenance Repairs: 1,200,000 • $200,000 additional use of Gas Tax funds for emergency repairs of potholes in City streets. Y $1,000,000 from General Fund reserves for emergency repairs to both local and arterial streets. Up to half of this amount is planned for use as "matching funds" for applications for OCTA funding, thereby leveraging our local funds to qualify for regional transportation funding. The remaining amount would be used for the prioritized list of needed arterial street repairs. Emergency Sewer System Maintenance Repairs: $1,000,000 from 1,000,000 General Fund reserves to repair or replace the most critical sewer system problems in the downtown area. Information Systems Replacement Costs: $1.7 million is recommended 1,700,000 to be budgeted in the Capital Projects Fund for year 1 of a 2 year program (total cost: $3.5 million) to replace existing computer software and hardware for water billing, accounting, building permit, payroll and other computer systems currently on the City's mainframe computer. City Hall Roof Replacement and Rehabilitation Project: $400,000 is 400,000 recommended to be budgeted in the Capital Projects Fund to replace the roof, repair damaged interior walls, repaint the City Hall facility, and finance other needed repair/rehabilitation of this 26 year old facility. Total $6,300,000 The City has a number of significant long-term financial issues that need to be addressed. We have prepared a sample listing of unfunded needs later in this budget message. The need for infrastructure funding is a major financial issue. The City's sewer system is the highest priority unfunded infrastructure need. The estimated unfunded cost to repair and replace sewer facilities over the next 20 years is$140 million. New Positions for Police Department -- 10 new police officer positions are planned for the 1998/99 Police Department budget although funding has not yet been approved from the Federal Grant that we anticipate using to finance the first year cost for these positions. Approval of the grant is expected prior to October 1, 1998. An amendment to this recommended 1998/99 budget will be required once approval is received. In order to meet grant application requirements, it is important that the City not add the Police Officer positions to the budget until the grant is approved. The same process is required for six new Police Department positions needed for dispatching police calls. The 10 new police officer positions and 6 new dispatch positions were recommended by the recent outside consultant review of Police Department operations. City staff recommends adding these positions to the 1998/99 Police Department Budget once the Federal grants are approved. These grants will finance the first year costs of $788,000 for the 16 3 Changes to the Two Year Budget: 1998/99 positions. Future annual costs for the 16 positions will be funded by a reduction in overtime costs as indicated in the outside consultant study. BUDGET OVERVIEW Budget Changes - The recommended total budget of $213,174,981 for 1998/99 includes changes to the second year (1998/99) of the two-year budget summarized as follows: New Capital Expenses—These projects were listed previously: $ 6,300,000 Salary/Benefit Increases — Several employee groups have approved two 2,739,177 or three year agreements with the City. The increased costs to implement these agreements and potential similar increases for other employees is included in the recommended changes to the 1998/99 budget. Outside Legal Costs - The City has not budgeted outside legal costs 600,000 accurately in the past few years. The recommended changes for 1998/99 adds $400,000 to the General Fund budget to reflect actual anticipated outside legal costs and $200,000 in the Liability Self-Insurance Fund. FireMed Enterprise Fund Capital Expenses — One-time costs for 734,250 upgrading radios and other equipment required for the 800 MHz system ($425,000), Opticom signal devices ($98,000) and other capital costs including Advanced Life Support equipment. All funded from the FireMed Enterprise Program revenues. Helicopter Replacement Costs— Replacement approved in 1997/98 274,000 Revenue Related New Costs—see summary below 2,067,880 Other Changes (net)—see details in section following Budget Message 823,743 Total Recommended New Appropriations $13,539,050 Revenue Related New Costs — Development processing costs in the Public Works and Community Development departments will be higher in 1998/99 than anticipated in the two-year budget. A total of $990,000 additional funding in 1998/99 is recommended to cover these outside contract costs. Development related revenue estimates have been increased to reflect the continued higher level of development activity occurring in the City. Other recommended expenditure increases that are offset by related new revenue are the reinstatement of a portion of the painting program (funded by the new Naming Rights program), new Library books, Pier Plaza costs, and new costs related to collection of new fees. Also, new expenditures related to anticipated Federal and State grants total over$500,000 for 1998/99. Carry-Over Projects — Several approved capital improvement projects in the Water Fund, Redevelopment Fund, and Capital Improvement Projects Fund will not be completed in 1997/98. Therefore, it is necessary to re-budget, or carry-over, these projects to the 1998/99 fiscal year. A list of the carry-over projects is included in the "1998/99 Recommended Changes" section of this budget. 4 Changes to the Two Year Budget: 1998/99 ® General Fund Reserve -- Consistent with our fiscal policies, the amount of the General Fund ® reserve that exceeded 5% in 1997/98 was transferred to the Capital Improvement Fund. The Fund Balance is projected to be 3% at the end of 1998/99, with the reduction from 5% to 3% recommended to address emergency infrastructure repairs to our street and sewer systems as described previously. The 3% fund balance is also consistent with the City Fiscal Policies that require a 3% to 5% fund balance. Redevelopment -- The Agency's projected Redevelopment Cash Reserves future year's cash resources will be improved if $8 6.5 $in Millions the Waterfront Development is approved and $6 constructed as scheduled with an opening in $4 �� $2,5 the year 2000. The Agency was also $2 -- negatively affected by the recession, the State $0 taking of redevelopment revenues, and the -$2 —*—With Waterfront \� Orange County bankruptcy. The $800,000 -$4 --With( watertront annual payment to the City is recommended to -$6 be reduced to$500,000 starting in 1998/99. 97 98 99 100 101 '02 Insurance Reserves Insurance Reserves — No significant changes $11 .4 are needed for the second year of the $9 $in Millions insurance budgets. The two year budget $7'2 increased General Fund payments to the $7 $. 0 Insurance Funds by $900,000 in 1997/98 and $5 an additional $350,000 in 1998/99, $3 $1.8 implementing the first two years of a multi year $1 $ .o $0.13 I I 1 � program to restore these reserves. ($1) 90 91 92 93 94 95 96 97 98 99 '00 '01 '02 Equipment Replacement -- No significant changes are needed for the 1998/99 Equipment Replacement Reserves Equipment Replacement budget. The equipment-leasing program adopted in $5 4.294-n $in Millions February of 1997, along with an 11% per year $4 I" increase in transfers from the General Fund, $3 will result in rebuilding these cash reserves as I $ shown in the chart. After a reserve of $2 $2 million or more is established, the City will be in $1 � a better position to fund the cyclical needs of i equipment replacement. $0 92 93 94 95 96 97 98 99 '00 '01 '02 Develooment Processing -- The Public Works and Community Development budgets include over $1 million of costs related to Total Building Permit Valuation handling the peak workload of processing new in $Millions development applications including $700,000 $300 $2 7 for the Public Works budget that was not $250 originally anticipated for the 1998/99 fiscal $200 year. Most of these costs are outside $150 contracts for plan review, building inspections $90 $93 Sqp $107 and related services. These costs are $ioo expected to continue for another two years or $50 more. By using contract services, the costs $0 can be decreased and/or eliminated when the 90 91 92 93 94 95 96 97 development processing activity starts to 5 Changes to the Two Year Budget: 1998/99 decline. The $247 million in new development permits issued in 1997 will result in increased City property tax revenue of about$500,000 in Fiscal Year 1999/2000, the year after this two- year budget. Economic Development Activities - The City is placing continued emphasis on business Residential Units-Building ----P-ermitsr attraction, retention, and expansion. Numerous soo - Projected new programs have been initiated in this priority 800 Actual area. Successful efforts in the past led to soo s so1 57g5- -Y Unisource and Sharp Electronics deciding to 500 3s4`- 448 move their headquarters to Huntington Beach, 400 adding jobs and tax dollars to the local economy. 300 ' 209E =ts ' - 142' �- Other new/expanded businesses in the industrial 200i` ' areas of the City include Dynamic Cooking 10o Systems, Airtech International, and Quicksilver. 91 92 93 94 95 96 97 98 99 '00 '01 '02 Pier Plaza was opened June 1998, and Plaza Almeria is under construction in downtown Huntington Beach. Also, a unique private/city/school district resulted in the new Home Depot that is scheduled to open in August at the former Wintersburg School site. Plans have been approved for an approximately 32-acre new commercial/retail center at Goldenwest and Yorktown replacing the existing Seacliff Village. The Waterfront Hilton owners are proposing a Potential Commercial Sites_ major expansion of their resort facilities with the first Site 'Aap'rox.Acres: phase being a 500-room resort hotel and conference FORMER HOME DEPOT SITE 5 center. The Huntington Beach Mall owners are planning a SEACLIFF 32 20-screen theater complex, rebuilding of major portions of GOLDEN WEST COLLEGE 8-15 the existing mall and a pedestrian/entertainment theme to CREST VIEW 13 attract new customers. McDonnell Douglas is planning a RANCHO VIEW 13 major expansion. An exciting mixed-use proposal to DOWNTOWN 15 develop 31 acres of vacant land between downtown and CPH PROPERTY 10-15 the Waterfront Hilton is anticipated. Closed school sites at HB MALL 57 Crest View and Rancho View are being reviewed for WATERFRONT EXPANSION 18 potential retail development. City Organization Structure - The City plans to continue to improve the quality of life for members of the community. In order to achieve this goal, the City will need to help the private sector complete a number of quality projects. The City will, therefore, continue to work to improve coordination of development projects, improve communication with the community, and work to reduce costs through improving the City's systems and processes. The City needs to maximize its use of technology to improve customer service and increase efficiency. There is also a need to transition to a performance and results based budget and implement activity based costing. The City's labor force/employees account for approximately 70%of the General Fund Budget. In this budget, therefore, I am proposing to relocate the budget and labor relations functions to the City Administrator's Office. This will be accomplished with one additional position in the Fiscal Year 1998/99 budget. New responsibilities will be placed on certain staff in the Fire, Community Development, Administrative Services Departments, and the City Administrator's Office in order to achieve the above described goals and objectives which will be detailed at a later time. 6 • • • • Changes to the Two Year Budget: 1998/99 • • • California State Budget Impact on City Finances • 1998/99 State Budget - As of July 28, 1998 the State has not adopted a budget for its State General Fund Budget has • fiscal year that began July 1, 1998. The Increased 36%Since 1993/94 State Budget being debated as of this writing $53 o includes consideration of cutting or $55 eliminating City Vehicle License Fee revenue. $50 gap I This is about$7.8 million of our General Fund in $45 revenue assumed to be available to the City $40 I in 1998/99. The latest State budget reports °° $35 are that a State budget may be adopted with $25 i some VLF reduction to cities that would be 93/94 94/95 95196 96197 97/98 98/99 replaced (backfilled) in 1998/99 by State Rec. General Fund revenue. Total Revenue Loss to State - In 1990/91, State Budget Impact on City the State of California started taking revenue �6a $7 from cities to balance the State budget. The $in Millions g cumulative effect of these losses to the City $6 revenue base is that $6.7 million is going to $5 the State in 1997/98 instead of the City. The $4 f total City loss to the State over 8 years $3 i o�oss to state equals $37.7 million. As shown in the chart, $2 D Increase from Prop.172 the revenue to the City from new Proposition $1 172 sales tax is $1.25 million in 1997/98 $o i NMI compared to the $6.7 million the State is 92193 93194 94/95 95/96 96/97 97/98 taking from the City in the same year. 7 Changes to the Two Year Budget: 1998/99 BUDGET DETAILS Overview - Recommended Total Budget- All Funds - The following chart shows a comparison of the total City budgets for 1996/97 and the two year budget for 1997/98 and 1998/99. Although the General Fund budget necessarily receives most of the attention during budget review, it is obvious from reviewing the summaries that there are significant City expenditures other than those in the General Fund. Some of these other funds, such as the Water, Refuse and FireMed funds, are enterprise operations that are operated on a "business-within-a-business" basis whereby expenditures are limited to the amount of revenue received. Expenditures of other types of funds are restricted to specific purposes, such as the Park Acquisition and Development Fund, Grant Funds, Debt Service Funds, Redevelopment Funds, and Transportation Funds. The revenue sources for these funds are typically restricted by State or Federal laws which authorize spending the revenues only for specified programs or capital projects. Recommended Total City Expenditures - All Funds FUND ADOPTED ADOPTED PROPOSED --` =_1998/99=` BUDGET BUDGET BUDGET %CHANGE- 1996/97 1997/98 1998/99 General Fund $97,278,915 $102,631,445 $109,793,897 7.0% Water Enterprise Funds 28,159,179 28,593,620 33,301,311 16.46% Refuse Collection Svc. Fund 8,746,857 8,730,859 8,780,405 0.6% Other Enterprise Funds 5,168,270 5,594,210 7,309,993 30.7% Transportation/Street Projects 9,002,864 8,983,745 5,856,751 34.8% Redevelopment Funds 11,158,040 8,612,119 8,377,348 2.7% Debt Service Funds 5,943,000 6,590,800 6,693,800 1.6% Internal Service Funds 14,092,045 16,161,955 15,752,392 2.5% Other Capital Projects Funds 15,793,978 19,215,352 13,355,373 30.5% Other Funds 3,656,177 1 6,043,601 4,028,712 33.3% Total City Expenditures . $198,999,325 T$211,157,706 $213,249,981- 10%- Ambulance Program — This has been a General Fund Program financed by a payment from the FireMed Fund since its implementation in 1993. This budget proposes shifting the ambulance program costs from the General Fund to the FireMed Fund along with corresponding reduction in General Fund revenue, thereby having no impact on the overall General Fund Budget. This change will reduce interfund budget transfers and simplify overall budgeting. Pier Plaza — The Pier Plaza Fund is recommended to be operated as an enterprise fund, capturing the new revenues resulting from the construction of the Plaza, the 2 new restaurants, and new the parking and beach concession revenue. These revenues will then be used to pay the debt service and maintenance costs for the new Pier Plaza. As with the Ambulance Program described above, there will be no impact on the overall General Fund Budget by the recommended shift of Pier Plaza revenues and expenses out of the General Fund. 8 Changes to the Two Year Budget: 1998/99 The Pier Plaza Fund will finance a "minimum" level of maintenance for the public areas of Pier Plaza, costing about$250,000 per year. The City Council is expected to be reviewing a corporate "Naming Rights" program in August or September of this year which could finance a higher level of Pier Plaza maintenance as well as finance $250,000 per year to reinstate a portion of the City's discontinued painting program. Neighborhood Preservation Program — Approximately 40% of the City's housing stock is multi- family. There are also a number of cases in single family neighborhoods that have come to light that could negatively affect the quality of life in specific areas. The City presently has a Nuisance Task Force and is training its personnel on the Safe Streets Program. The budget for fiscal year 1998/99 recommends the development of a Neighborhood Preservation Program to further increase the City' effort and focus to maintain the quality of life for residents in both single family and multi-family neighborhoods. CDBG Costs — The recommended General Fund budget for 1998/99 includes $89,497 for costs previously paid from the City's Community Development Block Grant budget. These costs were unanticipated one year ago when it was assumed that the CDBG budget would continue to pay for the cost to support programs such as Project Self-Sufficiency and the Senior Outreach Program. Unfunded Needs -- Following is a sample listing of documented needs that are not addressed in this two-year budget: Sewer Repair/Replacement $ 140,000,000 Maintenance Needs Equipment Replacement Beach Service Road 35,000 20 Year Unfunded Estimate 20,000,000 Civic Center Air Cond. 500,000 Capital Projects Library Roof 180,000 South Beach Improvements 5,000,000 Library Heating System 40,000 Youth Sports Fields 3,200,000 Edison Field Repairs 100,000 City Hall Sprinkler System 750,000 Sidewalk/Curbs 20,000,000 Pier Buildings 1,000,000 Residential Streets 26,000,000 Internet Access 200,000 Insurance Reserves 9,000,000 Arts Center Fund - This fund was created in 1993/94 to collect the revenue from fund raising, donations, fees, admission charges and sale of materials in support of the new Center that opened in 1995/96. Starting in 1996/97, a portion of the Community Enrichment Library Fee (CELF) is being provided to the Arts Center Fund on an annual basis instead of the General Fund support for this program which was provided in prior years. This budget is recommended to be reduced in 1998/99 due to less revenue being available. Water Fund - The additional increased cost of purchased water will continue to make it difficult to balance revenues and expenses. Carryover projects include $1.0 million for Water Main replacements, $1.4 million for reservoir land purchase, and $2.12 million for conjunctive use wells. Equipment Replacement - The recommended Equipment Replacement budget for 1998/99 is $3,408,898, including the $1,150,000 recommended addition for 1998/99 to finance a portion of the $2 million cost to replace the Police dispatch computer system. The revenue for the Equipment Replacement Fund consists of interfund transfers from the General Fund. The Police dispatch system amount ($1,150,000) is funded from litigation recovery. 9 Changes to the Two Year Budget: 1998/99 Number of General Fund Emplovees - A decrease in General Fund full-time employees from 1,007 to 891 occurred from 1988/89 to 1996/97. This budget recommends a net increase of 6.75 positions in 1998/99 (all funds), including three positions approved previously, summarized as follows: Fire Department -- The Fire Department budget includes 3 new positions already approved in the two-year budget to staff the new Holly/Seacliff fire station. One Deputy Fire Marshall position was deleted in 1997/98; therefore the net increase in the Fire Department budget in 1998/99 will be 2 positions. Administration — It is recommended that the public information position on the first floor of City Hall be reinstated. The City has staffed this function with volunteers for two years and this experiment in an alternate method of serving the public has not provided the needed coverage for this service. Also, one full time position is being added for support functions related to the reorganization described previously. City Treasurer's Department — Funding for a full year for the additional Customer Services Representative approved during 1997/98. Community Services—One additional Marine Safety Officer is recommended, funded (2/3rds) by overtime savings. Also, the Senior Outreach position that dispatches bus transportation will increase from a 3/4 time permanent position to a full-time position, funded by the CDBG program. Public Works - An Office Assistant position is recommended to be increased from a half-time position to full-time. 10 Changes to the Two Year Budget: 1998/99 1998/99 Recommended General Fund Budget: Changes — Following is a list of 1998/99 increased General Fund costs that are included in this recommended budget. Proposed Changes to .1998/99 . Awroved 1998/99 General Fund Budget Chang e Funding Source Increased Salary/Benefit Costs $2,739,177 Emergency Street and Sewer Projects 2,000,000 Development Processing Costs: 850,000 Development Fees Contract Legal Costs 400,000 Reinstate a portion of Painting Program 250,000 Naming.Rights Pier/Parking Maintenance Costs 80,680 Shift of CDBG Costs to General Fund 89,497 Implementation of Team Petroleum agreement 92,380 Sales Tax Maintenance Costs—Mainframe Computer 75,000 Outside Contract—Grants Coordination 72,000 Library Books 47,000 State Grant Administration:Two New Positions&One Upgrade 87,433 Classification Study 100,000 Community Services: Marine Safety Officer(net cost) 21,306 Treasurer: Cashier(new position approved in 1997/98) 38,500 Fee Increases Information Systems Assistance: Community Development 100,000 Development Fees Neighborhood Preservation Program (outside contract) 75,000 Fire: Petro Chemical costs 40,000 Development Fees Other Net Cost Reductions (79,736) Total General Fund changes before Transfers $7,078,237 Pier Plaza Expenses(Moved to Pier Plaza Fund) (461,000) Ambulance Program Expenses (Moved to FireMed Fund) 720_878 _ _-Total Recommended General Fund Budget Changes _$ 5,896,339 Funding Summary: General Fund Changes Development Fees $990,000 State Grants 47,000 Naming Rights Program 250,000 Sales Tax 92,380 Costs Related to Fee Increases: 38,500 General Fund Reserve 2,000,000 General Fund Revenue Increases: For Salary/Benefit Cost Increases 2,739,177 Other Net Cost Increases 921,260 Transfers to Other Funds (1,181,978) Total $5,896,339 11 • Changes to the Two Year Budget: 1998/99 Recommended General Fund Expenditures - By Department 1997/98 1998/99 1998199 Revised_ Adopted Approved Recommended Change- Department Budget Budget, Budget City Council $ 249,735 $ 258,487 260,767 0.9% City Attorney 1,272,235 1,300,920 1,608,245 23.6% City Clerk 460,591 537,590 542,249 0.9% City Treasurer 875,413 874,502 917,033 4.9% Administration 903,939 919,380 1,408,681 53.2% Administrative Services 2,975,439 3,049,060 2,867,106 (6.0%) Community Development 3,673,334 3,687,749 3,876,015 5.1% Fire Department 16,608,884 17,167,071 17,049,439 (0.7%) Police Department 34,370,717 34,868,738 36,137,581 3.6% Community Services 7,279,045 7,306,410 7,225,222 (1.1%) Library 2,982,316 2,947,056 3,038,900 3.1% Public Works 16,600,243 16,234,061 19,504,306 20.1% Non-Departmental 14,379,555 14,746,534 15,358,352 4.1% Total $102,631,445 $103,897,558 $109,793,897 5.7%. Explanation of Significant 1998199%Increases: City Attorney— As described previously, outside legal costs were not budgeted accurately in past years. The 1998/99 recommended budget includes the additional funds needed to defend litigation without amending the budget when outside legal counsel is retained. Administration—The changes recommended for 1998/99 include the transfer of Budget/Research costs to Administration, addition of an Administrative Assistant position to support the reorganization, and the reinstatement of the receptionist position on the first floor of City Hall. Public Works — The recommended use of General Fund reserves in the amount of $1 million for Sewer Maintenance projects and $1 million for Street Maintenance projects are one-time expenses included in the budget for 1998/99. 12 • Changes to the Two Year Budget: 1998/99 Estimated ongoing General Fund revenues are up $866,902 from the 1997/98 revised revenue estimates. Following is a chart of detailing estimated 1997/98 and 1998/99 General Fund revenues by major categories. General Fund Revenue Summary REVISED- %LCHANGE: REVENUE SOURCE ESTIMATE ESTIMAT.EDA 1'997/98 a 1998.99_= 98/99 Proper PropertV Taxes $26,844,000 $ 27,869,000 3.8% Sales Tax 19,000,000 19,800,000 4.2% Proposition 172 Sales Tax 1,250,000 1,325,000 6.0% Utility Tax 14,075,000 14,175,000 0.7% Transient Occupancy Tax 1,325,000 1,450,000 9.4% Other Local Taxes 5,575,000 5,530,000 0.8% Licenses& Permits 5,749,445 5,846,160 1.7% Fines/Forfeitures/Penalties 2,800,000 3,094,000 5.0% Use of Money& Property 6,511,150 6,320,150 2.9% Revenue from Other Agencies 9,683,000 9,976,000 3.0% Charges for Current Service 10,491,745 9,528,522 9.2% Other Revenue 1,244,400 1,001,810 19.5% Transfer from Other Funds 2,415,000 1,915,000 20.7% Total_, $ 1:06,963;740 $ 107,830,642 = 0 8% - ® Revenue Assumptions - Total General Fund revenues are projected to grow Major Revenue Sources 0.8% in 1998/99 compared to the revised $ao p ass Sin Millions $33.4 revenue estimates for 1997/98. Since $29.a the revised revenue estimates for $so 9 1997/98 include over $3 million of one- $25 time revenue (federal grants, oil spill $20 r1WO Pop! $1 .8 recoveries, bankruptcy returns, etc.), the $ts actual 1998/99 increase in basic s10 ��Sales Tax revenues Sales Tax revenues is in the 2% to 3% range. ss Without State TakeAway Conservative assumptions are being so used based on a projection that low 88 81 82 89 84 85 es 87 88 89 90 91 W 98 N 95 98 97 98 99 inflation will continue. Although the City is experiencing solid growth related to the economic recovery, the growth has shown some "cooling"trends in mid 1998. ® Property Tax - Total Property Tax revenue is expected to grow 3.8% to $27.9 million in 1998/99. Property tax revenue decreased 16% from 1991/92 to 1995/96 due to the State Government actions to take City revenue. It will still be a year or two before Property Tax revenue will reach the level we attained in 1991/92 ($29.4 million), the year before the 13 Changes to the Two Year Budget: 1998/99 State began to take our property tax. There is an 18 to 24 month delay from increased building activity until the City receives increased property tax revenue due to the building activity. Therefore, the development activity that began rapid growth in Huntington Beach in early 1997 will result in increased property tax revenue (paid by new homeowners) starting in 1999/2000, the year after this two year budget. By the end of August the County will provide the assessed Major Revenues-Major Expenses $60 valuation data that the City can use to $54 8 update our property tax estimates. $55 Preliminary data received in July $50 indicates that the revenue projections $45 IL ,�� $47.7 included in this budget will not need to be $40 changed. $35 ;�l—0—Property Tax+Sales Tax Rev. $30 �®Police-Fire-Marine Safety Costs ® Sales Tax- The City's sales tax revenue $25 is estimated to total $19.8 million in 87 88 89 90 91 92 93 94 95 96 97 98 99 1998/99. The $19.8 million estimate represents a projected 4.2% increase in sales tax revenue for fiscal year 1998/99. The increase is projected due to the continued strong sales in the auto and building industries. Continued growth in these sectors is projected for 1998/99 although a "cooling" trend has been noted in mid-1998. The remodeling of the Huntington Beach Mall may offset some of the sales tax gains. ® Utility Tax Revenue — Only a small overall increase is projected (from $14.1 million to $14.2 million) in 1998/99 due to electric utility deregulation. The California Public Utilities Commission mandated a 10% rate reduction for residential customers effective January 1, 1998, and, in a separate action, required a 7% reduction in natural gas rates. These reductions will result in decreases and/or slower growth in the City's General Fund utility tax revenue for fiscal year 1998/99, partially offset by projected increases in utility tax revenue from telephone and Cable-TV companies. ® Vehicle License Fee Revenue — This budget assumes that the estimated $7.8 million revenue from Vehicle License Fees (VLF) will continue to be received from the State. Although the California State Constitution guarantees that all revenue collected from Vehicle License fees will be provided to cities and counties, the State is considering legislation to eliminate or significantly reduce this local revenue. The current debate includes a discussion of promises by the legislature to replace the lost city revenue from the State General Fund for at least one year. So far, no final votes have been taken on various proposals relating to VLF revenue. Most cities, including Huntington Beach, oppose the proposals to replace our constitutionally guaranteed revenue source with a State General Fund revenue source that, a) should be used to return our property taxes, b) is not constitutionally guaranteed, and c) is subject to future legislative changes. ® Charges to Other Funds - Included in the General Fund revenues are allocations from the Water Fund ($2,700,000), Gas Tax Fund ($1,700,000), Redevelopment Fund ($500,000), and the Refuse Collection Service Fund ($250,000) to reimburse the General Fund for services provided to these operations by General Fund departments. Also, transfers from the FireMed Fund, Sewer Fund, Drainage Fund, and HBTV-3 Fund cover a portion of the General Fund costs of these programs and services. The transfers from these funds have not been increased. ® Use of Money and Property - The 3.7% decrease in this category is due to reduction in the transfer from Redevelopment (reduced from $800,000 to $450,000). Other revenues 14 Changes to the Two Year Budget: 1998/99 in this category are projected to remain stable, with small increases or decreases in interest earnings, beach/parking meter revenue and rental income. ® Charges for Current Services — The reduction is due to ambulance program revenues being removed from the General Fund (along with expenses) and transferred to the FireMed Fund. ® Other Revenue — The reduction in 1998/99 is due to one-time revenue received in the prior year from oil spill litigation recovery. ® Transfer from Other Funds —The transfer from the Gas Tax Fund to the General Fund has been reduced from $2.2 million to $1.7 million. This will provide increased resources in the Gas Tax Fund for arterial street repairs. RECOMMENDED CAPITAL IMPROVEMENT PROGRAM 1998/99 47_ _ _ = _ 1998/09 PROPOSED - - FUNDING SOURCES PROJECT CATEGORY_ BUDGET 5Caital Improvement Projects Fund $3,727,823 General Fund Transportation Projects 5,856,751 State Gas Tax, Measure M, Traffic Impact Fees 'Sewer Projects 1,933,444 Development Fees Drainage Projects 743,019 Development Fees Water Utility Projects 10,438,470 Water Fund Water Master Plan Projects 1,137,500 Water Master Plan Housing Projects 2,430,000 Redevelopment Housing Revenue Redevelopment Projects 275,000 Cash reserves Park Acquisition & Development 786,943 State Grants, Development Fees CDBG Projects 499,363 Federal Entitlement Funds Fire Station 58,362 Developer Grants 4,284,813 Federal and State Grants Miscellaneous 226,759 Donations, Grants Recommended`Totaf $32,398,247 As indicated above, major capital improvement projects in the City are funded by the Federal Government, Water Rates, Developers and Transportation Funds. 15 Changes to the Two Year Budget: 1998/99 CONCLUSION The City has adjusted its budget and services downward for several years in response to the recession, State takeaways, and the Orange County Bankruptcy. This budget will continue the process of stabilizing City finances, restoring our depleted reserves, and restoring some services cut during the past seven years. ACKNOWLEDGMENTS: I sincerely appreciate the hard work by the City Council, Department Heads, and other City staff members in the development of this budget. Additionally, I would like to thank the Administrative Services staff for their efforts in preparing this document. The budget was prepared under the direction of Robert J. Franz, Deputy City Administrator/Administrative Services. He was assisted principally by Shari K. Donoho, Administrative Assistant, John Roulette and Jim Lewis, Budget Analyst Seniors, and Dan Villella, Director of Finance. Additionally, I extend my thanks to all of the other dedicated City employees who have worked diligently to develop a balanced budget for fiscal year 1998/99. Respectfully submitted, RAY SILVER City Administrator 16 Changes to 1998/99 Approved Budget m Description by Department of Recommended Changes to General Fund Other Funds - _ I Changes to 199 /99 Approved Budget General Fund Summary EXPENDITURE BY CATEGORY Approved Requested Difference Personnel $73,164,796 $76,091,584 $2,926,788 Operating 23,415,420 24,597,114 1,181,694 Capital 184,300 2,189,300 2,005,000 Transfers 7,133,042 6,915,899 (217,143) $103,897,558 $109,793,897 $5,896,339 EXPENDITURE BY DEPARTMENT Approved Requested Difference City Council $258,487 $260,767 $2,280 City Attorney 1,300,920 1,608,245 307,325 City Clerk 537,590 542,249 4,659 City Treasurer 874,502 917,033 42,531 Administration 919,380 1,408,681 489,301 Administrative Services 3,049,060 2,867,106 (181,954) Community Development 3,687,749 3,876,015 188,266 Fire Department 17,167,071 17,049,439 (117,632) Police Department 34,868,738 36,137,581 1,268,844 Community Services 7,306,410 7,225,222 (81,187) Library Services 2,947,056 3,038,900 91,845 Public Works 16,234,061 19,504,306 3,270,245 Non-Departmental 14,746,534 15,358,352 611,817 $103,897,558 $109,793,897 $5,896,339 17 CITY COUNCIL Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $112,708 $114,988 $2,280 Operating 145,779 145,779 (0) Capital 0 0 0 Transfers 0 0 0 $258,487 $260,767 $2,280 Personal Services m General Fund Changes Increased Cost of Salary/Benefits (no new positions) $2,280 $2,280 Total Increase/(Decrease) $2,280 Other Funds Summary Other Fund Changes Approved Requested Difference None $0 0 $0 $0 $0 Narrative Descdption of Changes to General Fund: Increase in Personnel Costs to reflect negotiated settlements, Narrative Description of Changes to Other Funds: None. 18 CBTY ATTORNEY Changes to 1998199 Approved Budget General Fund Summary Approved Requested Difference Personnel $1,175,445 $1,182,770 $7,325 Operating 125,475 425,475 300,000 Capital 0 0 0 Transfers 0 0 0 $1,300,920 $1,608,245 $307,325 Personal Services e General Fund Changes - Increased Cost of Salary/Benefits (no new positions) 17,725 130 Reduce Deptuty Atty III to a Deputy Atty II ($10,400) 7,325 Non-Personnel- General Fund Changes 130-405 Legal Services (Outside) 300,000 $300,000 Total Increase/(Decrease) $307,325 Other Funds Summary Other Fund Changes Approved Requested Difference Self Insurance/in house Legal $72,703 $72,703 ($0) Redevelopment/Legal 200,000 200,000 0 $272,703 $272,703 ($0) Narrative Description of Changes to General Fund: Reflects savings from the cost of replacing an Attorney III with an Attorney II. $300,000 budgeted to show the anticipated true cost of outside legal services at budget adoption rather than require budget amendments during the Fiscal Year(as has been done in the past). Narrative Description of Changes to Other Funds; No changes. 19 CITY CLERK Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $427,940 $431,299 $3,359 Operating 109,650 105,950 (3,700) Capital 0 5,000 5,000 Transfers 0 0 0 $537,590 $542,249 $4,659 Personal Services - General Fund Changes Increased Cost of Salary/Benefits(no new positions) 3,359 3,359 Non-Personnel- General Fund Changes AA 142-390 Contractual Services (2,200) AA 142-461 Conferences (1,500) (3,700) Capital Outlay- General Fund Changes Captial Outlay requirements for Imaging System (Furniture) 5,000 5,000 Total Increase/(Decrease) 4,659 Other Funds Summary Other Fund Changes Approved Requested Difference None $0 $0 $0 $0 $0 $0 Narrative Description of Changes to General Fund: 1. Increase in Personnel Costs to reflect negotiated settlement costs for employees. 2. Cost reductions to provide funding for salary/benefit increases. 3. Capital funding for furniture needed for City's Imaging System. Narrative Description of Changes to Other Funds; No changes. 20 CITY TREASURER Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $828,975 $869,756 $40,781 Operating 45,527 47,277 1,750 Capital 0 0 0 Transfers 0 0 0 $874,502 $917,033 $42,531 Personal Services e General Fund Changes Increased Cost of Salary/Benefits (no new positions) 2,281 Additional Position (1) Cashier 38,500 40,781 Non-Personnel m General Fund Changes AA 120-388 Software 1,000 AA 120-434 Maintenance, Dept. Equipment 750 1,750 Total Increase/(Decrease) 42,531 Other Funds Summary Other Fund Changes Approved Requested Difference None $0 0 $0 $0 $0 Narrative Description of Changes to General Fund: Addition of one Customer Service representative added in the mid year 1997/98 budget which replaces two Temporary Customer Service Representative positions to improve service levels. Duration software and related maintenance purchases to improve service levels. Narrative Description of Changes to Other Funds: None. 21 ADMINISTRATION Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $795,897 $1,269,961 $474,064 Operating 108,983 114,220 5,237 Capital 14,500 24,500 10,000 Transfers 0 0 0 $919,380 $1,408,681 $489,301 Personal Services - General Fund Changes - Increased Cost of Salary/Benefits (no new positions) 51,301 - New Position (1) Receptionist 35,000 - Upgrade Management Analyst to Sr. Dept. Analyst 10,000 - Move 3 positions from Adm. Svcs. to Admin.; (Accountant,Sr., 2 Bgt Analyst, Sr.) 231,955 - Transfer funding for Deputy City Administrator 145,808 - New Position (1)Administrative Assistant 42,433 $474,064 Non-Personnel- General Fund Changes AD 102-461 Conferences (3,000) AD 202-358 Advertising (3,400) AD 173-000 Operating costs for Office of Bdgt& Labor Negotiations 13,637 AD 202-407 Printing, Reproduction (2,000) $5,237 AD 173-000 Capital Outlay for Office of Budget& Labor Negotiations $10,000 Total Increase/(Decrease) $489,301 Other Funds Summary Other Fund Changes Approved Requested Difference Cable TV $420,046 $442,134 $22,088 Air Quality Fund 180,365 180,769 404 800 Mhz Fund 566,920 566,920 0 $1,167,331 $1,189,823 $22,492 Narrative Description of Changes to General Fund.- The reinstatement of the receptionist position on the first floor of City Hall is recommended. The reorganization of Administration results in several budget changes: 1) Upgrade Management Analyst to Department Analyst, Sr., 2) transfer of the Budget and Labor Relations costs from Administrative Services to Administration, and 3) Additional Administrative Assistant Position for support of the reorganized responsibilities. Cost reductions are to provide funding for salary and benefit increases. Narrative Description of Changes to Other Funds: Cable TV: Operating expense increases are needed in maintenance and contractual services. 22 • ADMINISTRATIVE SERVICES Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $2,241,331 $2,097,814 (143,517) Operating 782,729 754,292 (28,437) Capital 25,000 15,000 (10,000) Transfers 0 0 0 $3,049,060 $2,867,106 (181,954) Personal Services e General Fund Changes - Increased Cost of Salary/Benefits (no new positions) 88,438 Transfer Accountant and 2 Budget Analysts to Administration (231,955) (143,517) Non-Personnel a General Fund Changes Transfer Budget& Labor Relations costs to Admin. (13,637) Operating reductions for Salary/Benefit increases (14,800) (28,437) 173 Transfer capital outlay to Administration (10,000) Total Increase/(Decrease) (181,954) Other Funds Summary Other Fund Changes Approved Requested Difference Equipment Replacement $2,140,342 $3,480,759 $1,340,417 Self Insurance 11,196,814 11,358,010 161,196 $13,337,156 $14,838,770 $1,501,614 Narrative Description of Changes to Other Funds: Transfer an Accountant, 2 Budget Analysts, and related operating and capital to Administration. Cost reductions are to provide funding for salary/benefit increases. Narrative Description of Changes to Other Funds: $200,000 additional funding is needed for estimated legal costs in the Liability Self Insurance Fund. Equipment Replacement budget for 98/99 needs to be amended to include$1.15 million for replacement of Police dispatch system and $116,467 for the following other replacements that were not anticipated in the 2-year budget: Bicycle Racks-$6,200, Fire Rings-$24,000, City Treasurer office computer applications-$55,657, Security Camera-$2,000, Library voice notification system -$27,310, Pool Cleaner-$1,300. 23 COMMUNITY DEVELOPMENT Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $3,090,413 $3,098,479 $8,066 Operating 597,336 777,536 180,200 Capital 0 0 0 Transfers 0 0 0 $3,687,749 $3,876,015 $188,266 Personal Services- General Fund Chanqes Increased Cost of Salary/Benefits (no new positions) $113,874 (1.00) Eliminate Director Position (145,808) 0.50 Temp. Dept.Analyst 30,000 0.50 Temp. College Intern 10,000 $8,066 Non-Personnel- General Fund Changes Transfer funding from operating contract to personal services (40,000) Eliminate auto allowance for Director of Community Development (4,800) 3 Contract Planners to assist permanent staff. (Reimbursed) 90,000 Eliminate contract services account (100,000) Redirect existing funding for neighborhood preservation (code enforcement) 75,000 Contract- Information Systems assistance (Funding from increased revenues) 100,000 Contract inspections(Funding from increased revenues) 60,000 $180,200 Other Funds Summary Other Fund Changes Approved Requested Difference None 0 0 0 $0 $0 $0 Narrative Description of Changes to General Fund: Eliminate Director of Community Development per reorganization. Division Heads of department will report to the Assistant City Administrator. Personal Services: Temporary part time positions of Department Analyst and College intern were already budgeted in contract services to keep up with increased reporting and activity needs. A transfer of funding into personal services has been made. Non-Personnel: Net increase in contract services is due to the need for additional contract planners, assistance with automation and an additional contract inspector. The need for these services will be financed by three reimbursement agreements and increases in permit revenues. Narrative Description of Changes to Other Funds: 24 FIRE DEPARTMENT Changes t® 1999/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $14,266,420 $14,822,166 $555,746 Operating 2,789,744 2,116,366 (673,378) Capital 55,000 55,000 0 Transfers 55,907 55,907 0 $17,167,071 $17,049,439 ($117,632) Personal Services e General Fund Changes Increased Cost of Salary/Benefits (no new positions) $573,246 Transfer Ambulance Program to Fire Med Fund 17 500 $555,746 Non-Personnel a General Fund Chances Reduce training account (10,000) Transfer Ambulance Program to Fire Med Fund (703,378) Increase contractual services for Petro Chemical program 40,000 ($673,378) Other Funds Summary Other Fund Changes Approved Requested Difference Certified Unified Program Agency 136,047 151,876 $15,829 Fire Medical 3,229,345 4,277,545 1,048,200 $3,365,392 $4,429,421 $1,064,029 Narrative Description of Changes to General Fund: The training account in the Administrative division has been reduced by $10,000. Should employees receive authorization for reimbursed tuition, as is provided in the MEA and MEO MOU's, this amount may have to be re appropriated. The largest change to the Fire Department's General Fund budget is the transfer of the Ambulance program to the Fire Med Enterprise Fund. This move is expected to streamline the administrative process and expedite accounting functions. Reductions in Petro-Chem staffing require the use of private vendors for the remediation of hydrocarbon- contaminated soil. Contractual services is being increased $40,000, which is offset by new development revenues. Narrative Description of Changes to Other Funds: The Hazardous Materials Enforcement Program (CUPA) is increasing the clerical support from 1/2 position to 1 full time position due to increased workload demands. The increase shown is for salary and benefits adjustments. FireMed's budget increase is largely due to one-time capital expenditures, and increase in Personal Services and payments to the General Fund. 25 POLIO DEPARTMENT Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $30,292,577 $31,623,564 $1,330,987 Operating 4,102,041 3,922,041 (180,000) Capital 4,300 4,300 0 Transfers 469,819 587,676 117,857 $34,868,737 $36,137,581 $1,268,844 Personal Services - General Fund Changes Increased Cost of Salary/Benefits (no new positions) $1,402,987 Attrition (72,000) $1,330,987 Non-Personnel- General Fund Changes Reduce various operating accounts per Budget meetings (80,000) Reduce helicopter maintenance (100,000) ($180,000) Increase transfers to grant funds $117,857 Other Funds Summary Other Fund Changes Approved Requested Difference Narcotic Forfeiture $429,593 $445,681 $16,088 Police Community Relations 25,000 25,000 0 Jail Donations 15,000 15,000 0 Police SHO Grant 236,103 243,866 7,763 Bureau Justice -98 Grant 0 160,713 160,713 Supplemental Law Enforcement 450,000 450,000 0 State Abandoned Vehicle Fund 0 200,000 200,000 Office Traffic Safety Grant 0 126,883 126,883 Special Training-PD 20,000 20,000 0 800 Mhz Fund 566,920 566,920 0 Helicopter Replacement Fund 0 274,000 274,000 $1,742,616 $2,528,063 $785,447 Narrative Description of Changes to General Fund: Delivery of the new helicopter is expected early in FY98/99. Parts and warranties for this aircraft enabled the department to reduce aero maintenance by $100,000. This maintenance savings and the money received from the sale of the old helicopter will be transferred to the Helicopter Replacement Fund for debt service on the lease/purchase payments for the new helicopter. The department was awarded another Local Law Enforcement Block Grant (Bureau of Justice - 98 Grant) which required a General Fund match of$17,857. Narrative Description of Changes to Other Funds: Two new grants, the Bureau of Justice '98 for the purchase of equipment and Office of Traffic Safety Grants brought in an additional $287,596. The State Abandoned Vehicle Fund refunds agencies a portion of the costs for impounding abandoned vehicles. It is expected that this fund will bring in approximately$200,000 in revenue next year. The$274,000 received from the sale of the old helicopter was placed in the Helicopter Replacement Fund. 26 COMMUNITY SERVICES Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $5,237,814 $5,349,765 $111,951 Operating 1,708,606 1,850,467 141,861 Capital 0 $0 Transfers 359,990 24,990 ($335,000) $7,306,410 $7,225,222 ($81,188) Personal Services- General Fund Changes - Increased Cost of Salary/Benefits(no new positions) 17,227 342 (1) Marine Safety Officer(2/3 cost offset by reduction in O.T.) 63,918 342 Reduction in O.T. Salaries(Help Offset Marine Sfty. Off., Perm. (42,612) 340 (1)Social Worker-Project Self Sufficiency(CDBG Shortfall) 23,499 345 Temp.Salaries-Pier (40,150) 345 Temp. Salaries Benefits-Pier (582) 371 Temp. Salaries-Seniors Center 27,000 372 Temp. Salaries-Oakview(CDBG Shortfall) 25,623 374 Srs. Outreach (CDBG Shortfall) 13,375 348 Jr. Lifeguard Program.Temp. Salaries$5,131" 5,131 358 Aquatics Program Temp.Salaries$19,522` 19,522 111,951 Non-Personnel- General Fund Changes 343 Blufftop Fence Maintenance&Fence Rental Replacement 24,600 343 Painting Beach Restrooms 19,500 344 Parking Facility Maintenance(Main Prominade Restroom) 26,280 345 Pier-Main Promenade Steam Cleaning 26,500 345 Bldg. &Maint. -Pier (10,950) 374 Travel Costs 10,300 348 Jr. Lifeguard Program Supplies$34,869' 34,871 385 Transf to Civ Ctr-93-A(Pier) (150,000) 385 Transf to PFA(Pier) (185,000) - Sister Cities Program transfered from Library 10,760 (193,139) Offset by increased revenue Total Increase/(Decrease) (81,188) Other Funds Summary Other Fund Changes Approved Requested Difference Pier Plaza 0 583,000 583,000 Art Center 436,652 356,621 (80,031) Emerald Cove Sr. Housing 865,561 865,561 0 Fourth of July 189,150 189,150 0 1,491,363 1,994,332 502,969 Narrative Description of Changes to General Fund: The Marine Safety Operation will add funding for 1 position utilizing savings in overtime & recurrent salaries to cover 2/3 of the cost. Reductions in CDBG funding necessitate using General Funds for Project Self-Sufficiency, Oak View Center & Seniors Outreach shortfall. Ongoing recurrent salaries of$27,000 inadvertently left out of last year's Senior Center Budget is added. Junior Lifeguard & Pool Aquatics budgets were increased to meet public demand & increased costs; expenditures are offset by increases in revenues. Funds have been added for Blufftop fence rental/maint., painting beach rest rooms, maintenance of Main Promenade rest rooms, steam cleaning of pier and Main Promenade Parking Structure, and to reimburse drivers for mileage in the Seniors Outreach budget. Sister Cities Program has been transferred from Library to Community Services. Narrative Description of Changes to Other Funds: The Art Center Operation has been reduced to bring it in line with projected revenues. The Pier Plaza Fund is being created and will reflect$580,000 in revenue from restaurants,ATM, parking, etc.; revenues will offset the minimum maintenance level expenses for the plaza. 27 LIBRARY Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $2,086,648 $2,142,213 $55,565 Operating 578,408 614,688 36,280 Capital 0 0 0 Transfers 282,000 282,000 0 $2,947,056 $3,038,900 $91,844 Personal Services - General Fund Changes Increased Cost of Salary/Benefits (no new positions) 39,004 Increase in Temporary Salaries 16,560 55,564 Non-Personnel- General Fund Changes Net operating reductions (10,720) AA 394-320 Childrens Books 47,000 36,280 Total Increasel(Decrease) 91,844 Other Funds Summary Other Fund Changes Approved Requested Difference Library Services $495,039 $496,496 $1,457 Library Cultural Facility 315,000 315,000 0 Library-Grants 19,650 19,650 0 $829,689 $831,146 $1,457 Narrative Description of Changes to General Fund: The adjustment in Temporary Salaries is the result of an increase in the State minimum wage to$5.75 per hour. The increase of$47,000 for purchase of books is offset by funding for Libraries from the State. Narrative Description of Changes to Other Funds: 28 PUBLIC WORKS Changes to 1998199 Approved Budget General Fund Summary Approved Requested Difference Personnel $10,533,691 $10,833,036 $299,345 Operating 5,507,544 6,478,444 970,900 Capital 62,500 2,062,500 2,000,000 Transfers 130,326 130,326 0 $16,234,061 $19,504,306 $3,270,245 Personal Services- General Fund Changes Increased Cost of Salary/Benefits(no new positions) $281,345 0.5 Office Asst. 18,000 $299,345 Non-Personnel- General Fund Changes Engineering contract services 700,000 Reinstate painting program 250,000 Upgrade City Hall janitorial services 30,000 Eliminate conference accounts in Engineering Division (9,100) $970,900 Add Capital funding for sewer line maintenance and repair 1,000,000 Add Capital funding for street maintenance 1,000,000 $2,000,000 Other Funds Summary Other Fund Changes Approved Requested Difference Water Utility $28,407,449 $33,301,311 $4,893,862 Water Master Plan 1,137,500 1,137,500 0 Water Capital Projects 271,737 278,470 6,733 Refuse Fund 8,917,015 8,780,405 13( 6,610) $38,733,701 $43,497,685 $4,763,984 Narrative Description of Changes to General Fund: An Office Assistant position is increased from 1/2 to full time to provide clerical assistance for customers and staff of the Park, Tree, and Landscape division. The contract for engineering services will be increased to provide timely development services processing, project management, and clerical assistance to engineering staff. Development demands continue, and engineering staffing levels are inadequate to meet the required response times for plan check, project review, and inspection services. Reinstating the painting program will permit some painting maintenance throughout the City for sports courts, recreation facilities and buildings. City Hall janitorial services will return to a five day per week schedule. Conference funding will be eliminated to provide funding for salary and benefit increases. Narrative Description of Changes to Other Funds: The reduction in the Refuse Fund contract services is a result of the lower rate charged by Rainbow Disposal Corresponding revenues will also be reduced. The Water Fund will carry over several major projects from 1997/98 which are: Upgrade gas tanks/pumps 10,000 Telemetry 70,000 Water main replacement 1,040,000 Reservoir Land Purchase 1,435,000 Conjunctive use wells 2,120,000 Additional Water Fund increases include: Salary/Benefits increases 103,862 Computer and Software expenses 40,000 Net of other changes 75,000 Total Revisions 4,893,862 29 • NON DEPARTMENTAL Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $2,074,938 $2,255,775 $180,837 Operating 6,813,596 7,244,576 430,980 Capital 23,000 23,000 0 Transfers 5,835,000 5,835,000 0 $14,746,534 $15,358,352 $611,818 Personal Services - General Fund Changes - Increased Cost of Salary/Benefits (no new positions) 5,838 - Increased Cost of Retirement&Vacation Payments 175,000 180,838 Non-Personnel- General Fund Changes ND 101-402 Contractual Svcs., Classification &Compensation Study 100,000 ND 101-360 Sales Tax Audit 30,000 ND 101-394 Property Tax Collection Charges 15,000 ND 312-210 Utilities Expense, Telephones (3,500) ND 101-720 T.R.A.N. Expense (50,000) ND 101-397 Team Petroleum-contract obligations 92,380 ND 174-540 Training and Schools (4,900) ND 174-391 Contractual Services, Legal 100,000 ND 174-392 Contractual Services, Grants coordinator 72,000 ND 101-500 Dues & Memberships, Human Events Council 5,000 ND 101-390 Mainframe maintenance costs 75,000 430,980 Total Increase/(Decrease) 611,818 Other Funds Summary Other Fund Changes Approved Requested Difference Civic Improvement Corp 2,816,000 2,816,000 0 Htg Bch Pub Fin Authority 3,474,000 3,474,000 0 Mello Roos 253,500 253,500 0 Reservoir Hill 150,300 150,300 0 $6,693,800 $6,693,800 $0 Narrative Description of Changes to General Fund: The 2 year budget did not include funding for the following needs which are recommended additions to the 1998/99 General Fund budget: 1.) a review by an outside consultant of over 40 employee classifications to determine whether an update of the classification or pay is recommended, 2.) costs for implementation of the agreement with Team Petroleum, 3.) Legal costs related to the PERS lawsuit, 4.) costs for the approved contract with an outside firm for Grants Coordination,5) increased 1998/99 mainframe maintenance costs which will be offset by savings in the following fiscal year(net savings= $30,000), and other costs as indicated. Cost reductions are to provide funding for salary/benefit increases. Narrative Description of Changes to Other Funds: No Changes. 30 ECONOMIC DEVELOPMENT Changes to 1998/99 Approved Budget Approved Requested Difference Personnel $584,758 $601,720 $16,962 Operating 564,322 564,322 0 Capital Projects 175,000 275,000 $100,000 Debt Repayments 4,840,243 4,240,243 ($600,000) Low Income Housing 1,066,063 2,496,063 $1,430,000 City Attorney / Legal 200,000 200,000 $7,430,386 $8,377,348 $946,962 Personal Services Increased Cost of Salary/Benefits (no new positions) $16,962 Capital Projects Zeidan OPA-Carry Over from 97/98. 100,000 Debt Repayments Reduce Debt Payments per Cash Flow Plan (600,000) Love Income Housing Bowen Court 500,000 Berge DDA-Carry Over$500,000 and add $150,000. 650,000 Mercy House 250,000 First Time Buyers Grant 30,000 TOTAL REVISIONS TO APPROVED BUDGET $946,962 Narrative Description of Changes to Other Funds: A number of projects included in the first year of the two year budget have not progressed to where the funds allocated were needed; as such these amount are being carried over. The Agency is moving foward implementing two affordable housing projects where an allocation is needed: Bowen Count and Mercy House. Continuing participation in the County's Mortgage Credit Certificate Program requires the availability of a $30,000 deposit for City participation. Repayment to the General Fund was incorrectly budgeted at $1,100,000 for 1998/99 (vs intended amount of $800,000) and is now recommended to be reduced to$500,000 for 1998/99. 31 Capital Improvements Changes to 1998/99 Approved Budget (Does not include Carry over projects from 1997198 which are listed on the next page) Other Funds Summary Other Fund Changes Approved Requested Difference Traffic Impact 173,501 177,602 4,101 Gas Tax 3,305,539 3,043,910 (261,629) Sewer Fund 1,929,407 1,933,444 4,037 Drainage Fund 739,730 743,019 3,289 Measure M 1,399,110 1,838,526 439,416 Federal Seismic Grant 682,701 682,891 190 Pier Reconstruction 90,000 90,000 0 Holly-Seacliff Engineering 56,951 58,362 1,411 Bluff Top Park 1,054,748 1,057,170 2,422 Growth Mgt. Area#6 780,858 781,375 517 FEMA Grant 2,542,461 2,544,752 2,291 OCTA/SIP Grant 14,966 15,337 371 Systems Enterprise Fund 134,562 136,761 2,199 Capital Projects 30,000 3,049,854 3,019,854 $12,934,534 $16,153,003 $3,218,469 Narrative Description of Changes to Other Funds: Small adjustments related to salary/benefit increases per existing and projected MOU's. Gas Tax: Reduce transfer to General Fund by $500,000; add $200,000 for pot hole repairs. Measure M: Increase road projects by $415,000, Capital Projects Fund: Add $1.7 million for mainframe computer software/hardware replacement costs, $850,000 for partial funding for Police dispatch system replacement, $400,000 for City Hall rehabilitation, and $60,000 for seal-coating of the Pier. 32 Carry Over Projects and Items from 1997/98 Changes to 1998/99 Approved Budget Economic Development Amount Redevelopment: Zeidan OPA 100,000 Housing: Berge DDA 500,000 Communitv Services Park Acquisition & Development: Youth Sports Grants 75,000 Public Works Water Division: Upgrade gas tanks/pumps 10,000 Telemetry 70,000 Water main replacement 1,040,000 Reservoir Land Purchase 1,435,000 Conjunctive use wells 2,120,000 4,675,000 Capital Proiects Fund Fire Station Relocation -design 220,000 Underground Tank Removal 220,000 Optical Disk System 167,120 Mainframe Migration Project 54,849 Fire Station Roof 16,000 677,969 Total Carry Over to 1998/99 $6,027,969 33 s Charts & Graphs ■ City Goals & Fiscal Policies ■ Revenue / Expenditure Data ■ Staffing History & Information ■ Statistical Information I City of Huntinaton Beach Annual Budget Charts and Graphs CITY OF HUNTINGTON BEACH GOALS Maintain a safe community. Assure long-term adequacy of the City's infrastructure facilities. Enhance and maintain the environmental quality of the community. Improve the City's long-term transportation system and integrate it into the regional system as it evolves. Establish policies and strategies to ensure a viable business environment throughout the community. Adequately address the City's human issues and recognize their importance to preserving the health and safety of the community. Provide for diverse housing stock throughout the community and maintain the quality of housing stock. Maintain and continually improve organizational effectiveness. Continue to provide diverse educational, cultural and recreational opportunities for all citizens. Pursue entrepreneurial approaches for seeking new business and tourism to expand the City's revenue base. Insure that the Huntington Beach local government is open, accessible and responsive to all citizens it serves. Establish and maintain relationships with the United States government, State of California, County of Orange, cities of Orange County, local school districts, and all elected officials as necessary to promote the interests of Huntington Beach. Recognize tourism as a prominent industry in the future of Huntington Beach and actively seek its promotion and development. CITY OF HUNTINGTON BEACH FISCAL POLICIES Ongoing expenditures should be supported by ongoing revenues. General Fund reserves should be maintained at no less than 3%with a 5% reserve being desirable. No new capital improvements should be approved until associated operating costs are funded by recurring revenues. Each enterprise fund should reflect the true cost of operation including direct and indirect costs supported by the General Fund. If the City's budget is balanced, General Fund reserves in excess of 5% should be transferred to the Capital Improvement Projects Fund on an annual basis. To implement the above fiscal policy statements, a phase-in period will be required. 34 City of Huntington Beach Annual Budget Charts and Graphs All Funds - Projected Resources FY 1998/99 Total = $21392499981 Redevelopment Internal Service $7,153,966 Other Enterprise $16,527,750 Transportation$6,519,712 $6,984,000 Other Funds$4,668,162 Use of Reserves Refuse Fund$8,800,000 - - $13,327,300 Water Fund$22,553,000 Debt Service$6,847,000 Capital Projects $12,038,449 General Fund $107,830,642 All Funds - Budget by Category FY 1998/99 Total - $213924%981 General Fund Water Fund - $3 3,301,311 $109, 93,897 Capital Projects $13,355,373 Internal Servicer' $4,028,712 15,752,392 Redevelopment377 348 Transportation6,7 1 Refuse Fund8,7 0,405 Debt Service3,8 Other Enterprise09, 93 Other Funds 0 20,000,000 40,000,000 60,000,000 80,000,000 100,000,000 120,000,000 $ Millions 35 ity of Huntington Beach Annual Budget Charts and Graphs General Fund - Projected Resources FY 1998/99 Total = $107,830,642 Licenses/Permits Other Taxes $5,846,160 Use of Money/Property $5,530,000 $6,320,150 From Other Agencies Transfers $1,915,000 $9,976,000 Fines,Forfeitures, Charges for Current Services Penalties$3,094,000 $9,528,522 Occupancy $1,450,000 Prop 172$1,325,000 Other$1,001,810 Utility Tax $14,175,000 Property Tax $27,869,000 Sales Tax $19,800,000 General Fund - Budget by Department FY 1997/98 Total = $10997939897 Police Department $36,137, 81 Fire Department F $17, 49,439 Public Works � $19,504,306 Non-Departmental _ $15,358,3 2 Community Services $7,2 5,222 Community Development $3,876,015 Administrative Services9$1,608,245 $2,867,106 Library Services $3,038,900 City Attorney Administration $1,408,681 City Treasurer $917,033 City Clerk $542,249 City Council $260,767 $0 $10,000,000 $20,000,000 $30,000,000 $40,000,000 36 City of Huntington Beach Annual Budget Charts and Graphs Total Net Assessed Value Increases and Decreases o = ° $900,000,000 08,963,230 0 - $800,000,000 0 $695,819,945 $700,000,000 a,, o } $642,069 243 $600,000,000 ^. r :' 411 $500,000,000 +g e'� Y 11 $400,000,000 / $300,000,000 r;?-r t: # r- rf :=r r° $200,000,000 r� K Y -K:., -.,}, K• _.u, : $100;000,000 4 zr'. $18,520,465 $28,377,565 } ` ($100,000,00 .($11,394,535) 536,435,216) 0 0) 1991/92 1992/93 1993/94 1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/022002/03- Sales Tax Revenue-Year to Year%Change --Projected- Actual 0 = o - 6.0% 4.7% o o ° .'a 4.7/0 04.8/o 5. 2.5% i r:l' 1', N - ffi 0.0% " -2.0% 2/o p 0 -4.0% o _ o o - -6:0% o, -8.0% ° 0 0 -10.0% o. 10.1% o - -12.0 1988189 1989/90 1990/91 1991192 1992/93 1993/94 1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2600/01 2001/02 -2002/03 -_ %Increase - -1.2% 4.7%- -10.1% 0.9%, -1.5% 1.3% 1 2.5% 1 4.7% 1 4.61/ 1 4.8% 3.7°/. 3.0% '7.4% 6.8% 5.1% 37 City of Huntington Beach Annual Budget Charts and Graphs History of Budgeted Positions per 1 000 Population Number of Full Time Budgeted Number of Budgeted Positions per Positions 1,000 Population Year General Fund Total Population* General Fund Total 1976/77 826 1,000 157,800 5.2 6.3 1977/78 836 1,059 161,300 5.2 6.6 1978/79 866 1,007 167,400 5.2 6.0 1979/80 863 955 170,505 5.1 5.6 1980/81 881 954 173,327 5.1 5.5 1981/82 888 952 175,007 5.1 5.4 1982/83 895 949 176,370 5.1 5.4 1983/84 888 946 176,329 5.0 5.4 1984/85 900 963 176,156 5.1 5.5 1985/86 912 980 177,988 5.1 5.5 1986/87 944 1,015 178,788 5.3 5.7 1987/88 975 1,035 178,260 5.5 5.8 1988/89 1,007 1,065 178,896 5.6 6.0 1989/90 995 1,079 181,519 5.5 5.9 1990/91 997 1,086 182,100 5.5 6.0 1991/92 981 1,119 183,600 5.3 6.1 1992/93 952 1,115 185,300 5.1 6.0 1993/94 946 1,111 187,200 5.1 5.9 1994/95 937 1,096 186,600 5.0 5.9 1995/96 915 1,079 187,700 4.9 5.7 1996/97 892 1,038 188,500 4.7 5.5 1997/98 897 1,039 189,500 4.7 5.5 1998/99 904 1,046 190,500 4.7 5.5 Full Time Positions per 1 ,000 Population 7.0 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6.6 6.5 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total Budgeted Positions 6.1 6.0 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5.6 5.5 5.5 5.5 - - - - - - - - - - - - - - - - - - - - - - - - - 5.2 p\ 5.0 - - -� _ - - - -- - - - - - - - - - - - - - - - - - - - - - - - - General Fund Budgeted Positions °fin 4.5 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4.0 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 * Population estimated for 1997/98 and 1998/98 38 City of Huntington Beach Annual Budget Charts and Graphs Budgeted Positions (Permanent and Temporary) 1986/87 through 1998/99 Fiscal Year 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 Permanent Positions General Fund 944 975 1007 995 997 981 952 946 937 915 892 897 904 Other Funds 71 60 58 84 89 138 163 165 159 164 146 142 142 Total Permanent Positions 1,015 1,035 1,065 1,079 1,086 1,119 1,115 1,111 1,096 1,079 1,038 1,039 1,046 Total Temporary Positions (Full Time Equivalent)' 150 159 160 164 169 187 169 162 147 150 142 144 144 Total Permanent and Temporary Positions(FTE) 1.165 1.194 1.225 1.243 1.255 1 M 1 M 1 M 1.243 1.229 1 M 1.183 i M Full Time Equivalent(FTE)positions are estimates based on the average hourly wage rate of Temporary employees and the total budget for temporary salaries. Budgeted Positions - 1986/87 through 1998/99 1,400 1,255 1,273 1,165 1,194 1,225 1,243 —O—Q—_01=,243 1,229 1,200 �� ��- �� p_ 1,180 1,183 1,190 ate— - 1,000 y i L 0 Permanent 800 ®Temporary(FTE) =O=Total(FTE) 600 z 400 i i 200 o , 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 Fiscal Year 39 • City of Huntington Bea h Annual Budget Charts and Graphs CITY OF.HUNTINGTON BEACH BUDGETED PERMANENTPOSITIONS BY DEPARTMENT (All Funds) DEPARTMENT = 1993/94: 1994/95 1905/96 1096/97 , 1997/98 1998/99 City Council 1.00 - _ 1.00 100 _ 1:00 1:00, 1.00 Non=Departmental = 1150' "__ 13'.50, Administration - 19.00" 15.00 15.50 12 50 -= 12`.50 18.5E City_Treasurer 13.00: 13.00- 13'.00_, 13 00 14.00 15.00 City-Attorney- - 16.00 15.00 15.00:_ 14.00 15.00 . _ 15.00 City Clerk 7.50 7.00. -7 00.: 7.00 7.06t 7.00" Administrative Services 57.25_ 56.00 " 55.50 4325 ---43:25 40.25 Economic Development, . 14.80 13.00 15.00' _-: 18.00 18.00 18.00 Community Development_ 49.50 47.50 45 00 -43.00 43 00-.. �.42.00'1 Fire Department _ 179:00 178.00 175 00 - -158.75 . 156.00, 158.00- Police Department _ 376.00 .383.00 - 370 00 366.00 - 366:00 ,_ 366.00 Community Services- 66.75 67.50 = 67.50=-- 6175 62.75 64.00 Library Services 40.00 38.25 37.00< 37.75 37.75. _ 37.75 Public.Works 268.25 258.75 259.75 247.50 ` ' 249.50,.. -- -250.00 Total'Permanent Positions 1,110.80 1,095.75 1,079.00 1,038:00_ _ 1,039 5 1,646.00 GENERAL FUND 945.55 - 937.15- 914.95 89245 - 897:50` 904.25 OTHER FUNDS 165.25 158.60 164.05 _ l4'S.55 141 75.- _ 141:75 TOTAL BUDGETED POSITIONS 19110.80 19095.75 1,079.00 1,039 00_ _ 1039 25' _ .1,046.00, BUDGETED PERMANENT POSITIONS-= ALL FUNDS=- 1,150 -.1,130 y -1,110 1,079 _ 1,090. 1,070 1 039 ' p.. 1,050 j IL - 1,030 w 1,010 990 1993/94 - 1994/95 1995/96 1996/97 1997/9a - 1908/99 -_ Fiscal Year - 40 City of Huntington Beach Annual Budget Charts and Graphs Property Tax - Distribution of Basic 1% Tax Levy - Huntington Beach K-12 Schools 44.3% Other 3.8% _ - State(for Schools) 16.5% City Community 15.6% County Colleges 0 10.5% .3/o Sales Tax - Allocation of Huntington Reach Sales Tax Revenue Sales Tax % Health/Welfare State 5,00% Transportation 6.5% ° 3 2% City 1.00/° Public Safety 0.500/° Measure M 0.50% Measure M Transportation 0.25% 6.5% `,. Health/Welfare 0.50% Total 7.75% Public Safety State 64.5% City 12.9% VI- 41 OV of Huntington Beach Annual Budget Charts and Graphs Total Revenue Losses to the State of California Revenue Loss 1990/91 1991/92 1992/93 1993/94 1994/95 1995/96 1996/97 1997/98 Total Property Tax $2,403,473 $5,090,055 $5,212,847 $5,225,911 $5,210,419 $5,495,782 $28,638,487 Redevelopment 805,000 275,000 275,000 $1,355,000 Traffic Fines $500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,500,000 Parking Tickets 0 490,000 250,000 250,000 250,000 1,240,000 Cigarette Tax 150,000 265,000 265,000 265,000 265,000 265,000 265,000 1,740,000 Vehicle License Fees -944,000 -944,000 Tax Admin.Fee $290,000 260,000 250,000 245,000 236,000 236,000 238,000 215,000 1,970,000 Booking Fees 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 160,000 Annual Total $310,000 $930,000 $4,243,473 $5,451,055 $6,998,847 $6,496,911 $6,483,419 $6,745,782 Cumulative Total $310,000 $1,240,000 $5,483,473 $10,934,528 $17,933,375 $24,430,286 $30,913,705 $37,659,487 Total City Revenue Taken by the State $6,998,847 $7,000,000 Total Loss = $37.7 Million $6,496,911 $6,483,419 782 $5,451,055 $6,000,000 $5,000,000 $4,243,473 $4,000,000 $3,000,000 $2,000,000 $930,000 $1'000,000 Z $310,000 1990/91 1991/92 1992/93 1993/94 1994/95 1995/96 1996/97 1997/98 42 City of Huntington Beach Annual Budget Charts and Graphs IF Property Tax Losses (ERAF) by the 10 Largest Orange County Cities 1992/93 through 1997/98 (6 Years) $30,000,000 26,082,863 $25,000,000 $20,148,454 $20,000,000 $15,000,000 , $10,000,000 $9,649,392 $6,718;352 $5,643,177 _ $5,000,000 _, $0 F-1 Pc�r.0, r�o o ae Gto a Property Tax Losses (ERAF) by the Largest Orange County Cities 1997198 Loss per cam $30 $25 - - $21 $20 $19 $17 .$15 $is $12 $10 $9 $9 $0 Average of Santa Ana Anaheim Huntington Garden Irvine Fullerton Orange Costa Mesa Mission All Cities Beach Grove Viejo 43 City of Huntington Beach Annual Budget Charts and Graphs Total Sales Tax Growth Less Property Tax Losses Net Gain or Loss for the Largest Orange County Cities $20,000,000 _ $15,000,000 $14,504,731 r $10,000,000 $5,000,000 , i $(5,000,000) + i ` ($5,292,256) - $(10,000,000) 86 05° I $(15,000,000) $11,883,597) ($1A;02T,587)r 1%927;021,i $(20,000,000) $(25,000,000) ($22,057,14,7) - Santa Ana Anaheim Huntington Garden Irvine Fullerton Orange Costa Mesa Mission Beach Grove Viejo 1996 Per Capita Sales Tax Revenue Largest ®range County Cities $0 $50 $100 $150 $200 $250 Santa Ana $ 3 Anaheim $114 - Huntington Beach $83 Garden Grove $73 . Irvine 1215° -_ - Fullerton 96= - = Orange Costa Mesa Mission Viejo .$80 _ 44 Summaries ® Revenues General Fund > All Other Funds ® Expenditures > General Fund By Department Other Funds General Fund By Category s i E 4pi t Revenue Summary-All Funds Fiscal Years 1994195 Thru 2002103 Audited Audited Audited Budget Estimate Fund/Category FY 94/95 FY 95/96 FY 96/97 --FY 97/98-- General Fund Property Tax 25,254,894 24,599,798 24,855,895 26,189,980 26,844,000 Sales Tax 16,684,322 17,403,770 18,228,342 18,300,000 19,000,000 Proposition 172 Sales Tax 1,030,227 1,132,072 1,192,812 1,150,000 1,250,000 Utility Tax 12,916,733 13,221,979 13,989,700 13,500,000 14,075,000 Transient Occupancy Tax " 1,039,045 1,100,000 1,295,120 1,250,000 1,325,000 Other Local"Taxes „ " 4,674,464 5,110,243 5,323,254 5,325,000 5,575,000 Licenses&Permits 4,922,219 3,968,010 5,633,392 4,837,445 5,769,445 Fines/Forfeitures/Penalties' 2,134,642 2,133,502 2,707,356 2,382,000 2,685,000 Use of Money and Property 6,070,779 6,900,070 7,246,533 6,755,000 6,473,150 Revenue from Other Agencies 8,219,705 9,506,678 9,533,390 9,331,000 9,819,442 Charges for Current Services 8,246,416 8,888,164 9,925,919 10,383,025 10,579,050 Other Revenue 469,584 683,654 724,906 678,600 1,058,400 Transfers from Other"Funds 2,900,000 2,959,000 2,604,497 2,390,000 2,415,000 Sub Total General Fund , 94,563,030 97,606,940 103,261,116 102,472,050 106,868,487 Capital Projects Holly Seacliff " 803,559 173,284 176,244 400,000 4,000,000 FEMA Grant 0 0 18,574 1,121,636 194,000 Federal Seismic Grant 0 0 0 557,632 0 Bluff Top Park Grant , 0 0 40,822 2,153,876 0 Capital Imp Fund 17,906 32,890 (26,566) 50,000 130,000 Pkg Auth Cap Proj 27,649 57,506 (190,534) 0 1,363 Water Facilities"" 0 2,610,424 5,104,381 5,700,000 5,590,000 Library Development 0 0 184,892 294,000 294,000 Pier Rebuilding" 127,117 132,756 359,487 180,000 243,000 ParkA&D. 2,105,203 2,170,950 1,545,218 215,000 258,662 . Sewer Fund 228,787 375,245 (302,729) 285,000 170,000 Drainage Fund 382,680 416,022 360,087 11056,000 557,000 Sub Total;Capital Projects 3,692,901 5,969,077 7,269,876 12,013,144 11,438,025 Debt Service H.B.P.F.A. 2,256,628 2,726,681 10,292,476 3,368,000 3,368,000 HBPFC Debt Svc 424,227 411,791 9,294 0 2,000 Debt Svc Res Hill 208,409 204,703 296,011 212,000 209,000 Dbt Svc 1193-B CIC Cops 1,179,128 1,155,875 1,178,803 1,163,000 1,163,000 Dbt Svc 1993-A CIC Cops 1,668,412 1,686,887 1,665,059 1,662,000 1,662,000 Mello Roos Capital Projects; 8,484 8,589 13,708 6,000 6,000 Mello Roos Debt Service, 437,076 286,046 294,891 282,000 288,000 Sub Total Debt Service 6,182,364 6,480,572 13,750,242 6,693,000 6,698,000 Water Fund TOTAL WATER FUND" 16,391,041 17,780,008 22,611,987 24,602,500 24,541,000 Refuse Fund TOTAL`-REFUSE COLLECTION. 7,882,480 8,410,162 8,920,402 8,600,000 8,602,000 Other Enterprise Funds ArtCenter' 1,441,322 309,330 202,844 360,000 267,000 Certified Unified Program,Agency.;" 0 0 0 175,000 0 Pier Plaza Fund 0 0 5,395,028 100,000 935,000 Fire Med Program 2,495,094 2,823,272 2,795,000 3,270,000 3,250,000 Emerald Cove 792,098 797,067 792,912 803,000 811,000 Library Services 236,724 593,806 651,619 521,200 677,000 Cable TV Fund 420,374 382,632 414,118 422,000 482,000 45 Revenue Summary-All Funds Fiscal Years 1994195 Thru 2002103 Projected Fund/Category FY 98/99 " 11 1 1 1 I I 1 1 General Fund Property Tax $27,869,000 $29,315,635 $30,635,663 $31,854,580 $33,173,456 Sales Tax 19,800,000 20,400,000 21,900,000 23,400,000 24,600,000 Proposition 172 Sales Tax 1,325,000 1,325,000 1,325,000 1,350,000 1,350,000 Utility Tax 14,175,000 14,250,000 14,300,000 14,425,000 14,425,000 Transient Occupancy Tax 1,450,000 1,500,000 1,550,000 1,600,000 1,650,000 Other Local Taxes 5,530,000 5,595,000 5,455,000 5,770,000 6,070,000 Licenses&Permits 5,846,160 5,640,960 5,497,860 5,397,860 4,807,860 Fines/Forfeitures/Penalties 3,094,000 3,112,000 3,123,000 3,135,000 3,247,000 Useof Money and Property 6,320,150 6,277,150 6,366,150 6,464,250 6,594,350 Revenue from Other Agencies 9,976,000 10,067,000 10,237,000 10,599,340 11,133,680 Charges for Current Services 9,528,522 8,739,250 8,704,500 8,758,600 8,444,800 Other Revenue 1,001,810 1,043,820 1,069,830 1,104,840 1,144,850 Transfers from Other Funds 1,915,000 1,915,000 1,915,000 1,915,000 1,915,000 Sub Total General Fund 107,830,642 109,180,815 112,079,003 115,774,470 118,555,996 Capital Projects Holly Seacliff 0 0 0 0 0 FEMA Grant 2,544,752 0 0 0 0 Federal Seismic Grant 682,891 0 0 0 0 Bluff Top Park Grant 1,057,170 0 0 0 0 Capital Imp Fund 60,000 60,000 60,000 60,000 60,000 Pkg Auth Cap Proj 0 0 0 0 0 Water Facilities 6,150,000 6,440,000 6,940,000 7,040,000 7,040,000 Library Development 392,000 292,000 192,000 192,000 192,000 Pier Rebuilding 295,000 300,000 310,000 320,000 330,000 Park A&D 314,636 515,000 560,000 560,000 560,000 Sewer Fund 120,000 80,000 80,000 80,000 80,000 Drainage Fund 422,000 122,000 122,000 122,000 122,000 Sub Total Capital Projects 12,038,449 7,809,000 8,264,000 8,374,000 8,384,000 Debt Service H.B.P.F.A. 3,466,000 3,465,000 3,459,000 3,499,000 3,519,000 HBPFC Debt Svc 2,000 0 0 0 0 Debt Svc Res Hill 266,000 212,000 212,000 212,000 212,000 Dbt Svc 1193-B CIC Cops 1,163,000 1,163,000 1,163,000 1,163,000 1,163,000 Dbt Svc 1993-A CIC Cops 1,662,000 1,662,000 1,662,000 1,662,000 1,662,000 Mello Roos Capital Projects 6,000 6,000 6,000 6,000 6,000 Mello Roos Debt Service 282,000 282,000 282,000 282,000 282,000 Sub Total Debt Service 6,847,000 6,790,000 6,784,000 6,824,000 6,844,000 Water Fund TOTAL WATER FUND 22,553,000 21,060,000 23,067,000 25,075,000 27,103,000 Refuse Fund TOTAL REFUSE COLLECTION 8,800,000 9,000,000 9,500,000 10,000,000 11,000,000 Other Enterprise Funds Art Center 350,000 350,000 350,000 350,000 350,000 Certified Unified Program Agency 152,000 0 0 0 0 Pier Plaza Fund 580,000 589,000 614,000 633,000 654,000 Fire Med Program 3,930,000 3,270,000 3,270,000 3,270,000 3,270,000 Emerald Cove 830,000 847,000 867,500 884,500 901,500 Library Services 637,000 523,000 486,000 448,000 448,000 Cable TV Fund 505,000 508,500 510,600 510,700 510,800 46 Revenue Summary-All Funds Fiscal Years 1994195 Thru 2002103 Audited Audited Audited Budget Estimate Fund/Category FY 94/95 FY 95/96 FY 96/97 --FY 97/98-- Systems Fund 0 0 0 110,000 5,000 Sub Total Other Enterprise Funds 5,385,612 4,906,107 10,251,521 5,761,200 6,427,000 Internal Service Funds Self Insurance Fund 9,228,694 12,216,556 12,216,557 13,142,000 13,646,000 Equipment Replacement 2,304,442 1,999,649 3,562,063 2,600,000 4,351,340 Equipment Replacement 80OM14Z 93,464 120,499 150,804 70,000 175,000 Sub Total Internal Service Funds 11,626,600 14,336,704 15,929,424 15,812,000 18,172,340 Redevelopment Ficnd RDA Debt Service 0 0 2,389,281 4,452,500 7,379,583 RDA Cap Projects 91 0 0 27,411,050 1,511,000 1,535,570 Low Income Housing 11039,497 1,022,739 705,829 1,038,000 1,045,359 Sub Total Redvelopment Fund 1,039,497 1,022,739 30,506,160 7,001,500 9,960,512 Trans /Street Projects Traffic Impact 374,062 293,464 363,818 1,313,000 1,313,000 GMA#6 Fund 0 0 0 1,400,672 0 Federal CRP Program 0 0 501,000 0 0 OCTA/SIP Grant 0 0 0 214,833 134,000 Federal HES Program 0 0 0 356,000 273,000 Gas Tax Fund 5,782,183 4,088,935 3,536,524 3,485,000 5,796,600 Transportation Fund 1,269,078 1,462,477 1,265,891 1,525,000 1,790,000 Sub Total Transp/Street Projects 7,425,323 5,844,876 5,667,233 8,294,505 9,306,600 Other Revenues Res Econ Uncertainty 239,792 208,333 156,371 180,000 170,000 COPS MORE'95 Grant 0 0 364,000 495,784 0 COPS MORE'96 Grant 0 0 0 271,993 0 Police SHO Grant 0 0 0 127,314 0 Bureau of Justice Grant 1996 0 0 172,000 191,550 0 Bureau of Justice Grant 1997 0 0 0 184,593 166,000 Bureau of Justice Grant 1998 0 0 0 0 0 Police Community Relations 0 0 0 25,000 25,000 Supplemental Law Enforcement F 0 0 435,000 435,605 435,000 Police Training Grant 0 0 0 20,000 1,500 State Abandoned Vehicles 0 0 0 0 0 Office of Traffic Safety 0 0 0 0 0 AQMD 212,173 216,734 210,609 212,000 222,000 Donations 43,918 67,342 132,223 50,000 150,000 Fourth Of July 141,394 175,869 201,712 183,000 181,000 Proj Self Suff 20,124 20,434 22,966 19,500 21,200 Hud Subsidy 136,091 0 244,291 284,000 284,000 HAZMAT Services 0 0 0 0 275,000 Narc Forfeiture 385,114 221,747 504,506 560,000 455,000 Narc Forf/State 0 0 59,304 25,000 42,500 Underground Utilities 0 0 35,189 0 2,000 Hsg&Comm Dev Block Grant 1,636,000 1,823,738 299,503 1,810,000 1,732,000 Other Grants 87,633 55,660 60,029 56,824 37,778 Use of Fund Balances 0 0 0 14,775,644 0 Sub Total Other Revenues 2,902,239 2,789,857 2,897,703 19,907,807 4,199,978 SUB TOTAL OTHER FUNDS 62,528,057 67,540,102 117,804,548 108,685,656 99,345,455 GRAND TOTAL 157,091,087 165,147,042 221,065,664 211,157,706 206,213,942 47 Revenue Summary-All Funds Fiscal Years 1994195 Thru 2002103 4! Projected Fund/Cate" arynJAWI FY 98/99 Systems Fund 0 0 0 0 0 S'U'b,Totaig,iher,Eiif6r' 'Prise,F pOs 6,984,000 6,087!,500 6,098,100 6,096,200 6,134,300 , I Internal Service Funds A 'Self insu'r"�An'c"i�,,�,F"U"nd""� 13,587,750 14,073,588 14,563,967 14,916,000 15,320,000 Equippi aiceme"n' t 2,880,000 3,125,000 3,630,000 3,930,000 4,335,000 ,Fq4jp ment Replacelentk400MftZ,,,,-I' 60,000 0 0 0 0 8pbliTotit Internal Service,, 16,527,750 17,198,588 18,193,967 18,846,000 19,655,000 Redevelopment Fund "Debt SiFrviqe',F 4,636,050 4,867,858 5,111,246 5,149,558 5,235,750 -pXCp Projects 1,481,875 1,369,086 1,296,416 1,217,987 1,217,500 s 5 Low inc&ne housing 1,036,041 1,159,122 1,214,893 1,253,903 1,278,903 Sub Total gi&elob4fieni Fund., 7,153,966 7,396,066 7,622,555 7,621,448 7,732,153 TransplStreet fro jects TrafficIr" iiliiopac t 413,000 413,000 413,000 413,000 413,000 GMA#6tund 781,375 0 0 0 0 Federal CRP`i?ro 1`1 0 0 0 0 0 %raii W QCTA/Sff� 15,337 0 0 0 0 fed6ral fih'§i?r am 0 0 0 0 0 GisTax Fund-, < I' 21 3,485000 3,485,0 00 3,485,000 3,485,000 3,485,000 ll 1 4 W 11 Transportation Fu'nd 1,825,000 1,800,000 1,815,019 1,820,000 1,850,000 Sub Tot'01 TraniolStriet"tioJectis 6,519,712 5,698,000 5,713,019 5,718,000 5,748,000 m'- Other Revenues Res E&n U certain 170,000 170,000 170,000 170,000 170,000 OR COPS MORE95;`,,IGrant 0 0 0 0 0 COPS`', bRE"'96 Grant 0 0 0 0 0 W 0 0 0 dranit"Police-S'4H, 0 243,866 0 Buredu`ofJistice--Grantr19J6 0 0 0 0 0 Burdiii of hstice-zGrant 19971., 0 0 0 0 0 Bureau U Justice Grant 1998% 160,713 0 0 0 0 Police Community Relations " 25,000 25,000 25,000 25,000 25,000 'Suppl6ifientalLaW Efif6rc6tii6ht F-my, 450,000 450,000 450,000 450,000 450,000 police Training Grant,.:, I > 20,000 20,000 20,000 20,000 20,000 State AbaAbandoned-Vehicles- 200,000 0 0 0 0 Offic'e, of Traffic 126,883 0 0 0 0 m A "MD 185,000 182,000 182,000 182,000 181,000 # Donaiio 60,000 60,000 Donations 60,00060,000 4 pu h Of JuB � A, 181,000 181,000 181,000 181,000 181,000 y Pr6j,Self Suff 21,200 19,500 19,500 19,500 19,500 U �I Y�' 284,000 284,000 Hud's-b'g"d 284,000 284,000 284,000 U811" -HAZ-MAi-'Sek.vices, 175,000 175,000 175,000 175,000 175,000 N-arc.F&fei e 465,000 395,000 397,000 397,000 450,000 Naic Forf/State' 42,500 27,500 27,500 27,500 27,500 Und6igr6iiiid�,utilitil�iA:,"" ... ...... 0 0 0 0 0 H sgc'6nibeVU ock%ranf 1,732,000 1,732,000 1,732,000 1,732,000 1,732,000 S, (*er Grants". :,pq 36,000 36,000 qg, 4111 J 36,000 36,000 36,000 Vse of.,Fund Balances„s,...... 13,327,3004 0 0 0 0 Sub Total Other Revenues 17,995,462 3,757,000 3,759,000 3,759,000 3,811,000 S U UTT_QT A VU OTHERNDS, -34, 105,419,339 84,796,154 89,001,641 92,313,648 96,411,453 IBRAND TOT, AL, 213,249,981 11 193,976,969 201,080,644 208,088,118 214,967=,449 48 GENERAL FUND Expenditure/Personnel History By Department Historical Data <-Proposed Budget Estimated" epar,.m; e#f7-,,,,-7- EXPENDITURE Actual Actual Budget Actual =kRequp' st,_ I BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 0� E.vi ditures 838,906 918,547 906,770 886,651 903,939 1,408,681 Adn'i`qisiiative"§,,B 2,904,351 2,890,782 2,960,006 3,212,037 2,975,439 2,867,106 ' 6ice, S� City Attorn 7Y 1,877,488 1,480,248 1,272,576 1,632,295 1,272,235 1,608,245 t1-C'i i t Y,, 0 u r 225,146 223,917 240,620 231,934 249,735 260,767 Commupity Develop nt!, 3,379,581 3,275,070 3,276,585 3,406,483 3,673,334 3;876,015 ptycler 484,797 485,876 523,976 494,220 460,591 542,249 COnuliujiity Services�" 6,926,340 7,001,402 6,671,650 6,788,337 7,279,045 7,225,222 Fire,Depakin?6t 15,329,997 15,300,536 16,212,281 15,475,294 16,608,884 17,049,439 N Lib4ry Services 3,099,120 3,071,242 2,865,555- 2,838,903 2,982,316 3,038,900 dhLDepdftifiimtal,,'f- If 4 13,428,442 14,037,661 13,652,326 13,826,126 14,379,555 15,358,352 Pol i c�,e Departmen 32,060,962 32,138,113 32,632,448 32,619,454 34,370,717 36,137,581 Public Works, 15,422,855 14,625,367 15,163,291 15,383,719 16,600,243 19,504,306 i Treasurei", 713,174 774,022 786,111 779,955 875,413 917,033 Ar" A -40 TOTAL 96,691,159 96,222,783 97,164,195 97,575,4081F-102,631,44-51 109,793,8971 5� AdmliDisti ion 11.00 11.00 9.25 9.25 9.25 15.25 Adniinistfkive Services35.50 35.00 33.50 33.50 33.50 30.50 Ot),Attomey 14.00 14.00 13.00 13.00 14.00 14.00 City Council, 1.00 1.00 1.00 1.00 1.00 1.00 T 0mffiuKity Dcveiop,,�, �711 - 47.50 45.00 43.00. 43.00 43.00 42.00 11 Ct""Clerk 7.00 7.00 7.00 7.00 7.00 7.00 Co6muioity Servicies 63.00 61.75 59.25 59.25 59.25 `60.50 4 )Fire Department ,° 147.75 144.75 143.75 143.75 143.25 145.25 Libraky S&6ccs 36.75 36.00 35.75 35.75 35.75 35.75 Xofi,Departrfientali ., 13.50 13.50 13.50 13.50 13.50 13.50 Police Dep4rtment 373.00 361.00 358.00 358.00 358.00 358.00 Public Wksj, 4F M., 174.15 171.95 162.45 162.45 166.00 166.50 "reasuTer 13.00 13.00 13.00 13.00 14.00 15.00 ,TOTAL 937.15 914393 892.45 2.4 897.50 -904.i 49 GENERAL FUND Expenditure/Personnel Projection By Department PROJECTED EXPENDITURES EXPENDITURE BY PROGRAM Expenditures: Administration 1,449,392 1,488,671 1,529,014 1,570,603 1,614,580 Administrative Services 2,949,966 3,029,910 3,112,021 3,196,667 3,286,174 City Attorney 1,654,723 1,699,566 1,745,624 1,793,105 1,843,312 City Council 268,303 275,574 283,042 290,741 298,881 Community Develop. 3,988,032 4,096,108 4,207,112 4,321,546 4,442,549 City Clerk 557,920 573,040 588,569 604,578 621,506 Community Services 7,434,031 7,635,494 7,842,416 8,055,729 8,281,290 Fire Department 17,542,168 18,017,561 18,505,837 19,009,196 19,541,453 Library Services 3,126,724 3,211,459 3,298,489 3,388,208 3,483,078 Non-Departmental 15,802,208 16,230,448 16,670,293 17,123,725 17,603,189 Police Department 37,181,957 38,189,589 39,224,526 40,291,433 41,419,594 Public Works 20,067,980 20,611,822 21,170,403 21,746,238 22,355,132 City Treasurer 943,536 969,105 995,368 1,022,442 1,051,070 TOTAL 112,966,941 116,028,345 119,172,713 122,414,211 125,841,809 Personnel: Administration 15.25 15.25 15.25 15.25 15.25 Administrative Services 30.50 30.50 30.50 30.50 30.50 City Attorney 14.00 14.00 14.00 14.00 14.00 City Council 1.00 1.00 1.00 1.00 1.00 Community Develop. 42.00 42.00 42.00 42.00 42.00 City Clerk 7.00 7.00 7.00 7.00 7.00 Community Services 60.50 60.50 60.50 60.50 60.50 Fire Department 145.25 145.25 145.25 145.25 145.25 Library Services 35.75 35.75 35.75 35.75 35.75 Non-Departmental 13.50 13.50 13.50 13.50 13.50 Police Department 358.00 358.00 358.00 358.00 358.00 Public Works 166.50 166.50 166.50 166.50 166.50 City Treasurer 15.00 15.00 15.00 15.00 15.00 TOTAL 904.25 904.25 904.25 904.25 904.25 50 OTHER FUNDS Expenditure History By Fund <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 Capital Projects Capital Projects 1,387,896 162,520 1,328,249 296,137 2,222,000 3,727,823 Parking Structures 111,501 210,000 2,000,000 2,000,000 0 0 Pier Reconstruction 1,388,392 35,602 183,915 94,598 90,000 90,000 FEMA Grant 0 0 1,338,699 142,425 1,121,636 2,544,752 Park Acquisition&Dev. 2,076,878 1,804,923 1,684,386 1,335,729 1,096,550 786,943 Sewer Fund 925,875 547,816 685,616 301,341 1,573,204 1,933,444 Drainage Fund 443,532 660,192 935,373 206,523 578,404 743,019 SB 821 Fund 151,625 5,290 579,434 7,650 0 0 Holly/Seacliff Engineering 58,375 58,630 37392,530 102,564 3,993,136 58,362 Library,Construction 619,315 0 0 0 0 0 Library/Cultural Facilities 0 0 245,000 71,750 285,000 315,000 Federal Seismic Grant 0 0 0 0 557,632 682,891 Blufftop Park 40,822 23,276 50,424 50,424 2,153,876 1,057,170 Water Master Plan 0 0 61014,720 761,010 4,881,660 1,137,500 Water Capital Projects 0 0 206,636 206,636 269,313 278,470 -Sub Total 7,204,211 3,508,249 18,644,982 5,576,786 18,822,411 13,355,373 Debt Service Civic Improvement Corp. 2,531,024 2,841,954 2,516,500 2,828,000 2,825,000 2,816,000 HBPFC 30,375 480,511 1,351 403,000 0 0 HBPFA 37504,940 2,677,137 2,682,000 2,686,000 3,370,000 3,474,000 Debt Svc.-Park Bond 462,272 399367 100,000 100,000 0 0 Parking Authority 14,000 134,535 0 0 0 0 Reservoir Hill 170,049 164,000 164,000 156,100 150,300 150,300 Mello Roos 1,8627464 40,844 248.000 247,300 245,500 253,500 -Sub Total 8,575,124 6,378,348 5,711,851 6,420,400 6,590,800 6,693,800 Winter Fund Water Utility 19,611,280 20,317,802 27.933.139 24,222,432 28,593,620 33,301,311 -Sub Total 19,611,280 20,317,802 27,933,139 24,222,432 28,593,620 33,301,311 Other Enterprise Funds Fire Medical 2,330,326 2,852,510 3,106,990 2,862,147 3,175,872 4,277,545 Pier Plaza Fund 0 0 6,357,345 2,569,869 392,941 583,000 Certified Unified Prog.Agency 108,000 108,000 108.000 108,000 166,798 151,876 Systems Enterprise Fund 0 0 0 0 133,962 136,761 Emerald Cove 558,068 739,888 852,288 861,414 864,561 865,561 Meadowlark Golf 503,702 4,016,724 0 0 0 0 Library,Service Fund 790,004 572,426 460,764 467,925 463,971 496,496 Cable TV Fund 534,027 434,505 402,672 410,060 389,628 442,134 Art Center: 376,349 399,979 369,135 369,171 399,418 356,621 -Sub Total , 5,200,476 9,124,032 11,657,194 7,648,586 5,987,151 7,309,993 Refuse Fund -Sub Total 9,004,555 8,918,923 8,746,857 8,678,132 8,730,859 8,780,405 51 OTHER FUNDS Expenditure Projection By Fund PROJECTED EXPENDITURES EXPENDITURE BY PROGRAM '' I I FY I I I I I I I I 1 4 Capital Projects Capital Projects 3,835,557 3,939,501 4,046,261 4,156,319 4,272,696 Parking Structures 0 0 0 0 0 Pier Reconstruction 92,601 95,110 97,688 100,345 103,155 FEMA Grant 0 0 0 0 0 Park Acquisition"&De*. 809,685 831,628 854,165 877,398 901,965 Sewer Fund 1,989,320 2,043,231 2,098,602 2,155,684 2,216,043 Drainage Fund 764,492 785,210 806,489 828,425 851,621 SB 821 Fund 0 0 0 0 0 Holly/Seacliff Engineering 60,049 61,676 63,347 65,071 66,892 Library Construction 0 0 0 0 0 Library/Cultural Facilities 324,104 332,887 341,908 351,208 361,042 Federal Seismic Grant 0 0 0 0 0 Blufftop Park 0 0 0 0 0 Water Master Plan 1,170,374 1,202,091 1,234,668 1,268,250 1,303,762 Water Capital Projects 286,517 294,282 302,257 310,478 319,172 -Sub Total 9,332,699 9,585,615 9,845,385 10,113,180 10,396,349 Debt Service Civic Improvement Corp. 2,897,382 2,975,901 3,056,548 3,139,687 3,227,598 HBPFC 0 0 0 0 0 HBPFA 3,574,399 3,671,265 3,770,756 3,873,321 3,981,774 Debt Svc.-Park Bond 0 0 0 0 0 Parking Authority 0 0 0 0 0 Reservoir Hill 154,644 158,835 163,139 167,576 172,268 Mello Roos 260,826 267,895 275,154 2827639 290,553 -Sub Total 6,887,251 7,073,895 7,265,598 7,463,222 7,672,192 Water Fund Water Utility 34,263,719 35,192,266 36,145,976 37,129,147 38,168 7763 -Sub Total 34,263,719 35,192,266 36,145,976 37,129,147 38,168,763 Other Enterprise Funds Fire Medical 4,401,166 4,520,437 4,642,941 4,769,229 4,902,768 Pier Plaza Fund 0 0 0 0 0 Certified Unified Prog.Agency 156,265 160,500 164,849 169,333 174,075 Systems Enterprise Fund , - 140,713 144,526 148,443 152,481 156,750 Emerald Cove 890,576 914,710 939,499 965,053 992,075 Meadowlark Golf' 0 0 0 0 0 Library Service Fund . 510,845 524,688 538,907 553,566 569,066 Cable TV Fund 454,911 467,239 479,902 492,955 506,758 Art Center . . 366,927 376,871 387,084 397,613 408,746 -Sub Total 6,921,403 7,108,973 7,301,626 7,500,230 7,710,237 Refuse Fund -Sub Total 9,034,158 9,278,984 9,530,444 9,789,673 10,063,783 52 OTHER FUNDS Expenditure History By Fund <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 Internal Service Funds Self Insurance Fund 10,721,922 13,408,931 10,234,184 10,491,949 11,181,821 11,358,010 Self Insurance/Legal Fund 67,738 70,178 69,611 69,611 69,489 72,703 Equipment Replacement 3,488,330 3,432,206 2,267,334 1,669,386 2,572,811 3,480,759 800 Mhz Fund 0 0 1,730,000 3,045,271 2,337,712 566,920 Helicopter;Replacement 179,953 123,773 0 0 0 274,000 -Sub Total 14,457,943 17,035,088 14,301,129 15,276,217 16,161,833 15,752,392 Redevelopment Fund Tax Increment 4,990,257 8,120,956 4,840,243 4,840,243 4,840,243 4,240,243 Projects 9,072,615 4,679,096 6,327,297 2,950,798 3,571,876 3,937,105 Legal Services -25,990 113,030 200,000 200,000 200,000 200,000 -Sub Total 14,036,882 12,913,082 11,367,540 7,991,041 8,612,119 8,377,348 Transportation/Street Projects Gas Tax Fund 4.529,764 3,797,040 3,711,397 2,846,672 3,303,576 3,043,910 Measure M Fund 2,506,760 1,959,571 2,916,498 282,880 3,389,172 1,838,526 Petroleum EscrowAcct. 168,719 24,432 0 0 0 0 Traffic Impact Fund 192,968 227,228 332,890 183,390 314,284 177,602 OCTA-GMA#6 0 30,000 1,691,110 8,300 1,405,880 781,375 Federal CRP Grant 180,370 250,672 0 -250,672 0 0 CALTRANS-TSM 9,511 0 30,887 30,887 0 0 OCTA/SIP FUND 0 0 200,000 0 214,833 15,337 Hazard Elimination Fund 0 0 356,000 0 356,000 0 -Sub Total 7,588,092 6,288,943 9,238,782 3,101,457 8,983,745 5,856,751 Other Funds Library Grants 10,000 35,500 95,715 21,645 49,650 19,650 Narcotic Forfeiture 952,753 411,828 420,174 346,900 425,929 445,681 Police Community Relations 11,537 2,397 25.000 0 25,000 25,000 Jail Donations 2,234 12,910 15,000 15,000 15,000 15,000 Air Quality 95,747 220,508 94,035 58,060 98,260 180,769 COPS More Grant 211,711 176,301 231,972 226,389 767,777 0 Police SHO Grant 0 0 0 0 127,314 243,866 Bureau Justice-96 Grant 0 0 191,550 0 191,550 0 Bureau Justice-97 Grant 0 0 0 0 184,593 0 Bureau Justice-98 Grant 0 0 0 0 0 160,713 Supplemental Law Enforcement 0 0 435,605 0 435,605 450,000 State Abandoned Vehicle Fund 0 0 0 0 0 200,000 Office Traffic Safety Grant 0 0 0 0 0 126,883 Special Training-PD 0 0 20,000 0 20,000 20,000 Fourth of July, 181,601 193,366 181,850 194,150 189,150 189,150 CDBG Fund 1,584,433 2,086,147 1,869,912 952,978 3,513,773 1,952,000 -Sub Total 3,050,016 3,138,957 3,580,813 1,815,122 6,043,601 4,028,712 Grand Total 185,419,738 183,846,207 208,346,481 178,305,581 211,157,584 213,249,981 53 OTHER FUNDS Expenditure Projection By Fund PROJECTED EXPENDITURES EXPENDITURE BY PROGRAM '' 1 1 I I I I I I I i 1 Internal Service Funds Self Insurance Fund 11,686,257 12,002,954 12,328,235 12,663,562 13,018,142 Self Insurance/Legal Fund" 74,804 76,831 78,913 81,059 83,329 Equipment Replacement ;. 3,581,353 3,678,408 3,778,093 3,880,857 3,989,521 800 Mhz Fund, 583,304 0 0 0 0 Helicopter Replacement 274,000 274,000 274,000 137,000 0 -Sub Total 16,199,718 16,032,193 16,459,241 16,762,479 17,090,992 Redevelopment Fund Tax Increment 4,362,786 4,481,018 4,602,453 4,727,640 4,860,014 Projects 4,050,887 4,160,666 4,273,420 4,389,657 4,512,567 Legal Services 205,780 211,357 217,084 222,989 229,233 -Sub Total 8,619,453 8,853,040 9,092,958 9,340,286 9,601,814 Transportation/Street Projects Gas Tax Fund 3,131,879 3,216,753 3,303,927 3,393,794 3,488,820 Measure M Fund 1,891,660 1,942,924 1,995,577 2,049,857 2,107,253 Petroleum Escrow Acct. 0 0 0 0 0 Traffic Impact Fund 182,735 187,687 192,773 198,016 203,561 OCTA-GMA#6 0 0 0 0 0 Federal CRP Grant_" 0 0 0 0 0 CALTRANS :TSW 0 0 0 0 0 OCTA/SIP FUND 15,781 16,208 16,647 17,100 17,579 Hazard Elimination Fund 0 0 0 0 0 -Sub Total 5,222,054 5,363,572 5,508,925 5,658,767 5,817,213 Other Funds Library Grants 20,218 20,766 21,329 21,909 22,522 Narcotic Forfeiture, 458,561 470,988 483,751 496,909 510,823 Police Community Relations 25,723 26,420 27,136 27,874 28,654 Jail Donations 15,434 15,852 16,281 16,724 17,192 Air Quality 185,993 191,034 196,211 201,548 207,191 COPS More Grant 0 0 0 0 0 Police SHO Grant, 250,914 257,714 264,698 271,898 279,511 Bureau Justice,-96 Grant 0 0 0 0 0 Bureau Justice-97 Grant 0 0 0 0 0 Bureau Justice-98 Grant 0 0 0 0 0 Supplemental Law Enforcement 463,005 475,552 488,440 501,725 515,774 State Abandoned Vehicle Fund 125,000 275,000 205,000 70,000 0 Office Traffic SafetyGranf 0 0 0 0 0 Special,Training-PD.: 20,578 21,136 21,708 22,299 22,923 Fourth of July 194,616 199,891 205,308 210,892 216,797 CDBG Fund 2,008,413 2,062,841 2,118,744 2,176,374 2,237,313 40 Total 3,768,454 4,017,192 4,048,605 4,018,152 4,058,700 Grand Total 213,215,850 218,534,075 224,371,471 230,189,346 236,421,852 54 CITY WIDE SUMMARY EXPENDITURE/PERSONNEL SUMMARY GENERAL FUND <---------------- Historical Data------------------> ffFY -YEAR BUDGET Estimatedpted Modified Actual Actual Budget Actualget Requests Personal Services FY 94/95 FY 95/96 FY 96/97 FY 96/9797/98 FY 1998/99 Personal Services 69,913,606 68,931,120 69,577,239 69,410,407 72,084,046 76,091,584 Operating Expenses 26,260,594 26,843,419 21,791,172 22,142,797 23,382,401 24,597,114 Capital Outlay 435,959 367,244 273,925 250,346 334,685 2,189,300 Transfers to Other Funds 81,000 81,000 53521,858 5,771,858 6,830,313 6,915,899 TOTAL General Fund 96,691,159 96,222,783 97,164,195 97,575,408 102,631,445 109,793,897 Program Reimbursement 1,727,884 2,059,074 27287,526 2,211,084 3,584,765 2,038,358 Permanent Salaries 42,906,445 43,145,981 43,869,651 42,879,343 43,978,049 46,044,261 Temporary Salaries 2,839,046 2,8147289 2,741,510 2,734,456 3,060,336 3,109,674 Overtime Salaries 4,888,525 2,903,999 2,895,373 3,166,799 3,085,376 3,217,475 Permanent Benefits 17,700,744 17,462,781 17,868,107 17,750,912 19,343,764 21,020,236 Temporary Benefits 42,063 40,721 40,031 39,652 42,454 44,166 Replacement Salaries 0 1,757,752 1,462,568 1,641,653 1,470,146 1,537,773 New Positions 0 4 0 0 178,921 18,000 Retirement Payments 812,989 90,114 200,000 200,000 200,000 400,000 Vacation Payments 723,794 715,479 500,000 700,000 725,000 700,000 Transfers to Other Funds 0 0 0 0 0 0 Permanent Personnel Safety 373.75 362.75 361.75 361.75 360.75 363.75 Non-Safety 563.40 552.20 530.70 530.70 536.75 540.50 TOTAL 937.15 914.95 892.45 892.451 897.50 ` 904.25 City Council(Elected) 7.00 7.00 7.00 7.00 7.00 7.00 55 Department budgets ■ City Council ■ Fire ■ Non-Departmental ■ Police ■ Administration ■ Community ■ City Treasurer Services ■ City Attorney ■ Library Services ■ City Clerk ■ Public Works ■ Administrative ■ Economic Services Development ■ Community ■ Capital Development Improvements CITY COUNCIL Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 CITY COUNCIL City Council 169,315 169,679 182,201 176,182 186,858 192,517 Intergovernmental 55,831 54,238 58,419 55,752 62,877 68,250 Sub-Total $225,146 $223,917 $240,620 $231,934 $249,735 $260,767 TOTAL ALL FUNDS $225,146 $223,917 $240,620 $231,934 —$249,735 1 $260,767 TOTA SO ITO 1.00 1.00 17 1.560 Elected .0 0 0U .0 56 CITY COUNCIL. Budget Projection by Program PROJECTED S EXPENDITURE BY PR IOG III I I I I I I CITY COUNCIL City Council 198,080 203,448 208,962 214,645 220,656 Intergovernmental 70,222 72,125 74,080 76,095 78,226 Sub-Total $268,303 $275,574 $283,042 $290,741 $298,881 TOTAL ALL FUNDS $268,303 $275,574 $283,042 $290,741 $298,881 TOTALPERSONNEL 1.001.60 1.001.00 1.00 Elected .0 0 57 CITY ATTORNEY Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual FRequest BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 CITY ATTORNEY City Attorney 1,877,488 1,480,248 1,272,576 1,632,295 1,272,235 1,308,245 Contract Legal Services 0 0 0 0 0 300,000 Sub-Total $1,877,488 $1,480,248 $1,272,576 $1,632,295 $1,272,235 $1,608,245 Self Insurance-Legal $67,738 $70,178 $69,611 $69,611 $69,489 $72,703 TO IA-L ALL FUN US $1,945,226 > > > > O SO 1 0 13.00 14.00 14.00 1 .00 1 .00 58 CITY ATTORNEY Budget Projection by Program O C S EXPENDITURE BY PROGRAM FY I I I I I 1 1 I I I I CITY ATTORNEY City Attorney 1,346,053 1,382,531 1,419,998 1,458,622 1,499,463 Contract Legal Services 300,000 300,000 300,000 300,000 300,000 Sub-Total $1,646,053 $1,682,531 $1,719,998 $1,758,622 $1,799,463 Sub-Total $71,497 $73,435 $75,425 $77,476 $79,646 TOTAL ALL FUNDS >550 $1,755,966 $1,795,423 S1,836,098 S1,879,109 TOTALPERSONNEL 15.00 15.00 13.0 15.001 .00 59 CITY CLERK Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 CITY CLERK Publ.&Depart. Support 276,619 271,816 254,762 265,409 270,559 274,465 Elections 47,117 72,513 86,972 73,500 13,495 87,695 Support/Records Mgmt. 161,061 141,547 182,242 155,311 176,537 180,089 Sub-Total $484,797 $485,876 $523,976 $494,220 $460,591 $542,249 O A SONNEL 7.00 7.00 7.00 7.00 7.001 60 CITY CLERK Budget Projection by Program o C EXPENDITURE BY PROGRAMFY 99 100 FY Mot I FV WiW,' FY'03104 CITY CLERK Publ.&Depart. Support 282,397 290,050 297,910 306,013 314,581 Elections 90,229 92,675 95,196 97,775 100,513 Support/Records Mgmt. 185,294 190,315 195,473 200,790 206,412 Sub-Total $557,920 $573,040 $588,569 $604,578 $621,506 TOTALSONNEL 7.00 7.00 .0 61 CITY TREASURER Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 CITY TREASURER Centrl.Cashiering&Mgmt. 593,732 640,015 640,556 644,041 732,638 770,825 Business License 119,442 134,007 145,555 135,914 142,775 146,208 Sub-Total $713,174 $774,022 $786,111 $779,955 $875,413 $917,033 62 CITY TREASURER Budget Projection by Program PROJECTED S EXPENDITURE BY PROGRAM " 1 1 FY I I I I I I I CITY TREASURER Centrl.Cashiering&Mgmt. 793,102 814,595 836,671 859,428 883,492 Business License 150,433 154,510 158,697 163,014 167,578 Sub-Total $943,536 $969,105 $995,368 $1,022,442 $1,051,070 S1,022,442 , 63 ADMINISTRATION Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 GENERAL FUND Office of the C.A. 583,836 607,160 677,035 670,744 690,289 742,409 Records Retention 124 121 1,210 1,210 1,210 1,210 Public Information 254,946 311,266 228,525 214,697 212,440 221,229 Budget&Research 0 0 0 0 0 443,833 Sub-Total $838,906 $918,547 $906,770 $886,651 $903,939 $1,408,681 CABLE TV Video Unit 534,027 434,505 402,672 410,060 389,628 442,134 AIR QUALITY FUND Alternate Commute 95,747 220,508 94,035 58,060 98,260 180,769 , > TO-TA-L-PIER-S-0-NNEU- 10 1 12.50 12. 0 12. 0 1 . 0 64 ADMINISTRATION Budget Projection by Program PROJ S EXPENDITURE BY PROGRAM I I FY I I I I I I I I I GENERAL FUND Office of the C.A. 763,865 784,566 805,827 827,746 850,923 Records Retention 1,245 1,279 1,313 1,349 1,387 Public Information 227,622 233,791 240,127 246,658 253,565 Budget and Research 456,660 469,035 481,746 494,850 508,705 Sub-Total $1,449,392 $1,488,671 $1,529,014 $1,570,603 $1,614,580 CABLE TV Video Unit 454,911 467,239 479,902 492,955 506,758 AIR QUALITY FUND Alternate Commute 185,993 191,034 196,211 201,548 207,191 TOTALPERSONNE 10 18.50 10 18.30 10 65 ADMINISTRATIVE SERVICES Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated FDepartment EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 GENERAL FUND Administration 315,035 284,429 316,079 602,636 308,499 305,528 Accounting and Records 833,429 846,769 812,279 802,436 812,093 836,755 Budget and Research 164,760 163,274 167,866 166,023 161,611 0 Central Services/Purchasing 737,087 742,956 782,224 755,060 790,483 800,254 Personnel 510,095 463,622 475,800 501,829 496,133 517,235 Central Services/Printing 179,231 226,701 270,964 262,120 278,514 281,658 Real Estate Services 164,714 163,031 134,794 121,933 128,117 125,676 Sub-Total $2,904,351 $2,890,782 $2,960,006 $3,212,037 $2,975,439 $2,867,106 SELF INSURANCE Liability 3,114,094 3,027,800 2,463,178 2,534,680 3,069,525 3,160,475 Retirement Supplement 563,169 645,000 680,000 680,000 725,000 750,000 Risk Administration 139,273 174,385 154,050 149,409 145,103 150,117 Claims Processing 3,962,378 3,785,531 4,197,270 4,321,170 4,257,493 4,281,192 Workers Compensation 2,477,847 4,269,132 2,254,686 2,324,305 2,479,700 2,476,226 Retiree Medical 465,161 1,507,083 485,000 485,000 505,000 540,000 Sub-Total $10,721,922 $13,408,931 $10,234,184 $10,494,564 $11,181,821 $11,358,010 EQUIPMENT REPLACEMENT Equipment Replacement 3,488,330 3,432,206 2,267,334 1,669,386 2,572,811 3,480,759 $15,461,524 S15,375,987 , , , 705,876 66 ADMINISTRATIVE SERVICES Budget Projection by Program VRMECTEDS EXPENDITURE BY PROGRAM FY ' I I 00161 I I I I I I GENERAL FUND Administration 314,358 322,877 331,627 340,647 350,185 Accounting and Records 860,937 884,269 908,233 932,936 959,059 Budget and Research 0 0 0 0 0 Central Services/Purchasing 823,381 845,695 868,613 892,240 917,222 Personnel 532,183 546,606 561,419 576,689 592,836 Central Services/Printing 289,798 297,651 305,718 314,033 322,826 Real Estate Services 129,308 132,812 136,412 140,122 144,045 Sub-Total $2,949,966 $3,029,910 $3,112,021 $3,196,667 $3,286,174 SELF INSURANCE Liability 3,406,992 3,676,144 3,970,236 4,291,825 4,635,171 Retirement Supplement 808,500 830,410 852,914 876,114 900,645 Risk Administration 161,826 166,211 170,716 175,359 180,269 Claims Processing 4,615,125 4,740,195 4,868,654 5,001,081 5,141,112 Workers Compensation 2,669,372 2,741,712 2,816,013 2,892,608 2,973,601 Retiree Medical 582,120 642,078 708,212 781,158 861,618 Sub-Total $12,243,935 $12,796,751 $13,386,745 $14,018,146 $14,692,416 EQUIPMENT REPLACEMENT Equipment Replacement 2,924,946 3,101,791 3,405,767 3,739,532 4,106,006 0 0 0 0 0 67 COMMUNITY DEVELOPMENT Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated epar men EXPENDITURE Actual Actual Budget Actual F Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 GENERAL FUND Administration 382,647 398,287 408,503 385,499 425,346 291,986 Planning Division 1,258,137 1,319,106 1,362,683 1,436,450 1,372,380 1,489,409 General Plan Amendments 79,771 0 0 0 0 0 Bolsa Chica 98,091 40,806 500 500 500 500 Building Division 1,538,934 1,495,240 1,478,999 1,558,134 1,848,208 2,063,820 Planning Commission 22,001 21,631 25,900 25,900 26,900 30,300 Sub-Total 3,379,581 3,275,070 3,276,585 3,406,483 3,673,334 3,876,015 TOTAL ALL FUNDS 3,379,581 3,275,070 3,276,585 3,406,4 873 3,673,3341 3,876,015 11 TOTAL PERSONNEL 47.50 45.00 43.00 43.00 43-0011 42.05 68 COMMUNITY DEVELOPMENT Budget Projection by Program EXPENDITURE BY PROGRAM FY '' 1 1 I I I I I I I I I GENERAL FUND Administration 300,425 308,566 316,928 325,549 334,664 Planning Division 1,532,453 1,573,982 1,616,637 1,660,609 1,707,106 General Plan Amendments 0 0 0 0 0 Bolsa Chica 514 528 543 557 573 Building Division 2,123,464 2,181,010 2,240,116 2,301,047 2,365,476 Planning Commission 31,176 32,021 32,888 33,783 34,729 Sub-Total 3,988,032 4,096,108 4,207,112 4,321,546 4,442,549 TOTAL ALL FUNDS 3,988,032 4,096,108 4,207,112 4,321,546 4,442,549 TOTAL PERSONNEL 42.00 42.00 42.00 42.00 42.00 69 FIRE DEPARTMENT Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual IF- Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 GENERAL FUND Administration 526,791 503,081 529,721 536,205 559,585 587,162 Fire Prevention 821,800 910,810 950,448 923,976 1,019,408 1,067,130 Fire Suppression 10,328,814 10,250,874 10,566,043 10,254,004 10,688,064 11,757,340 Support Services 306,843 313,689 328,471 329,279 351,707 346,957 Paramedics 1,330,695 1,323,737 1,729,976 1,457,443 1,750,086 1,849,370 Emergency Services 162,540 220,185 207,800 193,884 214,621 218,779 Hazmat Response 1,008,792 956,631 946,897 926,154 996,738 903,635 Hazmat Control 297,373 242,043 354,250 230,587 0 0 Search&Rescue 5,680 6,693 7,550 2,804 7,550 7,660 Emergency Ambulance 540,669 572,793 591,125 620,958 686,048 0 Petro-Chemical 0 0 0 0 335,077 311,407 Sub-Total 15,329,997 15,300,536 16,212,281 15,475,294 16,608,884 17,049,439 CERTIFIED UNIFIED PROGRAM AGENCY C.U.P.A.Program 108,000 108,000 108,000 108,000 166,798 151,876 Sub-Total 108,000 108,000 108,000 108,000 166,798 151,876 FIREMED FUND Fire Med 1,783,524 2,253,016 2,153,194 1,955,487 2,273,327 2,136,344 Administration 546,802 599,494 953,796 906,660 902,545 945,993 Emergency Ambulance 0 0 0 0 0 1,195,208 Sub-Total 2,330,326 2,852,510 3,106,990 2,862,147 3,175,872 4,277,545 TOTAL ALL FUNDS 17,768,323 18,261,046 19,427,271 18,p5,442j 19,951,5541 21,478,860 TOTAL PERSONNEL 161.00 158.00 158.75 158.75 156.00 158.50 70 FIRE DEPARTMENT Budget Projection by Program EXPENDITURE BY PROGRAM iFY '' I I FY 00/0J FY I I W/O FY 1 I GENERALFUND Administration 604,131 620,502 637,318 654,653 672,983 Fire Prevention 1,097,970 1,127,725 1,158,286 1,189,791 1,223,105 Fire Suppression 12,097,128 12,424,960 12,761,676 13,108,794 13,475,840 Support Services 356,984 366,658 376,594 386,838 397,669 Paramedics 1,902,816 1,954,383 2,007,346 2,061,946 2,119,681 Emergency Services 225,102 231,202 237,468 243,927 250,757 Hazmat Response 929,750 954,946 980,825 1,007,504 1,035,714 Hazmat Control 0 0 0 0 0 Search&Rescue 7,882 8,095 8,315 8,541 8,780 Emergency Ambulance 0 0 0 0 0 Petro-Chemical 320,407 329,090 338,008 347,202 356,923 Sub-Total 17,542,168 18,017,561 18,505,837 19,009,196 19,541,453 CERTIFIED UNIFIED PROGRAM AGENCY C.U.P.A.Program 156,265 160,500 164,849 169,333 174,075 Sub-Total 156,265 160,500 164,849 169,333 174,075 FIREMED FUND Fire Med 2,198,084 2,257,652 2,318,835 2,381,907 2,448,600 Administration 973,332 999,709 1,026,802 1,054,731 1,084,263 Emergency Ambulance 1,229,750 1,263,076 1,297,305 1,332,592 1,369,904 Sub-Total 4,401,166 4,520,437 4,642,941 4,769,229 4,902,768 TOTAL ALL FUNDS 22,099,599 22,698,498 23,313,627 23,947,758 24,618,295 TOTAL PERSONNEL 158.50 158.50 158.50 158.50 158.50 71 POLICE DEPARTMENT Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated FDepartment EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 GENERAL FUND Executive 217,736 215,603 220,440 201,782 227,469 238,810 General Services 252,296 321,349 294,155 298,812 277,714 305,614 Administrative Support 816,440 858,379 857,270 863,630 766,080 823,578 Community Liaison 678,808 270,655 358,807 370,936 369,063 392,099 Records 1,608,394 1,610,271 1,585,333 1,580,106 1,606,808 1,696,083 Training 469,805 457,217 393,245 339,552 384,073 395,574 Budget&Research 494,722 400,419 441,685 407,608 436,391 455,871 Aero 1,405,634 1,575,168 1,313,556 1,413,346 1,431,191 1,390,723 Vice&Intelligence 593,234 578,158 618,964 621,218 640,900 678,889 Investigation 3,145,683 3,196,947 3,244,602 3,196,988 3,294,867 3,478,775 Narcotics 534,948 1,168,314 1,158,867 1,191,791 1,213,217 1,284,906 Scientific Investigation 1,252,859 1,334,653 1,320,907 926,621 969,728 1,022,394 Patrol 11,478,253 11,335,272 11,749,762 12,069,685 12,750,826 13,461,608 Communications 1,707,674 1,765,707 1,661,084 1,665,438 1,858,252 1,938,960 Jail 1,545,022 1,494,529 1,425,314 1,513,342 1,455,828 1,528,876 Traffic 2,944,232 2,898,367 2,809,785 2,815,529 3,019,836 3,181,788 Gang Enforcement 181,468 172,484 180,547 161,848 184,558 194,856 Crossing Guards 235,527 243,372 236,012 236,454 235,748 248,116 Parking Enforcement 537,628 505,354 514,667 519,185 537,324 555,855 Systems Group 845,010 756,309 874,146 873,971 869,648 898,698 Special Events Overtime 101,361 105,977 322,530 322,530 322,530 334,952 Fleet Management 850,750 755,485 867,754 853,363 872,222 873,650 Property Evidence 133,805 98,393 140,187 132,892 140,164 145,524 Specialized Training 6,574 5,897 0 0 0 0 SWAT 23,099 13,834 23,674 23,674 18,691 23,707 Transfers to Other Funds 0 0 19,155 19,155 487,591 587,676 Sub-Total 32,060,962 32,138,113 32,632,448 32,619,454 34,370,717 36,137,581 OTHER FUNDS 800 Mhz Fund 0 0 1,730,000 3,045,271 2,337,712 566,920 Narcotic Forfeiture 952,753 411,828 420,174 346,900 425,929 445,681 Community Relations 11,537 2,397 25,000 0 25,000 25,000 Jail Donations 2,234 12,910 15,000 15,000 15,000 15,000 COPS MORE Grant 211,711 176,301 231,972 226,389 767,777 0 SHO Grant 0 0 0 0 127,314 243,866 Bureau of Justice 96 Grant 0 0 191,550 0 191,550 0 Bureau of Justice 97 Grant 0 0 0 0 184,593 0 Bureau of Justice 98 Grant 0 0 0 0 0 160,713 Supplemental Law Enforcement 0 0 435,605 0 435,605 450,000 State Abandoned Vehicle 0 0 0 0 0 200,000 Office Traffic Safety Grant 0 0 0 0 0 126,883 Specialized Training 0 0 20,000 0 20,000 20,000 Helicopter Replacement 179,953 123,773 0 0 OIL 274,000 TOTAL ALL FUNDS 33,419,150 32,865,322 35,701,749 36,253,014 38,901,197 38,665,644 TOTAL PERSONNEL 383.00 370.00 366.00 366.00[7366.00 366.00 72 POLICE DEPARTMENT Budget Projection by Program ® PROJECTED EXPENDITURES • EXPENDITURE BY PROGRAM FY " I t FY I I I I I I I I I GENERAL FUND Executive 245,712 252,370 259,210 266,260 273,715 General Services 314,446 322,968 331,720 340,743 350,284 Administrative Support 847,379 870,343 893,930 918,245 943,955 • Community Liaison 403,430 414,363 425,593 437,169 449,409 Records 1,745,100 1,792,392 1,840,966 1,891,040 1,943,989 Training 407,006 418,036 429,365 441,044 453,393 Budget&Research 469,045 481,757 494,812 508,271 522,503 • Aero 1,430,915 1,469,693 1,509,522 1,550,581 1,593,997 Vice&Intelligence 698,509 717,439 736,881 756,924 778,118 Investigation 3,579,311 3,676,310 3,775,938 3,878,644 3,987,246 Narcotics 1,322,040 1,357,867 1,394,666 1,432,600 1,472,713 • Scientific Investigation 1,051,942 1,080,449 1,109,729 1,139,914 1,171,832 Patrol 13,850,648 14,226,001 14,611,525 15,008,959 15,429,210 Communications 1,994,996 2,049,060 2,104,590 2,161,834 2,222,366 Jail 1,573,060 1,615,690 1,659,475 1,704,613 1,752,342 Traffic 3,273,742 3,362,460 3,453,583 3,547,520 3,646,851 Gang Enforcement 200,487 205,920 211,501 217,253 223,336 Crossing Guards 255,287 262,205 269,311 276,636 284,382 • Parking Enforcement 571,919 587,418 603,337 619,748 637,101 Systems Group 924,670 949,728 975,466 1,001,999 1,030,055 • Special Events Overtime 344,633 353,972 363,565 373,454 383,910 • Fleet Management 898,899 923,259 948,279 974,072 1,001,347 Property Evidence 149,729 153,787 157,955 162,251 166,794 Specialized Training 0 0 0 0 0 SWAT 24,392 25,053 25,732 26,432 27,172 Transfers to Other Funds 604,660 621,046 637,876 655,227 673,573 Sub-Total 37,181,957 38,189,589 39,224,526 40,291,433 41,419,594 OTHER FUNDS • 800 Mhz Fund 583,304 599,112 615,347 632,085 649,783 Narcotic Forfeiture 458,561 470,988 483,751 496,909 510,823 Community Relations 25,723 26,420 27,136 27,874 28,654 • Jail Donations 15,434 15,852 16,281 16,724 17,192 COPS MORE Grant 0 0 0 0 0 SHO Grant 250,914 257,714 264,698 271,898 279,511 Bureau of Justice 96 Grant 0 0 0 0 0 • Bureau of Justice 97 Grant 0 0 0 0 0 Bureau of Justice 98 Grant 0 0 0 0 0 ® Supplemental Law Enforcement 463,005 475,552 488,440 501,725 515,774 State Abandoned Vehicle 125,000 275,000 205,000 70,000 0 Office Traffic Safety Grant 0 0 0 0 0 ® Specialized Training 20,578 21,136 21,708 22,299 22,923 Helicopter Replacement 274,000 274,000 274,000 137,000 0 TOTAL ALL FUNDS 39,398,475 40,605,361 41,620,888 42,467,948 43,444,254 ® TOTAL PERSONNEL 366.00 366.00 366.00 366.00 366.00 73 COMMUNITY SERVICES Budget History by Program <-----------Historical Data-------------> --Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 GENERAL FUND Administration 499,679 575,809 445,750 441,302 433,206 464,375 Beach Division Supervision 51,830 50,298 60,568 58,599 67,669 63116 Marine Safety 1,578,837 1,632,305 1,566,979 1,633,745 1,633,991 1,676:839 Beach Maintenance 754,915 692,967 694,844 675,658 712,327 768,693 Parking Facility 607,745 635,003 669,884 656,836 700,123 732,980 Pier 3213 3,882 8,044 8,044 33,334 34,544 Parking Meters 157:302 132,790 136,265 145,791 168,408 164,751 Mechanical Maintenance 222,951 222,357 231,656 229,001 232,657 236,602 Junior Lifeguard 226,256 233,961 249,536 247,888 247,888 287,888 Pk Surveillance/Nature Center 93,948 81,888 84,610 79,841 82,626 84,397 Rec,Humn Svs,Pk Dev Supv 751,611 758,829 327,815 324,072 233,313 238091 Community Centers 268,283 270,800 337,968 333,969 342,101 345:440 City Gym&Pool 135,295 138,372 176,022 169,238 175,129 176,821 Tennis 60,998 45,185 96,216 54,300 59,300 59,300 Adult Sports 230,596 219,381 237,098 234,703 235,415 236,175 Youth sports 18,548 18,197 46,132 44,079 46,132 47,132 Adventure Playground 3,326 1,968 18,685 18,685 18,685 18,685 Instructional Classes 341,872 355,739 426,972 445,972 462,045 462,045 Aquatics 119,291 120,003 122,761 118,703 122,761 142,283 Special Events/Excursions 22,537 22,521 24,780 24,780 24,780 24,780 Day Camps 14,375 18,126 36,276 36,276 36,276 36,276 Seniors'Center 132,964 151,096 178,498 178,366 155,864 159:367 Oakview Center 93,377 111,100 80,478 103,618 103,640 124,343 Clubhouses 13,577 2,032 29,722 51,534 51,534 51,534 Seniors Outreach 284,710 267,327 226,115 307,063 263,031 292,253 Arts&Cultural Affairs Spv 145,810 139,928 144,028 140,200 146,119 144,658 Arts&Culture Special Events 1,546 0 0 0 0 0 Community Band 1,042 3,335 3,245 3,245 3,245 3,245 Museum Services 8,906 15,203 6,000 18,127 5,999 5,999 Human Services-Supervsion 0 0 0 0 104,604 106,902 Transfers 81,000 81,000 4,703 4,703 376,843 .24,990 Sister Cities 0 0 0 0 0 10,720 Sub-Total $6,926,340 $7,001,402 $6,671,650 $6,788,337 $7,279,045 $7,225,222 • 74 COMMUNITY SERVICES Budget Projection by Program PROJECTED S EXPENDITURE BY PROGRAM " 1 1 1 1 I I I I I I GENERAL FUND Administration 477,796 490,744 504,043 517,753 532,250 Beach Division Supervision 64,940 66,700 68,507 70,371 72,341 Marine Safety 1,725,299 1,772,055 1,820,078 1,869,584 1,921,932 Beach Maintenance 790,908 812,342 834,356 857,051 881,048 Parking Facility 754,163 774,601 795,593 817,233 840,115 Pier 35,542 36,505 37,494 38,514 39,593 Parking Meters 169,512 174,106 178,824 183,688 188,832 Mechanical Maintenance 243,440 250,037 256,813 263,799 271,185 Junior Lifeguard 296,208 304,235 312,480 320,979 329,967 Pk Surveillance/Nature Center 86,836 89,189 91,606 94,098 96,733 Rec,Humn Svs,Pk Dev Supv 244,972 251,611 258,429 265,459 272,891 Community Centers 355,423 365,055 374,948 385,147 395,931 City Gym&Pool 181,931 186,861 191,925 197,146 202,666 Tennis 61,014 62,667 64,366 66,116 67,968 Adult Sports 243,000 249,586 256,350 263,322 270,695 Youth sports 48,494 49,808 51,158 52,550 54,021 Adventure Playground 19,225 19,746 20,281 20,833 21,416 Instructional Classes 475,398 488,281 501,513 515,154 529,579 Aquatics 146,395 150,362 154,437 158,638 163,080 Special Events/Excursions 25,496 26,187 26,897 27,628 28,402 Day Camps 37,324 38,336 39,375 40,446 41,578 Seniors'Center 163,973 168,416 172,980 177,686 182,661 Oakview Center 127,936 131,403 134,964 138,635 142,517 Clubhouses 53,023 54,460 55,936 57,458 59,066 Seniors Outreach 300,699 308,848 317,217 325,846 334,969 Arts&Cultural Affairs Spv 148,839 152,872 157,015 161,286 165,802 Arts&Culture Special Events 0 0 0 0 0 Community Band 3,339 3,429 3,522 3,618 3,719 Museum Services 6,172 6,340 6,511 6,689 6,876 Public Art Collection 109,991 112,972 116,034 119,190 122,527 Art Center Transfer 25,712 26,409 27,125 27,862 28,643 Sister Cities 11,030 11,329 11,636 11,952 12,287 Sub-Total $7,434,031 $7,635,494 $7,842,416 $8,055,729 $8,281,290 75 COMMUNITY SERVICES Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> stimate apartment EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 ART CENTER FUND Art Center Administration 118,459 157,128 136,308 143,071 135,363 162,474 Art Center Program 12,744 221,440 203,140 202,023 238,555 175,648 Art Center Bookstore 12,744 6,254 26,500 19,000 24,500 17,500 Art Center Membership 15,474 15,157 3,187 5,077 1,000 1,000 Sub-Total $159,421 $399,979 $369,135 $369,171 $399,418 $356,621 EMERALD COVE HOUSING Emerald Cove Housing 558,068 739,888 852,288 861,414 864,561 865,561 MEADOWLARK GOLF Meadowlark Golf Course 503,702 4,016,724 0 0 0 0 PARK ACQUISITION&DEVELOPMENT Projects 0 1,955,150 1,800,981 1,380,048 1,186,550 786,943 Landfill 0 0 0 0 0 0 Sub-Total $0 S1,955,150 $1,800,981 $1,380,048 S1,186,550 $786,943 PARKING AUTHORITY Parking Authority 14,000 134,535 0 0 0 0 FOURTH OF JULY PARADE Fourth of July Parade 181,601 193,366 181,850 194,150 189,150 189,150 PIER PLAZA FUND Pier Plaza-Community Services 0 0 0 0 0 425,000 Pier Plaza- Public Works 0 0 6,357,345 2,569,869 392,941 158,000 Sub-Total $0 $0 $6,357,345 $2,569,869 $392,941 $583,000 TOTALPERSUNNEL 67.50 37.50 62.732. 64.00 76 COMMUNITY SERVICES Budget Projection by Program O C S EXPENDITURE BY PROGRAM FY '' I I III W/02, TY 1 03 FY 03/041 ART CENTER FUND Art Center Administration 167,169 171,699 176,352 181,149 186,221 Art Center Program 180,724 185,621 190,652 195,837 201,321 Art Center Bookstore 18,006 18,494 18,995 19,512 20,058 Art Center Membership 1,029 1,057 1,085 1,115 1,146 Sub-Total $366,927 $376,871 $387,084 $397,613 $408,746 EMERALD COVE HOUSING Emerald Cove Housing 873,207 881,939 890,758 899,666 908,662 MEADOWLARK GOLF Meadowlark Golf Course 0 0 0 0 0 PARK ACQUISITION&DEVELOPMENT Projects 1,220,841 1,253,926 1,287,907 1,322,939 1,359,981 Landfill 0 0 0 0 0 Sub-Total $1,220,841 $1,253,926 $1,287,907 $1,322,939 $1,359,981 PARKING AUTHORITY Parking Authority 0 0 0 0 0 FOURTH OF JULY PARADE Fourth of July Parade 194,616 199,891 205,308 210,892 216,797 PIER PLAZA FUND Pier Plaza-Community Services 433,500 442,170 451,013 460,034 469,234 Pier Plaza- Public Works 161,160 164,383 167,671 171,024 174,445 Sub-Total $594,660 $606,553 $618,684 $631,058 $643,679 O 77 LIBRARY Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 GENERAL FUND Administration 799,978 765,859 351,150 347,984 473,169 374,159 Reception-Information 448,412 411,688 417,757 419,545 442,712 463,019 Reference Services 411,913 427,092 421,590 415,548 423,836 433,110 Childr&s Services 221,098 218,787 240,373 237,547 255,180 311,447 Circulation 211,878 216,979 193,280 179,129 172,951 183,551 Media Services 111,835 110,831 119,006 104,186 108,520 110,948 Acquisitions 228,967 215,083 214,710 204,919 210,841 221,103 Facilities Maintenance 143,222 140,383 65,280 84,888 65,736 66,782 Main Street Branch 55,079 54,146, 55,953 55,960 57,656 58,957 Banning Branch 56,803 58,121 54,339 57,332 50,298 51,788 Graham Branch 59,751 58,285 54,226 55,912 54,197 55,542 Technical Services 350,184 355,326 343,000 341,948 308,165 346,039 Oakview Branch 0 0 0 0 35,257 37,507 Tranfsers 0 0 282,000 282,000 282,000 282,000 Adult Literacy 0 38,662 52,891 52,005 41,798 42,948 Sub-Total $3,099,120 $3,071,242 $2,865,555 $2,838,903 $2,982,316 $3,038,900 LIBRARY SERVICE FUND Library Service 790,004 572,426 460,764 467,925 463,971 496,496 Sub-Total $790,004 $572,426 $460,764 $467,925 $463,971 $496,496 LIBRARY DEVELOPOMENT Library Development 0 0 245,000 71,750 285,000 315,000 Sub-Total $0 $0 $245,000 $71,750 $285,000 $315,000 LIBRARY GRANTS Oakview Grant-Federal 10,000 35,500 45,500 0 14,150 14,150 State Grants 0 0 21,500 7,215 15,000 5,500 Sub-Total $10,000 $35,500 $67,000 $7,215 $29,150 $19,650 TOTAL ALL FUNDS 3,899,124 3,679,168 3,638,319 3,385,793 3,760,437 3,870,046 78 • LIBRARY Budget Projection by Program PROJECTED EXPENDTTUS EXPENDITURE BY PROGRAM FY " 1 1 I I I I I I I I I GENERAL FUND Administration 384,973 395,405 406,121 417,127 428,431 Reception-Information 476,400 499,311 502,571 516,191 530,179 Reference Services 445,626 457,703 470,107 482,847 495,932 Children's Services 320,447 329,132 338,051 347,212 356,622 Circulation 188,856 193,974 199,230 204,630 210,175 Media Services 114,155 117,248 120,426 123,689 127,041 Acquisitions 227,493 233,658 239,990 246,494 253,174 Facilities Maintenance 68,712 70,574 72,486 74,451 76,468 Main Street Branch 60,661 62,305 63,994 65,728 67,509 Banning Branch 53,285 54,729 56,212 57,736 59,300 Graham Branch 57,147 58,696 60,287 61,920 63,599 Technical Services 356,039 365,688 375,598 385,777 396,231 Oakview Branch 38,591 39,637 40,711 41,815 42,948 Tranfsers 290,150 298,013 306,089 314,384 322,904 Adult Literacy 44,189 45,387 46,617 47,880 49,178 Sub-Total $3,126,724 $3,211,459 $3,298,489 $3,387,878 $3,479,690 LIBRARY SERVICE FUND Library Service 469,539 480,808 486,577 493,389 500,297 Sub-Total 790,004 572,426 560,764 567,925 463,971 LIBRARY SERVICE FUND Library Service 288,420 295,342 298,886 303,071 307,314 Sub-Total 288,420 295,342 298,886 303,071 307,314 LIBRARY&OTHER GRANTS Oakview Grant-Federal 14,433 14,722 15,016 15,316 15,623 State Grants 15,300 15,606 15,918 16,236 16,561 Sub-Total 29,733 30,328 30,934 31,553 32,184 TOTAL ALL FUNDS 4,234,881 4,109,554 4,189,074 4,290,427 4,283,158 79 PUBLIC WORKS Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 GENERAL FUND Administration 0 78,801 64,129 64,129 0 0 System G.I.S. 226,794 166,337 138,611 137,901 127,835 131,495 Engineering Subdivision 502,023 542,424 781,749 953,371 1,820,473 1,848,595 I.I.M.P./N.P.D.E.S. 183,565 135,013 90,319 136,844 161,600 159,600 Engineering Construction 95,553 113,847 12,950 162,686 0 0 Engineering Design 65,601 49,611 14,850 129,100 0 0 Traffic Engineering 57,563 28,249 21,100 148,720 0 0 Traffic Maintenance 520,107 523,063 558,672 544,993 609,435 587,597 Traffic Signal Maintenance 427,243 418,692 411,135 389,398 429,572 448,570 Street Lighting Maintenance 0 0 15,000 15,000 15,000 15,000 Park Lighting Maintenance 0 0 18,000 18,000 18,000 18,000 Maintenance Admin. 504,795 449,862 463,002 481,994 485,553 506,497 Vandalism 6,941 12,230 10,000 7,500 10,000 10,000 Taxes&Permits 72,542 52,741 101,500 76,865 46,750 50,350 Fleet Management 483,236 438,127 564,405 533,314 572,923 598,976 Equipment Maintenance 1,140,120 1,132,909 1,101,174 1,098,052 1,108,809 1,145,801 Vehicle Body Maintenance 154,029 173,590 179,292 179,205 183,068 189,334 Regional Vehicle Services 0 0 0 0 13,000 13,480 Building Maintenance 920,071 539,838 545,436 522,547 577,838 598,002 Central Warehouse 124,708 126,068 122,316 121,274 133,064 136,782 Building Materials 14,539 61,231 48,000 45,008 47,500 47,500 Painting Maintenance 411,228 262,766 67,187 73,608 68,468 320,972 Electrical Maintenance 359,538 327,361 307,365 302,433 331,329 344,872 City Facility Maintenance 610,043 591,620 612,871 591,074 648,323 688,916 Street Maintenance. 1,599,924 1,470,456 1,616,663 1,521,736 1,623,925 2,703,605 Concrete Maintenance 330,237 350,617 371,041 389,953 371,236 380,043 Bridge&Channel Maint, 10,914 5,243 41,750 32,300 26,750 26,750 Street Cleaning 523,123 443,565 516,225 507,811 561,220 584,773 Regional Hazmat Services 0 0 0 0 20,000 20,640 Sewer Line Maintenance 840,747 618,585 682,484 628,617 703,796 1,734,910 Sewer Lift Station Maint. 254,993 366,400 390,129 441,575 407,339 421,845 Park,Tree,&Landscape Adm. 266,227 277,900 265,980 270,074 273,236 301,147 Landscape Maintenance 508,212 610,981 600,163 594,322 626,354 649,576 Tree Maintenance 1,012,588 1,000,278 1,012,234 1,010,256 1,034,980 1,095,119 Pesticide Maintenance 368,517 364,444 362,244 361,271 373,895 390,385 Park Maintenance 1,628,561 1,671,907 1,732,912 1,608,142 1,774,726 1,854,898 Park Mechanics 286,041 284,975 286,527 281,798 295,202 307,089 Park Irrigation 330,808 324,878 328,444 314,952 302,641 324,892 Weed Abatement 70,560 45,050 67,536 48,000 52,536 52,638 Flood Control 511,164 565,708 639,896 639,896 640,382 665,330 Transfers to Other Funds 0 0 0 0 103,486 130,326 11 > 80 PUBLIC WORDS Budget Projection by Program EXPENDITURE BY PROGRAMFY " I I FY 00/01 FY 61162 W/O 03104 GENERAL FUND Administration 0 0 0 0 0 System G.I.S. 135,295 138,962 142,728 146,610 150,715 Engineering Subdivision 1,902,020 1,953,564 2,006,506 2,061,083 2,118,793 I.I.M.P./N.P.D.E.S. 164,212 168,663 173,233 177,945 182,928 Engineering Construction 0 0 0 0 0 Engineering Design 0 0 0 0 0 Traffic Engineering 0 0 0 0 0 Traffic Maintenance 604,579 620,963 637,791 655,139 673,483 Traffic Signal Maintenance 461,534 474,042 486,888 500,132 514,135 Street Lighting Maintenance 15,434 15,852 16,281 16,724 17,192 Park Lighting Maintenance 18,520 19,022 19,538 20,069 20,631 Maintenance Admin. 521,135 535,258 549,763 564,717 580,529 Vandalism 10,289 10,568 10,854 11,149 11,462 Taxes&Permits 51,805 53,209 54,651 56,138 57,709 Fleet Management 616,287 632,988 650,142 667,826 686,525 Equipment Maintenance 1,178,914 1,210,863 1,243,677 1,277,505 1,313,275 Vehicle Body Maintenance 194,806 200,085 205,508 211,098 217,008 Regional Vehicle Services 13,870 14,245 14,631 15,029 15,450 Building Maintenance 615,284 631,958 649,084 666,739 685,408 Central Warehouse 140,735 144,549 148,466 152,504 156,774 Building Materials 48,873 50,197 51,558 52,960 54,443 Painting Maintenance 330,248 339,197 348,390 357,866 367,886 Electrical Maintenance 354,839 364,455 374,331 384,513 395,280 City Facility Maintenance 708,826 728,035 747,765 768,104 789,611 Street Maintenance. 2,781,739 2,857,124 2,934,552 3,014,372 3,098,774 Concrete Maintenance 391,026 401,623 412,507 423,727 435,591 Bridge&Channel Maint. 27,523 28,269 29,035 29,825 30,660 Street Cleaning 601,673 617,978 634,726 651,990 670,246 Regional Hazmat Services 21,236 21,812 22,403 23,012 23,657 Sewer Line Maintenance 1,785,049 1,833,423 1,883,109 1,934,330 1,988,491 Sewer Lift Station Maint. 434,037 445,799 457,880 470,334 483,504 Park,Tree,&Landscape Adm. 309,850 318,247 326,872 335,763 345,164 Landscape Maintenance 668,349 686,461 705,064 724,242 744,521 Tree Maintenance 1,126,768 1,157,304 1,188,667 1,220,998 1,255,186 Pesticide Maintenance 401,667 412,552 423,732 435,258 447,445 Park Maintenance 1,908,505 1,960,225 2,013,348 2,068,111 2,126,018 Park Mechanics 315,964 324,527 333,321 342,388 351,975 Park Irrigation 334,281 343,340 352,644 362,236 372,379 Weed Abatement 54,159 55,627 57,134 58,689 60,332 Flood Control 684,558 703,109 722,164 741,806 762,577 Transfers to Other Funds 134,092 137,726 141,459 145,306 149,375 u - oa 81 PUBLIC WORKS Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 WATER FUND Administration 6,844,250 7,423,307 8,338,858 8,044,699 8,285,555 8,890,159 Water Engineering 2,635,409 1,617,322 7,022,848 4,402,894 7,834,973 11,118,053 Water Production 7,872,856 8,260,394 9,069,289 8,723,410 8,702,280 9,451,544 Water Maintenance 1,198,161 1,080,104 1,423,438 1,354,407 1,314,887 1,332,954 Water Meters 679,595 805,810 938,103 860,894 1,126,665 1,128,209 Water Quality 380,069 255,379 326,029 282,983 296,946 303,630 Water Safety Program 940 2,997 6,550 6,450 7,450 7,450 Defered Maintenance 0 437,377 195,310 210,371 401,120 406,839 Deferred Meter Maint. 0 435,112 622,714 336,324 623,744 662,473 Sub-Total 19,611,280 20,317,802 27,933,139 24,222,432 28,593,620 33,301,311 WATER/OTHER FUNDS Water Master Plan 0 0 6,014,720 761,010 4,881,660 1,137,500 Water Utility Capital Proj. 0 0 206,636 206,636 269,313 278,470 Sub-Total 0 0 6,221,356 967,646 5,150,973 1,415,970 FEDERAL COMBINED ROADS PROGRAM C.R.P.Projects 180,370 250,672 0 -250,672 0 0 SB 821 FUND Bike/Handicapped Imprvts 151,625 5,290 579,434 7,650 0 0 LIBRARY CONSTRUCTION FUND Library Expansion 619,315 0 0 0 0 0 TRAFFIC IMPACT FUND Traffic Improvements 192,968 227,228 332,890 183,390 314,284 177,602 GAS TAX FUND Street Projects 4,529,764 3,797,040 3,711,397 2,846,672 3,303,576 3,043,910 SEWER FUND Sewer Projects 925,875 547,816 685,616 301,341 1,573,204 1,933,444 DRAINAGE FUND Drainage Projects 443,532 660,192 935,373 206,523 578,404 743,019 SYSTEMS ENTERPRISE System Projects 0 0 0 0 133,962 136,761 MEASURE M FUND Street Projects 2,506,760 1,959,571 2,916,498 282,880 3,389,172 1,838,526 82 PUBLIC WORKS Budget Projection by Program EXPENDITURE BY PROGRAM " I I 1 1 1 1 I I I 1 I WATER FUND Administration 9,147,085 9,394,971 9,649,574 9,912,043 10,189,580 Water Planning 11,439,365 11,749,372 12,067,780 12,396,023 12,743,112 Water Production 9,724,694 9,988,233 10,258,914 10,537,957 10,833,020 Water Maintenance 1,371,476 1,408,643 1,446,817 1,486,171 1,527,784 Water Meters 1,160,814 1,192,272 1,224,583 1,257,892 1,293,113 Water Quality 312,404 320,871 329,566 338,530 348,009 Water Safety Program 7,665 7,873 8,086 8,306 8,539 Defered Maintenance 418,596 429,940 441,592 453,603 466,304 Deferred Meter Maint. 681,618 700,090 719,063 738,621 759,303 Sub-Total 34,263,719 35,192,266 36,145,976 37,129,147 38,168,763 WATER/OTHER FUNDS Water Master Plan 1,170,374 1,202,091 1,234,668 1,268,250 1,303,762 Water Utility Capital Proj. 286,517 294,282 302,257 310,478 319,172 Sub-Total 1,456,891 1,496,373 1,536,925 1,578,729 1,622,933 FEDERAL COMBINED ROADS PROGRAM C.R.P.Projects 0 0 0 0 0 SB 821 FUND Bike/Handicapped Imprvts 0 0 0 0 0 LIBRARY CONSTRUCTION FUND Library Expansion 0 0 0 0 0 TRAFFIC IMPACT FUND Traffic Improvements 182,735 187,687 192,773 198,016 203,561 GAS TAX FUND Street Projects 3,131,879 3,216,753 3,303,927 3,393,794 3,488,820 SEWER FUND Sewer Projects 1,989,320 2,043,231 2,098,602 2,155,684 2,216,043 DRAINAGE FUND Drainage Projects 764,492 785,210 806,489 828,425 851,621 SYSTEMS ENTERPRISE System Projects 140,713 144,526 148,443 152,481 156,750 MEASURE M FUND Street Projects 1,891,660 1,942,924 1,995,577 2,049,857 2,107,253 83 PUBLIC WORKS Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual F Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 CALTRANSTSM GRANT Traffic Projects 9,511 0 30,887 30,887 0 0 PETROLEUM ESCROW Traffic Projects 168,719 24,432 0 0 0 0 PIER RECONSTRUCTION FUND Pier Project 1,388,392 35,602 183,915 94,598 90,000 90,000 FEDERAL SEISMIC GRANT Seismic Improvements 0 0 0 0 557,632 682,891 CAPITAL PROJECTS FUND General Facility Projects 1,387,896 162,520 1,328,249 296,137 2,222,000 3,727,823 HOLLY/SEACLIFF ENGINEERING District Projects 58,375 58,630 3,392,530 102,564 3,993,136 58,362 BLUFFTOP PARK FUND Blufftop Park Projects 40,822 23,276 50,424 50,424 2,153,876 1,057,170 GROWTH MGT.AREA#6 Street Projects 0 30,000 1,686,110 8,300 1,405,880 781,375 HAZARD ELIMINATION GRANT Street Projects 0 0 356,000 0 356,000 0 REFUSE FUND Refuse Collection&Disposal 9,004,555 8,918,923 8,746,857 8,678,132 8,730,859 8,780,405 FEMA GRANT FEMA Grant 0 0 1,338,699 142,425 1,121,636 2,544,752 OCTA/SIP GRANT OCTA/SIP Grant 0 0 200,000 0 214,833 15,337 TOTAL PERSONNEL 258.75 259.75 247.50 247.50 249.50 250.00 84 PUBLIC WORDS Budget Projection by Program EXPENDITURE BY PROGRAM 1 CALTRANSTSM GRANT Traffic Projects 0 0 0 0 0 PETROLEUM ESCROW Traffic Projects 0 0 0 0 0 PIER RECONSTRUCTION FUND Pier Project 92,601 95,110 97,688 100,345 103,155 FEDERAL SEISMIC GRANT Seismic Improvements 702,627 721,668 741,225 761,387 782,706 CAPITAL PROJECTS FUND General Facility Projects 3,835,557 3,939,501 4,046,261 4,156,319 4,272,696 HOLLY/SEACLIFF ENGINEERING District Projects 60,049 61,676 63,347 65,071 66,892 BLUFFTOP PARK FUND Blufftop Park Projects 1,087,722 1,117,199 1,147,475 1,178,687 1,211,690 GROWTH MGT.AREA#6 Street Projects 803,957 825,744 848,121 871,190 895,584 HAZARD ELIMINATION GRANT Street Projects 0 0 0 0 0 REFUSE FUND Refuse Collection&Disposal 9,034,158 9,278,984 9,530,444 9,789,673 10,063,783 FEMA GRANT FEMA Grant 2,618,295 2,689,251 2,762,129 2,837,259 2,916,703 OCTA/SIP GRANT OCTA/SIP Grant 15,781 16,208 16,647 17,100 17,579 TOTAL PERSONNEL 250.00 250.00 250.00 250.00 250.00 85 NON-DEPARTMENTAL Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 GENERAL FUND Non Departmental 11,401,730 12,182,052 6,433,774 6,464,500 6,589,000 7,253,380 Information Systems-Bus.Sys. 1,034,041 959,046 972,488 953,216 1,045,188 1,057,718 Information Systems-Net Supprt.. 384,521 421,277 468,965 479,493 434,514 459,603 Telecommunications 608,150 475,286 561,099 462,917 619,853 592,650 Transfers 0 0 5,216,000 5,466,000 5,536,000 5,835,000 Specific Events 0 0 0 0 155,000 160,000 Sub-Total $13,428,442 $14,037,661 $13,652,326 $13,826,126 $14,379,555 $15,358,352 DEBT SERVICE FUND Park Bond 462,272 39,367 100,000 100,000 0 0 CIVIC IMPROVEMENT CORP COP's Principle&Int. 2,531,024 2,841,954 2,516,500 2,828,000 2,825,000 2,816,000 PARKING STRUCTURES Tranf.of Funds 111,501 210,000 2,000,000 2,000,000 0 0 HTG BCH PUB FIN AUTH Public Financing Auth. 3,504,940 2,677,137 2,682,000 2,686,000 3,370,000 3,474,000 MELLO ROOS Assessments 1,862,464 40,844 248,000 247,300 245,500 253,500 RESERVOIR HILL Assessments 170,049 164,000 164,000 156,100 150,300 150,300 HB PUB FINANCING CORP HB Pub Financing Corp 30,375 480,511 1,351 403,000 0 0 , , $20,970,35511 $22,052,152] TOTALSO 7.73 2.75 13.30 13.5011 13.501 13.50 86 NON- DEPARTMENTAL Budget Projection by Program PRoJECTED s EXPENDITURE BY PROGRAMVY " I I FY I l t I I I I I I GENERAL FUND Non Departmental 7,463,003 7,665,250 7,872,978 8,087,123 8,313,563 Information Systems-Bus.Sys. 1,088,286 1,117,779 1,148,071 1,179,298 1,212,319 Information Systems-Net Supprt.. 472,885 485,701 498,863 512,432 526,780 Telecommunications 609,778 626,303 643,276 660,773 679,275 Transfers 6,003,632 6,166,330 6,333,437 6,505,707 6,687,867 Specific Events 164,624 169,085 173,668 178,391 183,386 Sub-Total $15,802,208 S16,230,448 $16,670,293 $17,123,725 $17,603,189 DEBT SERVICE FUND Park Bond 0 0 0 0 0 CIVIC IMPROVEMENT CORP COP's Principle&Int. 2,825,000 2,825,000 2,825,000 2,825,000 2,825,000 PARKING STRUCTURES Tranf.of Funds 0 0 0 0 0 HTG BCH PUB FIN AUTH Public Financing Auth. 3,370,000 3,370,000 3,370,000 3,370,000 3,370,000 MELLO ROOS Assessments 245,500 245,500 245,500 245,500 245,500 RESERVOIR HILL Assessments 150,300 150,300 150,300 150,300 150,300 HB PUB FINANCING CORP HB Pub Financing Corp 0 0 0 0 0 TOTWEVER90NNEL 13.5613.50 13.5013.56 13.50 87 ECONOMIC DEVELOPMENT Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 REDEVELOPMENT AGENCY Administration (204,463) (274,988) 672,983 655,092 631,384 644,394 Business Development 275,138 298,014 346,702 290,987 347,507 344,725 Huntington Center Proj.Area 5,663,132 1,415,356 182,300 82,300 48,800 48,800 Main-Pier Project Area 2,043,801 2,357,273 2,324,393 1,365,000 1,205,000 380,000 Oakview Project Area 235,761 169,128 13,816 7,816 10,316 10,316 Talbert-Beach Project Area 125,147 47,488 9,306 5,806 6,306 6,306 Yorktown-Lake Project Area 199,638 6,935 12,734 5,734 6,500 6,500 Debt Repayments 4,990,257 8,120,956 4,840,243 4,840,243 4,840,243 4,240,243 Low Income Housing 734,461 659,890 2,765,063 538,063 1,316,063 2,496,063 Legal Costs (25,990) 113,030 200,000 200,000 200,000 200,000 Sub-Total 14,036,882 12,913,082 11,367,540 7,991,041 8,612,119 8,377,348 HOUSING&COMMUNITY BLOCK GRANT CDBG Program 1,584,433 2,086,147 1,869,912 952,978 3,513,773 1,952,000 AL ALL FONDS'-_ 15,621,315 > > 1 12,1 > TOTAL PERSONNEL 13.00 15.00 18.00 18.00 18.00 18.00 88 ECONOMIC DEVELOPMENT Budget Projection by Program EXPENDITURE BY PROGRAMFV '' I I I I i 11 1 I 1 1 REDEVELOPMENT AGENCY Administration 663,017 680,985 699,440 718,465 738,582 Business Development 354,688 364,300 374,172 384,350 395,112 Huntington Center Proj.Area 50,210 51,571 52,969 54,409 55,933 Main-Pier Project Area 390,982 401,578 412,460 423,679 435,542 Oakview Project Area 10,614 10,902 11,197 11,502 11,824 Talbert-Beach Project Area 6,488 6,664 6,845 7,031 7,228 Yorktown-Lake Project Area 6,688 6,869 7,055 7,247 7,450 Debt Repayments 4,362,786 4,481,018 4,602,453 4,727,640 4,860,014 Low Income Housing 2,568,199 2,637,797 2,709,282 2,782,974 2,860,897 Legal Costs 205,780 211,357 217,084 222,989 229,233 Sub-Total 8,619,453 8,853,040 9,092,958 9,340,286 9,601,814 CDBG Program 2,008,413 2,062,841 2,118,744 2,176,374 2,237,313 TOTAL PERSONNEL 18.00 18.00 18.00 18.00 18.00 89 CAPITAL IMPROVEMENT PROGRAM Expenditure Summary By Fund <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual = . Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 Public,Works Federal Combined Roads 180,370 250,672 0 -250,672 0 0 SB 821 Projects 151,625 5,290 579,434 7,650 0 0 Library Construction 619,315 0 0 0 0 0 Traffic Impact. 192,968 227,228 332,890 183,390 314,284 177,602 Gas Tax 4,529,764 3,797,040 3,711,397 2,846,672 3,303,576 3,043,910 Sewer Fund 925,875 547,816 685,616 301,341 1,573,204 1,933,444 Drainage Fund 443,532 660,192 935,373 206,523 578,404 743,019 Measure 2,506,760 1,959,571 2,916,498 282,880 3,389,172 1,838,526 CALTRANS/TSM 9,511 0 30,887 30,887 0 0 Petroleum Escrow 168,719 24,432 0 0 0 0 Pier Plaza 0 0 0 0 0 0 Federal Seismic Grant 0 0 0 0 557,632 682,891 Pier Reconstruction 1,388,392 35,602 183,915 94,598 90,000 90,000 Holly-SeacliffEngineering Fund 58,375 58,630 3,392,530 102,564 3,993,136 58,362 Bluff Top Park 40,822 23,276 50,424 50,424 2,153,876 1,057,170 Growth Mgt.Area#6 0 30,000 1,691,110 8,300 1,405,880 781,375 Hazard Elimination 0 0 356,000 0 356,000 0 FEMA Grant 0 0 1,338,699 142,425 1,121,636 2,544,752 CDBG Projects 0 0 940,346 165,346 1,264,740 499,363 OCTA/SIP Grant 0 0 200,000 0 214,833 15,337 Water Master Plan 0 0 6,014,720 761,010 4,881,660 1,137,500 Water Utility Projects 2,376,814 1,185,972 6,568,636 3,975,312 7,115,487 10,438,470 Systems Enterprise Fund 0 0 0 0 133,962 136,761 Capital Projects Fund 1,387,896 162,520 1,328,249 296,137 2,222,000 3,727,823 Subtotall 14,980,738 8,968,241 31,256,724 9,204,787 34,669,482 28,9069304 Economic Development Huntington Center 9,921 0 0 0 0 0 Main/Pier 1,678,423 1,531,218 2,180,000 1,265,000 1,100,000 275,000 Low Income Housing 128,345 406,650 2,650,000 485,000 1,250,000 2,430,000 Subtotall 1,816,689 1,937,868 4,830,000 1,750,000 2,350,000 2,705,000 Community Services'. Park Acq.&Dev. 2,076,878 1,804,923 1,684,386 1,335,729 1,096,550 786,943 TOTAL 18,874,305 12,711,032 37,771,110 12,290,515 38,116,032 32,398,247 90 CAPITAL IMPROVEMENT PROGRAM Expenditure Projection By Fund EXPENDITURE BY PROGRAMFY " 1 1 FV 1 1 1 I I I I I I Public Works Federal Combined Roads ` 0 0 0 0 0 SB 821 Projects 0 0 0 0 0 Library Construction' 0 0 0 0 0 Traffic Impact' 182,735 187,687 192,773 198,016 203,561 Gas Tax 3,131,879 3,216,753 3,303,927 3,393,794 3,488,820 Sewer Fund 1,989,320 2,043,231 2,098,602 2,155,684 2,216,043 Drainage Fund 764,492 785,210 806,489 828,425 851,621 Measure M 1,891,660 1,942,924 1,995,577 2,049,857 2,107,253 CALTRANS/TSM 0 0 0 0 0 Petroleum Escrow 0 0 0 0 0 Pier Plaza 0 0 0 0 0 Federal Seismic Grant , 0 0 0 0 0 Pier Reconstruction 92,601 95,110 97,688 100,345 103,155 Holly-Seacliff Engineering Fund 60,049 61,676 63,347 65,071 66,892 Bluff Top Park 0 0 0 0 0 Growth Mgt:Area#6 .' 0 0 0 0 0 Hazard Elimination 0 0 0 0 0 FEMA Grant 0 0 0 0 0 CDBG Projects 513,795 527,718 542,020 556,762 572,352 OCTA/SIP Grant 15,781 16,208 16,647 17,100 17,579 Water Master Plan , 1,170,374 1,202,091 1,234,668 1,268,250 1,303,762 Water Utility Projects 10,740,141 11,031,199 11,330,145 11,638,325 11,964,198 Systems Enterprise Fund ", 140,713 144,526 148,443 152,481 156,750 Capital Projects Fund, 3,835,557 3,939,501 4,046,261 4,156,319 4,272,696 Subtotall 24,529,096 25,193,834 25,876,587 26,580,430 27,324,683 Economic Development Huntington Center 0 0 0 0 0 Main/Pier 282,948 290,615 298,491 306,610 315,195 Low Income Housing 2,500,227 2,567,983 2,637,575 2,709,318 2,785,178 Subto611 2,783,175 2,858,599 2,936,067 3,015,928 3,100,374 Community Services , Park Acq:&Dev. 809,685 831,628 854,165 877,398 901,965 TOTAL 28,121,956 28,884,061 29,666,819 30,473,756 31,327,021 91 INTERFUND TRANSFERS 2 Year Budget- 1997198 & 1998198 G:\BUDGET\PRELIM 99\[INTRF-99.XLS]Sheet 1 GENERAL FUND FY 97/98 FY 98/99 Paid From: Paid To: Amount Amount Purpose General Fund Civic Improvement Corp. $2,086,000 $2,085,000 Debt Service (Civic Center/Parking) General Fund Civic Improvement Corp. 282,000 282,000 Debt Service (Library) General Fund HBPFA(800 MHz) 485,166 611,000 Debt Service- (Communications Sys.) General Fund Self Insurance Fund 3,450,000 3,750,000 Liability Insurance General Fund Self Insurance Fund 4,246,428 4,671,071 Employee medical plan costs General Fund Self Insurance Fund 2,411,364 21507,819 Worker's Compensation costs General Fund Self Insurance Fund 451,682 469,749 Retirre Medical Program General Fund Self Insurance Fund 1,355,046 1,409,248 Retirement supplement costs General Fund Equipment Replacement 2,590,000 2,750,000 Capital asset replacement General Fund SHO Grant 13,483 70,042 Police Grant Participation General Fund Capital Improvement Pgr 1,800,000 0 Capital Improvements General Fund BJA 97 Grant 18,455 0 Police Grant Participation General Fund BJA 98 Grant 0 17,857 Police Grant Participation General Fund Helicopter Replacement 0 100,000 Partial Funding from Maint. Savings -Sub Total General Fund $19,189,624 $18,723,785 OTHER FUNDS Paid From: Paid To: Purpose Gas Tax General Fund $2,200,000 $1,700,000 Street maintenance Mello Roos General Fund 40,000 40,000 Administrative Costs Water Fund General Fund 2,700,000 2,700,000 Service provided to Water Department Refuse Collection General Fund 250,000 250,000 Billing/collection/recycling Fire Medical Fund General Fund 150,938 150,938 Services provided to Fire Med Fund Fire Medical Fund General Fund 940,000 0 Ambulance Service Program Fire Medical Fund General Fund 0 274,453 Paramedic Offset/Debt Payment Pier Plaza CIC-93A(Pier Plaza) 150,000 150,000 Debt Service (Pier Plaza) Pier Plaza HBPFA(Pier Plaza) 207,000 185,000 Debt Service(Pier Plaza) Emerald Cove Hsg. General Fund 25,000 25,000 Admin. costs Cable TV Fund General Fund 89,000 89,000 Facility Lease Payment Redevelopment General Fund 800,000 500,000 Loan Repayment Redevelopment HB Public Financing Auth 2,681,178 2,681,178 Debt service Low Income Housing Emerald Cove Housing 35,000 35,000 Rent subsidy Enterprise Funds Self Insurance Fund 600,000 600,000 Non-General Fund benefit costs Redevelopment Housing Set Aside Fund 915,000 940,000 State Required Housing Set-Aside Library Service Fund Art Center Fund 88,771 119,839 CELF Revenue Provided to Art Center Library Service Fund Civic Improvement Corp. 220,000 220,000 Debt Service (Library) Pier Fund Icivic Improvement Corp. 90,000 90,000 Debt Service (Pier Buildings) -Sub Total Other Funds $12,181,887 $10,760,408 Grand Total $31,371,511 j $29,474,193 92 PROOF OF PUBLICATION STATE OF CALIFORNIA) ) SS. County of Orange ) I am a Citizen of the United States and a resident of the County aforesaid; I am over the age of eighteen years, and not a party to or interested in the below entitled matter. I am a principal clerk of PUBLIC NOTICE the HUNTINGTON BEACH INDEPENDENT, a NOTICE OF newspaper of general circulation, printed BUDGET IO and published in the City of Huntington ono N HUNTINGTON Beach County of Orange State of i BEACH j On.September 15, 1997, California and that attached Notice is a the C11ty Council completed a pubiio heating -on the true and complete copy as was printed iYearsar,97/98budget for Fiscal ;Years 1997/98 and 1998/ and published in the Huntington Beach �99. The City Council adopted a.resolution ap- proving the City budget for and Fountain Valley issues of said ;Fiscal Year 1997/98 and In- structed the City Adminis- newspaper to wit the issue(s) of: trator to submit the Fiscal Year 1998/99 budget to the City Council in August of 1998 substantially In the form submitted in the_pro- posed two-year budget. The budget for FY 1997/98 appropri6 September 2 5 , 1997 city funds.'Of this amount, $102,631,445 has been appropriated to the Gen- eral Fund, and $108,526,261 to all other funds. Budget documents are available for public in- I declare, .under penalty of perjury, that spection at City Hall,2000 Main Street in the City the fore�roinR is true and correct. Clerks Office between the b b hours of 8:00 AM & 5:00 PM.Monday through Fri day. Copies are also avail- able for review at the Cen- tral Libraryy located at 7111 Executed on September 25 199_7 __ Talbert Avenue (Talbert & p Goldenwest), and at all_ at Costa Mesa, California. branch libraries. Dated 9/17/97 city Of .' Huntington Beach by:Connle Brockway . City Clerk 2000 Main- St.,, Hun- tington Beach, CA 92848 Telephone: (714)$38.5227 Published Huntington Beach-Fountain Valley In. _44;!; Signature dependent September 25, 1997 - 094-342 CITY OF HUNTINGTON BEACH MEETING DATE: September 15, 1997 DEPARTMENT ID NUMBER: Council/Agency Meeting Held: 91s/97 3 zoao Deferred/Continued to: � /� Cl A proved ❑ Conditionally Approved ❑ Denied City Clerk' ignature -[a ) Council Meeting Date: September 15, 1997 Department ID Number: ID -- CITY OF HUNTINGTON BEACH rn REQUEST FOR COUNCIL ACTION SUBMITTED TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS SUBMITTED BY: MICHAEL T. UBERUAGA, City Adminis or 7 PREPARED BY: ROBERT J. FRANZ, Deputy City Administrator f b, SUBJECT: ADOPTION OF BUDGET Res olid-i on /vo. 974,6 Statement of Issue,Funding Source,Recommended Action,Alternative Action(s),Analysis,Environmental Status,Attachment(s) Statement of Issue: The Charter requires adoption of a budget by September 30. Funding Source: As indicated in the Preliminary Budget, with revisions described in this RCA and attachments Recommended Action: 1. Complete the public hearing on the two-year budget for 1997/98 and 1998/99 (continued open from September 2, 1997), and 2. Adopt Resolution ! ?bb approving the City budget for 1997/98 including the "Addendum" to the proposed budget, and instructing the City Administrator to submit the 1998/99 Budget (second year of the two-year budget) to the City Council in August of 1998 substantially in the form submitted in the two year budget, Analysis: As required by the City Charter, a public hearing was conducted on September 2, 1997 to receive public input on the proposed budget. The proposed budget has been available for review since the first week on August. City Council Study Sessions on budget issues were held on August 25, 1997 and September 8, 1997. The budget message outlines the basic changes recommended in the two year budget, and has been revised as described in the Addendum to the Budget. \� BUD97-9.DOC -2- 09/09/97 5:13 PM REQUEST FOR COUNCIL ACTION MEETING DATE: September 15, 1997 DEPARTMENT ID NUMBER: The recommended 1997/98 General Fund budget is $102,631,445 and the recommended total budget is $211,157,706. The recommended budget also incorporates the changes to the General Fund identified in the "Addendum" (Attachment C to the Budget Resolution). Summary - Recommended General Fund Budget: 1997/98 Preliminary Revised Budget Budget Difference Total Revenue $ 102,450,470 $ 102,472,050 $ 21,580 Total Expenses $ 102,444,515 $ 102,631,445 Less Carry-Over Expenses 0 165,981 Net 1997/98 Expenses $ 102,444,515 $ 102,465,464 $20,949 Budget Surplus $ 5,955 $ 6,586 $631 The primary change to the General Fund budget from the Preliminary budget is to include funding for opening the Central Library for four hours on Sundays. The $101,449 cost for this Library Serivice is included in the budget by reducing transfer out of the General Fund by $80,000 and increasing revenue reated to the Library by $21,580. In addition to the General Fund changes, numerous changes to non-General Fund budgets are detailed in the addendum. These changes are primarily the carry over of budgeted current year 1996/97 projects that were not completed during 1996/97, the $1.8 million Capital Improvement Fund Budget and an additional $100,000 for Youth Sports Grants. This budget represents the City's first two-year budget. Since the Charter requires the annual adoption of a one-year budget, the attached budget resolution includes the instruction to the staff to present the 1998/99 portion of the two-year budget to the City Council for adoption in August of next year. The adoption is anticipated to be fairly routine compared to the normal budget process, consisting primarily of updates to current revenue estimates and budget amendments to reflect unanticipated expense increases or decreases. Alternatives: As determined by City Council Environmental Status: Does not apply Attachment(s): CRY C-bar agol • • . - • • 1. Resolution Approving 1996/97 Budget As. R/o . 97-k1b 2. Memorandum from Police Department - matching grants BUD97-9.DOC -3- 09/09/97 5:13 Pall RESOLUTION NO. 97-66 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON BEACH ADOPTING A BUDGET FOR THE CITY FOR FISCAL YEAR 1997/98 WHEREAS, Article VI of the Huntington Beach City Charter requires the City Administrator to present and the City Council to adopt an annual City Budget; and The City Council has received and considered the Preliminary Two Year Budget for Fiscal Years 1997/98 and 1998/99, other staff reports, and public testimony and information received in a noticed public hearing on the City Budget; and Since the City Charter requires an annual budget, the second year of the Two Year Preliminary Budget can be adopted by the City Council only after August 2, 1998. NOW, THEREFORE, the City Council of the City of Huntington Beach does resolve as follows: Section 1. That the budget for the City of Huntington Beach for Fiscal Year 1997/98, as set forth in Exhibit A, attached hereto and incorporated herein by this reference, is hereby adopted. Section 2. That the City Administrator is directed to submit by August 2, 1998, the budget for the second year(Fiscal Year 1998/99) of the two year Budget for the City of Huntington Beach, substantially as set forth in Exhibit_A, along with any amendments to the Fiscal Year 1998/99 Budget that may be required to reflect compliance with City Fiscal Policies and to reflect any changes in revenue estimates and/or expenditure requirements. Section 3. That the estimated revenue and transfers for Fiscal Year 1997/98 and 1998/99, which when combined with reserves is sufficient to fund the appropriations for both Fiscal years, is set forth in Exhibit A-I. which is attached hereto and incorporated herein by this reference. Section 4. That the Accounting Detail for the Preliminary Budget for Fiscal Year 1997/98, Exhibit B, providing detail for appropriations and estimated revenue, is hereby approved as amended in Exhibit C. Both Exhibit B and C are attached hereto and incorporated herein by this reference. Section 5. That the City Administrator may transfer funds from one object or purpose to another within the same department, office or agency, provided that appropriations may not be transferred between special funds, and provided further that no transfer may result in an increase in approved total appropriations contained in the budget. Section 6. That the Tables of Organization, attached hereto as Exhibit_� D and incorporated herein by this reference is hereby adopted. The City Administrator, subject to compliance with the City Charter Section 403 may revise the Table of Organization as long as the authorized number of personnel and the appropriation within the same department, office or agency are not exceeded. Section 7. That the City Council, by affirmative action of a majority of the Council, may authorize all appropriation transfers not described in Section 5 and 6 herein by minute action. Section 8. Acquisition of new capital items shall be limited to the specific items included in the approved budget. Acquisition of capital items to replace existing capital equipment shall not exceed the total appropriation for the Equipment Replacement Fund. Changes to the procurement of specific items may be authorized by the City Administrator as long as the total appropriation for any department, fund or agency are not exceeded. Section 9. That it is necessary to continue the levy of a 5%utility tax on cable TV services in order to avoid budget reductions in the Police and Fire Departments, and reductions in other city department budgets. Section 10. That a transfer of$1,800,000 from the General Fund to the Capital Improvement Fund is hereby authorized in accordance with the City Fiscal Policy requiring the transfer of General Fund reserves in excess of 5% to the Capital Improvement Fund if the Budget is balanced. PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a regular meeting held thereof on the 15th day of September 1997. Mayor ATTEST: APPROVED AS TO FORM: City Clerk City Attorney y_,p-y REVIEWED AND APPROVED: IIiT 2�T D ND AP .ROVED: City Administrator Deputy City Administrator! Director of Administrative Services 2 SF/s-PCD:Resol:Bgt97-99 RLS 97-690 9/8/97-#1 City of Huntington Beach Annual Budget FY 1997/98 Exhibit A Appropriations and Amount of Revised Department/Fund Transfers Out Revision Budget General Fund Administration $903,93 9 $903,93 9 Administrative Services 2,975,439 2,975,439 City Attorney 1,272,235 1,272,235 City Council 244,735 5,000 249,735 Community Development 3,673,334 3,673,334 City Clerk 460,591 460,591 Community Services 7,284,545 (5,500) 7,279,045 Fire 16,608,884 16,608,884 Library Services 2,880,867 101,449 2,982,316 Non-Departmental 14,431,783 27,772 14,459,555 Police 34,232,508 138,209 34,370,717 Public Works 16,600,243 16,600,243 City Treasurer 875,413 875,413 Reduction of Transfer to Supplemental Retirement Fund (80,000) (80,000) Sub-Total General Fund $102,444,515 $186,930 $102,631,445 Other Funds Capital Projects Fund $250,000 1,972,000 $2,222,000 Pier Reconstruction 90,000 90,000 Pier Plaza Fund 235,161 157,780 392,941 FEMA Grant 1,121,636 1,121,636 Park Acquisition&Dev. 796,550 300,000 1,096,550 Sewer Fund 1,530,704 42,500 1,573,204 Drainage Fund 546,896 31,508 578,404 Holly/Seacliff Assessment 3,993,136 3,993,136 Library/Cultural Facilities 285,000 285,000 Federal Seismic Grant 557,632 557,632 Blufftop Park 2,153,876 2,153,876 Water Master Plan 4,877,000 4,660 4,881,660 Water Capital Projects 269,313 269,313 Civic Improvement Corp. 2,825,000 2,825,000 HBPFA 3,370,000 3,370,000 Reservoir Hill 150,300 150,300 Mello Roos 245,500 245,500 Water Utility 28,512,446 81,174 28,593,620 Fire-Medical Fund 3,175,872 3,175,872 Certified Unified Program Agency 166,798 166,798 Systems Enterprise Fund 133,962 133,962 Emerald Cove Housing 864,561 864,561 Library Service Fund 463,971 463,971 Public Communications 399,628 389,628 Art Center Fund 399,418 399,418 Refuse Fund 9,730,859 8,730,859 Self Insurance Fund 11,251,432 (69,489) 11,181,943 Self Insurance/Legal Fund 69,489 69,489 BGTRES98.XLS 9/9/97 4:03 PM City of Huntington Beach Annual Budget FY 1997/98 Exhibit A (Con't.) Appropriations and Amount of Revised Department/fund Transfers Out Revision Budget Other Funds Equip. Replacement Fund 2,572,811 2,572,811 800 Mhz Fund 2,337,712 2,337,712 Redevelopment Tax Increment 4,840,243 4,840,243 Redevelopment-Projects 2,255,813 2,255,813 Low Income Housing 1,316,063 1,316,063 Redevelopment-Legal 200,000 200,000 Gas Tax Fund 3,303,576 3,303,576 Measure M 3,090,477 298,695 3,389,172 Traffic Impact Fund 172,025 142,259 314,284 GMA#6 Fund 1,400,672 5,208 1,405,880 OCTA/SIP Fund 214,833 214,833 HES-Federal Grant Fund 356,000 356,000 Library Grants 49,650 49,650 Narcotic Forfeiture Fund 425,929 425,929 Police Community Relations 25,000 25,000 Jail Donations Fund 15,000 15,000 Air Quality 98,260 98,260 COPS More'95 Grant 107,575 388,209 495,784 COPS More'96 Grant 0 271,993 271,993 Police SHO Grant 127,314 127,314 Bureau of Justice 96 Grant 191,550 191,550 Bureau of Justice 97 Grant 184,593 184,593 Supplemental Law Grant 435,605 435,605 Police Special Training 20,000 20,000 Fourth of July 189,150 189,150 CDBG Fund 3,513,773 3,513,773 Sub-Total Other Funds $104,899,764 $3,626,497 $108,526,261 Total City Appropriations $207,344,279 $3,813,427 $211,157,706 Exhibit _ evenue anil Amount oRevised =FundTitle Transfers In Revision Rev./Tran. General Fund $102,450,470 21,580 $102,472,050 Holly Seacliff 400,000 400,000 FEMA Grant 1,121,636 1,121,636 Federal Seismic Grant 557,632 557,632 Blufftop Park Grant 2,153,876 2,153,876 Pier Plaza Fund 100,000 100,000 Capital Projects Fund 50,000 50,000 Water Facilities 5,700,000 5,700,000 Library Development 294,000 294,000 Pier Rebuilding 180,000 180,000 Park Acquisition&Dev. 215,000 215,000 Sewer Fund 285,000 285,000 Drainage Fund 1,052,000 1,052,000 Flood Fund 4,000 4,000 BGTRES98ALS 9/9/97 4:03 PM City of Huntington Beach Annual Budget FY 1997/98 Exhibit A-1 (Con't.) Revenue and Amount of Revised Fund Title Transfers In Revision Rev./'Tian. HBPFA 3,368,000 3,368,000 Debt Service Reservoir Hill 212,000 212,000 Civic Improvement Corp. 93B 1,163,000 1,163,000 Civic Improvement Corp. 93A 1,662,000 1,662,000 Mello Roos Capital Projects 6,000 6,000 Mello Roos Debt Service 282,000 282,000 Water Fund 24,602,500 24,602,500 Refuse Fund 8,600,000 8,600,000 Art Center Fund 335,000 25,000 360,000 C.U.P.A. Fund 175,000 175,000 Fire-Medical Fund 3,250,000 20,000 3,270,000 Emerald Cove Housing 803,000 803,000 Library Services 521,200 521,200 Cable TV Fund 422,000 422,000 Systems Enterprise Fund 110,000 110,000 Self Insurance Fund 13,142,000 13,142,000 Equip. Replacement Fund 2,600,000 2,600,000 Equip. Replacement 800 Mhz 70,000 70,000 Redevelopment-Debt Service 4,452,500 4,452,500 Redevelopment-Capital Projects 1,511,000 1,511,000 Low Income Housing 1,038,000 1,038,000 Traffic Impact Fund 1,313,000 1,313,000 GMA#6 Fund 1,400,672 1,400,672 OCTA/SIP Fund 214,833 214,833 Federal HES Grant 356,000 356,000 Gas Tax Fund 3,485,000 3,485,000 Transportation Fund 1,525,000 1,525,000 Reserve-Economic Uncertainty 180,000 180,000 COPS More'95 Grant 107,575 388,209 495,794 COPS More'96 Grant 0 271,993 271,993 Police SHO Grant 127,314 127,314 Bureau of Justice Grant 1996 191,550 191,550 Bureau of Justice Grant 1997 184,593 184,593 Police Community Relations 25,000 25,000 Supplemental Law Enforcement Grant 435,605 435,605 Police Special Training 20,000 20,000 Air Quality 212,000 212,000 Donations Fund 50,000 50,000 Fourth of July 183,000 183,000 Project Self-Sufficiency 19,500 19,500 Housing Subsidy 284,000 284,000 Narcotic Forfeiture Fund 560,000 560,000 Narcotic Forfeiture State 25,000 25,000 CDBG Fund 1,810,000 1,810,000 Other Grants 56,824 56,824 Use of Fund Balances 11,689,999 3,086,645 14,775,644 Total City Revenues 207,344,279 3,813,427 211,157,70611 BGTRES98.XLS 9/9/97 4:03 PM M JUIY Iz 0 0 C��af�ocr��a o Q � go (-�� t� Sit l ENTIRE EXHIBIT B ON FILE FOR PUBLIC REVIEW IN THE OFFICE OF THE CITY CLERK City of Huntington Beach Annual Budget FY 1997/98 Exhibit C ADDENDUM TO PROPOSED BUDGET FY 1997/98 Appropriation Fund / Revision Funding Department Description 1997/98 Source Revisions to General Fund Appropriations: City Council Membership fee; Orange Co. Human Relations Council $5,000 General Fund Non-Departmental Information Systems Division Equipment: LAN/CD-R 27,772 Carry-Over Community Services Reduce incorrect recommended amount& correct total. (5,500) Reduction Police Department Transfer City Match to COPS MORE'95 grant 63,209 Carry-Over Transfer to COPS MORE'95 for equipment 75,000 Carry-Over Library Services Add funding for Central Library Sunday opening 101,449 General Fund Reduce transfer to Retirement Supplement Fund (80,000) Reduction Total Revisions to General Fund Appropriations: $186,930 Revisions to Other Fund Appropriations: Park Acquisition and Park Playground Equipment 250,000 Carry-Over Development Fund Ellis/Goldenwest Tract#306 Acquisition 50,000 Carry-Over HCP lot acquiisition (100,000) Reduction Youth Sports Grants 100,000 Park Acq./Dev. Capital Projects Fund Optical Disk System 172,000 Carry-Over Underground Tank Removal Project 1,445,000 CIP Fund Mainframe Migration Project 205,000 CIP Fund Fire Station Roof 16,000 CIP Fund Crime Lab Expansion 90,000 CIP Fund Jail Floor Restoration 25,000 CIP Fund Civic Center Air Conditioner Improvements 10,000 CIP Fund Library Computers 9,000 CIP Fund Water Fund Geographic Information System Project 6,174 Carry-Over Fiber Optics Program 75,000 Carry-Over BGTRES98.XLS 9/9/97 4:03 PM City of Huntington Beach Annual Budget FY 1997/98 Exhibit C ADDENDUM TO PROPOSED BUDGET FY 1997/98 Appropriation Fund / Revision Funding Department Description 1997/98 Source Revisions to Other Fund Appropriations: Sewer Fund Geographic Information System Project 42,500 Carry-Over Self Insurance Legal Preliminary Budget error(in totals) (69,489) Reduction Drainage Fund Geographic Information System Project(Carry-over) 8,008 Carry-Over Flounder Pump Station(Carry-over) 23,500 Carry-Over Pier Plaza Fund Pier Plaza Construction(Carry-over) 157,780 Carry-Over Water Master Plan Beach Blvd. Downtown Pipe(Carry-over) 4,660 Carry-Over GMA #6 Fund 3 Traffic Signals (Carry-over) 5,208 Carry-Over Measure M Talbert Rehabilitation(Carry-over) 18,695 Carry-Over Yorktown Ave. Vertical Realignment(Carry-over) 280,000 Carry-Over Traffic Impact Geographic Information System Project(Carry-over) 17,259 Carry-Over Nexus Study(Carry-over) 125,000 Carry-Over COPS MORE 195 Capital&Equipment 325,000 Carry-Over City Match for grant 63,209 COPS MORE'95 COPS MORE '96 Capital&Equipment 271,993 Carry-Over Total Revisions to Other Fund Appropriations: 3,626,497 General Fund-Revisions to Revenues: Library Services New revenue from Sunday operations 21,580 General Fund- Total Revisions to Revenues: 21,580 Other IFunds-Revisions to Revenues: Art Center Fund Preliminary Budget error(in totals) 25,000 Fire Med Fund Preliminary Budget error(in totals) 20,000 COPS MORE'95 Grant New Funding&Transfers from General Fund 388,209 COPS MORE '96 Grant New Funding 271,993 Other�Funds- Total Revisions to Revenues: 705,202 BGTRES98.XLS 9/9/97 4:03 PM City of Huntington Beach Annual Budget FY 1997/98 Exhibit C RECAP OF BUDGET AMENDMENTS GENERAL FUND GENERAL FUND EXPENSES: PRELIMINARY BUDGET APPROPRIATIONS 102,444,515 NET APPROPRIATION REVISIONS 186,930 TOTAL GENERAL FUND APPROPRIATIONS 102,631,445 GENERAL FUND REVENUES: PRELIMINARY BUDGET REVENUE 102,450,470 NET REVENUE REVISIONS 21,580 CHANGE IN FUND BALANCE USAGE 186,930 TOTAL GENERAL FUND REVENUE 102,658,98011 TOTAL BUDGET PRELIMINARY B UDGET APROPRIA TIONS 207,344,279 NET APPROPRIATION REVISIONS 3,813,427 TOTAL BUDGET 211,157,706 PRELIMINARYBUDGET REVENUE * 207,344,279 NET REVENUE REVISIONS 726,782 CHANGE IN FUND BALANCE USAGE 3,086,645 �JTOTALBUDGETREVENUE 211,157,706 *Including use of fund balances. BGTRES98.XLS 9/9/97 4:03 PM City of Huntington Beach Annual Budget- Exhibit D CITY COUNCIL PERSONNEL BY CLASSIFICATION BUDGET BUDGET BUDGET ORGANIZATION RANGE CLASSIFICATION FY 96/97 FY 97/98 FY 98/99 ELECTED --- Councilmembers 7.00 7.00 7.00 NREP 394 Administrative Assistant 1.00 1.00 1.00 TOTAL AUTHORIZED PERSONNEL 1.00 1.00 1.00 ADMINISTRATION PERSONNEL BY CLASSIFICATION BUDGET BUDGET BUDGET ORGANIZATION RANGE CLASSIFICATION FY 96/97 FY 97/98 FY 98/99 --- 638 City Administrator 1.00 1.00 1.00 NREP 613 Assistant City Admin. 1.00 1.00 1.00 NREP 531 Dep. City Administrator 1.00 1.00 1.00 MEA 455 Video Enger.,Supervisor 1.00 1.00 1.00 NREP 439 Management Assistant 2.00 2.00 2.00 MEA 428 Information Specialist II 3.50 3.50 3.50 NREP 426 Executive Assistant 1.00 1.00 1.00 NREP 394 Administrative Assistant 1.00 1.00 1.00 MEA 381 Information Specialist II 0.00 0.00 0.00 MEA 361 Office Specialist, Typist 1.00 1.00 1.00 TOTAL AUTHORIZED PERSONNEL 12.50 12.50 12.50 CITY TREASURER PERSONNEL BY CLASSIFICATION BUDGET BUDGET BUDGET ORGANIZATION RANGE CLASSIFICATION FY 96/97 FY 97/98 FY 98/99 ELECTED/NREP 531 City Treasurer(Elected) 1.00 1.00 1.00 MEO 522 Sr. Deputy Treasurer 1.00 1.00 1.00 MEA 434 Code Enforcement Officer 0.00 1.00 1.00 NREP 394 Administrative Assistant 1.00 1.00 1.00 MEA 386 Customer Svc. Supervisor 2.00 2.00 2.00 MEA 366 Customer Svc.Rep., Sr. 2.00 2.00 2.00 MEA 346 Customer Svc. Rep 6.00 6.00 6.00 TOTAL AUTHORIZED PERSONNEL 13.00 14.00 14.00 FNLTO-98.XLS _ 9/10/97 10:25 AM City of Huntington Beach Annual Budget- Exhibit D CITY ATTORNEY PERSONNEL BY CLASSIFICATION BUDGET BUDGET BUDGET ORGANIZATION RANGE CLASSIFICATION FY 96/97 FY 97/98 FY 98/99 ELECTED/NREP 599 City Attorney 1.00 1.00 1.00 MEO 549 Deputy Attorney III 5.00 5.00 6.00 MEO 484 Deputy Attorney I 2.00 2.00 1.00 MEO 467 Law Office Manager 1.00 1.00 1.00 MEO 428 Investigator 1.00 1.00 1.00 MEA 385 Secretary Legal, Sr. 1.00 2.00 2.00 MEA 376 Secretary Legal 2.00 2.00 2.00 MEA 339 Office Assistant II-Typing 1.00 1.00 1.00 TOTAL AUTHORIZED PERSONNEL 14.00 15.00 15.00 CITY CLERK PERSONNEL BY CLASSIFICATION BUDGET BUDGET BUDGET ORGANIZATION RANGE CLASSIFICATION FY 96/97 FY 97/98 FY 98/99 1. ELECTED/NREP 519 City Clerk 1.00 1.00 1.00 MEA 408 Deputy City Clerk II 1.00 1.00 1.00 MEA 361 Office Specialist-Typing 1.00 1.00 1.00 MEA 359 Deputy City Clerk I 1.00 1.00 1.00 MEA 408 Deputy City Clerk II 1.00 1.00 1.00 MEA 361 Office Specialist-Typing 1.00 1.00 1.00 MEA 359 Deputy City Clerk I 1.00 1.00 1.00 MEA 339 Office Assistant I 0.00 0.00 0.00 TOTAL AUTHORIZED PERSONNEL 7.00 7.00 7.00 NON DEPARTMENTAL PERSONNEL BY CLASSIFICATION BUDGET BUDGET BUDGET ORGANIZATION RANGE CLASSIFICATION FY 96/97 FY 97/98 FY 98/99 NREP 531 Information Systems Manager 1.00 1.00 1.00 MEO 502 Supr./Sys. &Programming 1.00 1.00 1.00 MEO 472 Micro&Data Base Coordinator 1.00 1.00 1.00 MEA 472 Systems Analyst, Sr. 1.00 1.00 1.00 MEA 464 Telecomm.Asst. 1.00 1.00 1.00 MEA 455 Computer Operations, Suprv. 1.00 1.00 1.00 MEA 455 Programmer, Senior 2.00 2.00 2.00 MEA 435 Micro Tech.Aide 1.00 1.00 1.00 MEA 423 Comm. Tech. 0.75 0.75 0.75 MEA 412 Word Processing Coordinator 1.00 1.00 1.00 MEA 381 Word Process. Syst. Asstistant 1.00 1.00 1.00 MEA 369 Comupter Operator, Senior 1.75 1.75 1.75 TOTAL AUTHORIZED PERSONNEL 13.50 13.50 13.50 FNLTO-98.XLS 9/10/97 10:23 AM City of Huntington Beach Annual Budget -Exhibit B COMMUNITY SERVICES PERSONNEL BY CLASSIFICATION BUDGET BUDGET BUDGET ORGANIZATION RANGE CLASSIFICATION FY 96/97 FY 97/98 FY 98/99 NREP 585 Director,Comm. Svcs. 1.00 1.00 1.00 MEO 545 Deputy Director 1.00 1.00 1.00 MEO 515 Marine Safety Captain 1.00 1.00 1.00 MEO 515 Supt.,Rec&Human Svcs. 1.00 1.00 1.00 MEO 493 Supervisor,Bsch. Operations 1.00 1.00 1.00 MEO 490 Art/Cult.Affairs Mgr. 1.00 1.00 1.00 MEO 480 Rec. Superv., Sr. 2.00 2.00 2.00 MSO 477 Marine Safety Lieutenant 4.00 4.00 4.00 MSO 455 Marine Safety Officer,Boat Oper 4.00 4.00 4.00 MEA 450 Crew Leader,Bch.Maint. 2.00 2.00 2.00 MEA 450 Superv.,Pkg.,/Camping Facil. 1.00 1.00 1.00 MEA 434 Equip. Maint. Specialist 1.00 1.00 1.00 MSO 430 Marine Safety Officer 3.00 3.00 3.00 MEA 428 Park Naturalist 1.00 1.00 1.00 MEA 418 Cultural Affairs Supervisor 1.00 1.00 1.00 MEA 413 Construction&Maint.Wkr. 1.00 1.00 1.00 MEA 413 Rec,Leader, Sr. 5.00 5.00 5.00 MEA 413 Human Services Coordinator 1.00 1.00 1.00 MEA 410 Leadworker,Pkg. Facility 3.00 3.00 3.00 MEA 408 Mechanic 1.00 1.00 1.00 MEA 403 Pkg. Meter Repair Tech. 1.00 1.00 1.00 NREP 394 Admin.Asst. 1.00 1.00 1.00 MEA 392 Equipment Operator 1.00 1.00 1.00 MEA 387 Pkg. Repair Worker 1.00 1.00 1.00 MEA 386 Cultural Services Aide 1.00 1.00 1.00 MEA 386 Education Coordinator 1.00 1.00 1.00 MEA 386 Preparator 1.00 1.00 1.00 MEA 381 Maintenance Service Worker 1.00 1.00 1.00 MEA 380 Social Worker 1.00 1.00 1.00 MEA 372 Administrative Secretary 3.00 3.00 3.00 MEA 366 Acctg. Tech. III 1.00 1.00 1.00 MEA 361 Volunteer Svcs. Coordinator 1.00 1.00 1.00 MEA 355 Maintenance Worker 1.00 1.00 1.00 MEA 350 Office Specialist-NT 2.50 2.50 2.50 MEA 345 Word Processor, Sr. 1.00 1.00 1.00 MEA 340 Custodian 4.00 4.00 4.00 MEA 339 Office Assistant 11-T 2.75 2.75 2.75 MEA 276 Outreach Assistant 1.50 1.50 1.50 TOTAL AUTHORIZED PERSONNEL 62.75 62.75 62.7511 FNLTO-98.XLS 9/10/97 10:23 AM City of Huntington Beach Annual Budget- Exhibit D PUBLIC WORKS PERSONNEL BY CLASSIFICATION BUDGET BUDGET BUDGET ORGANIZATION RANGE CLASSIFICATION FY 96/97 FY 97/98 FY 98/99 NREP 593 Director Public Works 1.00 1.00 1.00 MEO 570 City Engineer 1.00 1.00 1.00 MEO Deputy City Engineer 0.00 0.50 1.00 MEO 556 Water Operations Mgr 1.00 1.00 1.00 MEO 537 Maint. Operations Mgr. 1.00 1.00 1.00 MEO 531 Traffic Engineer 1.00 1.00 1.00 MEO 515 Superintendent PTL. 1.00 1.00 1.00 MEO 515 Principal Civil Engineer 2.00 3.00 3.00 MEO 504 Traffic Engineer Assoc. 2.00 2.00 2.00 MEO 502 Supervisor, Systems& Programming 0.00 0.50 1.00 MEO 500 Civil Engineer Associate 3.00 2.50 2.00 MEO 493 Supervisor,Tree/Landsc. Maint. 1.00 1.00 1.00 MEO 493 Supervisor,Building Maint 1.00 1.00 1.00 MEO 493 Supervisor Water Production 1.00 1.00 1.00 MEO 493 Supervisor Water Distribution 1.00 1.00 1.00 MEO 493 Supervisor Street/Sewer Maint. 1.00 1.00 1.00 MEO 493 Supervisor Park Maint. 1.00 1.00 1.00 MEO 493 Supervisor Mech. Maint. 1.00 1.00 1.00 MEO 476 Landscape Architect 1.00 1.00 1.00 MEO 476 Contract Administrator 1.00 1.00 1.00 MEA 471 Civil Engineer Assistant 2.00 2.00 2.00 MEA 467 Department Analyst Sr. 3.00 3.00 3.00 MEA 466 Plan Checker P.W. Sr. 1.00 1.00 1.00 MEA 455 Traffic Technician 3.00 3.00 3.00 MEA 455 Survey Party Chief 2.00 2.00 2.00 MEA 455 Inspector Public Works, Sr. 4.00 4.00 4.00 MEA 455 G.I.S. Technician 1.00 0.50 0.00 MEA 455 Engineering Technician 7.00 5.00 5.00 MEA 455 Crewleader Electrical Maintenance 2.00 2.00 2.00 MEA 455 Crewleader Mechancial Maintenance 1.00 1.00 1.00 MEA 455 Crewleader Building Maintenance 1.00 1.00 1.00 MEA 455 Crew Leader, Traffic 1.00 1.00 1.00 MEA 455 CADD Technician 1.00 1.00 1.00 MEA 450 Water Quality Coordinator 1.00 1.00 1.00 MEA 450 Crewleader, Street Maintenance 2.00 2.00 2.00 MEA 450 Crewleader, Street Landscape 1.00 1.00 1.00 MEA 450 Crewleader, Sewer Maintenance 1.00 1.00 1.00 MEA 450 Crewleader Water Production 1.00 1.00 1.00 MEA 450 Crewleader Water Operations 1.00 1.00 1.00 MEA 450 Crewleader Water Distribution 1.00 1.00 1.00 MEA 450 Crewleader Street Trees 1.00 1.00 1.00 MEA 450 Crewleader Pesticide Advisor 1.00 1.00 1.00 MEA 450 Crewleader Park Maintenance 1.00 1.00 1.00 MEA 450 Crewleader Irrigation 1.00 1.00 1.00 MEA 445 Building Maintenance Technician 1.00 1.00 1.00 MEA 436 Vehicle Body Shop Coordinator 1.00 1.00 1.00 MEA 436 Leadworker Water Production 2.00 2.00 2.00 MEA 436 Leadwkr.Mech.Hvy. Duty 1.00 1.00 1.00 MEA 436 Equipment Support Coordinator 1.00 1.00 1.00 FNLTO-98.XLS 9/10/97 10:23 AM City of Huntington Beach Annual Budget- Exhibit D PUBLIC WORDS PERSONNEL BY CLASSIFICATION BUDGET BUDGET BUDGET ORGANIZATION RANGE CLASSIFICATION FY 96/97 FY 97/98 FY 98/99 MEA 434 Inspector Water Service, Sr. 2.00 2.00 2.00 MEA 434 Cross Connection Control Spec 1.00 1.00 1.00 MEA 424 Water Quality Tech 1 1.00 1.00 1.00 MEA 424 Leadworker Streets 4.00 4.00 4.00 MEA 424 Leadworker Water Services Rep. 1.00 1.00 1.00 MEA 424 Leadworker Water Construction 3.00 4.00 4.00 MEA 424 Leadworker Painter 1.00 1.00 1.00 MEA 424 Leadworker Mechanic 1.00 1.00 1.00 MEA 423 Electrician,Traffic Signals 3.00 3.00 3.00 MEA 423 Electrician 3.00 3.00 3.00 MEA 420 Water System Tech III 3.00 3.00 3.00 MEA 420 Telemetry Technician 1.00 1.00 1.00 MEA 420 Mechanic Heavy Duty 3.00 3.00 3.00 MEA 418 Surveyor 2.00 2.00 2.00 MEA 418 Plumber 1.00 1.00 1.00 MEA 412 Sign Shop Technician 1.00 1.00 1.00 MEA 408 Vehicle Body Repair Worker 1.00 1.00 1.00 MEA 408 Mechanic Sr. 10.00 10.00 10.00 MEA 408 Leadworker, Sewer Maint. 2.00 2.00 2.00 MEA 408 Leadworker,Landscape 11.00 11.00 11.00 MEA 408 Leadworker Water 1.00 1.00 1.00 MEA 408 Equipment.Operator H.D. 4.00 5.00 5.00 MEA 408 Carpenter 5.00 5.00 5.00 MEA 403 Leadworker Hydrant/Valve 1.00 1.00 1.00 MEA 403 Leadworker Water Meter Repair 1.00 1.00 1.00 MEA 402 Warehousekeeper 3.00 3.00 3.00 MEA 402 Engineering Aide 1.00 1.00 1.00 MEA 402 Concrete Finisher 2.00 2.00 2.00 MEA 400 Water System Tech II 4.00 4.00 4.00 MEA 397 Bldg Maint.Leadworker 1.00 1.00 1.00 MEA 396 Leadworker,Traffic Striping 1.00 1.00 1.00 NREP 394 Administrative Assistant 1.00 1.00 1.00 MEA 392 Tree Trimmer Aerial 3.00 3.00 3.00 MEA 392 Mechanic, Sewer Pump Sr. 1.00 1.00 1.00 MEA 392 Equipment Operator 23.00 23.00 23.00 MEA 392 Electrical Repair Worker 1.00 1.00 1.00 MEA 392 Chemical Applicator 4.00 4.00 4.00 MEA 392 Auto. Irrigation Worker 3.00 3.00 3.00 MEA 387 Storekeeper 2.00 2.00 2.00 MEA 387 Service Worker 8.00 9.00 9.00 MEA 387 Meter Repair Worker 4.00 4.00 4.00 MEA 387 Mechanic Sewer Pump 1.00 1.00 1.00 MEA 387 Equipment Support Assistant 1.00 1.00 1.00 MEA 381 Traffic Maintenance Worker 4.00 4.00 4.00 MEA 381 Tire Service Worker 1.00 1.00 1.00 MEA 381 Meter Reader Sr 1.00 1.00 1.00 MEA 381 Maint. Service Worker 19.00 19.00 19.00 MEA 381 Building Maintenance Service Worker 2.00 2.00 2.00 MEA 372 Administrative Secretary 4.00 4.00 4.00 FNLTO-98.XLS 9/10/97 10:23 AM City of Huntington Beach Annual Budget - Exhibit D PUBLIC WORDS PERSONNEL BY CLASSIFICATION BUDGET BUDGET BUDGET ORGANIZATION RANGE CLASSIFICATION FY 96/97 FY 97/98 FY 98/99 MEA 365 Customer Service Rep. 2.00 2.00 2.00 MEA 365 Meter Reader 2.00 2.00 2.00 MEA 361 Office Specialist Typing 1.00 2.00 2.00 MEA 354 Maintenance Worker 5.00 5.00 5.00 MEA 340 Custodian 1.00 1.00 1.00 MEA 338 Office Assistant II,Typing 5.50 4.50 4.50 TOTAL AUTHORIZED PERSONNEL 247.50 249.50 249.50 ADMINISTRATIVE SERVICES PERSONNEL BY CLASSIFICATION BUDGET BUDGET BUDGET ORGANIZATION RANGE CLASSIFICATION FY 96/97 FY 97/98 FY 98/99 NREP 585 Chief of Admin. Services 1.00 1.00 1.00 MEO 552 Director of Finance 1.00 1.00 1.00 MEO 531 Personnel Director 1.00 1.00 1.00 MEO 525 Risk Manager 1.00 1.00 1.00 NREP 504 Personnel Manager 1.00 1.00 1.00 MEO 494 Purch./Cntrl. Svcs. Mgr. 1.00 1.00 1.00 NREP 489 Personl Analyst,Prin. 2.00 2.00 2.00 MEO 487 Accountant,Principal 2.00 2.00 2.00 NREP 481 Budget Analyst Sr. 2.00 2.00 2.00 MEA 460 Real Estate Agent 1.00 1.00 1.00 MEA 457 Accountant 5.75 5.75 5.75 MEA 434 Buyer 2.00 2.00 2.00 MEA 402 Printing/Forms Coord. 1.00 1.00 1.00 NREP 394 Administrative Asst. 1.00 1.00 1.00 MEA 386 Accounting Tech IV 1.75 1.75 1.75 MEA 382 Claims Supervisor 1.00 1.00 1.00 MEA 381 Real Property Assistant 0.50 0.50 0.50 MEA 366 Accounting Tech III 3.00 3.00 3.00 NREP 365 Personnel Asst. II 2.50 2.50 2.50 MEA 365 Duplicate Equipment Operator 1.00 1.00 1.00 MEA 361 Med. Claims Processor 4.75 4.75 4.75 MEA 361 Claims Examiner 1.00 1.00 1.00 MEA 355 Stock Clerk 1.00 1.00 1.00 MEA 346 Accounting Tech II 1.00 1.00 1.00 MEA 346 Secretary/Typist 1.00 1.00 1.00 MEA 339 Office Asst.II-Typ. 1.00 1.00 1.00 MEA 328 Office Spclst.Typ. 0.00 0.00 0.00 MEA 326 Inventory Clerk 1.00 1.00 1.00 TOTAL AUTHORIZED PERSONNEL 43.25 43.25 43.25 FNLTO-98.XLS 9/10/97 10:23 AM City of Huntington Beach Annual Budget- Exhibit D POLICE DEPARTMENT PERSONNEL BY CLASSIFICATION BUDGET BUDGET BUDGET ORGANIZATION RANGE CLASSIFICATION FY 96/97 FY 97/98 FY 98/99 NREP 601 Police Chief 1.00 1.00 1.00 PMA 561 Police Captain 4.00 4.00 4.00 MEO 530 Criminalist,Chief 1.00 1.00 1.00 PMA 529 Police Lieutenant 10.00 10.00 10.00 MEO 522 Com.Adm./Info Sys Mgr. 1.00 1.00 1.00 MEO 496 Criminalist, Supervisor 1.00 1.00 1.00 MEO 488 Records Admininistrator 1.00 1.00 1.00 MEO Communications Administrator 0.00 1.00 1.00 POA 484 Police Sergeant* 30.00 30.00 30.00 MEO 481 Criminalist, Sr. 3.00 3.00 3.00 MEO 472 CAD Specialist 2.00 2.00 2.00 MEA 471 Helicopter Technician 1.00 1.00 1.00 MEO 467 Department Analyst Sr. 1.00 1.00 1.00 MEO 467 Senior Crime Analyst 1.00 1.00 1.00 MEA 455 Crewleader,Mech.Maint. 1.00 1.00 1.00 POA 449 Police Officer Sr./Reg. * 179.00 178.00 178.00 MEA 433 Forensic Specialist 2.50 2.50 2.50 POA 426 Communications Supvsr. 6.00 6.00 6.00 POA 426 Detention Officer, Sr. 5.00 5.00 5.00 MEA 423 Communication Tech. 2.00 2.00 2.00 MEA 420 Helicopter Mechanic 1.00 1.00 1.00 MEA 418 Police Photographer 1.00 1.00 1.00 POA 415 Detention Officer/Nurse 3.00 3.00 3.00 MEA 412 Word Processing Coord. 1.00 1.00 1.00 MEA 408 Mechanic Sr. 3.00 3.00 3.00 POA 407 Detention Officer 10.00 10.00 10.00 MEA 402 Service Officer* 9.00 9.00 9.00 MEA 402 Property Officer, Sr. 1.00 1.00 1.00 POA 399 Communications Operator 16.00 16.00 16.00 NREP 394 Admininistrative Assistant 1.00 1.00 1.00 MEA 392 Administrative Aide I 1.00 1.00 1.00 MEA 387 Property Officer 1.00 1.00 1.00 MEA 386 Education Specialist 2.00 2.00 2.00 MEA 381 Crime Analyst 2.00 2.00 2.00 MEA 378 Shift Supervisor 3.00 3.00 3.00 MEA 372 Admin. Secretary 3.00 3.00 3.00 MEA 368 Court Liaison 1.00 1.00 1.00 MEA 368 Civilian Check Invest. 2.00 2.00 2.00 MEA 366 Accounting Tech.III 2.00 2.00 2.00 MEA 365 Service Officer/Lab 1.00 1.00 1.00 MEA 362 Police Alarm Specialist 1.00 1.00, 1.00 MEA 362 Police Specialist 12.00 12.00 12.00 MEA 356 Asst. Comm. Tech. 1.00 1.00 1.00 MEA 355 Parking Control Officer 7.00 7.00 7.00 MEA 351 Police Clerk Sr. 3.50 3.50 3.50 MEA 340 Custodian 3.00 3.00 3.00 MEA 339 Office Asst. II,Typist 1.00 1.00 1.00 MEA 329 Police Records Tech * 21.00 21.00 21.00 TOTAL AUTHORIZED PERSONNEL 366.00 366.00 366.00 FNLTO-98.XLS 9/10/97 10:23 AM City of Huntington Beach Annual Budget -Exhibit D FIRE DEPARTMENT PERSONNEL BY CLASSIFICATION BUDGET BUDGET BUDGET ORGANIZATION RANGE CLASSIFICATION FY 96/97 FY 97/98 FY 98/99 11 NREP 593 Fire Chief 1.00 1.00 1.00 MEO 552 Fire Chief Division 2.00 2.00 2.00 FA 531 Fire Battalion Chief 5.00 5.00 5.00 MEO 495 Fire Marshal Deputy 5.00 5.00 4.00 FA 495 Fire Captain Paramedic 9.00 9.00 9.00 MEO 481 Fire Protection Analyst 1.00 1.00 1.00 FA 473 Fire Captain 21.00 21.00 21.00 MEO 467 Department Analyst Sr. 1.00 1.00 1.00 MEA 464 FireMed Coordinator 1.00 1.00 1.00 MEA 455 Crewldr.Mech. Maint. 1.00 1.00 1.00 FA 449 Fire Protection Specialist 6.00 5.00 5.00 FA 449 Paramedic 33.00 33.00 39.00 FA 441 Fire Engineer 33.00 33.00 33.00 MEA 420 Mechanic,Heavy Duty 1.00 2.00 2.00 FA 418 Firefighter 24.00 24.00 21.00 MEA 418 Emergency Services Coord. 1.00 1.00 1.00 MEA Marketing Coordinator 1.00 0.00 0.00 MEA 416 Fire Education Specialist 2.00 2.00 2.00 MEA 408 Mechanic, Sr. 1.00 0.00 0.00 NREP 394 Administrative Assistant 1.00 1.00 1.00 MEA 372 Administrative Secretary 1.00 1.00 1.00 MEA 361 Office Specialist,Typing 1.50 1.50 1.50 MEA 346 Customer Service Representative 1.00 1.00 1.00 MEA 346 Accounting Tech. II 3.25 2.50 2.50 MEA 345 Word Processor Sr. 1.00 1.00 1.00 MEA 339 Office Assistant Il,Typing 1.00 1.00 1.00 TOTAL AUTHORIZED PERSONNEL 158.75 156.00 158.00 ECONOMIC DEVELOPMENT PERSONNEL BY CLASSIFICATION BUDGET BUDGET BUDGET ORGANIZATION RANGE CLASSIFICATION FY 96/97 FY 97/98 FY 98/99 11 NREP 585 Director,Economic Development 1.00 1.00 1.00 MEO Redevelopment/Housing Mgr. 0.00 1.00 1.00 MEO 514 Project Manager 2.00 2.00 2.00 MEO 473 Assistant Project Manager 3.00 2.00 2.00 MEA 460 Housing Rehab. Manager 1.00 1.00 1.00 MEA 445 Development Specialist 2.00 2.00 2.00 MEA 435 Housing Rehab.Finance Spec. 1.00 1.00 1.00 MEA 434 Code Enforcement Officer 2.00 2.00 2.00 MEA 413 Recreation Leader,Sr. 1.00 1.00 1.00 MEA 413 Human Services Coordinator 1.00 1.00 1.00 NREP 394 Administrative Assistant 1.00 1.00 1.00 MEA 361 Office Specialist, Typing 2.00 2.00 2.00 MEA 276 Outreach Assistant 1.00 1.00 1.00 TOTAL AUTHORIZED PERSONNEL 18.00 18.00 18.00 FNLTO-98.XLS 9/10/97 10:23 AM City of Huntington Beach Annual Budget- Exhibit D COMMUNITY DEVELOPMENT PERSONNEL BY CLASSIFICATION BUDGET BUDGET BUDGET ORGANIZATION RANGE CLASSIFICATION FY 96/97 FY 97/98 FY 98/99 NREP 585 Director, Community Development 1.00 1.00 1.00 MEO 555 Planning Director 1.00 1.00 1.00 MEO 542 Building& Safety Director 1.00 1.00 1.00 MEO 521 Asst. Bldg. Official/Struc. Eng. 1.00 1.00 1.00 MEO 514 Principal Planner 1.00 1.00 1.00 MEO 499 Planner Senior 3.00 3.00 3.00 MEO 499 Inspection Manager 1.00 1.00 1.00 MEO 493 Plan Check Bldg. Sr. 2.00 2.00 2.00 MEO 478 Inspector, Supr. Comb/Strc 1.00 2.00 2.00 MEO 473 Planner Associate 5.00 5.00 5.00 MEA 468 Inspector,Prin.Plmb/Mech 1.00 1.00 1.00 MEA 468 Inspector,Principal Elect. 1.00 1.00 1.00 MEA 468 Inspector III 7.00 7.00 7.00 MEA 455 Plan Checker Sr. 1.00 1.00 1.00 MEA 445 Planner Assistant 4.00 4.00 4.00 MEA 434 Code Enforcement Officer 4.00 3.00 3.00 MEA 412 Permit Supervisor 1.00 1.00 1.00 NREP 394 Administrative Assistant 1.00 1.00 1.00 MEA 372 Administrative Secy. 1.00 1.00 1.00 MEA 355 Construction Permit Aide 3.00 3.00 3.00 MEA 339 Office Assistant 11 2.00 2.00 2.00 TOTAL AUTHORIZED PERSONNEL 43.00 43.00 43.0011 LIBRARY SERVICES PERSONNEL BY CLASSIFICATION BUDGET BUDGET BUDGET ORGANIZATION RANGE CLASSIFICATION FY 96/97 FY 97/98 FY 98/99 11 NREP 556 Library Director 1.00 1.00 1.00 MEO 497 Library Services Manager 1.00 1.00 1.00 MEO 434 Librarian, Senior 3.00 3.00 3.00 MEA 411 Computer Oper. Coord. 1.00 1.00 1.00 MEA 402 Librarian 5.50 5.50 5.50 MEA 395 Principal Library Clerk 2.00 2.00 2.00 NREP 394 Administrative Assistant 1.00 1.00 1.00 MEA 381 Audio Visual Coordinator 1.00 1.00 1.00 MEA 381 Library Assistant 4.75 4.75 4.75 MEA 381 Facilities Maintence Worker 1.00 1.00 1.00 MEA 378 Computer Oper.Asst. 1.00 1.00 1.00 MEA 361 Volunteer Coordinator 1.00 1.00 1.00 MEA 346 Library Clerk, Senior 11.00 11.00 11.00 MEA 340 Custodian 1.00 1.00 1* MEA 337 Literacy Projects Coodinator 1.00 1.00 1.00 MEA 328 Library Clerk 1.00 1.00 1.00 MEA 308 Library Clerk, Special 0.50 0.50 0.50 FF-T�OTAL AUTHORIZED PERSONNEL 37.75 37.75 37.7511 FNLTO-98.XLS 9/10/97 10:23 AM City of Huntington Beach Annual Budget FY 1997/98 Exhibit A Appropriations and Amount of Revised Department/Fund Transfers Out Revision Budget General-Fund Administration $903,939 $903,939 Administrative Sen-ices 2,975,439 2,975,439 City Attorney 1,272,235 1,272,235 City Council 244,735 5,000 249,735 Community Development 3,673,334 3,673,334 City Clerk 460,591 460,591 Community Sen-ices 7,2841545 (5,500) 7,279,045 Fire 16,608,884 16,608,884 Library Sen-ices 2,880,867 101,449 2,982,316 Non-Departmental 14,431,783 27,772 14,459,555 Police 34,232,508 138,209 34,370,717 Public Works 16,600,243 16,600,243 City Treasurer 875,413 875,413 Reduction of Transfer to Supplemental Retirement Fund (80,000) (80,000) Sub-Total General Fund S102,444,515 5186,930 S102,631,445 113tFier Funds Capital Projects Fund $250,000 1,972,000 $2,222,000 Pier Reconstruction 90,000 90,000 Pier Plaza Fund 235,161 157,780 392,941 FEMA Grant 1,121,636 1,121,636 Park Acquisition& Dev. 796,550 300,000 1,096,550 Sewer Fund 1.53011704 42,500 1,573,204 Drainage Fund 5461,896 31,508 578,404 Holly/Seacliff Assessment 3,993,136 3,993,136 Library/Cultural Facilities 285.000 285,000 Federal Seismic Grant 557,632 557,632 Blufftop Park 2.153,876 2,153,876 Water Master Plan 4.877,000 4,660 4,881,660 Water Capital Projects 269.313 269,313 Civic Improvement Corp. 2,825,000 2,825,000 HBPFA 3.370,000 3,370,000 Resen-oir Hill 150,300 150,300 Mello Roos 245.500 245,500 Water Utility 28.512,446 81,174 28,593.620 Fire-Medical Fund 3,175,872 3,175,872 Certified Unified Program AgencN 166.798 166,798 Systems Enterprise Fund 133,962 1331,962 Emerald Core Housing 864.561 864,561 Library Service Fund 463,971 463.971 Public Communications 389.628 389,629 Art Center Fund 399.418 399.418 Refuse Fund 8.730,859 8,730,859 Self Insurance Fund 11.251,432 (69,489) 11,181,943 Self Insurance/Legal Fund 69,489 69.489 RC;TRFg9Q k"[ C 9/9/97 4:03 PM City of Huntington Beach Annual Budget FY 1997/98 Exhibit A Ton't.) Appropriations and Amount of Revised Department/Fund Transfers Out Revision Budget Utfier Funds Equip. Replacement Fund 2,572,811 21,572,811 800 Mhz Fund 2,337,712 2,337,712 Redevelopment Tax Increment 4,840,243 41840,243 Redevelopment-Projects 2,255,813 2,255,813 Low Income Housing 1,316,063 1,316,063 Redevelopment-Legal 200,000 200,000 Gas Tax Fund 3,303,576 3,303,576 Measure M 3,090,477 298,695 3,389,172 Traffic Impact Fund 172,025 142,259 314,284 GMA 46 Fund 1,400,672 5,208 1,405,880 OCTA/ SIP Fund 214,833 214,833 HES-Federal Grant Fund 356,000 356,000 Library Grants 49.650 49,650 Narcotic Forfeiture Fund 425,929 425,929 Police Community Relations 25,000 25,000 Jail Donations Fund 15,000 15,000 Air Quality 98,260 98,260 COPS More'95 Grant 107,575 388,209 495,784 COPS More'96 Grant 0 271,993 271,993 Police SHO Grant 127,314 127,314 Bureau of Justice 96 Grant 191,550 191,550 Bureau of Justice 97 Grant 184,593 184,593 Supplemental Law Grant 4351,605 435,605 Police Special Training 20,000 20,000 Fourth of July 189,150 189,150 CDBG Fund 3,5131.773 3,513,773 Sub-Total Other Funds S104,899,764 S3,626,497 S108,526,261 Total City Appropriations S207,344,279 S3,813,427 S211,157,706 Exhibit A-1 Revenue a Amount 0J Rev-is-eff Fund Title Transfers In Revision Rev./Trap. General Fund $102,450,470 21,580 $102,472,050 Holly Seacliff 400,000 400,000 FEMA Grant 1,121.636 1,121,636 Federal Seismic Grant 557.632 557,632 Blufftop Park Grant 2,153,876 2,153,876 Pier Plaza Fund 100.000 100,000 Capital Projects Fund 50.000 50,000 Water Facilities 5,700,000 5,700,000 Library Development 294.000 294.000 Pier Rebuilding 180,000 180,000 Park Acquisition &, Dev. 215,000 215.000 Sewer Fund 285,000 285,000 Drainage Fund 1,052.000 1,052,000 Flood Fund 4,000 4,000 RC1TT?P(Z0R 1' c 9/9/97 4:03 PM Ices. No. 97-66 STATE OF CALIFORNIA ) COUNTY OF ORANGE ) ss: CITY OF HUNI'INGTON BEACH ) I, CONNIE BROCKWAY, the duly elected, qualified City Clerk of the City of Huntington Beach, and ex-officio Clerk of the City Council of said City, do hereby certify that the whole number of members of the City Council of the City of Huntington Beach is seven; that the foregoing resolution was passed and adopted by the affirmative vote of at least a majority of all the members of said City Council at an regular meeting thereof held on the 15th day of September, 1997 by the following vote: AYES: Harman, Dettloff, Bauer, Sullivan, Green, Garofalo NOES: None ABSENT: Julien City Clerk and ex-officio Clerk of the City Council of the City of Huntington Beach, California G/resoIuti/resbkpg/97-39 %• i' CITY OF HUNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH Memorandum DATE: September 9, 1997 To: RONALD E. LOWENBERG, Chief of Police FROM: JIM MOORE, Budget & Research Manager RE: Budget Addendum for COPSMORE `95 & 96 Grants Two corrections to the COPSMORE `95 Grant will be included in the budget addendum. The first is a required $63,209 Huntington Beach match for the grant. This match was omitted because the COPSMORE `95 Grant will be concluding in FY97/98 and some of the expenses of this grant have been forwarded to the SHO Grant. During the preparation of the budget and the SHO Grant application and acceptance process, it wasn't known how much money would be necessary. The other change to the COPSMORE `95 Grant is the need for an additional $75,000 in equipment. This federal grant, along with the required local matches, is providing funding for the multi-agency Jail Booking System. It has been determined that Huntington Beach's portion of the system cost will increase by the above amount to replace obsolete equipment and unanticipated cost overruns. Original estimated cost at the inception of this grant was $451,000. This represents a 16.6% cost increase from the projection established three years ago. Knowing of these impending cost increases in next year's budget, the department implemented further operational expenditure controls this fiscal year. As a result, the department will save an estimated $250,000 this year in operating that will be returned to fund balance. This will be sufficient to cover the increased costs of both COPSMORE `95 budget revisions next year. COPSMORE `96 is a grant award received during FY96/97. The department submitted a waiver of the required 25% local match and waited until confirmation before requesting council approval and inclusion in the budget. The waiver has been granted and the grant total is $271,993 for report writing software (100% federal reimbursement). 'iC.sL,�c-u"t!G+4r°t?'t.CGtG+.✓� f"%' G+'1 RCA ROUTING S INITIATING DEPARTMENT: ADMINISTRATIVE SERVICES SUBJECT: ADOPTION OF BUDGET COUNCIL MEETING DATE: September 15, 1997 RCA ATTACHMENTS STATUS Ordinance (w/exhibits & legislative draft if applicable) Not Applicable Resolution (w/exhibits & legislative draft if applicable) Attached Tract Map, Location Map and/or other Exhibits Not Applicable Contract/Agreement (w/exhibits if applicable) (Signed in full by the City Attorney) Not Applicable Subleases, Third Party Agreements, etc. (Approved as to form by City Attorney) Not Applicable Certificates of Insurance (Approved by the City Attorney) Not Applicable Financial Impact Statement (Unbudget, over $5,000) Not Applicable Bonds (If applicable) Not Applicable Staff Report (If applicable) Not Applicable Commission, Board or Committee Report (if applicable) Not Applicable Findings/Conditions for Approval and/or Denial Not Applicable EXPLANATION FOR MISSING ATTACHMENTS REVIEWED RETURNED FORWARDED Administrative Staff ( ) ( ) Assistant City Administrator (Initial) ( ) ( ) City Administrator (Initial) ( ) City Clerk ( ) EXPLANATION FOR RETURN OF ITEM: RCA Author: Page 2 - Council/Agency Agenda - 09/08/97 Page 2 Roll Call Julien, Harman, Dettloff, Bauer, Sullivan, Green, Garofalo [Present -- Bauer: Absent] Late Communications Announced By The City Clerk Public Comments [Three speakers in support of youth sports funding; request assistance regarding vandalism to lighting control boxes Speaker opposed to water for Koll Company] (City Council) PUblir Hearin (Continued Open From September 2. Stud Session I- Proposed City Budget For Fiscal Years 1997/98 & 1998/99 (320.20) Communication from the Deputy City Administrator-Administrative Services Director. Public hearing to consider the City Budget for fiscal years 1997/98 and 1998/99. The proposed Budget for fiscal year 1997/98 totals $207,344,279 including proposed General Fund Expenditures of$102,444,515. The proposed budget for fiscal year 1998/99 totals $193,683,262 including General Fund Expenditures of$103,897,558. The complete Preliminary, Two-Year Budget proposal can be reviewed by the public from 8:00 a.m. to 5:00 p.m., Monday through Friday in the City Clerk's Office at City Hall, 2000 Main Street, Huntington Beach. Copies of the proposed budget are also available for public review at the City's Central Library located at 7111 Talbert Avenue (Goldenwest Street and Talbert Avenue) and all branch libraries. Copies of the Preliminary Budget Message and Summaries may be obtained by the public, free of charge, at the aforementioned locations. 1. (City Council) Library Opening On Sunday Communication from Deputy City Administrator-Administrative Services submitting alternative methods to finance normal library services for four hours each Sunday. ****('APPROVED ALTERNATIVE#1 WHICH PROVIDES FOR FOUR SUNDAY LIBRARY SERVICE HOURS COSTING $101,449 WITH FINANCING OF$21,580 IN SUNDAY REVENUE AND BY REDUCING THE TRANSFERS TO RETIREMENT SUPPLEMENT FUND BY$80,000 PER YEAR. 2. (City Council) Youth Sports Grants Program/Huntington Central Park Urban Forest Communication from the Community Services Director regarding staff's recommendation to reprioritize the proposed Park Acquisition & Development fund to increase the sports fields grants program from $50,000 per year to $150,000 per year, and delete the acquisition of small lots at the Ellis/Goldenwest neighborhood park site and the Urban Forest area of Huntington Central Park until such time as an alternative funding source can be identified. [Report and discussion -- Straw Vote 1(a) as modified 6-0 (Bauer. Absent) (Reprioritize the Park Acquisition Development recommended expenditures by decreasing the allocation for acquisition of small lots for Huntington Central Park)]] (2) Page 3 09/08/97 - Council/Agency Agenda - Page 3 3. (City Council/Redevelopment Agency) Downtown Hardscape (Sidewalks) Cleaning Costs Communication from the Deputy City Administrator-Administrative Services regarding staff's recommendation that if the City Council approves this additional cleaning of public rights-of- way hardscape areas, the recommended method of funding this additional expense is to increase the repayment of debt from the Redevelopment Agency to the City General Fund by $18,000 for 1997198. [Straw vote as underlined-- 3-3: failed (Dettloff, Harman, Sullivan: No; Bauer: Absent)] 4. (City Council) Fiscal Year 1997198 City Budget Addendum Communication from the Deputy City Administrator-Administrative Services transmitting a listing of additional items which need to be added to the 1997/98 budget. These items consist of carry-over of prior year approved projects/expenses, corrections of errors in the preliminary budget, and additional budget requests such as the $1.8 million list of Capital projects and $250,000 for the Park Acquisition and Development Fund. 5. (City Council) Budget Study Session Follow-Up Information Items Communication from the Deputy City Administrator-Administrative Services transmitting additional information on a variety of topics as requested by Council at the August 25, 1997 Study Session: [Budget Addendum be incorporated into the budget-- 5 - Ayes, Harman - No (Bauer: Absent)] 1. Percentage Increases by Department - General Fund 2. Percentage Increases - Salary & Benefit Costs - General Fund 3. Sales Tax and Property Tax Comparisons 4. Community Services - Program Expenditures vs. Revenues For 5 Years, Fiscal Year 1997/98 Through 2001/02 5. Projected Fund Balances - October 1. 1997 6. Alarm Permit and False Alarm Information - Police Department Report [Direct Alarm renewal fee be reduced to $20 for those who have no false alarms and reduced to $15 for low income and seniors -- 6-0 (Bauer: Absent)] 7. Report on Budget Implications for Southern California Edison Power Plant Sale Issues 8. Budget Follow-Up Resort Re: Municipal Pier Maintenance 9. Report Re: South Beach Improvement Project City Owned Beach Parking Lots, Beach Restrooms, Bicycle/Pedestrian Paths. Landscaping etc. 10. Report Re: Questions Raised by Councilmember Garofalo at the September 2, 1997 Council Meeting Re: Water Fund Revenue (3) Page 2 - Council/Agency Agenda - 09/08/97 Page 4 [The Fire Chief presented a document showing the population and number of units in Sunset Beach and gave to Council and City Clerk.] COUNCIUAGENCY ADJOURNMENT: To Monday, September 15, 1997, at 5:00 p.m. in Room B-8, Civic Center, 2000 Main Street, Huntington Beach, California. CONNIE BROCKWAY, CITY CLERK City of Huntington Beach 2000 Main Street - Second Floor Huntington Beach, California 92648 (714) 536-5227 (4) CITY OF HUNTINGTON BEACH INTERDEPARTMENTAL COMMUNICA TION TO MAYOR AND CITY COUNCIL FROM: MICHAEL T. UBERUAGA, City Administrator SUBJECT: Budget Study Session DATE: September 5, 1997 Please bring your budget documents with you to the September 8, 1997 Study Session (5 p.m.), including the binder of Supplemental Information that was distributed for the August 25, 1997 Budget Study Session. The agenda for review of budget topics on September 8, 1997, is as follows: 1. Library opening on Sunday 2. Youth Sports Grants/Urban Forest 3. Downtown cleaning costs: 1997/98 4. Budget Addendum 5. Follow-up Information Items 6. Comments/Questions. BDGTSTDY.DOC 09/05/97 9:08 AM AGENDA ITEM # 1� CITY OF HUNTINGTON BEACH Inter-Departmental Communication Huntington Beach TO: Michael T. Uberuaga, City Administrator FROM: Robert J. Franz, Deputy City Administrato SUBJECT: LIBRARY OPENING ON SUNDAY DATE: September 5, 1997 The cost of opening the Library for four hours on Sundays and providing normal Library services is $101,449 with offsetting estimated revenue of $21,580 for a net cost of $79,869 per year (see attached summaries). Following are alternative methods to finance an additional $79,869 in the two year budget. 1. Reduce the transfers to the Retirement Supplement Fund by $80,000 per year. 2. Increase the repayment from the Redevelopment Agency to the City by $80,000. 3. Reduce Expenses in the Library Department by $80,000 per year. 4. Reduce expenses in other City Departments by $80,000 per year. The above alternatives are listed in order of preference to City staff, with alternative 1 having the leaWimpact and, therefore, being more desirable than the other alternatives. 0027598.01 09/05/97 9:50 AM Summary: The City Council directed the Library staff to conduct a feasibility study on restructuring hours to open the Central Library on Sunday. Staff has provided four options. Options I - 111 involve reducing existing Library hours to accommodate increased Sunday costs and requires the "meet and confer" process. Option IV, with limited services costing $73,061, maintains existing hours, adds four limited operating hours, avoids meet and confer issues by hiring recurrent employees, and identifies $52,017 in offsetting revenue ($21,044 shortfall). However, some of this revenue may be short term and would go into the General Fund regardless of Sunday operation. The Library Board recommends funding of full services costing $101,449. Background: On April 7, 1997, the City Council directed the Library staff to conduct a feasibility study on restructuring Library hours to open the Central Library on Sunday. Additionally, the City Council asked that the Sunday hours be added within the existing budget. On June 2, 1997, the City Council, after considering five options for Sunday operations, selected option V by directing staff to refer the issue to the FY 1997-98 budget discussion. Analysis: Prior to considering adding Sunday hours, it is important to know that the Central Library already reduced operating hours from 72 to the current 60 by eliminating Monday morning and Friday/Saturday evenings. Consequently, the operating hours have been condensed. Reducing additional existing hours will impact patrons and existing services. Also, the Library's budget has been reduced by $338,212 (11%) and permanent staff has been reduced by 15% without reducing services. (See Attachment #2 "Library Budget / Permanent Position Reductions.") Current Library staff cannot be transferred to Sunday operation without impacting existing operating hours and services. Therefore, to provide Sunday hours and accomplish it within the existing budget, either the current hours must be reduced or additional operating revenue must be identified. Personnel and operating costs/service level options were categorized along with scheduling/funding options based on four hours of operation. (See Schedule#3 "Options"): A. Limited services - no reference and children's librarians costing $73,061. B. Basic services - all in limited services, reference and children's librarians costing $86,585. C. Regular services (Library Board Recommendation)- all in basic services + literacy, story hour, additional security and librarians costing $101,449. Options: To add Sunday hours without increasing the current budget, the Library staff primarily analyzed four options. Other options were also considered including Library staff voluntarily changing their schedules (See Attachment#4: Library Director memo dated 5/12/97), closing the Library branches an additional day, closing Fridays, and increasing the, Library Development Fee. (See attachment#5 for Summary of Options/Impacts.) The four options are: OPTION 1: Eliminate four Tuesday morning hours and add four Sunday hours. (See Attachment#6: "Option I Schedule" for staffing and meet and confer requirements.) OPTION II: Eliminate five Thursday evening hours and add five Sunday hours. (See Attachment#6 "Option II Schedule" for staffing and meet and confer requirements.) OPTION III: Add six Sunday hours by eliminating two hours Tuesday - Thursday morning. (See Attachment 46 "Option III Schedule" for staffing and meet and confer requirements.) Impacts - Options I, II & III: Reduce existing hours to add Sunday hours, involve meet and confer issues, and require Library staff to work split shifts and six days a week. For a complete list of Impacts and Challenges, please see Attachment#7: "Impacts." OPTION IV: Adds four Sunday hours and identifies funds using estimated savings from Library related programs and Sunday generated revenue. (See Attachment #8: "Using Library Associated General Fund Savings and Sunday Revenue.") : ESTIMATED COSTS: ® $73,061 Estimated Limited Sunday service costs ♦ $30,940 operating costs ♦ $42,121 personnel costs ESTIMATED REVENUE • $52,017 Estimated savings & Sunday revenue ♦ $21,580 from Sunday fines, fees,nonresident fee, PCs, CDs, vendors ♦ $26,200 from postage savings due to Library's new overdue computer ♦ *$4,237 from the Calif. Teleconnect Fund: Telecommunication discount Shortfall $21,044 (*see Attachment#9-Discounted Telecommunications Rate Information) Impacts - Option IV: Maintains current hours and Library staff morale and adds four Sunday hours. However, these estimated savings would go into the General Fund regardless of Sunday operation. Additionally, these savings be short-term. Therefore, the General Fund would be obligated to fund the Sunday operation without offsetting savings. Attachments: 1. Library Board Action 2. Library Dept. Budget/Permanent Positions Reductions 3. Options - Sunday Operation at the Central Library and Cultural Center 4. Library Director memo dated 5/12/97 5. Summary- Options/Impacts for Sunday Operation 6. Sunday Scheduling Options 7. Impacts 8. Library Associated General Fund Savings/Sunday Revenue & Sunday Revenue Projections 9. Discounted Telecommunication Rates Information AGENDA ITEM # 2 i ®� !' CITY OF H`JNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH To City Council via City Administrator From Ron Hagan, Director, Community Services Date September 5, 1997 Subject Budget Study Session Follow-Up I. YOUTH SPORTS FIELDS GRANT PROGRAM Staff has recommended $50,000 of Park Acquisition & Development funds as the annual amount for youth sports fields grants. Save Our Kids organization has requested Council increase the allocation to $150,000 a year. By a unanimous straw vote of Council, staff was asked to present alternative ways for the city to increase the funding for the youth sports fields grant program. While staff has not been able to determine any new revenue sources for this purpose, we can recommend three alterna- tives: a) Reprioritize the PA&D recommended expenditures by de- creasing the allocation for acquisition of small lots for Huntington Central Park and Ellis/Goldenwest neighborhood park. b) Reprioritize the Community Development Block Grant capital projects. c) Reprioritize the General Fund capital improvement program for 1997/98 and commit to $100,000 each year for the future years' sports grants program. ANALYSIS Alternative a) would result in extending the time frame for acquisi- tion of property and development of the urban forest in Huntington Cen- tral Park and the Ellis/Goldenwest neighborhood park. The noncity- owned small lots will not, however, be developed for other than park purposes as they have been zoned public land. Also, it is not plausible that anyone would be able to assemble the five contiguous acres which are required for development. .y Alternative b) would result in the cancellation or delay of already approved CDBG capital projects. The process for this year's CDBG allo- cations has been completed. If at the end of this year there are projects that have not been completed (or the contingency has not been used), the funds could be reallocated. However, there are some restric- tions, e.g., the field projects proposed need to be in a project area or be of benefit to low/moderate income participants. CDBG funds could be looked at next year (1998/99) as a supplement to PA&D funds. Alternative c) would mean cancellation or delay of the highest priority capital improvement projects as determined by a consensus of department heads. While staff believes the sports fields grants program is extremely important, the recommended capital improvements represent critical needs that must be addressed. Therefore, staff does not recom- mend reprioritizing the General Fund CIP. Staff still believes that the budget should be approved as proposed because it represents a fairly distributed allocation of PA&D funds for the city's highest priority park and recreation projects. However, if City Council wishes to make the sports fields grant program a higher priority than lot acquisition, staff would support this alternative. If the proposed 1998 State Park Bond Issue is approved by the vot- ers in November 1998, the city will receive an estimated $275,000 per year for park projects. The city could use this funding to finance debt to recon- struct and improve school sports fields. An agreement would be needed with the school districts to properly maintain the fields if the city did the one-time renovation. Under this scenario, the PA&D fund could be used to complete the acquisition of small lots for Ellis/Goldenwest neighbor- hood park and the urban forest area of Huntington Central Park. Staff recommendation: Reprioritize the proposed PA&D fund to increase the sports fields grants program from $50,000 per year to $150,000 per year, and delete the acquisition of small lots at the Ellis/Goldenwest neighborhood park site and the urban forest area of Huntington Central Park until such time as an alternative funding source can be identified. II. HUNTINGTON CENTRAL PARK URBAN FOREST Council has approved the Huntington Central Park master plan calling for approximately seventy acres of undeveloped property com- monly known as Edwards hill to be developed as an urban forest. The r program level EIR has determined that the site contains Native American artifacts and possible remains, and that it may be contaminated by pre- vious oil operations. The cost to do an archaeological study and soils analysis to determine what mitigation, if any, is necessary to proceed with the urban forest is $60,000. Staff is not recommending reprioritization of PA&D funds to proceed with these studies at this time. Council would like to see a five-year time frame for completion of the EIR, acquisition of the remaining small lots, and mitigation and preparation of the site for the future urban forest and trail development. Unfortunately, the plan to develop an urban forest with hiking/equestrian trails, viewpoints and lookouts is NOT revenue pro- ducing. Therefore, it will be necessary to proceed with this project with funds generated from either the PA&D fund or state and federal grants. Staff has not applied for grants for this project because it has been Council's direction in the past that the south beach master plan, the Huntington Central Park sports complex, school sports field improvements, and the Bartlett Park master plan have higher priority for grant applica- tions. There are also other Council projects competing for funding includ- ing the reconfiguration of Edison and Murdy Community Parks for youth sports when the adult sports are moved to the Huntington Central Park complex; the development of Sully-Miller Lake as a fishing and picnic site; and, the completion of Bluff Top Park between Goldenwest Street and Seapoint Avenue. The urban forest project along with the above men- tioned projects are all important to the community and, should the 1998 State Park Bond issue pass, Council will have to determine the priority for grant applications. If the State Park Bond fails, the city will have to con- tinue a pay-as-you-go program for acquiring and developing these proj- ects through the use of PA&D funds. RH:cr #j4 { CITY OF H NTINGTON BEACH INTERDEPARTMENTAL COMMUNICATION . Office of the City Clerk TO: Mayor and City Council FROM: Connie Brockway, City Clerk DATE: September 8, 1997 SUBJECT: LATE COMMUNICATIONS TO THE CITY COUNCIL Attached are the late communications to the City Council received after distribution of the Agenda Packets: Public Hearing 2. Communication from Paul McLeod, North Huntington Beach Futbol Club, Former Commissioner, AYSO HB Region 143; Former Board member, HB Girls Softball; Former Youth Coach, Murdy Park; Booster, Marina High School Athletics; and A Founder, Save Our Kids, dated September 8, 1997 in support of the $150,000 annual youth sports funding allocation. g:agmisc\latecomm m Af XT Pm jg 1162111M It Jill al atO only the facts factual date: 917/97 To: Honorable members, Huntington Beach City Council From: Paul McLeod, North Huntington Beach Futbol Club Former Commissioner, AYSO HB Region 143 Former Board member-, HB Girls Softball Former Youth Coach, Murdy Park Booster, Marina HS Athletics A. Founder, Save Our Kids Re: $150,000 annual youth sports funding allocation We see the cotmcil's support for this issue as long overdue and a much-needed first step in solving the growing dilemma of fewer and inadequately maintained sports facilities for the 50,000+ youths in this city. The city's playing fields are precious and dwindling and we have much more work to do together in the future. Therefore, we conuriend your speedy action on Monday, Sept. 8, in voting to approve this allocation and we look forward to working with the city on this first step to help put said finding to its best possible use. �'v z <c-) LO CD U1 L-0 G�J� AGENDA ITEM # 3 CITY OF HUNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH TO: MICHAEL T. UBERUAGA, CITY ADMINISTRATOR FROM: ROBERT J. FRANZ, DEPUTY CITY ADMINISTRA t ADMINISTRATIVE SERVICES SUBJECT: DOWNTOWN CLEANING COSTS DATE: SEPTEMBER 5, 1997 As indicated in the attached memorandum, $18,000 would need to be added to the General Fund budget for 1997/98 if the City Council approves this additional cleaning of public right of way hardscape areas. If approved, the recommended method of funding this additional expense is to increase the repayment of debt from the Redevelopment Agency to the City General Fund by $18,000 for 1997/98. RJF:bpo attachment 27599.01 9/5/97 3:05 PM e CITY OF HUNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH MEMORANDUM TO: Michael T. Uberuaga, City Administrator VIA: Les M. Jones 11, Director of Public Works FROM: Daryl D. Smith, Superintendent of Park, Tree and-Landscape Division SUBJECT: F.Y.B. 1997/98 FUNDING FOR SITE SPECIFIC DOWNTOWN HARDSCAPE CLEANING The City Council Downtown Committee has recommended to City Council that the 1997/98 Fiscal Year Budget include funding for cleaning specific public right-of-way hardscape areas for an estimated cost of$18,000.00. These funds will provide for sixteen (16) high pressures water scrubs during 1997/98. Should the Council direct this funding, staff will prepare plans and specifications for solicitation of bids to accomplish the work. Costs will be reduced should improvements occur at locations whereby License Agreements are issued to businesses requiring the Licensee to maintain the right-of-way. Public Works will continue to work with Licensees using public right-of-way for outdoor dining and require them to clean the hardscape at their businesses coincidentally with the City's program once we have established a schedule. Should their be any questions please call me. DDS:ds cc: Ray Silver, Assistant City Administrator Daryl D. Smith, Superintendent of Park, Tree and Landscape Division John Van Oeffelen, Tree and Landscape Maintenance Supervisor Attachment: Location Map of Proposed Work Orange Avenue HARDSCAPE CLEANING 5 ,5 7 50' E0• ,J7 50 U t,7 50 75, n7 50' 28 27 _ 25 27 —�— '25 17 1 2E h ,5 n 25 O -- ------`E —————— --- f--=5 25 SJ.O — -- no 7750• 23 2a :r 23 1C o_— 2� _2� 13 _ `G3 _— / 23 24 2? 27 �= 22 21 ° —� 21 WSJ• 03) BLK._ 305 11 pc — ———— _2 ------ - - —�_— —_ �'BLKo ; 304 9 _--�( K. io :303 -UTP4 s -2 EACH Olive Avenue - ———�-0— IS ————C—— — .Oa E�SJ' - ——— '1527 — 25� _ _ - -�J--- TRACT I y" I M1 '1 _ -=^SEC" /-�._-2.=:-2'3 } 2 27 J _ i 2.4 \ 205 51tBL K_ 7 04r 4 N 0750' n5• L - l3 .0 7� 15 75 LlJ !2 _ 11 m• L� .i •� 5C _ •J; 50 4 3 d a t �. �� .. �. _ 50 p 2 .. 5c' E350' •a n'. _ - walnut Avenue 7y nl3- io75• ,o i+ n —— A 2626 27 r 16 25- -- -- 25 TRACT — _-- —24 23 -- , � 2J 5 BLK _ 24 - 27 . --�_ 103 22 _ _20 19_ -- ----=1 n 79 to 3 70 fE Ft 17 7 m•T LO' 21 • 3 16 ,5 • . - . \/ t5 /5 ' 7s•: •. \,/ 16 �' 17 1 -----^ ,--�— —L---- LIM. 7760 AC. 14 1.3 1, 1J P.M. 275-1 _ -a — ^ - „''. --12 /7 — 107,•-- - -- 3 12 11 --___ ._ 2 7 10 9 B I-7 1 6 5 ' 4 J 2 1 ., 0 9 8 o N Srr=?fit a 1 I 1 In. �.6.97 25•t s• 61 `I 1 17 s I I I B K.I . 1 U� u 8L {10�#. 23 I 154 1 1 ,. 1� _• t1 .'.1 :I 1 1 1a.1v1-1 .`� I . I [7 4'` ', - No. 13722 IBBACHI — ,os•. J, 75' 7S".. Y5' � 35' C• { I _ 3t;e• ,o.p Pacific Coast Highway p AGENDA ITEM #4 CITY OF HUNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH TO: MICHAEL T. UBERUAGA, CITY ADMINISTRATOR FROM: ROBERT J. FRANZ, DEPUTY CITY ADMINISTRAT ADMINISTRATIVE SERVICES SUBJECT: BUDGET ADDENDUM DATE: SEPTEMBER 5, 1997 Attached is a listing of additional items which need to be added to the 1997/98 budget. These items (Budget Addendum) consist of carry-over of prior year approved projects/expenses, corrections of errors in the preliminary budget, and additional budget requests such as the $1.8 million list of Capital projects and $250,000 for the Park Acquisition and Development Fund. RJF:bpo attachment 27604.01 9/5/97 11:01 AM City of Huntington Beach 57��,�� Annual Budget FY 1997/98 Exhibit C ADDENDUM TO PROPOSED BUDGET PX 1997/98 Appropriation Fund / Revision Funding Department Description 1997/98 Source Revisions to General Fund Appropriations: City Council Membership fee; Orange Co. Human Relations Council $5,000 General Fund Non-Departmental Information Systems Division Equipment: LAN/CD-R 27,772 Carry-Over Community Services Reduce incorrect recommended amount (7,000) Total Revisions to General Fund Appropriations: $25,772 Revisions to Other Fund Appropriations: Park Acquisition and Park Playground Equipment 250,000 Carry-Over Development Fund Park Playground Equipment 250,000 Park Acq./Dev. Ellis/Goldenwest Tract#306 Acquisition 50,000 Carry-Over Capital Projects Fund Optical Disk System 172,000 Carry-Over Underground Tank Removal Project 1,445,000 CIP Fund Mainframe Migration Project 205,000 CIP Fund Fire Station Roof 16,000 CIP Fund Crime Lab Expansion 90,000 CIP Fund Jail Floor Restoration 25,000 CIP Fund Civic Center Air Conditioner Improvements 10,000 CIP Fund Library Computers 9,000 CIP Fund Water Fund Geographic Information System Project 6,174 Carry-Over Fiber Optics Program 75,000 Carry-Over Sewer Fund Geographic Information System Project 42,500 Carry-Over Self Insurance Legal Preliminary Budget error(in totals) (69,489) BGTRES98.XL,S 9/5/97 10:40 AM A City of Huntington Beach Annual Budget FY 1997/98 Exhibit C ADDENDUM TO PROPOSED BUDGET FY 1997/98 Appropriation Fund / Revision Funding Department Description 1997/98 Source Revisions to Other Fund Appropriations: Drainage Fund Geographic Information System Project(Carry-over) 8,008 Carry-Over Flounder Pump Station(Carry-over) 23,500 Carry-Over Pier Plaza Fund Pier Plaza Construction(Carry-over) 157,780 Carry-Over Water Master Plan Beach Blvd. Downtown Pipe(Carry-over) 4,660 Carry-Over GMA #6 Fund 3 Traffic Signals(Carry-over) 5,208 Carry-Over Measure M Talbert Rehabilitation(Carry-over) 18,695 Carry-Over Yorktown Ave. Vertical Realignment(Carry-over) 280,000 Carry-Over Traffic Impact Geographic Information System Project(Carry-over) 17,259 Carry-Over Nexus Study(Carry-over) 125,000 Carry-Over COPS MORE '95 Capital&Equipment 250,000 Carry-Over COPS MORE '96 Capital&Equipment 271,993 Carry-Over Total Revisions to Other Fund Appropriations: 3,738,288 General Fund-Revisions to Revenues: General Fund- Total Revisions to Revenues: 0 Other Funds-Revisions to Revenues: Art Center Fund Preliminary Budget error(in totals) 25,000 Fire Med Fund Preliminary Budget error(in totals) 20,000 COPS MORE'95 Grant New Funding 250,000 COPS MORE'96 Grant New Funding 271,993 Other Funds- Total Revisions to Revenues: 566,993 BGTRES98ALS 9/5/97 10:40 AM AGENDA ITEM :# 5 RECEIVED FROM `r- -6^ �" AND MADE A FART dF�RECO AT THE COUNCIL MEETING OF OFFICE OF TH, CITY CL RK CONNIE EROCKWAY,CITY CLERK EE G Sewer Maintenance Fee Program City of Huntington Beach The Huntington Beach Sewer System ■ Provides transportation to a treatment plant using — 560 miles of pipeline — 28 lift stations — 10,000 manholes ■ Is separate from the Storm Drain System ■ Most of the water used in Huntington Beach becomes sewer water z 6/23/97 Sewer Maintenance Fee Proposal 1 How the Sewer System Works ® Sewer waste flows by gravity through the pipelines ® Lift Stations are used to pump waste when gravity flow is no longer possible ® Manholes provide access to clean and repair the pipelines 3 Requirements of the System ® The sewer system must be operational at all times ® Maintenance and repairs must be performed at regular intervals ■ Budgetary constraints have rendered current maintenance levels inadequate 4 6/23/97 Sewer Maintenance Fee Proposal 2 I Deferred Maintenance (current level of service) ® Reduces system dependability ® Accelerates deterioration of the system ® Increases cost of operation 5 Health and Safety concerns ® Many illnesses and diseases actively reside in the sewer system ® Deteriorated sewer systems pose a potential public health threat through leakage ® Deteriorated sewer systems also pose a health threat to maintenance personnel 6 6/23/97 Sewer Maintenance Fee Proposal 3 1 Major System Problems ® Current videos reveal pipeline failures throughout the City, and, extensive salt water intrusion • Lift stations are at or beyond recommended capacity and design life ® Many manholes must be rebuilt to ensure safe entry Monthly Sewer Fee Options Amount Results $3.39 Funds 33% of needs $5.39 Funds 66% of needs $7.36 Funds full needs Any amount less than $7.36 /mo. defers a portion of the needed maintenance, repair and replacements. 8 6/23/97 Sewer Maintenance Fee Proposal 4 r' Proposed sewerFee ® $3.39 per month will generate a projected $3.3 million in annual revenue ® Will fund all direct and indirect expenses ® Includes selected major repairs to damaged/ failing facilities 9 Estimated Monthly sewer Fee (at proposed level) Typical Residence $3.39 (3/4" meter) 25 Unit Apt Bldg. $34.79 (2" water meter) Commercial Bldg. $227.23 (6" water meter) io 6/23/97 Sewer Maintenance Fee Proposal 5 Comparative Residential Sewer Fees C V Per Month Anaheim $ 0.89 Costa Mesa 1 .92 Newport Beach 3.60 Fullerton (25% of water bill) 6.75 (est) Seal Beach (22% of water bill) 5.94 (est) (Cities using OCSD treatment facilities) Conclusions ® Our Sewer System is failing ® Funding sources for long term replacement are being reviewed as part of the IIMP ■ Alternative funding sources are not available at this time or in the immediate future ® Immediate funding is necessary to initiate needed repairs and maintenance 12 6/23/97 Sewer Maintenance Fee Proposal g rPipeli* neWTT aSteWate Problems less than 25 years old ILy 0- 01.' - IWO 6/18/97 Wastewater Pipeline Problems 25 to 50 years old 6/18/97 Wastewater PProblems than 50years Old greater i - z '2F2 e' ^ rt• 1� �' � � � � f. t 3 B 6/18/97 City Of Huntington Beach INTER-DEPARTMENT COAiIMMUNICATION HUNTINGTON BEACH TO: MICHAEL T. UBERUAGA, City Administrator FROM: ROBERT J. FRANZ, Deputy City Administrator SUBJECT: BUDGET STUDY SESSION FOLLOW-UP -- INFORMATION ITEMS DATE: September 5, 1997 At the August 25, 1997 Budget Study Session the City Council requested additional information on a variety of topics. This memorandum and the attachments will serve as a follow-up to those requests. 1. Exhibit 1 is a chart to show percentage increases in departmental General Fund budgets in 1997/98 and 1998/99. The percentage increases vary widely due to uncontrollable cost increases or decreases. For instance, the City Clerk's budget goes down in 1997/98 and up in 1998/99 due to the cost of municipal elections that occurs every two years. Debt service costs for the 800 MHz System and the Pier Plaza debt service increases the budgets of Community Services, Police, Fire and Public Works. Public safety retirement costs increase in 1997/98 while non-public safety retirement cost decrease. These uncontrollable increases and decreases affect each department differently but are reflected in the overall percentage changes. 2. Exhibit 2 is a chart showing percentage changes in salary and benefit cost categories for 1997/98 and 1998/99. 3. The chart on page 15 of the Preliminary Budget Message shows a 47.2% increase in the "other funds" category for the 1997/98 recommended budget. This chart depicted by category, the Adopted Budget for 1996/97 and the Proposed Budget for 1997/98. The category titled "Other Funds" shows an increase of $1,727,222 or 47.2%. The majority of this increase is attributable to the Community Development Block Grant (CDBG) budget, a major component of the "Other Funds" group. The increase in CDBG was $1,643,861 or 95% of the total increase for this group. Almost the entirety of the $1,643,861 is the carry over of unspent monies from prior years. Examples of carryover projects are: Washington Silver Storm Drain Project ($270,000) and City Gym and Pool Improvements ($458,000). Had all monies appropriated during fiscal year 1996/97 been expended there would have been consistent expenditure pattern of approximately $2 million per year in the "Other Funds" group. -The 0027596.01 09/05/97 9:46 AM BUDGET STUDY SESSION FOLLOW-UP -- INFORMATIONAL ITEMS phenomenon of uneven budgeting patterns in this group is not unusual. There are two related reasons for this. First, the true amount of actual grant monies are not known at the time of budget preparation as they are not approved by the controlling agency until later in the City's fiscal year. Second, the grant fundings are received episodically and cannot be recorded until the City is officially notified (as in the case of Narcotics Forfeiture Money). 4. The chart on page 22 of the Budget Message and Summaries lists the per capita General Fund costs from 1975 to 1999. The approved General Fund budget per capita decreased 2.3% from 1992/93 to 1996/97 (4 years). For the four years prior to 1992/93 the General Fund budget per capita had increased 18.7%. There has not been sufficient time to do any analysis of the reason for the 18.7% increase in per capita costs for the years 1988/89 to 1992/93. A report will be submitted when the analysis is completed. 5. Exhibit 3 is a revision to the budget chart on page 28 showing a comparison of sales tax, and property tax data from early 1990's data to 1996/97 data. Considerable time was spent to obtain this data, however, we have not had time to perform any analysis. If there is a desire for follow-up analysis we will attempt to schedule the necessary hours to perform that analysis. 6. Information was requested regarding the chart on page 36 of the Preliminary Budget Message and Summary. This chart contained the projected total General Fund expenditures for the five year period, Fiscal Years 1999/00 through 2003/04, inclusive. Listed below are the projected General Fund totals for this period and their respective percentage increases: Projected General Percentage Fiscal Year Fund Budget Increase Increase 1999/00 $ 106,900,197 $ 3,002,639 2.9% 2000/01 1097797,193 2,896,996 2.7% 2001/02 112,772,697 2,975,504 2.7% 2002/03 115,840,114 3,067,417 2.7 2003/04 119,083,637 3,243,523 2.8% These projections were included in the Five Year Budget Projection, presented to the City Council on February 7, 1997. The Five Year Budget Projection assumed no increases in staffing, and a 2% to 3% increase in various categories of expenses due to inflation. 0027596.01 -2- 09/05/97 9:46 AM BUDGET STUDY SESSION FOLLOW-UP -- INFORMATIONAL ITEMS 7. Exhibit 4 shows projected revenues for the next five years for various Community Services programs. Again, no detailed analysis has been done on these revenue or expenditure projections except for 1997/98 and 1998/99. The revenue projections, in general, reflect no increases in the fees being charged for classes, etc. On the other hand, some inflationary increases are included on the expenditure estimates. As we conduct our annual review of revenues and expenses related to these programs, a more focused review of the full cost and revenues will be provided to the City Council. 8 The projected fund balance for the beginning of fiscal year 1997/98 for all of the funds listed on page 77 of the Budget Message and Summaries is included as Exhibit 5. 9 Information was requested regarding the reduction in the total budget from $207.3 million recommended for 1997/98 to $193.7 million recommended for 1998/99. Most of the reduction relates to capital projects recommended for 1997/98 that will not be repeated in 1998/99. Following is a listing of examples of such capital project budget reductions between the two years. 1997198 1998/99 Recommende Recommende Budget Capital Projects d d Reduction Detail Budget Budget Pages Water Master Plan Projects $4,877,000 $ 1,137,500 $3,739,500 717 Fire Station &Vehicle Costs 3,993,136 56,951 3,936,185 688 &689 Bluff Top Stabilization 2,153,876 1,054,748 1,099,128 690-693 800 MHz Project 2,337,712 566,920 1,770,792 171 Measure M Projects 3,090,477 11399,110 1,691,367 669 &670 CDBG Projects 3,513,773 1,952,000 1,561,773 624-629 Total Reduction Identified $13,798,745 Details on these projects can be found on the pages indicated in the Accounting Detail portion of the Budget. 10. Exhibit 6 is a report from the Police Department providing additional information on the cost and revenues relating to alarm fees. 11. Exhibit 7 is a follow-up report from Economic Development on the Edison Plant landscaping plans. 12. Exhibit 8 is a follow-up report from the Community Services Department regarding the South Beach Capital Improvement Project and Pier Maintenance. 0027596.01 -3- 09/05/97 9:46 AM BUDGET STUDY SESSION FOLLOW-UP -- INFORMATIONAL ITEMS 13. Exhibit 9 is a follow up report on the South Beach Improvement project. Hopefully the above summary provides the follow-up information that as desired by the City Council. If additional information is needed, please let us know. ROBERT J. ' A Vi Z Deputy City Admkistrator RJF:skd Exhibits attached 0027596.01 -4- 09/05/97 9:46 AM LIST OF EXHIBITS 1 . % Increases - General Fund 2. % Increases - Salary/Benefit Costs 3. Sales Tax/Property Tax Comparisons 4. Community Services Revenues 5. Fund Balances 6. Alarm Fees 7. Edison Plant Landscaping 8. Pier Maintenance 9. South Beach Improvement Project 10. Water Operation Questions - Revenue & Regional Park BDGTSTDY.DOC 09/05/97 2:23 PM EXHIBIT 1 Exhibit I Recommended General Fund Expenditures By Department ,. 1,996/97 o -19$ M,I eoartfre6i AproA)d" Recoffiend6d "Resq'Mmed edA-I"Budget �,,Chan ge,l han e' hdget 9 9A, ud City Council $ 240,620 $ 244,735 1.7% $ 258,487 5.6% City Attorney 1,272,576 1,272,235 0.0% 1,300,920 2.3% Ctiy Clerk 523,976 460,591 -12.1% 537,590 16.7% City Treasurer 786,111 875,413 11.4% 874,502 -0.1% Administration 906,770 903,939 -0.3% 919,380 1.7% Adimistrative Services 2,960,006 2,975,439 0.5% 3,049,060 2.5% Community Development 3,276,585 3,673,334 12.1% 3,687,749 0.4% Fire Department 16,320,281 16,608,884 1.8% 17,167,071 3.4% Police Department 32,632,448 34,232,508 4.9% 34,868,738 1.9% Community Services 6,671,650 7,284,545 9.2% 7,306,410 0.3% Library 2,872,275 2,880,867 0.3% 2,947,056 2.3% Public Works 15,163,291 16,600,243 9.5% 16,234,061 -2.2% Non-Departmental 13,652,326 14,431,783 5.7%1 14,746,534 2.2% 7 OW, % -Total $ 91278,915: 102,444,51 AO$ 3, EXHIBIT 2 Exhibit 2 Salary & Benefit Costs - General Fund ------- 777 96 9 De !9971 '-k Re�ornrnendid&, % Department roved Recommended``„,,art 6nt F-1 Budg e'. .—g C onge: Budjet-- Change 01h Base Salary $ 44,406,235 $ 44,703,049 0.7% $ 45,037,610 0.7% Temporary Salaries 2,718,097 3,060,336 12.6% 3,144,250 2.7% Overtime Salaries 4,138,878 4,555,522 10.1% 4,573,769 0.4% Holiday Salary 740,012 750,392 1.4% 756,675 0.8% Education Incentive Pay 717,018 719,056 0.3% 719,056 0.0% Retirement(PERS) 7,429,897 7,925,024 6.7% 7,855,143 -0.9% Workers Comp (Mandated) 1,891,564 2,322,192 22.8% 2,376,469 2.3% Insurance 5,807,456 5,949,274 2.4% 6,565,137 10.4% Deferred Comp 42,328 50,193 18.6% 51,455 2.5% FICA Medicare (Mandated 272,811 293,563 7.6% 297,443 1.3% Retiree Medical/Supplement 1,512,854 1,835,445 21.3% 1,862,789 1.5% AR, 'ley 69!677,1 50 72,164,q4 3.6% $ 47N3,239,796 ""AU" EXHIBIT 3 Exhibit 3 Sales Tax and Property Tax Comparisons Owml� Per Capita Sales Tax - 1990 compared to 1996 Huntington Beach $816 El 1990 Westminster $1 08 Ell 1996 Fountain Valley F $139 154 Newport Beach $171 �, \EEENNEIMIIA,' Costa Mesa $229 36 $0 $50 $100 $150 $200 $250 % of Property Tax from Commercial and Industrial Property - 1991/92 compared to 1996/97 20.6% Huntington Beach 20.2% El ) 1991192 E-] 199 9 Newport Beach Fmi 22.0% EM, 00, .3% Costa Mesa 31.4% 54.2% Westminster 8.2% Fountain Valley l mn\W�, ,7MMT'MEN w 5r4% 49.0% 0% 10% 20% 30% 40% 50% 60% G\BOB\SPRDSHT\SALEPOPX.XLS]data SALEPOPX.XLS charts 9/4/97 EXHIBIT 4 G:\BUDGET\PRELIM98\[COUNCIL-.XLS]Rev-Exp Exhibit 4 Community Services - Program Expenditures vs. Revenues For 5 Years, Ficai Year 1997/98 Through 2001/02 FY 1997/98 FY 1998/99 FY 1999/00 FY 2000/01 FY 1901/02 PROGRAM NAME EXP REV EXP REV EXP REV EXP REV EXP REV Administration 438,706 - 434,527�`,3 - 4451,385- - " 463;61T� - 7476,181 - - -: 9 - 5 - 450'7 '512 73'Becach Div., Su erv. 676 6 69622370 - , Marine Safety 1,683,991 25,000 1,64.E44Yx 25,000 ;;68"1'2;k�3 25,000 f3.726774r.: 25,000 11 569 , 25,000 Beach Maintenance 712,327_ 20,000 718„672`, - 732 91'4" - 752,776 , - 773,176 Parking Facility `.�-;760'123 2,265,000 =7(�1 6&1 2,265,000 � 72,4,357 2,265,000 �734�,878`p; 2,265,000 7��,:02� 2,265,000 l ' . ',,a., Pier 33,334 - 59,76 ° ;,34?97;: - -;- , - - -r 35227 =36181 Parking Meters 16'& 08 1,058,000 1.59,230 1,058,000 ` ' 173 275, 1,058,000 N`. '177,9.71 1,058,000 182;794 1,058,000 vY- Mechanical Maint. 232,657 - 23'S;4;95''' - 239r38�° - °'245868 - 252531 - Jr. Lifeguard 247„888 250,000 -.. 24�,888� 250,000 ;;.a..:::255;052y 255,000 :: 61,964` 260,000 `' .;-269,063 - 270,000 Pk. Surveilence/Nature Ctr. 82 626 18,000 rv' 83,056:; 18,000 $5,014 18,000 87,318�" 18,000 89,684 18,000 Rec., Humn. Sv., Pk. Dv.Spv. ' 23T3` - 234,177 - 24'OQ55''' - 246;561=r - 25°3243 - Community Centers 34°2,101 70,000 344;142 ; 70,000 351;98$ 70,000 --, r36:1;527. 70,000 m °371`324 70,000 City Gym & Pool -1375,129 12,500 1761252 12,500 180,19:0 12,500 1,85;073; ! 12,500 9C108€', 12,500 Tennis 59 30Q`- 80,000 9;300 80,000 61r,014 80,000 626Z 80,000 6 36C: 80,000 11 ; Adult Sports `235,415.r 338,400 m,.-, 235,836 338,400 ` 242,218° 338,400 -N8 7889 338,400 255 626 3 338,400 Youth Sports 46:132 53,000 47,'i32 53,000 4.7,46t, 53,000 48,752 53,000 50 073 53,000 ,,3 Adventure Playground `."°""18-,685 24,000 7;8 685 24,000 19 225 24,000 19 746 24,000 ^ -. Y9 n. ,• 2,x,,. 8;K• 24,000 Instructional Classes 4.2 046� 610,000 475 398 610 000 e . 488°2;8:1 610,000 W-50 :51 610,000 -462,04,5 : 610,000 s , ,,.,... - Acquatics ,122,761 17,500 1,22,761 17,500 126,309_ 17,500 1,29,732. 17,500 .=. 133,24, 7 17,500 Special Events/Excursions 24 78,Q=` 25,600 " ``24 786 25,600 =26';49 25,600 2fi,187" 25,600 26,897z 25,600 Day Camps 3626 40,000 36,2176 • 40,000 -;;3?324 40,00038,336` 40,000 °39375 40,000 .• V T, Seniors' Center 155-;864 28,300 : - j 28,300 ,'1.6.0,36.8 , 28,300 fi.64 714` 28,300 1,69'178 28,300 Oakview Center 10' ; - - - - -640 104 284 t,0 --,E 6 109,a25 112 494 W. ,' Clubhouses 5 534 58,500 4 634- 58,500 W =..53°{23 58,500 �4 460?. 58,500 `°-. -'55, 36; 58,500 �,.,. Seniors Outreach '.:, 263,0'3 ` - 2 5,.;."' S:x - 270i33 - ;;277,967' Arts & Cult. Aff. Superv. 146;1W19 50,000 143,071 112,000 :15.0;342,r 112,000 154 416 112,000 158 6D"I 112,000 Community Band -A3245. 1,000 3,2.;5'' 3,000 ;';i =;:'',•3  3,000 3,429 3,000 �522 3,000 Museum Services 5,999,l. 5,000 5,949 5,000 �- 6172` 5,000 - 6��34 � 5,000 6,51�1 ; 5,000 . - ;. Art Center Transfer 3 6,843 - 369:99 3 - r 38 ;,73 . - 6 8; 4`1 - 4091,P13 - TOTAL '7,.1;�9 941:' 5,049 800 7 044 223_- 6,093,800 "7 387�442 5,098,800 „7,,587 642;;, 5,103,800 7 93;26 5,113,800 EXHIBIT 5 Exhibit 5 Projected Fund Fund Listed on Page 77 Balance 10/1/97 General Fund $5,100,000 Gas Tax 713,063 Mello Roos 1,074,551 Water Fund 2,935,257 Refuse Collection (1,092,696) Fire Medical Fund 967,061 Emerald Cove Housing Fund 2,536,430 Redevelopment * 6,009,458 Low Income Housing 3,025,523 Enterprise Funds ** 347,528 Pier fund 1,338,127 Civic Improvement Corp. 2,844,370 Self Insurance Fund * 200,000 HB Public Financing Agency 2,809,470 Equpment Replacement Fund 1,100,000 Working Capital ** Cable Television Fund & Art Center fund EXHIBIT 6 H CITY F HUNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH TO: Honorable Mayor Ralph Bauer Council Members, and City Adm' ' trator Mike Uberuaga FROM: Ronald L. Lowenberg Chief of Police DATE: September 3, 1997 SUBJECT: Alarm Permit and False Alarm Information The Alarm Ordinance was originally created to reduce false alarm calls. In order to accomplish this, the following services are performed by alarm office staff and support personnel. • Alarm Ordinance enforcement. • Community awareness. • Issue alarm permits and alarm permit renewals. • Prepare monthly billing for alarm fines. • Advise citizens regarding alarm companies and equipment. • Manage and maintain city owned alarm systems. In calendar year 1996, the police department responded to 184,977 calls for service. Of these calls, 10,321 were alarm calls representing roughly 6% of all calls for service. In FY95/96 $43,040 was collected in permit fees and $167,974 in false alarm fines. In the first ten months of FY96/97 $73,360 has been collected in permit fees and alarm permit renewals and $236,000 in false alarm fines to date. The additional revenue was generated as a result of the enforcement of the revised ordinance starting in February 1997. ANNUAL ALARM OFFICE OPERATIONAL COSTS Personnel salary and benefits: Time Allocated Direct alarm staff: Alarm Officer $ 53,000 100% Police Specialist $ 43,000 100% Associated alarm staff: Security Tech $ 20,910 50% Student Worker $ 1,402 25% Systems Manager $ 4,935 5% Division Commander 2,767 2% $126,014 Office costs: Postage $ 4,000 Telephones/fax $ 3,000 Computers $ 2,100 Computer Maint. $ 2,000 Printing $ 1,200 Supplies 850 $ 13,150 Total number of false alarm calls for 1996: 10,321 Cost per call for response to false alarm @ $90 $928,890 Associated costs for Dispatch @ $20 $206,420 $1,135,310 Annual Total Costs $1,274,474 ALARM OFFICE REVENUE Alarm permit fees received FY96/97 (10mos) $ 73,360 Alarm fines FY 96/96 (10 mos) 236,000 Total received to date (10 mos) $ 309,360 Anticipated total FY96/97 $ 371,232 NET LOSS <$ 903,242> Net loss reflects a cost of$909,543. This cost is not only borne by those having personal alarm systems (with or without activations), but the rest of the tax paying citizens of Huntington Beach. In order to adequately staff field operations, at least 6% of our uniformed officers must be deployed and available to respond to alarm activations. Simply stated, of the 120 officers assigned to the Uniform Division, a total of 7.2 officers handle alarm calls and nothing else. 7.2 officers cost the taxpayers in excess of $500,000 per year. Alarms and their activations are a constant drain on police resources. ALARM OFFICE RECOMMENDATIONS The City of Huntington Beach established an alarm ordinance in 1981 requiring anyone using an alarm system to obtain a permit. The original ordinance required an annual renewal fee for all commercial alarm permits and a one time fee for residential permits. The enforcement of the ordinance reduced false alarms by 40%. This was the result of improved awareness by alarm owners and alarm companies, as well as better education for the public. One of the revisions to the original Burglar Alarm Ordinance requires all alarm permits to be renewed annually. In the first seven months of renewing residential alarm permits, it has become evident that obtaining updated information is essential. Some residents had never provided the Alarm Office with updated information on original permits dating back as far as 1983. Number of residential alarm renewal permits mailed to date-- 4000 Number of residential alarm renewal permits returned with check-- 1336 Number of residential alarm renewal permits returned undelivered-- 513 Number of requests to cancel residential alarm permits-- 126 The Alarm Office has considered the option of offering residential alarm permit renewals at a discounted fee to senior citizens, low income residents, and residents who have no false alarms in the previous year. To qualify for the senior citizen or low income reduced rate, applicant must meet HUD guidelines (HUD table and copy of Senior Citizen Utility Users Tax Exemption Certificate attached). Proposed Permit Fees Residential initial alarm permit or renewal fee: $30 annually Residential alarm permit renewal fee for-0- false alarms during yearly renewal period: $20 annually Qualified residential Senior Citizen and low income initial permit fee or annual renewal fee: $15 annually f TAB E t ' INCOW giMoEs AT VARYING HOUSEHOLD SIZES ' 1"7,1.,AcoME STANDARDS DISTREUTM BY HUD CRANCE COUNTY Very-Low income Lower Income � Mod�enge income Median 0°)6.5o%of Medan 51%-80%or Median' 81%-12M of Medan 'Hcwr dd Sine c 1 Parw >44.250 W $22,100 $22,1C0 $30,450 330,450 553,100 2 Person 5O.M 0 zs vo 25'00 34,800 34,800 60.700 3 Person 56,9W 0 \28,4SO 2B.450 39,150 39,150 6a,250 d Person 63,200 0 31,600 31,600 43,500 43.500 75,850 5 Person -38,250 0 34,150 34,150 47.000 47,000 81.900 6 Person ;3,330 0 35,650 M.660 50,450 50,450 38.000 7 Person ;8,350 0 39?00- 39,200 S3,960 53.960 94,050 a pion 63.400 0 41,7t70 41,700 57,400 57.400 iOD.',00 r i C r 5t at lesser of 30%of C.aunty meatart irtcomc or 100%of Natlonal median Income I C r i, SENIOR CITIZEN UTILITY USERS TAX EXEMPTION CERTIFICATE Please use ba11 point pen - Press hard- Enter information as it appears on your utility bill `lame Address Apt/Space Huntington Beach, CA 9264 Phone To: Director of Finance, City of Huntington Beach Huntington Beach, CA 92648 1, the undersigned hereby claim exemption from utility users taxes imposed by Chapter 3.36 of the Huntington Beach Municipal Code and certify that 1 am sixty-two years of age or older and reside at the above service address where the combined adjusted gross income of all members of the household does not exceed the 'HUD income Guidel,*nes- fiery Low Income Category' which has been attached to this certificate. income - Verification (l have attached a copy of one of the fobbv✓ing) ❑ Federal Income Tax Return ❑ California Income Tax Return ❑ California Senior Citizen Property Tax Assistance Claim Form Age - Verification (1 have attached a copy of one of the following) ❑ Driver's License ❑ Birth Certificate ❑ other- explain FireMed - Reduction of Fees (i apply for the following-Age limitation does not apply) ❑ Reduction of Membership Fee - S18 Low-Incorne rate Utility Account Numbers - °te✓se Complefe ❑ Electricity I i 1 i I I I 1 I ! I I I ❑ Telephone 1 I 1 1 I 1 1 ! l 1 ❑ Gas I I I f I I 1 I 1 I I L I ❑ Water/Trash ! I ! 1 I I h Cable TV ! ! v'�in2nCe nu �Er 2^J2, ScCltan 3 iC. l+J ma Es Y unlaWlU ^a m!sccmec',7CI f0(c^�pE's✓n KnCWin�Cty iC rECe"✓E rE EXEmpllon prC'✓ided Wnen Such person does not meef ne reQurre.'nents,and upon cokwictlon be subject to a fine of s5aO and/or imprisar7ment. Please Sign Below and Return to: City of Huntington Beach - Utility Tax Screening Rodgers Seniors' Center - 1706 Orange Avenue Huntington Beach, CA 92648 X Signature Social Security Number Date For Use by City: This cloim for exemption from the Utility Users Tcx is ollowed. By: DAN T. VILLELLA, Director of Finance Date V✓hi;e Dl�cinal-Finance c:ue•So.Ca Gas Company Green•So.Ca.Edson '- Cana'v•General Telephone rack•Pub6c N'orksNJater Goldenrod•Cla mane EXHIBIT 7 CITY OF HUNTINGTON BEACH InterOffice Communication IjEconomic Development Department TO: Honorable Mayor and City Council Members FROM: David C. Biggs, Director of Economic Development Melanie S. Fallon, Community Development Director 7�Z���� VIA: Michael T. Uberuaga, City Administrator DATE: September 3, 1997 SUBJECT: Budget Implications for SCE Plant Sale Issues City staff is working with Southern California Edison to mitigate any impact on the community related to the proposed sale of the Edison power plant. It is our intent to secure improvements to Newland Street and an enhanced level of landscaping along the PCH frontage, together with addressing a number of other issues on which we hope to reach an agreement through negotiations over the next few weeks. A key element of this effort will be the development of a basic landscape concept plan and an indication of magnitude of cost estimate. This concept plan is now being developed by a landscape architect working as a sub-consultant to Robert Fisher, the land use consultant working on the SCE divestiture for the City. The minimum cost of the development of this landscape concept plan has been accommodated in the 1996/97 existing departmental budgets for Community Development and Economic Development. While we anticipate that SCE will bear the costs of implementing whatever improvements are agreed upon through our negotiations,there may be future budgetary impacts depending on what course of action the City pursues. However, it is inadvisable to speculate on these costs in advance of our negotiations. As such, we would not recommend setting aside any funding as part of the 1997/98 - 1998/99 budget adoption. Should any funding be required in the future, a funding source will need to be identified and a supplemental appropriation made. Please feel free to contact either of us if we can provide additional information or clarification. DCB:ls xc: Ray Silver,Assistant City Administrator Bob Franz,Deputy City Administrator/Administrative Services/ Les Jones,Public Works Director (dcb:memos:sceissue) EXHIBIT 8 CITY OF HUNTIN TON BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH To City Council via City Administrator From Ron Hagan, Director, Community Services Date September 5, 1997 Subject Budget Follow Up re Pier Maintenance At the budget study session, Council requested a memo on the status of pier maintenance. There are two issues regarding pier maintenance: 1) ongoing, day to day maintenance of the pier surface; and, 2) the every five year barnacle removal, structural analysis, and sealing of the pier. With the completion of the Pier Plaza project scheduled for next budget year, staff has addressed the ongoing maintenance of the pier in the 97/98 budget. The proposed budget does contain washing and cleaning of the pier and a bi-weekly steam cleaning to remove stains and grease. Staff is confident that the daily level of maintenance on the pier surface will meet with public approval and eliminate complaints regarding the condition of the pier surface and furniture. The long term, every five year maintenance has not been included in the capital outlay program. The cost to do the structural analysis, barnacle removal and sealing of the pier is estimated at $165,000. This figure could increase or decrease depending on the outcome of the inspection of the pier and structural analysis. The pier contractors have recommended this maintenance be performed every five years. This maintenance is now due. Staff has not identified a funding source for this work. If the Pier Plaza project comes in under budget, staff will recommend to Council that leftover funds be allocated to the pier maintenance project. If the oil spill settlement produces more than has been allocated for the beach im- provements projects to date, the city could use those funds to do the pier w a maintenance. The city could also include this project when it determines a funding source for the south beach improvements. Finally, if these funding sources don't prove feasible, after the final accounting and audit of the pier reconstruction fund, Council could allocate any remaining funds for pier maintenance. Staff will continue to monitor both the maintenance situation and the po- tential funding sources and return to Council within the upcoming budget cycle with a specific recommendation. RH:cr EXHIBIT 9 it CITY OF HUNTINGTON BEACH 1-g INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH TO: MICHAEL T. UBERUAGA, CITY ADMINISTRATOR , FROM: ROBERT J. FRANZ, DEPUTY CITY ADMINISTRA R ' ADMINISTRATIVE SERVICES SUBJECT: SOUTH BEACH IMPROVEMENT PROJECT —' DATE: SEPTEMBER 5, 1997 The estimated cost for the improvements to the City owned beach parking lots, beach restrooms, bicycle/pedestrian paths, landscaping, etc. is $7 million. This project is unfunded in the two year budget. The normal process for reviewing unfunded projects is to rank them based on priority and provide the first available one-time funding for the highest priority project, then the next highest, etc. Since the South Beach Improvement project is part of the overall City Beach operation, we will also be reviewing new and increased revenues that can be contributed to the costs of the unfunded South Beach Improvement Project. Potential new revenues include Ruby's Restaurant lease payments in excess of projections and costs, Pier Plaza revenues in excess of projections and costs, potential increased parking revenue in the South Beach lots, and other beach related revenues. Once the Pier Plaza is completed in 1998, we will be able to analyze these potential revenue sources. Also, State grants or Statewide 1998 Bond proceeds will be pursued. We are also anticipating negotiations with the Waterfront project owners for future phases of their development and the cost of the South Beach Improvements will be part of those negotiations. Lastly, the $7 million project could be downsized to a lower total of around $4 million by eliminating the separation of pedestrian and bicycle paths. Although this would not be as desirable of a total project, it may be necessary in order to begin the improvement project. We expect to review all of the above issues within the timeframe of the proposed two-year budget and bring this project to the City Council for review/approval RJF:bpo 27603.01 9/5/97 11:04 AM EXH IB IT 10 ID LJ,Me CITY OF HUlel°Plls GTON BEACH Le" INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH TO: Michael T. Uberuaga, City Administrator FROM: Les M. Jones II,Director of Public Works DATE: September 4, 1997 SUBJECT: Questions on the Water Fund Raised at the September 2, 1997 Council Meeting. As you requested, I have researched the questions regarding the Water Fund posed by Councilman Garofalo at the September 2, 1997 Council Meeting. I have presented these in the order in which they were raised with the exception of question#1, which combines Mr. Garofalo's first and last questions. 1. What part of the $28M Water Fund comes from the sale of water to non-Huntington Beach residents or businesses? With a focus on the revenue sources of the Water Fund, how much of that is generated by water consumption, usage and sale within the City and outside the City? The Total Water Fund revenue for 1997-98 is estimated at$24.6M. Of this revenue it is projected that total water sales will represent$19.6M, including City water sales,fire service and construction water. Sunset Beach is the only area outside of the City to which potable water is sold. Unfortunately, annual revenue projections are not broken down based on where water is sold Estimated water sales to Sunset Beach for 1996-97 are$240,000. This represents 1.2%of the annual revenue projected for 1997-98. No measurable change in water consumption is predicted for Sunset Beach for the upcoming fiscal year. Avery minor amount of reclaimed water (Green Acres Project) is sold to the County for irrigation outside the City and included in the projected total. 2. (Referencing a letter from Nancy Donovan, President of the Bolsa Chica Land Trust regarding Orange County's position on long-term water requirements) If we believe there is going to be a long-term water shortage, is the $28M Water Fund sufficient if we are going to become net buyers of water? This figure for fiscal year 1997-98 should be sitffi cient to meet the City's needs. The Water Division continually monitors the many factors affecting the water supply. Future needs and supplies will undoubtedly require adjustments to the budget and water rates. 3. Does the El Nino affect our water table? Does it give us more or less water reserves? The heavy rains accompanying an El Nino would hm,e a positive effect on the water table both from the increase of rain water into the basin and because, typically, less water is used by consumers during rainy periods. 4. If we are considering the sale of water to the County for additional parks, is that included in the Water Fund? No. Because the issues surrounding the sale of water to the County remain . unresolved, no adjustment to the Water Fund was made during budget development. However, should the City decide to sell water to the County, the expenditures incurred would be offset by the revenue collected. Future budgets would be adjusted accordingly. 5. Is that (the sale of water to the County for park development)precedent to sell water to other non-County areas? Section 14.16.180 of the Municipal Code requires that the City Council find that a surplus of water exists before service is extended outside of the City. The City Attorney notes that Council may wish to amend Section 14.16.180 to allow for water sales outside the City where the parcel in question is a) bisected by the City boundary with the majority of the parcel within the City, as is the case with Wieder Park and b) is a park and therefore benefits the public as a whole. By structuring the ordinance in this very specific manner, it is doubtful that precedent could be claimed. xc: Honorable Mayor and City Council 2 CITY OF HUNTINGTON BEACH Department of Public Works STREET MAINTENANCE REPORT August 21, 1997 t .... Streets and highways are the vital lifelines that provide for the movement of people and products to and from our homes and businesses. Although Huntington Beach streets vary greatly because design standards and methods of construction have changed over time, most streets consist of the subgrade, the base, and the surface as illustrated in Exhibit A. To function properly the subgrade (the natural soil) must be firm or packed by heavy machinery, the base (sand, gravel and crushed rock) should support the surface and prevent moisture from forming under it, and the surface (asphalt) needs to be smooth, firm, and water shedding. Streets are classified by width and function. These classifications include local residential streets, primary and secondary arterial highways (the main roads through a community such as Golden West Street, Warner Avenue, Magnolia Street or Edinger Avenue), and State Highways (Beach Boulevard and Pacific Coast Highway). Note: The City does not maintain State Highways. They are served by the State Department of Transportation (CalTrans). According to the latest survey (March 21, 1997), the City of Huntington Beach has 182 miles of Arterial Highways (both Primary and Secondary), 338 miles of "residential" streets (locals) and about 30 miles of alleys. <::>:::>::>::<:::>::>::>:: »>: ::>:<:»::>:<:::::>::>::>::<::<::>:Stet:::ifrtiira . ......................................... Streets and highways gradually wear out due to traffic volume, inclement weather, and damage resulting from poor soil conditions (i.e. Huntington Beach streets are subjected to two abnormal soil conditions: "hot" soils caused by excessive sulfuric acid in the old "oil areas" and heavy subsidence in the "peat bogs" of our local flood plains.) They must be repaired and resurfaced. This work is called "street maintenance" and includes painting stripes on the pavement, putting up traffic control signs and removing debris, as well as restoring pavement surfaces. Restoration work is done by combinations of patch work, slurry seal, overlay, and full street reconstruction. Street surfaces can be repaired by patching with new material when worn spots develop. Patching is the lowest (and least cost effective) level of street maintenance. Although the City's "patch crew" responds to complaints (usually potholes) and makes emergency street repairs, the primary function of this crew, is to do preparatory work (filling cracks or removing and replacing broken asphalt) in advance of the slurry crew. Here in Huntington Beach slurry seal is the mainstay of the City's residential street maintenance program. Slurry seal is an oil based emulsion of asphalt and sand. It is spread over a street surface in liquid form and left to dry. Chemicals in the mix enable the slurry to adhere to the old street surface and dry quickly. In use since the 1930's, slurry seal has proven both a durable and inexpensive pavement surface treatment system. It lasts five to seven years in a residential environment and costs about $0.04 per square foot to apply (as opposed to $0.57 for overlay and $2.50 for reconstruction). Presently, the City has scheduled residential streets for slurry sealing once every seven years. Approximately nine million square feet of residential streets are resurfaced each year (seven million by the City crew and two million by private contractor). About 80% of all residential streets can be slurry sealed, the remainder have deteriorated to the point where resurfacing or reconstruction is necessary. Those streets which can't be slurry sealed must be overlayed or reconstructed. Both overlay (a process which involves leveling a deteriorated street and laying down up to two inches of new asphalt) and reconstruction (rebuilding from the base up) are tasks which are performed for the City by private contractors. There are currently 166 residential streets that have been identified as requiring overlay and another twenty-two in need of reconstruction. None of these streets will be slurried until the appropriate repairs are completed. ...............................................:::.:;' .;:.;::: ;.::::.>:>:.:::::>::>:: ::>::> :;; Instituted in 1993, the City's current slurry seal program maintains residential streets only. Because of financial constraints and the pressing need to resurface residential streets, there are no programs providing systematic maintenance services for arterial streets or alleys. Within the existing residential program most patching and slurry sealing is performed by City crews, while most overlay and all reconstruction work is done by contract. 2 The methodology for scheduling slurry seal on a priority basis involves several steps. They are detailed in the attached Exhibit B. For scheduling purposes, the city is divided into four sections (in an effort to spread services evenly to all areas) and grids of streets within a section are selected through a computerized Pavement Management Program. In the program a grid is a half mile square area usually surrounded by arterial highways and a blockwall. Grids are usually grouped to increase productivity by reducing travel time. All streets within a given grid are sealed at the same time (with the exclusion of some streets where tree removal petitions are pending, or where there is major tree damage but no petition). The program evaluates each street based upon data provided by a visual inspection of structural defects (i.e. cracking, raveling, rutting, etc.). Each structural defect is rated 1-3 on the basis of severity and an overall rating is then determined. Grids are then prioritized and the applicable number of grids are selected from each "city section" based upon the level of funding provided for that fiscal year. The major sources of City street maintenance funds are (1) Gasoline Taxes, (2) Measure M Sales Tax receipts, (3) County, State and Federal Grants, and (4) the City's General Fund. (Note: The "traffic impact" fee collected from developers is for new street construction or improvements, not the maintenance of existing facilities.) In the past, the City combined with the County of Orange to jointly fund the maintenance of majors and arterials. Under the old A.H.F.P. (Arterial Highway Financing Program) agreement, the County funded 50% of our arterial highway maintenance projects from their share of gas tax revenue because many arterials are also old County roads. However, since the bankruptcy, funds for a continuation of this effort have not been forthcoming. The City share of Gas Tax (including the 1992 Proposition 111 increase) was budgeted at $3,485,000 in FY 96/97 and is estimated at an equal amount for both fiscal years 1997/98 and 1998/99. Against this total a transfer of $2,200,000 to the General Fund in each of these years is proposed, with about $1,650,000 of the transfer funding the General Fund Street and Bridge Maintenance programs (Budget Program Numbers 510 and 515). 3 The residential pavement management budget for 1997/98 is $1,100,000, with $700,000 (in Gas Tax funds) for contractual services. The largest portion of the contract work (over $400,000) will fund the overlay of 44 local streets, and the remainder is designated for slurry seal and associated tasks. Most of the $400,000 budget for work by City crews (in the General Fund budget via the Gas Tax transfer) will support additional in-house street slurry sealing. City Measure M revenues were budgeted at $1,500,000 in FY 1996/97 and are estimated at $1,525,000 and $1,575,000 (including interest earnings) for 1997/98 and 1998/99 respectively. Against these totals the Engineering Division has proposed expenditures of $800,000 and $600,000 for "Arterial Reconstruction" in 1997/98 and 1998/99. No Grant Fund or General Fund contributions for general street (i.e. pavement) maintenance are currently active. None are anticipated for 1997/98 or 1998/99. The current financial structure is adequate to maintain the seven year cycle for residential streets, but will not allow for the establishment of routine maintenance program for arterial streets. Because the arterials have been neglected in the recent past, they cannot now be slurry sealed. The arterials will have to be overlayed (or reconstructed where necessary) before a regular slurry seal program for those streets can be initiated. X. .. There are about 57,657,600 square feet of street surface in the City's arterial highway system. The establishment of a maintenance schedule for this system would require that the streets be overlayed (at an estimated cost of $0.57 per square foot) prior to the commencement of a slurry seal program. (This could be done over a seven year period at a cost of approximately $4,700,000 per year.) Then, in the fifth year of the overlay activity, a slurry seal program for those arterials overlayed in the first year of the overlay program could commence. The current dollar cost for this slurry seal program would be $460,000 per year. With the arterials on a five year maintenance cycle, some consideration may be given to doing the same with the residential streets. The cost of moving from a seven to a five year residential street slurry seal program would be an additional $150,000 per year. . Funds for these service expansions could be derived through a redistribution of Gas Tax, Measure M or General City funds. The proposed budgets for fiscal years 1997/98 and 1998/99 includes an option that allows funds previously budgeted for street tree removal petition work to be diverted to arterial street restoration depending upon need. 4 • The City is currently on a seven year slurry seal program for residential service needs. Funding is adequate to maintain this level of service, but to upgrade to a five year cycle will cost $150,000 more each year. ® Presently, there is no program in place to maintain arterial streets. However, the proposed budgets for fiscal years 1997/98 and 1998/99 include a total of $1,400,000 ($800,000 in 97/98 and $600,000 in 98/99) which can be used for either Sidewalk Petition Work or Arterial Street Reconstruction depending on liability and safety needs. A seven year program to restore the arterials would cost about $4,700,000 per year in today's dollars, and a supporting slurry seal program (on a five year cycle) beginning in the fifth year of overlay activity would require the addition of an additional $460,000 per year in slurry seal costs. ® Funding for these programs could come from existing revenue sources, but must be carefully considered. ® Financial commitments must be ongoing to produce results. xx Exhibit A: Standard Street Plan Exhibit B: Methodology for Street Slurry Seal Selection Exhibit C: M.O.E. Data Sheet DRAFT 3.3(21-2) 5 STANDARD STREET SPECIFICATION` RI GH T-OF- STREET STREET PARMA Y PARKING 1A Y 'R Y✓' l MD TH "P' TYPE 1110 iN PK REQUIREMENTS 54, 40' COLLECTOR 7' ' BOTH SIDES 52' 40' RESIDENTIAL 6' BOTH SIDES 44' 32' RESIDENTIAL 6' ONE SIDE 60' 44' LVDUST/COlfl✓,. 8' BOTH SIDES x MAY VARY PRIOR APPROVAL P,EQUIRED EXHIBIT A: STANDARD STREET PLAN R/i'✓ R/;'✓ j 'R i'✓' z 1 ✓ I/2 'R 11' 712 'RA1' 'PK' i 12 'P` 1 i 2 'P' rK' 0 P' , 2, r 0. I/' —fl�i.` i• c %/` O ' SUBGRADE BASE SURFACE Al O T E. STRUCTURAL SECTJON TO BE DETERMINED BY R-VALUE TEST AND 20 YEAR TRAFFIC INDEX RESIDENTIAL MINIMUM, SECTION SHALL BE 0.25' A.C. 1111 TH SS-1 SEAL COAT OVER 0.5' A.B.; iNDUSTRIAL/CONI✓Ez;CIAL MNIMMI,, SECTION SHALL BE 0.40' A.C. V11 TH SS-1 SEAL COAT OVER 0.83' A.B. .. O SIDEWALK PER STD. PLAN 207. 2' PUBLIC UTILITY EASEMENT FOR PARKWAY 7�AND LESS. CE NERAL NO TES: �. MMII✓,UM LONGITUDINAL GRADE SHALL BE 0.50Z UNLESS OTH,ERXlSE APPROVL-D. AP PrRQVED: CITY OF HUNTINGTON BEACH DEPARTMENT OF PUBLIC WORKS CITY ENGINEER STANDARD PLAN LOCAL STREETS T o4 DATE: Morch 21. 1994 TYPICAL SECTION Exhibit B: Methodology for Street Slurry Seal Selection Step 1: Divide the city into four sections (we work in all sections because we can't do it all, not enough money -- it would take about $7,000,000 to do the entire city in one year). Step 2: Divide each section into 1/2 mile grids. These grids are usually surrounded by arterial highways and have blockwalls. There may be both newer and older tracts within these grids, but the age of a street is not always an important criteria in scheduling repair work. This is because soil conditions (e.g. "hot" soils) and design standards (which have varied over time) may leave thirty year old streets in better condition than twenty year old streets. Step 3: Survey all streets within a grid (at least once every two years) to identify streets needing slurry seal (streets with minimal deterioration) or overlay repairs (extensive deterioration). The approved budget determines the square footage that can be slurried in a given year. To keep on a seven year cycle we will have to slurry about nine million square feet per year. This means continuing the current $700,000 outlay of Gas Tax funds for this purpose throughout the cycle (1996-2002). Step 4: Input survey data into the Pavement Management Program, then select those entire grids which are in the -worst shape. Those grids will receive the highest priority within each section. As above (Step 3) the annual budget will determine the number of grids that can be slurried. Step 5: Grids are then selected from each of the four sections with an emphasis on balancing the amount of work equally between sections. CITY OF HUNTINGTON BEACH Budgeted Expenditures for Maintenance of Effort Programs 1997/98 Qualifying Expenditure Prog. No. Program Name Budget Non-Street Street Category % to MOE 410 Engineering Administration $ 127,835 $ 89,485 $ 38,351 Other 30% 411 Subdivision $ 1,820,473 $ 1,274,331 $ 546,142 Other 30% 412 Storm Drain Pollution Control $ 161,600 $ 113,120 $ 48,480 Other 30% 416 Traffic Sign/Striping $ 609,435 $ - $ 609,435 Maintenance 100% 417 Traffic Signal/Lighting $ 429,572 $ - $ 429,572 Maintenance 100% 420 Maintenance Administration $ 485,553 $ 339,887 $ 145,666 Other 30% 430 Fleet Management $ 572,923 $ 286,462 $ 286,462 Maintenance 50% 431 Equipment Maintenance $ 1,108,809 $ 554,405 $ 554,405 Maintenance 50% 432 Vehicle Maintenance Body Shop $ 183,068 $ 91,534 $ 91,534 Maintenance 50% 510 Street Maintenance $ 1,623,925 $ - $ 1,623,925 Maintenance 100% 512 Concrete Maintenance $ 371,236 $ - $ 371,236 Maintenance 100% 515 Bridge/channel Maintenance $ 26,750 $ - $ 26,750 Maintenance 100% 520 Street Cleaning $ 561,220 $ - $ 561,220 Maintenance 100% 530 Sewer Line Maintenance $ 703,796 $ 563,037 $ 140,759 Maintenance 20% 531 Sewer Lift Station Maintenance $ 407,339 $ 325,871 $ 81,468 Maintenance 20% 540 Landscape Administration $ 273,236 $ - $ 273,236 Other 100% 541 Landscape Maintenance $ 626,354 $ - $ 626,354 Maintenance 100% 542 Street Tree Maintenance $ 1,034,980 $ - $ 1,034,980 Maintenance 100% 591 Flood Control Station Maintenance $ 640,382 $ 512,306 $ 128,076 Maintenance 20% Totals $ 11,768,486 $ 4,150,436 $ 7,618,050 Subtract GT Transfer $ 2,200,000 Qualifying Expenses $ 5,418,050 MOE Benchmark $ 4,510,000 Margin $ 908,050 8/21/97 MOE.XLS Sheet13 EXHIBIT C �=FJ ��. _.i= �_ ���_ . UL lu-) 11A r'". `` SURFACESUBGRADE BASE -1J- et �re Y VF�j I L/ • TRAFFIC VOLUME • WEATHER & STORM DAMAGE • POOR SOIL CONDITIONS IV, --y J F -j a POTHOLE PATCHING e SLURRY SEALING • OVERLAYING e RECONSTRUCTION ----------- wXz- ;Ntl MAINSTAY OF STREET 31 MAI NwImENAN%o,'o"*E P'ROG"RAM ---------- YEARS LASTS COSTS 4'c PER SQUARE sp ......... Y" tr sir' i'l r r-If r [`;f ELF? F� `( � J',_�\ �f �cj) l' ;1j • CITY DIVIDED INTO 4 SECTIONS • SECTIONS DIVIDED INTO 1 /2 SQ. MILE GRIDS • GRIDS VISUALLY INSPECTED AND - RATED ON STRUCTURAL DEFECT'S • GRIDS SELECTED FROM EACH SECTION BASED ON LEVEL OF FUNDING J. - �� IN i Uj �J �^r-,��r��,► � ���r zlifff rl rr,' j, lF ij I�,\\\,I Cj)- S-TjLFLR±--,i D7" F�l i r�IN�ri r'i d'i ;� � r q ,:r 1 4 1 L _Fn V E L (0], Is //,/j,r J `� �� � n RESIDENTIALS 5 YEAR CYCLE, ADD $150000 PER YEAR yr�' ARTERIALS, MUST OVERLAY FIRST AT $33M OR $4.7M YEARS-, ' ,< SLURRY SEAL AFTER OVERLAY EVERY 5 YEARS, ADD $460,000 PER YEAR Cw(CL • RESIDENTIAL SLURRY SEAL PROGRAM NOW ON 7 YEAR CYCLE • NO ARTERIAL MAINTENANCE PROGRAM IN PLACE • $1 .4M IN FY 97/98 & 98/99 AVAILABLE TO FUND ARTERIAL STREET MAINTENANCE km FINANCIAL COMMITMENTS MUST BE ONGOING TO PRODUCE RESULTS CITY OF HUNTINGTON BEACH DEPARTMENT OF PUBLIC WORKS SIDEWALK MAINTENANCE REPORT AUGUST 21, 1997 _. _ _ __ .. .NTH Public sidewalks are vital to the safe passage of residents wishing to walk to desired destinations. Although Huntington Beach sidewalks vary in the width, most sidewalks, constructed of concrete, are at least four feet wide and four inches thick as illustrated on as illustrated on Exhibit A. $ ....::::.. .... .... Y:::::::::::.:::.::::::::.........:.:::::::::::: ..:.::::::::.. ::::::.:.:::::.::::. According to the latest survey (August, 1997), the City of Huntington Beach has approximately 1,025 miles of public sidewalk. These sidewalks typically run parallel to both sides of the City's residential and arterial streets. ....:::::::..........:::..:::::::.........._.............. IC) 111 ►1_ iVlAll [7' :' OE > > > < The City has developed and initiated two programs for the repair and replacement of concrete sidewalk. 1. PROGRAM #1 (ROUTINE MAINTENANCE) Approximately twelve years ago, the City initiated a systematic sidewalk grid repair/replacement program. Pursuant to this program, the City is divided into 1/2 mile grids and all necessary sidewalk repairs/replacements exclusive of "Petition Requests" - (see Program #2) are completed in each grid before the City crew moves to the next grid. Crew movement, originally started at the northwest City limit, is north to south, west to east and east to west. The City crew is now repairing grids in the southeast section of town and will complete the first "City-wide-grid cycle" in about three years. The City's 1996/1997 General Fund Budget for Concrete Maintenance (inclusive of sidewalks, public driveways, patios, and public facility concrete pads) is $371,441. This appropriation, of Measure "M" funding, includes the cost of four employees and a budget for the applicable amount of materials, etc. Although the program budget is insufficient for current needs, a substantial amount of concrete sidewalk work is completed each year. The following chart recaps work completed the last three years including repairs to date. 1 CONCRETE FOOTAGE REPAIR SUMMARY ........................... ........................ . .................................................................... Y ........ . .................................................... ... .- :.....................................................—.. . ILE..:`. ............ . Uf... 0S EET .. ......... ................ ....... ............. ..............1994 77,600 3.67 1995 101,680 4.81 1996 101,600 4.81 1997 (January thru June) 32,720 1.55 (July thru December - estimate) 50,400 2.38 ................ ........... .......... ......................................... . ......................:::: ......................... ................................... 4,0 . ....... ....... TOTALS 00 ..... ........ 7%:2.......................... ............ .... . *Based on 4 foot wide sidewalk 2. PROGRAM #2 (PETITION REQUESTS)) Prior to the mid 1970's the construction of all sidewalks included the installation of a parkway, typically three feet wide, between the sidewalk and the street. Almost without exception, developers were required to plant a tree in the parkway as part of the City's then ongoing beautification program. The subsequent growth of these trees, has in many locations, uprooted the existing sidewalks, curbs/gutters, streets, driveways and private property improvements thereby creating potential liabilities for the City and property owners. On November 5, 1984, the City Council adopted a policy (see Exhibit B) wherein property owners could petition the City to have damaged improvements and parkway trees removed and replaced. To date, 1,966 property owners (see Exhibit C), fronting eighty-eight residential streets, have requested the removal/replacement of existing parkway trees and damaged public improvements. The estimated cost of completing these eighty-eight petitions is $7,028,450. However, staff has identified an additional 8,034 lots that meet the "street petition criteria; therefore, the total estimated cost of correcting all know locations, is estimated to cost $30,000,000. The 1996/1997 budget includes $525,000, in Measure "M" funding, for petition request work. On August 4, 1997, Council approved the plans and specifications for the repair/replacement of applicable public improvements along Castle Drive, Catalina Circle and Trident Lane. The preliminary budgets for fiscal years 1997/1998 and 1998/1999 allow the option for funds for "petition requests" to be used toward an arterial street repair program depending upon the level of need. 2 . ....................................... . ................................................................................. ...................... ..............:::::: ............................... ............. .................................................................... ................... SION: ...................... XxxxxxxxxXX, ........ . ........ ............. ................ ..................... . ... ..........................................-- ..................... .. ................... Because of the City's financial constraints, the number of petitions received in any given year cannot be completed. Moreover, with the number of petitions received in a year continue to exceed that of the previous year, little headway can be made without a corresponding increase in funds. Due to the financial limitations facing the Public Works Department (i.e. insufficient Gas Tax and Measure "M" funding), there is competition between the underfunded sidewalk petition program and the unfunded arterial rehabilitation program. Addressing this competition will require continuing assessment of those highest public safety needs and commitment of funding upon that basis alone. Exhibits: A - Typical Sidewalk Plan B - Petition Policy C - Petition List 3 m . a s ® 4 4 © 44 v 4 a e a. d 0 CITY OF HUNTINGTON BEACH 00 DEPARTMENT OF PUBLIC WORKS STANDARD PLAN o SIDEWALK 207 Date October 22 , 1984 S,-bmitted :o: :?onora'bnle Mai _ and City Council _ Gtr� GOL�GIL bmitted by: ( rl .. n i + { n; Str l i . ..a_ _es t, . :�cm?scn C_ v `d:n_.._ a �o ? by: ��� ?a'�l coo, , Director o_ P%ibl i c l;orks -t - 1 , ,•1/_ Street _:r:crov'eme:.,: Ca`_,se 'v ^rees �^ ! tWav Statement of Iss^l.:e, Recommends-ion, Ar,.a:ysis, F'undin^ S6Lrce, A'.ternative Actions, At.achments: '�� S l r tAl'1�_.�T\� Ste_ ee- 1.-re rig t- -way are ( a::-acing the street ,=ove:::en..s Acoot street- tree re:r:eval/re:) ace:-:en- �:)ol_cv .. A\IATVSIS : ^nere are aDDrOxi. ately 35 , 000 Street trees in t.^.e C1_v and many are or W i l' CaL'Se e?:te S_ve an,". COSt_v da:-ace to D' al_C i? -ro'vements Manv 0= t'ne trees Can. he ma_ntai ned in place t.-hr0'.2an maintenance practices such as root -runinc, tree -ri=ina and concrete re_oairs . t'o,,:e•ver there are So^..e spec_e/var_e-V of gees -that_ - CO no- lend the - selves to cost c-__=eC ; : a - c_^-ems nCe and C :oll _Id. e rE :C'veC . Renlacem:enT 'clantina a-ter tree re:-oval can be acco�-lished in -Dt:b-'•ic Pro-.Dery w_th Very Selective and 1_milted specie/variety C.''.Cice . 'A_S0 , tree reolace.ment could be located i n -rivate Drooerty when resident is -?? agreement and. with Certa_ 1 CC.^.d1 r 10 ?S a S- a E fn policy . Flant_::C in private proper will be s_mi lar to Ci`-v tree plan-?-c rec,.ii rements -0r all de'velC:)ments s?-ce 1972 . 1 nere are s`bsS Zant=al cost e--ect?ve advantages tC -.^._s procedure s`?Cn as elimi nat.-on O_ all maintenance costs by ' City, 'less rig :t-e--way damace and less vehicle/ street sweeter obstruction proble- s. - ALTF_'R_';A^?VrS DO not adopt Doli cV and continue existi.n.g _ractices which are less cost ef-eCtive and less acceptable to residents . FC\DT*;r: SOURCE Adoption o- policy is n0 Cost. H.Owever , _`_,tu'_e Cost t0 imolement p0l_c will ^.ave -0- be bade-ed -for when nro4ec-s are ?Cen-i _led and -funding is available . A^^AC:M . Policv CWT: FFC : OS • ;v EXHIBIT B PIO 4/'81 STREET TREE REMOVAL/REPLACEMENT POLICY PURPOSE : This policy provides the City a method/procedure for solving the on-going problem of street tree damage to pubiic right - of-way improvements . 2 . AP PIICA11ON : This oolicy app � ies to resident request for tree removal as well as City staff designated removal projects . 3 . DEFINITION Or REQUIRED TREE REMOVAL : 3 . 1 Tree removal is required when one or a combination of the following occur : a . Tree is dead . b . Tree is diseased beyond cure . C . Tree is causing damage to right-of-way improvements and repairs cannot be accomplished without tree removal . d . Tree is or will cause damage to right-of-way improvements aru maintenance procedures such as root Aruni g will not prohibit future damage for a substantial period of years that justifies maintenance costs . Tree is -tamaged beyond reasonable repair costs . f . Tree is .found to be pub ! ic hazard and removal is neces - sary for health , safety and welfare of community . RESIDENT REQUESTED TREE REMOVAL : 4 . i Resident request tree removal will be considered for approval when one or a combination of the following occur : a . When any one or a combination of the categories listed under 3 . 1 of this policy defining required tree removal occu r . b . When item a . above under 4 . 1 occurs and a minimun of 75% of the residents living on a specific street have petitioned the City for removal . c . When resident has proven to City ' s satisfaction that the right-of-way tree has caused damage to a private sewer line which cannot be repaired without tree removal . J S T RE TREE RtMOVAL/REPLACEMEN T ?C.. ICY d ._ When a , b or c a:ove under 4 . 1 occurs and the City has budgeted funds available to accomplish all work neces- sary including but not limited * to tree removal , right - of-way repairs and tree replacement . 5 . POLICY : , Public right -of-way tree removal may occur within the cate- gories , sco;;e and intent of categories i through 4 including, all sub-categories . Once removal and all right -of-way re- pairs are cor;pieted , tree replacemment considerations will include the foilowir,4 : a . Available budgeted funds . b . Whether or not the resident desires a replacement tree . If the resident does not want a tree replacement , no tree will be planted . C . Tree replacement specie/variety shall be determined by the City . d . Tree replacement iocation may occur , with property owners approval , in private property no closer than six feet from back of property line and no further than ten feet fro.; property line to �a . n ;ain a street tree effect . e . When tree replacement is to occur in private property City will provide a list of trees to resident for choice of specie . After selection of tree specie the City will purchase and deliver to resident , the replacement tree at no cost to resident if the resident so requests . Once decision has been r-ade to have private property tree plating in lieu of public right-of-way planting no tree will be planted in public right-of-way without City approval . Noviever , the resident will be required to piant tree within ten days and maintain tree in perpetuity as a private property matter from date of delivery . When tree replacement is to occur in public right-of-way City will be responsible for all related costs and shall decide what specie/variety of tree is to be planted . 5 it t TREE REMOVAL PETITONS DATE STREET NAME DISTRICT RECEIVED # of LOTS COST EST. 1. TRIDENT LANE 434 03/02/93 48 Tree - Crape Myrtle 2. CATALINA CIRCLE 485 06/17/93 10 Tree - Purple Plum 3. CASTLE DRIVE 157 08/01/93 44 Tree - Australian Willow 4. SCENARIO DRIVE 155 08/24/93 73 Tree - Crape Myrtle 5. BAHAMA LANE 475 09/14/93 29 HAITI DRIVE Tree - Crape Myrtle 6. TIGERFISH CIRCLE 426 09/14/93 17 Tree - 7. MOLOKAI DRIVE 485 10/04/93 28 Tree - Queen Palm 8. LEILANI DRIVE 485 10/15/93 27 Tree - Queen Palm 9. CI N DY LANE 425 10/25/93 30 Tree - Pear Aristocrat 10. BAYLOR CIRCLE 138 10/25/93 14 Tree - Crape Myrtle 11. ARMADA DRIVE 188 11/29/93 17 Tree -Australian Willow 12. BROWN CIRCLE 138 01/21/94 18 Tree - Crape Myrtle 13. PIONEER DRIVE 435 02/16/94 16 Tree - Australian Willow 14. UNDERHILL LANE 158 08/17/94 30 Tree - Purple Plum 15. MOONLIGHT CIRCLE 251 08/22/94 18 Tree - Crape Myrtle 16. ALHAMBRA DRIVE 252 08/24/94 33 Tree - Purple Plum EXHIBIT C Petitions submitted by Parks Yard on 9/13194(8 Petitions) ROB\WORD\LISTS\TREES.DOC revised 7/28/97 DATE STREET NAME DISTRICT RECEIVED # of LOTS COST EST, 17. NANTUCKET DRIVE 435 11/26/93* 32 Tree - Purple Plum 18, SUNLIGHT DRIVE 251 07/12/94* 31 Tree - Crape Myrtle 19. PLAYA DRIVE 485 07/29/94* 12 Tree - Queen Palm 20. RAMBLER DRIVE 475 07/30/94-* 11 Tree - Crape Myrtle 21. THUNDERBIRD CIRCLE 117 08/08/94* 12 Tree - Purple Plum 22. SPARROW DRIVE 146 08/10/94-* 30 Tree - Crape Myrtle 23. MEDITERRANEAN DRIVE 445 08/29/94* 33 Tree - Pear Aristocrat 24. VALENTINE DRIVE 251 07/18/94* 18 Tree -Australian Willow 25. OAKTREE CIRCLE 128 03/20/95 16 26. HILLSBORO CIRCLE 425 04/25/95 16 27, BRUSH DRIVE 263 07/01/95 50 28. RHAPSODY DRIVE 155 08/07/95 35 29. PRESCOTT LANE 188 08/08/95 58 KELLY CIRCLE 30. WOODWARD LANE 425 08/22/95 24 31. MORSE CIRCLE 164 08/17/95 10 32. ELM HURST CIRCLE 118 & 128 08/14/95 19 33, SOFTWIND DRIVE 158 07/26/95 36 34. MRYTLE DRIVE 158 07/27/95 31 35. ISLANDER LANE 485 10/16/95 21 36. SWAN LANE 146 10/19/95 32 0 Petitions submitted by Parks Yard on 9/13/94(8 Petitions) 2 . ROB\WORD\LISTS\TREES.DOC revised 7/28/97 DATE STREET NAME DISTRICT RECEIVED # of LOTS COST EST, 37. DOVEWOOD DRIVE 146 10/19/95 31 38, CLARK DRIVE 157 11/14/95 18 39, LOTUS LANE 435 11/20/95 20 40. SEABIRD CIRCLE 453 12/11/95 12 41. CHESAPEAKE LANE 435 12/11/95 34 42. CRAIMER LANE 447 01/02/96 32 43. SHAYNE DRIVE 158 01/16/96 30 44. OJAI LANE 178 01/23/96 17 NAPA CIRCLE 45. SYDNEY DRIVE 138 02/07/96 39 BAYSIDE LANE 46. RONNEY DRIVE 425 04/01/96 10 47. NUGGET CIRCLE 127 04/03/96 12 48; STANDISH LANE 148 04/20/96 26 49. TROPHY DRIVE 167 04/22/96 18 50. TRENTON LANE 437 04/25/96 7 51. DORIANE CIRCLE 159 04/30/96 8 52. HERON CIRCLE 453 05/24/96 14 53. CORAL CIRCLE 434 05/29/96 10 54. SHOREWOOD CIRCLE 445 06/09/96 21 55 CONGRESS CIRCLE 423 NO DATE 6 56. LA MESA LANE 178 05/25/96 29 57. MARIE LANE 169 06/24/96 43 58. NORMANDY LANE 158 07/07/96 23 59. MONTACITO DRIVE 158 07/11/96 30 60. ADAMS FRONTAGE ROAD 435 08/05/96 5 *Petitions submitted by Parks Yard on 9/13/94(8 Petitions) 3 ROB\WORD\LISTS\TREES.DOC revised 7/28/97 " DATE STREET NAME DISTRICT RECEIVED # of LOTS COST EST, 61. WINSLOW DRIVE 148 08/20/96 12 62. ROBINWOOD DRIVE 146 08/20/96 29 63. ALOHA DRIVE 475 08/20/96 32 64. LISA LANE 293 08/20/96 31 65. LEE CIRCLE 271 09/16/96 14 66. WEBER CIRCLE 168 09/18/96 14 67. SANTA ANITA LANE 156 09/24/96 26 68. PAR CIRCLE 157 10/02/96 14 69. PATRICIA LANE 169 11/05/96 16 70. LUAU LANE 485 11/13/96 17 71. FAIRLANE CIRCLE 475 11/20/96 15 72. CALNEVA LANE 117 11/21/96 26 73. PURITAN CIRCLE 148 11/14/96 18 74. PHEASANT CIRCLE 146 12/10/96 12 75. MICHAEL DRIVE 283 12/15/96 29 76. NORCON CIRCLE 177 02/04/97 6 77. JERSEY CIRCLE 158 02/13/97 10 78. QUAIL CIRCLE 146 02/20/97 18 79. EDGEVIEW LANE 128 02/22/97 16 80. CARP CIRCLE 426 03/06/97 17 81. ELBE CIRCLE 262 03/07/97 9 82. PILGRIM CIRCLE 148 04/10/97 18 83. IVORY CIRCLE 128 04/16/97 18 84. SHELLY DRIVE 138 04/21/97 36 85. DARSY DRIVE 283 04/28/97 15 *Petitions submitted by Parks Yard on 9/13/94(8 Petitions) 4 ROB\WORD\LISTS\TREES.DOC revised 7/28/97 DATE STREET NAME DISTRICT RECEIVED # of LOTS COST EST, 86. CUTTER DRIVE 434 05/03/97 7 87. TROPICANA LANE 117 05/05/97 9 88. CLEVELAND DRIVE 422 07/28/97 8 TOTAL# OF LOTS 1,966 a Petitions submitted by Parks Yard on 9/13/94 (8 Petitions) 5 `� ROB\WORD\LISTS\TREES.DOC revised 7/28/97 �' frf' Y Jar _� rUi f� rri f �I' �1 f �; J, �� �_� r SIDEWALK REPLACEMENT PROGRAM FF- LOCATION APPR., MILES EST.. REPLACE COST" El'��JDEEHTIAL �BASED ON CURRENT COSTS OF 5$/ SQ. FOOT r F I E SYSTEMATIC GRID PROGRAM BEGAN 12 YRS. AGO 3 YRS. LEFT) INCLUDES ALL NEEDED REPAIRS REPLACEMENTS (EXCLUSIVE OF PETITION REQUESTS) CURRENT PROGRAM BUDGET IS $371 ,441 / YR% `FJrTt' 'CAXf -ram F �:r� i�il z . PE r— L 1-11.010�',u�'T.Flo"Dj:D � �ROGRAIVI INITIATED NOV. 1984 . .. ............. s[bEwwrx 88 PETITIONS WRI'111,11-1- I PETITION -7-N, RECEIVED TO DATE , EST. COST OF $7M. ... . .... • CURRENT ANNUAL 777 77 BUDGET BS $525K �' Jl' l �' f ��� J� 1 PETITIONS RECEIVED ! Pd A YEAR EXCEED THAT OF THE PREVIOUS � � " YEAR • LITTLE HEADWAY CAN BE MADE WITHOUT A CORRESPONDING INCREASE IN FUNDS COMPETITION BETWEEN THE UNDERFUNDED PETITION PROGRAM AND UNFUNDED ARTERIAL x ;- REHABILITATION PROGRAM WILL NECESSITATE A COMMITMENT OF FUNDS BASED SOLELY OiV PUBLIC SAFETY CITY OF HUNTINGTON BEACH Department of Public Works UNDERGROUND STORAGE TANK REPORT August 21, 1997 ............................................................................ 1. Federal and State laws require that any Underground Storage Tank (UST) meet 1988 standards for spill, overfill and corrosion protection by December 22, 1998. Pursuant to State and Federal regulations (Code of Federal Regulations, 40 Part 280; California Code of Regulations 6:2660 h, and Health & Safety Code 252592 d), all underground storage tanks must meet 1988 safety standards (or be placed out of service) by December 22, 1998. The City of Huntington Beach has 28 nonconforming tanks at ten locations. Compliance with the 1998 standards will have a significant financial impact on the City because most of our fuel storage and dispensing systems will have to be replaced. ...........................................................................................................::.:::.:�.;:.::.;;;;::.;::.;:.;;;>::.<.;;;;:.;;::.::::.;:.;:.::.;:.;;:.>:.>:.:::.;:>::>::»::: »:>:::>::>; :::::»::><>::>>:.:>;>::>::>::>::»»»»::<: Staff has been aware of this mandate from the beginning, and the Public Works Department responded in 1989 by requesting a budget of $250,000 per year for six years. It was granted and, between 1990 and 1992, 16 tanks were removed or replaced a eight sites (6 City owned, 2 Redevelopment Agency). Six of those tanks were "active" (five at fire stations and one at the Civic Center), and five fire stations (Heil, Bushard, Murdy, Lake and Magnolia) lost tanks. But progress was delayed after 1993, when the budget was cut to $100,000 per year, and no projects were undertaken. In August 1995, staff formed a task force (the UST Task Force) to determine an appropriate course of action. Representative from the affected departments (Community Services, Fire, Police, and Public Works) met on a monthly basis to develop a plan of action, and a proposal to retain an outside consultant was advanced. NX The Task Force proposal was accepted by the Department Directors on December 12, 1995, and passed on to the City Council. At the January 16, 1996 meeting, the Council approved the employment of a professional engineering firm to prepare a UST modification and cost comparison study. 1 Pursuant to Council action, the Task Force solicited proposals and selected Tait & Associates to prepare the study. The completed report, a bound document of 45 pages, was submitted to the Task force for review and comment last fall. Tait has summarized this data in the attached report dated January 13, 1997. It was the recommendation of the consultant, supported by the Task Force, that the City reconstruct our underground storage tank system. Limited consolidation is possible via the elimination of the fueling site at the Murdy fire station, but because of the unique geographic conditions of Huntington Beach (28 square miles with flood plains and earthquake fault lines) continued consolidation is not practical. . : : : iMimi City staff has been aware of UST requirements since they were first imposed, and limited consolidation of fueling sites has been in progress since 1990. Six sites have been eliminated to date (the Heil, Magnolia, Murdy unleaded, Lake and Bushard fire stations) and a seventh (Murdy fire station, diesel) has been approved. However, it is the consensus of the Task Force that further consolidation (beyond the Murdy fire station) will impede emergency operations and prove more costly (in terms of lost time and productivity) than a reconstruction of the system. In addition, the presence of emergency generators at two sites (Warner fire station and the Fire Training Center) requires the retention of fuel tanks at those sites. A two page chart comparing the existing system with that proposed by the Task Force is attached (Exhibit A: UST Side-by-Side Comparison). There are two basic alternatives to rebuilding the existing system. The first is to continue "consolidation" by reducing the number of sites from the nine recommended to a lessor number. This would reduce the costs of reconstruction but impact operations. A number of different "plans" could be developed depending on the number of sites or tanks retained. A second choice would be to go out of the fueling business and eliminate all ten sites. This would require City vehicles to use special charge cards issued by some of the private service stations. Some drawbacks to this "solution' would be lost time, higher fuel costs, and loss of some emergency capabilities (private stations lack systems to obtain fuel during power failures). 2 Exhibit B, "1998 UST Compliance Costs", attached, graphs the cost to reconstruct ($/Upgrade) each site. The total unfunded cost to reconstruct the system is $1,445,000. The unfunded cost of removing all tanks is $378,000. It should also be noted that these cost estimates do not include any expenses associated with soil remediation. If contaminated soil is uncovered there will be additional costs which cannot now be estimated. The UST work plan is spread over the ensuing 27 months, between now (August 21, 1997) and December 22, 1999. All facilities which are not reconstructed by December 22, 1998, will have to be shutdown by that date with fuel removed. The City then has until December 22, 1999, to rebuilt or remove the tanks. To carry the work through this time frame, an appropriation of $1,445,000 is necesary in the FY 97-98 budget. tia 1. Tait &Associates report, facilities map and cost data. 2. Exhibit A: UST System Side-by-Side Comparison. 3. Exhibit B: 1998 UST Compliance Costs. USTRPT.DOC 3 7Aa TAIT&ASSOCIATES,INC. CONSULTING ENGINEERS Civil • Planning Surveying Environmenia January 13, 1997 Tait & Associates, Inc. 1100 Town & Country Road Suite 1200 Orange, CA 92868 (714)560-8200 / (714)560-8211 fax City of Huntington Beach Department of Public Works 2000 Main Street Huntington Beach, CA 92648 1998 Underground Storage Tank Requirements: The United States Environmental Protection Agency and the California State Water Resources Control Board administer public laws \n,hich require that all underground storage tanks (UST's) containing hazardous materials, including motor vehicle fuels, be brought into compliance with regulations intended to protect groundwater supplies. Compliance with these regulations may be achieved by upgrading through various hardware additions or by the reconstruction or replacement of affected systems. The deadline for compliance is December 22, 1998. Failure to comply carries the risk of fines, revocation of operating permits, and cancellation of liability insurance. City staff has been aware of UST requirements, and limited consolidation of fueling sites has been in progress since 1990. To date, three sites have been eliminated (Magnolia, Heil and Bushard Fire Stations). Tait & Associates, Inc.: Tait & Associates, Inc., was selected by the City of Huntington Beach to provide a detailed study and recommendations to bring the various Underground Storage Tank (UST) facilities throughout the city into compliance with the December 22, 1998 State and Federal regulations. To this end, Tait and Associates worked with a City staff task force and completed the report described below. The report examines the 11 fueling sites operated by the City(see Site Location Map, attached). It addresses several specific items, including the structure of the UST system currently in place and what modifications will be necessary to comply with the 1998 regulations. 1100 Town &Country Road • Suite 1200 • Orange,CA 92868 • (714)560-8200 • (714)560-8211 FAX Other Locations: San Diego,CA • Concord,CA • Sacramento,CA • Phoenix,AZ • Tucson,AZ Established 1964 ATTACHMENT 1 The 1998 UST Compliance Study: The study has been divided into 11 sections, each corresponding to a particular service site. The individual sections include a fact sheet detailing all pertinent information about the site, a recommendation for the site which includes estimated construction costs, and a site plan showing both existing and proposed facilities. A construction cost summary incorporating the recommended modifications for each site has been .developed in cooperation with the City Task Force. It is attached to this letter and includes a cost estimate for removing each site from service. The estimated construction costs given for the various sites examined in the study do not include any potential costs for environmental clean-up or soil re-mediation. This is because, with the exception of the Water Facility, no investigatory borings have been made. Thus, there is no data available upon which to base clean-up or remediation cost estimates. According to available records, none of the remaining sites has experienced an unauthorized release. However, if during the course of future compliance construction, it is discovered that there have been some releases, either in tanks or piping systems, then corrective action will have to be undertaken. It is not within the scope of this study to attempt to estimate the potential cost of corrective action, as the existence of any release is unknown at this time. But depending on the extent of contamination found, if any, the costs could be quite substantial Consequently, Tait & Associates recommends that investigatory actions be performed prior to determining the exact scope cf work at each facili'L/. Other Considerations: Regarding the recommended use of aboveground tanks in lieu of new under-ground tanks, %ve considered the site constraints and the requirements of the Fire Code. Because aboveground tanks, storing flammable liquids, are subject to mandated maximum sizes and distances to buildings and adjacent property lines, Tait & Associates has recommended that only the smaller volume tanks, storing non-flammable liquids, be placed aboveground. In preparing this study an attempt was made to identify sites which could be closed, with corresponding consolidation to appropriate locations. This was done in an effort to reduce the number of UST's owned and operated by the City and thereby reduce rehabilitation costs. However, the unique geographic conditions of Huntington Beach (28 square miles with flood plains and earth-quake faults) limits the ability to consolidate sites. it must also be noted that the implementation of any or all of the recommended actions will require some disruption and require adjustments in the City's current fueling operations, including but not limited to fueling hours schedules, possible utilization of private off-site fuel vendors, and new policies regarding emergency operations. Conclusions: Concerning the recommendations and alternatives outlined in the study, Tait & Associates attempted to understand and consider the City's operational needs.' This information was then used as a basis for determining the most viable alter-natives. The recommended actions listed in the study were based on estimated construction costs derived from our own experience and from our understanding of the City's operational needs. Of course, the opinions of city personnel who are intimately involved in daily operations as well as the realities of financial con- straints must be taken into consideration. It is, therefore, understandable that the recommended actions listed are subject to change, and Tait & Associates does not expect that the City will implement all of our recommendations exactly as put forth. With several City departments to consider, it is inevitable that some units will be impacted more than others. No matter what the recommended actions, some departments are bound to take exception. The final decisions, therefore, must rest with the proper City authorities. Tait & Associates believes that the necessary information and background for making an informed decision has been provided in this study. Sincerely. TAIT & ASSOCIATES, INC. BILL DUREE Project Manager A"ttachments: 1. UST Location Site Map. 2. UST Reconstruction Cost Estimate Summary Sheet. Enc I. • S IT�E CA-, OS, CITY of HUNTINGTON BEACH w < n McEADDEN a c L C EDINGER c L. C �i WARNER �z 7ALSERT ® (D ELLIS GARFIELD A 0C1f. ' z C�o0 ® z z 9� I F z�v < ADAMS ay ATLANTA 1. City Yard ....................................................Replace b. Parks Yard .......,..........................................Replace 2. Beach Yard.................................................Replace 7. Civic Center ...............................................Replace 3. Gothard Fire Station .................................Replace 8. Warner Fire Station....................................Replace 4. lake Street Fire Station .............................Replace 9. Water Yard .................................................Replace S. Murdy Fire Station..............•....•... Remove Fueling 10. Fire Training Facility...................................Replace 11. Helipad.......................................... In Compliance �S TAIT&ASSOCIATES,INC. CONSULTING ENGINEERS Civil • Planning • Surveying Environmental January 13, 1997 Tait & Associates, Inc. 1100 Town & Country Road Suite 1200 Orange, CA 92868 (714)560-8200/(714)560-821 1 fax City of Huntington Beach Department of Public Works 2000 Main Street Huntington Beach, CA 92648 RE: City of Huntington Beach, California UST Reconstruction Cost Estimate Summary Sheet SITE 1: CITY YARD Remove and replace all existing tanks, piping, pumps, and dispensers with new double wall underground tanks and piping, dispensers, pumps, and monitor system. New tank sizes: 2 - 15,000(unleaded), 1 - 12,000 (diesel), 1 - 2,000(waste oil), 1 - 1,000 (motor oil), and 4 - 550 gallon (one each motor oil, transmission fluid, tractor fluid, and hydraulic fluid). Cost of recommended action: $340,000; cost to take facility out of service: $60,000. Funding Source: General Fund. SITE 2: BEACH YARD Remove and replace all existing tanks, piping and dispensers with new double wall underground tanks and piping system, including new dispensers and monitor system. New tank sizes: 1 - 5,000(unleaded), 1- 2,000(diesel), and 1 - 550 gallon (waste oil). Cost of recommended action: $170,000; cost to take facility out of service: $25,000. Funding Source: Waterfront(Phase 11) financing. 1100 Town &Country Road • Suite 1200 - Orange,CA 92868 • (714)560-8200 • (714)560-8211 FAX Other Locations: San Diego,CA • Concord,CA • Sacramento,CA • Phoenix,AZ • Tucson,AZ Established 1964 SITE 3: GOTHARD FIRE STATION Remove and replace existing tanks, piping and dispensers with a new double wall underground tank and piping system including a new dispenser and monitor system. New tank size: 1 - 4,000 gallon (unleaded). Cost of recommended action: $120,000; cost to take facility out of service: $20,000. Funding Source: General Fund. SITE 4: LAKE FIRE STATION Remove and replace existing 4,000 gallon tank, piping, and dispenser with new double Nall underground tank and piping system including new dispenser and monitor system. New tank size: 1 - 4,000 gallon (diesel). Cost of recommended action: 585,000; cost to take facility out of service: $20,000. Funding Source: General Fund. SITE 5: MURDY FIRE STATION Remove but do not replace tank. Cost of recommended action: $20,000; cost to take facility out of service: $20,000. Funding Source: General Fund. SITE 6: PARKS YARD Remove and replace all existing tanks, piping, and dispensers with new double wall underground tanks and piping system, including new dispensers and monitor system. New tank sizes: 1 - 10,000(unleaded), 1- 5,000(diesel), and 1 - 550 gallon (waste oil). Cost of recommended action: $190,000; cost to take facility out of service: $50,000. Funding Source: General Fund. SITE 7: CIVIC CENTER Remove and replace all existing tanks, piping, and dispensers with new double wall underground tanks and piping system, including new dispensers and monitor system. New tank sizes: 2 - 12,000(unleaded), 1 - 5,000 gallon (diesel). Cost of recommended action: $240,000; cost to take facility out of service: $40,000. Funding Source: General Fund. SITE 8: WARNER FIRE STATION Remove and replace all existing tanks, piping, and dispensers (except marine fueling dispenser)with new double wall underground tanks and piping system, including new dispensers and monitor system. New tank sizes: 1 - 6,000 (unleaded), 1 - 2,000 gallon (diesel). Cost of recommended action: $155,000; cost to take facility out of service: $63,000. Funding Source: General Fund. SITE 9: WATER OPERATIONS Remove and replace all existing tanks, piping, and dispensers with new double wall underground tanks and piping system, including new dispensers, concrete drive and tank slabs, concrete island, and monitor system. New tank sizes: 2 - 12,000 gallon(unleaded and diesel). Cost of recommended action: $200,000; cost to take facility out of service: $30,000. Funding Source: Water Fund. SITE 10: FIRE TRAINING FACILITY Remove and replace all existing tanks, piping, and dispensers with new double wall underground tanks and piping system, including new dispenser and monitor system. New tank sizes: 1 - 2,000(diesel), 1 - 1,000 gallon(mix of unleaded and diesel). Cost of recommended action: $125,000; cost to take facility out of service: $80,000. Funding Source: General Fund. SITE 11: POLICE HELIPORT This site is in compliance and no action is necessary. Exhibit A: UST SYSTEM SIDE-BY-SIDE COMPARISON Fagj Existing Proposed Comments Cost Water Yard Two (2) 6,000 Two (2) Fuel loads are 8200,000.00* gallon tanks: 12,000 gallon 8,800 gallons, one unleaded, tanks: one smaller (short) one diesel. unleaded, one loads cost too diesel. much. 'Water Funds Murdy Fire One (1) 1,500 Remove tank. Units to fuel at $ 20,000.00 Station gallon tank other sites. (diesel). Warner Fire One (1) 6,000 One (1) 6,000 Upgrade the $155,000.00 Station gallon 'lank gallon tank existing tanks. (unleaded), (unleaded), and one (1) and one (1) 2,000 gallon 2,000 gallon tank (diesel). tank (diesel). City One (1) One (1) Remove and $340,000.00 Corporation 12,000 aalion 12,000 gallon replace all Yard tank (un- tank (diesel), existing tanks leaded), two two (2) 15,000 increasing the (2) 10,000 gallon tanks capacity of the gallon tanks (unleaded and unleaded (unleaded and diesel), one tanks by 8,000 diesel); one (1) 2,000 gallons,the (1) 2,000 gallon tank diesel tank by gallon tank (waste oil), 2,000 gallons, (waste oil), one (1) 1,000 and replacing one (1) 1,000 gallon tank the 280 gallon gallon tank (motor oil), tank (motor (motor oil), and four (4) oil) to 550 and three (3) 550 gallon gallons. 550 gallon tanks (trans- tanks (trans- mission fluid, mission fluid, tractor fluid, tractor fluid, hydraulic fluid, and hydraulic and motor fluid), and one oil). (1) 280 gallon tank (motor oil). Continued: ATTACHMENT 2 Facili Existin Proposed Comments Cost Lake Street One (1) 4,000 One (1) 4,000 Insufficient $ 85,000.00 Fire Station gallon tank gallon tank space for• (diesel). (diesel). larger tank. Beach One (1) 5,000 One (1) 5,000 Upgrade $170,000.00 Maintenance gallon tank gallon tank existing 5,000 Yard (unleaded), (unleaded), and 2,000 one (1) 2,000 one (1) 2,000 gallon tanks, gallon tank gallon tank but remove (diesel), and (diesel), and and replace one (1) 280 one (1) 250 the existing gallon tank gallon tank waste oil tank (waste oil). (waste oil). with an above- ground tank. Civic Center Two (2) Two (2) Upgrade all $190,000.00 12,000 gallon 12,000 gallon existing tanks. tanks (both tanks (both unleaded), unleaded), and one (1) and one (1) 5,000 gallon 5,000 gallon tank (diesel). tank (diesel). j Gothard Fire Two (2) 1,500 One (1) 4,000 Remove and $ 120,000.00 Station gallon tanks gallon tank replace ex- (both un- (diesel). isting tank. leaded). Fire Training One (1) 1,500 One (1) 21000 Remove and $125,000.00 Facility gallon tank gallon tank replace both (diesel), and (diesel), and tanks but up- (1) 1,000 (1) 1,000 grade diesel gallon tank gallon tank tank to 2,000 (mix). (mix). gallons. Park One (1) One (1) Remove and $190,000.00 Maintenance 10,000 gallon 10,000 gallon replace all Yard tank (un- tank (un- tanks but up- leaded), one leaded), one grade waste (1) 5,000 (1) 5,000 oil tank to 550 gallon tank gallon tank gallons. (diesel), and (diesel), and one (1) 300 one (1) 550 gallon tank gallon tank waste oil). waste oil . EXHIBIT UST COMPLIANCE COSTS Priarity* ; Facilily ! /Needed 1 (1997) jSite 9, Water Operations *% 200,000 2 (1998) Site 5, Murdy Fire Station: j 205000 3 (1998) Site 10 Fire Training Facility: j 125,000 4 (1998) Site 3, Gothard Fire Station: 120,000 5 (1998) Site 1 , City Yard: j 340,000 6 (1998) Site 8, Warner Fire Station: 1553000 7 (1999) Site 7, Civic Center; ? 2405000 8 (1999) ',Site 4, Lake Street Fire Station: 853000 9 (1999) Site 6, Parks Yard: 1903000 10 (1999) Site 2, Beach Yard:*** 170,000 ! Total Cost: 1 ,645,000 Water Funds 2001000 Waterfront, Phase 11 ? ` Unfunded: 19445,000 *Fiscal Year Year Subtotals: { 1996-97 Current Year I 2003000 1997-98 ii First Year of New Budget 7609000 1998-99 ;'Second Year of New Budget j 6853000 Note: Bold Numbers indicated unfunded amounts. USTCOST.XLS July 15, 1997 ATTACHMENT 3 P 7 CALENDAR OF CITY COUNCIL B UDGET MEETINGS Two Year Budget - 199 7198 and 1998199 City Council Chamber Proposed Budget Delivered to Council August 1 Budget Study Session 5:00 PM August 25 Budget Public Hearing 7:00 PM September 2 (Regular Meeting) Budget Study Session 5:00 PM September 8 Budget Adoption 7:00 PM September 15 (Regular Meeting) ,I NOTICE OF PUBLIC HEARING CITY OF HUNTINGTON BEACH [Notice of Public Hearing on the Proposed City Budgets for FY 1997198 and FY 1998199 Notice is hereby given that a public hearing will be held by the City Council of the City of Huntington Beach, in the Council Chambers of the Civic Center, Huntington Beach located at 2000 Main Street, at the hour of 7:00 PM, or as soon as possible thereafter on Tuesday, the 2nd of September, 1997 for the purpose of considering the City budget for Fiscal Years 1997/98 and 1998/99. The proposed budget for FY 1997/98 totals $207,344,279 including proposed General Fund Expenditures of $102,444,515. The proposed budget for FY 1998/99 totals $193,683,262 including General Fund Expenditures of $103,897,558. The complete Preliminary, Two-Year Budget proposal can be reviewed by the public from 8:00 AM to 5:00 PM, Monday through Friday in the City Clerk's Office at City Hall, 2000 Main Street, Huntington Beach. Copies of the proposed budget are also available for public review at the City's Central Library located at 7111 Talbert Avenue (Goldenwest St. and Talbert Ave.), and all branch libraries. Copies of the Preliminary Budget Message and Summaries may be obtained by the public, free of charge, at the aforementioned locations. All interested persons (especially senior citizens and handicapped individuals) are invited to attend the budget hearing to express their opinions for, or against, the proposed budget with written or oral comments. Written communications to the City Council also may be mailed to the City Clerk. Further information may be obtained from the Office of the City Clerk, 2000 Main Street Huntington Beach, CA. 92648 - Phone# (714) 536-5227 The City of Huntington Beach endeavors to accommodate persons of handicapped status in the admission or access to, or treatment or employment in, City programs or activities. The City of Huntington Beach is an equal opportunity employer. Dated 8/11/97 City of Huntington Beach by: Connie Brockway, City Clerk 2000 Main St. Huntington Beach, CA 92648 Telephone: (714) 536-5227 ** Notice to City Clerk ** This copy to run in news print on 8/21/97 in both display format and in the legal section. RECEIV.P CITY OF HUNTINGTON BEACH Department of Public Works `� 7 [11, 'Q 7 WASTEWATER SYSTEM REPORT June 23, 1997 The Huntih4tdnBeach Wastewater System All of our homes and businesses use water. Some of this water is used for irrigation and drinking, but most of it is used for purposes (such as showering or washing clothes) that generate wastewater. Almost 92% of the water used in Huntington Beach will become wastewater. " 2 But our wastewater, estimated at 32 million gallons each day, cannot be safely discharged into the environment until hazardous materials such as bacteria, parasites, and chemicals have been neutralized or removed. This requires a wastewater transportation system to move the fluid and suspended solids to a county treatment facility prior to discharge into the ocean. Wastewater is transported to the treatment plant through an underground system composed of pipelines, lift stations, and manholes. But, because it is all underground, and out of sight, we often forget about this system until we have a problem. This system, once narrowly known as the "sewer" system, should not be confused with the storm water or drainage system. Storm water runoff is normally collected and discharged directly into the ocean through a separate_ system not connected to the wastewater system. Hor r the VVasteWater System !�!®r'ks Wastewater flows by gravity, down the drain, into lateral lines that run into mainlines in the street. Here the involvement of the City begins. Mainlines flow to trunk lines which lead to the treatment plant. However, because of unique geographic considerations, it is necessary for Huntington Beach wastewater to be pumped through the mainlines to the plant. For this reason the City operates and maintains 28 wastewater lift stations. These lift stations, which are strategically located throughout the City, contain large motors which pump the wastewater up in elevation to other mainlines where it will again flow freely by gravity. This process is repeated until the wastewater reaches the treatment facility where it is treated and discharged into the ocean. 1 Although pipelines and lift stations are the most obvious components of an urban wastewater system, the necessity of manholes cannot be overlooked. These underground structures, the covers of which are most commonly seen in the middle of streets and alleys, provide the only means of access for cleaning and repairing the mainlines. Maintenance ofthe,S stem _ Y _ To insure the public's health and safety, the City's wastewater system must be operational at all times. A pipeline blockage, lift station pump failure, or an inaccessible manhole could preclude successful operation. Consequently, the system must be continually inspected and properly maintained. The tasks involved in maintaining the system go on around the clock, including weekends and holidays. Pipelines must be inspected, cleaned out at regular intervals, and repaired or replaced when damaged or worn out. Lift stations and electric control panels require continuous monitoring and periodic refurbishing. And manholes must also be routinely inspected and renovated as needed. Mainlines should be cleaned every 12 months and repaired as needed. They should be lined or replaced after 50 years to prevent failure. Lift station pumps should be rebuilt every year and electric control panels replaced after 10 years. The structures themselves should be replaced every 25 years. And all manholes should also be cleaned every 12 months and repaired as needed. They should be coated to extend service life every 5 to 10 years, and replaced after 50 years to prevent injury. In addition, due to the seismic potential in Southern California, the life cycle of wastewater lines can be shortened with a seismic event. However, because of budgetary constraints, these standards cannot be followed, and our current level of maintenance is inadequate. Mainlines and manholes are cleaned every 18 months, not every 12, and no other repairs or replacements are currently being performed. Lift stations pumps and control systems are being rebuilt and serviced on schedule, but no replacement of panels, pipes or underground structures are being made. Heal th and Safety Concerns Health and safety concerns abound in the wastewater industry. Nearly every disease, parasite, infection, virus and illness known to man can end up in our wastewater system. Typhoid fever, cholera, and hepatitis are only a few of the ailments that can be contracted through exposure to wastewater. In addition, we also run the risk of exposure to hazardous and explosive gasses. 2 The following headlines have appeared in the Los Angeles Times in recent years. They are not imaginary, but represent real risks associated with the wastewater system- "Sewer Explosion Kills 162, Injures Over 800" (1992), "Sinkhole Created By Sewer Break Kills Two" (1993), "Seal Beach Cordoned Off Due To Explosive Sewer Vapors" (1994), "Collapse Kills One" (1995), and "Man Buried Alive" (1996). Huntington Beach has been fortunate to date. Although hydrogen sulfide gas (a naturally occurring byproduct in wastewater systems) has caused considerable damage and deterioration in our system, we have not experienced a major explosion and have suffered only one wastewater related death. (In 1967, Bud Cones, a wastewater maintenance worker, was overcome by hydrogen sulfide while working in a lift station and died during transportation to a nearby hospital). IVlaj®r Sysfern Problems The major problems facing the Huntington Beach wastewater system are age based deterioration and natural damage. Many older areas of the city, especially the "old town" areas (those incorporated before 1956), are serviced by clay pipes which have completely eroded. Likewise, many newer areas, such has those constructed in the "building boom" of the 1960's and 1970's on peat impacted soil, have damage (cracks and breaks) caused by both natural settlement and the impacts of a recent series of earthquakes. And Huntington Harbour lines suffer premature deterioration from salt water intrusion. Although these system wide problems of damage and deterioration have long been suspected (on the basis of flow tests), it is only in the recent past that we have began gathering reliable ,data through new inspection techniques involving the use of closed circuit television. Thanks to the development of the video camera (and the technology for placing it on a cable that can be run through a mainline), we are developing photographic documentation of the actual condition of our wastewater system. That condition is not good. In many areas portions of pipelines are missing, broken, or cracked and calcified. As a result, thousands of gallons of wastewater leak directly into the ground each day and some of the older lines can no longer be cleaned for fear that more damage will occur. In addition, many lift stations have not been enlarged to properly handle the demands of additional development and are wearing out due to overuse. And many manholes, impacted by Huntington Beach's "hot" soil (acidic, sulfuric and alkalinic), have suffered accelerated structural deterioration. Historically, City financial constraints have often forced us to adopt a policy of deferred maintenance. This has resulted in a reactive "bandage and aspirin" approach to wastewater system needs when proactive "reconstructive surgery" was required. 3 Alternative Solutions Any consideration of a solution to the wastewater issue will involve money. The estimated annual cost to repair and maintain the system is $7,217,080 (see attachment), and long term replacement costs (50 year) exceed $360,854,000. This raises the issue of financial alternatives. One traditional method for financing public facilities is the municipal bond. The people of Huntington Beach have approved both water and park bonds in the past. However, in recent years, another consideration has emerged which is more consistent with the City's conservative financial policy. This is the use of an enterprise fund. Under this system the adoption of a long term property tax assessment (the basis of bonding) can be avoided in favor of a smaller "fee for service" charge imposed on service users. An enterprise fund creates a "utility," funded by a service rate. An example of this system would be the City's waste management enterprise fund which finances refuse collection and disposal from a flat rate. The development of a City of Huntington Beach "wastewater enterprise" is one possible solution to the major problems confronting our wastewater system. The current policy of funding only basic maintenance is inadequate to preserve the system. It is ineffective because current policy contains no reliable method of providing funds for the upgrade or reconstruction of the system. Ehte_ rise Fund Altem'ativ_es. The use of an enterprise fund, a self contained financial entity, to maintain the wastewater system raises other issues. One of these is the amount of the service fee. Here alternatives are also available. Because system repair costs require $7,217,080 annually, and the objective of the "enterprise" is to generate $360,000,000 over fifty years, fulfillment of the goal (a 100% solution) would require a monthly service fee of $7.36 per unit per month ($7,217,080 / 81,700 units / 12 months). This would be the "optimal" rate (see the attached exhibit "Proposed Wastewater Assessment Levels"). But alternative rates could be set at lower levels. For example, a one-third rate (33% solution) could be achieved by a rate of $3.39 per unit per month or two-thirds (66%) for $5.39. (See the attachment for details). However, any amount less than the full amount needed to redress the problems does not fully fund the system needs and therefore defers estimated resolution of this matter. 4 For this reason the full $7.36 per unit of service per month appears proper. This is a matter that requires resolution, not more reconsideration. Conclusions Our wastewater system is in distress. It must be repaired to protect the health and safety of the community and to prevent massive damage to other systems such as streets and ground water. Financial constraints (declining property and sales taxes, State "take-aways" for schools, etc.) prevent necessary action. Bonds and enterprise funds are alternatives, but an enterprise fund may be more appropriate in this case because the City has successfully employed them in the recent past for our water and refuse programs. Attachment: Proposed Wastewater Assessment Levels 5 Pro nosed Wastewater Assessment Levels Level#1: $3.39/Month* Level#2: $5.39/Month* Level#3: $7.36/Month' Cost Description 67%Problem Deferral 34% Problem Deferral 0% Problem Deferral) DIRECT EXPENSES 1. Salaries Including Benefits Program#530 Sewer Line Maintenance 492,920 570,193(" 570,193") Program#531 Lift Station Maintenance 325,107 325,107 325,107 Subtotal 818,027 895,300 895,300 2. Operating Expenses Program#530 Sewer Line Maintenance Supplies, Special 8,200 8,200 8,200 Film 550 550 550 Supplies, Info. Systems 1,100 1,100 1,100 Clothing 1,300 1,365(2) 1,365(21 Safety Supplies 3,600 3,780(2) 3,780(21 Auto Allowance 4,200 4,200 4,200 Rentals, Equipment 500 500 500 Contractual Service 12,200 12,200 12,200 Maint., Dept Equipment 24,500 24,500 24,500 Equipment Usage 92,915 92,915 92,915 Program#531 Lift Station Maintenance Telephone 1,000 1,000 1,000 Postage/Deliveries 250 250 250 Supplies, Special 4,750 4,750 4,750 Clothing 1,250 1,250 1,250 Safety Supplies 1,200 1,200 1,200 Materials, Misc. 5,150 5,150 5,150 Rentals, Equipment 500 500 500 Contractual Services 5,150 5,150 5,150 Maint., Dept Equipment 116,150 116,150 116,150 Training and Schools 540 540 540 Subtotal 285,005 285,250 285,250 INDIRECT EXPENSES 1. Electricity for Lift Stations 130,5001" 130,50013) 130,500{3) 2. Electrical Maintenance for Lift Stations(4) Salaries(Including Benefits 75,347 75,347 75,347 Service and Supplies 12,149 12,149 12,149 Building Occupancy 1,338 1,338 1,338 General Overhead 6,663 6,663 6,663 Department Overhead 8,084 8,084 8,084 Fixed Asset Replacement 4,838 4,838 4,838 3. Billing and Collections(5) 12,255 12,255 12,255 4. Vehicle Replacement(" 88,643 88,643 88,643 Subtotal 339,817 339,817 339,817 Page 1 Fr® ®sed Wastewater Assessment Levels Level#1: $3.39/Month* Level#2: $5.39/Month* Level#3: $7.36/Month" Cost Description 67% Problem Deferral 34% Problem Deferral 0% Problem Deferral INFRASTRUCTURE REPLACEMENT ) 1. Sewer Sli linin 8"Clay Pie 2$60 per lineal foot 537,900 1,075,800 1,629,960 (L.F./Yr.-50yrs.) (8,965 L.F./Yr.) (17,930 L.F./Yr.) (27,166 L.F./Yr.) 10"Clay Pie @$65 per lineal foot 25,870 51,675 78,260 (L.F./Yr.-50yrs.) (398 L.F./Yr.) (795 L.F./Yr.) (1,204 L.F./Yr.) 12"Clay Pie @$74 per lineal foot 22,052 44,104 66,822 ( L.F.Nr.-50yrs.) (298 L.F./Yr.) (596 L.F./Yr.) (903 L.F./Yr.) 15"Clay Pie $84 per lineal foot 22,176 44,268 67,032 (L.F./Yr.-50yrs.) (264 L.F./Yr.) (527 L.F./Yr.) (798 L.F./Yr.) 2. Sewer Line Removal and Replacement 8"Clay Pie 2 $100 per lineal foot 896,500 1,793,000 2,716,600 (L.F./Yr.-50yrs.) (8,965 L.F./Yr.) (17,930 L.F./Yr.) (27,166 L.F./Yr.) 10"Clay Pie @$109 per lineal foot 43,382 86,655 131,236 (L.F./Yr.-50yrs.) (398 L.F./Yr.) (795 L.F./Yr.) (1,204 L.F./Yr.) 12"Clay Pie @$120 per lineal foot 35,760 71,520 108,360 (L.F./Yr.-50yrs.) (298 L.F./Yr.) (596 L.F./Yr.) (903 L.F./Yr.) 15"Clay Pie @ $133 perlineal foot 35,112 70,091 106,134 (L.F./Yr.-50yrs.) (264 L.F./Yr.) (527 L.F./Yr.) (798 L.F./Yr.) 24"Clay Pie @ $178 per lineal foot 1,241 2,482 3,760 27"Clay Pie $196 per lineal foot 3,415 6,831 10,349 24"Clay Pie $206 per lineal foot 1,436 2,872 4,351 4"Ductile Iron Force Main Pie @$100 per lineal foot 21,300 42,600 64,500 (L.F./Yr.-50yrs.) (213 L.F./Yr.) (426 L.F./Yr.) (645 L.F./Yr.) 3. Manhole Restoration 86,680 173,360 260,000 (#of Manholes/Yr.) (40 per Year (80 per Year (120 per Year) 4. Lift Station Restoration Structure Replacement Pro ram based on a 25 yr. lifes an 88,946 177,892 269,533 Electrical/Electronic Equipment Replacement 10 yr. lifes an 29,298 58,596 88,781 Pumps/Piping Replacement Program based on a 20 yr. lifes an 17,224 34,448 52,193 Resealing of Station Dry Well recommended after 10 yrs. of service 12,818 25,636 38,842 Subtotal 1,881,1101 3,761,830 5,696,713 ' GRAND TOTAL $3,323,959 $5,282,197 $7,217,080 1. Reflects an addition of two more employees for increased frequency of sewer line inspections. 2. 5%increase in expense for additional personnel 3. Actual Edison cost for 1995-96. 4. Cost per the 1993 Management Services Institute Study(MSI Report). Data currently under review by staff 5. Cost of Billing and Collections is estimated at 0.15 per account based on MSI Report&Wastewater System Master Plan 6. Cost of Vehicle Replacement was provided by Vehicle Maintenance. 7. Unit Costs provided by Kennedy/Jenks Consultants and local contractors. * Based on 81,700 billable units Page 2 C� Council/Agency Meeting Held: %�,gi Deferred/Continued to: R'Ap roved ❑ Conditional) Ap oved ❑ De ied City Cerk's Signature Council Meeting Date: 09/02/97 Department ID Number: AS 97-038 it ql,,5197 CITY OF HUNTINGTON BEACH REQUEST FOR COUNCIL ACTION SUBMITTED TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS SUBMITTED BY: MICHAEL T. UBERUAGA, City Administ or PREPARED BY: ROBERT J. FRANZ, Deputy City Administrat 7 SUBJECT: PUBLIC HEARING 1997/98 AND 1998/99 BUDGET Ea me n t of Issue,Funding Source,Recommended Action,Alternative Action(s),Analysis,Environmental Status,Attachment(s) Statement of Issue: Conduct the Public Hearing required for the City's Annual Budget. Funding Source: As indicated in the Proposed Budget. Recommended Action: Motion to: 1. Conduct a Public Hearing on the 1997/98 and 1998/99 proposed budget. 2. Continue the Public Hearing open to September 15, 1997. 3. Instruct staff to prepare a resolution for adoption of the proposed budget on September 15, 1997. Alternative Action(s): Instruct staff regarding changes to be incorporated in the 1997/98 Budget. Analysis: Two study sessions have been conducted on budget related issues since June of 1997. The proposed budget was delivered to the City Council in early August. It addresses the need for increased General Fund expenses of $5.1 million by recommending the use of increased General Fund revenue and one time development related revenues to finance the $5.1 million General Fund expense increase. REQUEST FOR COUNCIL ACTION MEETING ®ATE: 09/02/97 DEPARTMENT I® NUMBER: AS 97-038 Budget Proposal Following is a summary of the estimated total General Fund revenues and expenses under the budget proposal: Summary -General Fund Budget: 1997198 and 1998/99 Estimated Beginning Fund Balance-09/30/97 $ 6,918,690 1997/98 Summary: Estimated Ongoing Revenues $100,925,970 Ongoing Expenses $100,920,015 1997/98 Budget Surplus 5,955 Plus: Estimated One-Time Revenue 1,524,500 Less: One-Time Expenses -1,524,500 Less: Transfer to CIP Fund 1,800,000 Estimated Ending Fund Balance- 09/30/97 $ 5,124,645 1998/99 Summary: Estimated Revenues $103,898,700 Recommended Expenses $103,897,558 1998/99 Budget Surplus 1,142 Estimated Ending Fund Balance- 09/30/99 $ 5,125,787 Public Hearing - 1997/98 and 1998/99 Budget The City Charter requires a public hearing to be held on the overall city budget prior to adoption. Notices have been published per charter requirements and the hearing has been scheduled for the City Council meeting of September 2, 1997. Although not required by the charter, city staff recommends continuing the hearing open to September 15, when the adoption of the budget is scheduled. The study session on August 25, 1997 resulted in requests from the City Council for review of numerous additions to the city budget. Those requests will be summarized separately and reviewed with the City Council at your September 8, 1997 Budget Study Session. Environmental Status: Not applicable. 0027402.01 -2- 08/26/97 9:37 AM p0 REQUEST FOR COUNCIL ACTION MEETING ®ATE: 09/02/97 DEPARTMENT I® NUMBER: AS 97-038 Attachment(s) Page Number RCA Author: Robert J. Franz 0027402.01 -3- 08/26/97 9:37 AM RECEIVED FROM AND MADE A PART OF T JHE - COUNCIL MEETING OF 7 OFFICE OF THE CITY CLERK City Council Meeting CONNIE BROCKWAY,CITY CLERK Public Hearing Two Year Budget 199 7198 & 1998199 o , September 15, 1997 Slide I Two Year Proposed Budget .. ......... 2 0 3 ......... .............204 % .4, $211.1 Sig 195 2 ' --Total so 2 M- - General Fund 1 "A 110 !!E 21( ' $97.8 , $972 $96. X 70 $in Millions 4� R `° Pro J Slide 2 Agenda Item D-1 September 15, 1997 City Council Meeting Recommended 1997198 Total Budget - $211. 1 Million Rill General Fund Water Fundr. $6.59 $28.5 $102. 3 Capital Projects19.21 Internal Service 6.16 Refuse Fund Redevelopment $in illions Transportation Debt ServiceOther EnterpriseOtherFunds $0 $20 $40 $60 $80 $100 Slide 3 Recommended 1997198 General Fund Budget - $102.6 Million Police Department Fire Departrnert 9$16.61 $3C 7 PublicWbrks 9616.60 No Departmentsl 14.37 Ca nityservices $7. 7 Ca nrty Development Administrative Services $2 98 Library Services 2. 8 $in Millions QtyAttomey 1.27 Administration : $0.90 City'rreasurer 0.8$ CdyClerk CityCourr it 0.25 $0 $5 $10 $15 $20 $25 $30 $35 Slide 4 Agenda Item D-1 September 15, 1997 City Council Meeting BudgetAddendum Capital Improvement Fund $1,800,000 Library Services 80,000 Youth Sports Grants 100,000 Carry-Over Projects 1,832,777 Misc. Net Reductions /Additions 650 Total Budget Addendum $3,813,427 Slide 5 State Budget ♦ No New Revenue to Cities to Replace State Take-Aways ♦ Police funding extended ($435,000) ♦ Estimated 1997/98 Take-Away = $7 Million e Of a - ways,F Total=$45.3 Million Slide 6 Agenda Item ®-1 September 15, 1997 City Council Meeting Number of Budgeted Full-Time Positions 1,150 - 1,119 1,100 - 1,060 - 41 1,000 960 900 0 850 800 75 89 90 91 92 93 94 95 96 97 98 99 Slide 7 Overview - City Services ♦ City has downsized since 1991/92 ♦ Workload and demands for Service have increased Slide 8 Agenda Item D-1 September 15, 1997 City Council Meeting Summaty ® This Budget begins the process of Stabilizing City Finances ® The City is Recovering from the Recession, State Take-Aways, and Orange County Bankruptcy; but has not Recovered ® The two year budget is balanced with no new taxes or fees proposed ® One-Time Costs of Development Processing Total = $1.5 Million ® Replenishment of Reserves is a High Priority Slide 9 Agenda Item D-1 September 15, 1997 .f.. . u �'li 1 V J . V V•- RECEIVED CITY CLERK t:tlY Df HUNTINC,Tr+z . �r.;r :.ALIF, SEP 12 To: Mayor/City Council �> FECEIVED FROM AND MADE APART OF THE RECORD AT THE Fr: Dave Garofalo COUNCIL MEETING OF OFFICE OF THE CITY CLERK Re: "H" Item CONNIE BROCKWAY,CITY CLERK ----- --- ----------- ----- ---- ---- --- - - ---- ----- ----------- - In discussions with staff over the past several weeks the subject of excess water for the city has come up. Particularly the opportunity to give or sell water to the county to irrigate land that is not in the city for a proposed additioanl park has been the topic of conversation. Recently, I received a letter from Nancy Donaven, President, Bolsa Chica Land Trust . In that letter, attached, Ms . Donaven clearly points out the dilemma over the big picture for water and Southern California. WE either feel comfortable about our long term water position or we don' t . WE either have a plan for long term water consumption and conservation or we do not . It would be my suggestion that we address this issue once and for all . Another member of the council has asked why are we selling water to a neighboring community. Do we have excess water. If we do, then we should move along and make the business decisions needed to experience positive community growth. If not, we should be allocating and planning our water resources more carefully. WE ought to discuss this as a council . encl : Nancy Donaven ltr; dtd 8/28/97-WATER ,, BOOLSA CHICA LAND TRUST 207 21st Street Huntington Beach, CA 92648 714/960-9939 August 28, 1997 m Dave Garafalo a Counc i 1 Member City of Huntington Beach gym 2000 Main Street Huntington Beach, CA 92648 -. n Dear Council der Garafalo, Just this week there was an article in the Los Angeles Times regarding some possible scenarios for water requirements for the next twenty to twenty-five years. One of the people quoted in the article, William R. Mills, was one of the consultants present at a City Council meeting a few months ago. In response to Council members' questions he appeared to be very sanguine about the water supply situation in Orange County. And he was among the group of three consultants at that meeting who appeared to distort the meaning of Secretary Babbitt's speech last spring in Las Vegas. A copy of the article I refer to above is enclosed for you. While we all have to reach our own conclusions on this important matter, it is abundantly clear that our water supply must be protected to its utmost. It is also clear that Orange County does not have a surplus of water, nor does Huntington Beach. Thank you for all you are doing for our community. Sincerely, Nancy Do ven President Copies to: City Council members Mike Uberuaga, City Administrator Enclosure: Copy of L.A.Times Article from 8/25/97 na—n FtFM p(11;? City Council Meeting RECEIVED FROM GR pTr_ AND MADE A PART OF- HE RECO THE.7 ® COUNCIL MEETING T OFFICE OF THE CITY LERK C CONNIE BROC A CITY CL ERK Public Hearing Two Year Budget 1997/98 1998/99 September 2, 1997 VA ie Two Year Proposed Budget y _W 1 $21Q._ ::. .. $1 ,, 1 TIC" -=-Total Budget $13p< General Fund 01 U N 96.1 $70 $6Q W . ..._..W:r ass $in Millions , W Pro 07Pra" e Agenda Item D-1 September 2, 1997 City Council Meeting ®Recommended 1997/98 Total Budget - $207.3 Million General Fund •" "MN Water Fund $28.5 $102. Capital Projects $ 6.71 Internal Service $ 6.23 Refuse Fund *° $8.7 $in 6 lifflons Redevelopment $8.6 Transportation _ $8.54 Debt Service $6.59 Other Enterprise $5.59 Other Funds 7, $5.38 $0 $20 $40 $60 $80 $100 Slice ® Recommended 1997/98 General Fund Budget - $102.4 Million Police Deparbnent o ra-�., o.:,.: .:v :••,.<.:.:.�; ..�. ..�,,:. :amsc Fire Depanmat 16.61 $34. Public Works 6.60 Non-Departmental 14.43 m co nay Services \$7.A 9 Cor nity Development AdnrinistrativeServices $2 98 UbrarySeMces 2. $in Villions CeyAnomey 1.27 Admnistraaon $0.90 City Treasurer 0.88 Cay Clerk cilycouncil 0.25 $0 $5 $10 $15 $20 $25 $30 $35 blicle Agenda Item D-1 September 2, 1997 r :o City Council Meeting ®General Fund Budget Per Capita $600 —�-General Fund Budget per Capita Adjusted for Inflation $528 $545 $500 $400 ,ez $300 $219 $100 $0 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 blide Projected Revenue Increases 1997/98 1998/99 Property Tax 4.97% 4.27% Sales Tax 2.23% 3.63% Utility Tax (0.74%) 0.56% General Fund `dotal 1 .98% 1 .41% Slide Agenda Item D-1 September 2, 1997 ti City Council Meeting ® Major Revenues are less than Public Safety Costs $55 3�- $in Millions $50a 47.6 $45 $35 —Property Tax+Sales Tax Rev. $30 police-Fire-Marine Safety Costs $25 87 88 89 90 91 92 93 94 95 96 97 98 99 Mime ®Recommended Allocation of $1 .8 Million for Capital projects Underground Gas Tanks $194459000 Mainframe Migration 2059000 Fire Station Roof 169000 Crime Lab Expansion 909000 Jail Floor Restoration 25,000 Civic Center Air Conditioner 105000 Library Computers 99000 blicle ts Agenda Item D-1 September 2, 1997 City Council Meeting ® State Budget . No New Revenue to Cities to Replace State Take-Aways ® Police funding extended ($435,000) ® Estimated 1997/98 Take-Away o $7 Million a ' Total=$45.3 Million 'X A� •i\�` ;� ` s x`' �.: Ski �\ `• �?F• :, [� tf�":; ,, ,per} iM. „^,;:%�;'" ' Slice ® Number of Budgeted Full-Tire Positions 1,150 1,119 1,100 1,050 41 1,000 950 900 0 850 800 750 89 90 91 92 93 94 95 96 97 98 99 Snae 10 Agenda Item D-1 September 2, 1997 City Council Meeting ®Overview - City Services ® City has downsized since 1991/92 . Workload and demands for Service have increased Sliae 11 Summary . This Budget begins the process of Stabilizing City Finances ® The City is Recovg n_g from the Recession, State Take-Aways, and orange County Bankruptcy; but has not Recovered . The two year budget is balanced with no new taxes or fees proposed . one-Time Costs of Development Processing Total = $1.5 Million . Net Increase of 4 Positions Recommended in the two year budget ® Replenishment of Reserves is a High Priority ie Agenda Item D-1 September 2, 1997 City Council Meeting ® Budget Follow Up /25/97 Study Session ® Recommended structure for Citizens' Committee (Infrastructure) : 9115197 . Revise Specific Charts to show Ws . Analysis of 47.2% "Other Funds" Increase ® Analysis of 22% Increase: Per Capita Cost ® Trend Data for Sales Tax/Property Tax Revenue Growth Estimates: Community Services Fund Balance Data: Interfund Transfers . Additional $80,000 for Sunday Hours: Library Urban Forest: Report on Options/Plans e 13 Budget Follow Up /25/ 7 Study Session (cont.) . Youth Sports Grants: Additional $100,000 ® Council Review of Downtown Cleaning Costs: — 9/2/97: for 1996/97 costs & 9/8/97: for 1997/98 costs Refuse Costs: Review at October Study Session . Alarm Fees: Follow Up Report 9/8/97 ® Short Term Flood Control: Follow Up Report ® Edison Plant: Follow Up Report . Technology Needs: October Study Session . South Beach/Pier Maintenance: Follow Up Report 9/8/97 bilae 14 Agenda Item D-1 September 2, 1997 City Council Meeting Budget Calendar s ® Public Hearing September 2 . Study Session September 8 ® Adoption September 15 Agenda Item D-1 September 2, 1997 RCA ROUTING SHEET INITIATING DEPARTMENT: Administrative Services SUBJECT: PUBLIC HEARING 1997/98 AND 1998/99 BUDGET COUNCIL MEETING DATE: September 2, 1997 RCA:ATTACHMENTS STATUS` Ordinance (w/exhibits & legislative draft if applicable) Not Applicable Resolution (w/exhibits & legislative draft if applicable) Not Applicable Tract Map, Location Map and/or other Exhibits Not Applicable Contract/Agreement (w/exhibits if applicable) (Signed in full by the City Attorney) Not Applicable Subleases, Third Party Agreements, etc. (Approved as to form by City Attorney) Not Applicable Certificates of Insurance (Approved by the City Attorney) Not Applicable Financial Impact Statement (Unbudget, over $5,000) Not Applicable Bonds (If applicable) Not Applicable Staff Report (If applicable) Not Applicable Commission, Board or Committee Report (If applicable) Not Applicable Findings/Conditions for Approval and/or Denial Not Applicable EXPLANATION FOR MISSING ATTACHMENTS :- REVIEWED RETURNED FORWARDED Administrative Staff ( ) ( ) Assistant City Administrator (Initial) ( ) ) City Administrator (Initial) ( ) City Clerk ( ) EXPLANATION FOR RETURN OF ITEM: ,(Bel o w Spp,ce Por City Clerk's, Use Only)' RCA Author: Robert J. Franz yG OF THE HUNTINGTON BEACH irUBEIC LIBRARY c� 7111 Talbert Avenue■ Huntington Beach,CA92648 ®(714)842-4481 September 1, 1997 Honorable Mayor and City Council City of Huntington Beach 2000 Main Street Huntington Beach, CA 92648 Dear Mayer Bauer and City Council: The Friends of the Huntington Beach Library support Sunday half-day opening hours of the Central Library & Cultural Center with no reduction in existing hours of operation. We believe also that the Central library should be open with "regular" full service. Patrons wishing to select, locate and use materials will need assistance from trained librarians, pages and clerks. Job seekers, students and people who need research and data base assistance should be entitled to professional help. Patrons often become frustrated while searching for information on their own. Finding information is a complicated and difficult task which requires the services of trained librarians, especially so with the advent of the new computer-based CD ROM databases. Full staffing will also provide the children of this city with the assistance they need to take full advantage of the wealth of information that can be found in the library. Youngsters would be able to complete their school assignments with a minimum amount of effort, thus encouraging them to look forward to their next task. Library director, Ron Hayden, has put forth an excellent plan for the partial funding of this effort and with your cooperation and additional funding for the year, our hopes for a fully staffed library, open seven days a week would be fulfilled. � 9 or Ethel J. Watts, President Olga Wrobel, Corres. Sec 'y. Friends of the Hunt.Beach Friends of the Hunt.Beach Library & Cultural Center Library & Cultural Center 1 PUBLIC NOTICES PUBLIC NOTICES PUBLIC NOTICES PUBLIC NOTICES ' PUBLIC NOTICES NOTICE Of PUBLIC HEADING CITY OF HUNTINGTON BEACH Notice of Public Hearing on the Proposed City Budgets for FY 1997198 and FY 1998199 Notice is hereby given that a public hearing will be held by the City Council of the City of Huntington Beach, in the Council Chambers of the Civic Center,Huntington Beach located at 2000 Main Street,at the hour of 7:OOPM,or as soon as possible thereafter on Tuesday,the 2nd of September,1997 for the purpose of considering the City,budget for Fiscal Years 1997/98 and 1998/99. The proposed budget for FY 1997/98 totals$207,344,279 including proposed.General Fund Expenditures of $102,444,515.The proposed budget for FY 1998/99 totals$191,683,262 including General Fund Expenditures of$103,897,558.The complete Preliminary,Two-Year Budget proposal can be reviewed by the public from 8:OOAM to 5:00PM,Monday.-through Friday in the City Clerk's office at City Hall,2000 Main Street, —Huntington-Beach..Copies of the proposed budget are also available for public,review at the City's Central, Library located at 7111 Talbert Avenue(Goidenwest St. and Talbert Ave.)and all branch libraries.Copies of the Preliminary Budget Message and Summaries may be obtained by the public,free of charge,at the aforementioned locations. All interested persons(especially senior citizens and handicapped individuals)are invited to attend the budget hearing to express their opinions for,.or against,the proposed budget with written or oral comments.Written communications to the City Council also may be mailed to the City Clerk.Further information may be obtained from the Office of the City Clerk,2000 Main Street Huntington Beach,CA.92648-Phone#(714)536-5227, The,City of Huntington Beach endeavors to accommodate persons of handicapped status in the admission or access to,or-treatment or employment in;City programs or activities.The City of Huntington Beach is an equal opportunity employer. Dated 8/11/97 City of Huntington Beach by: Connie Brockway,City Clerk r 2000 Main St. .Huntington Beach, CA,92648 Telephone: (714)536-5227 " Published Huntington Beach-Fountain Valley Independent August 21, 1997 ��h I a ' see 01 uo'i ei Ana ulnw Lo sasuadxa pue au?,-ew Sdd} at/�I � $�1$J sni nzytv�7a a n iOO" �N 9 PROOF OF PUBLICATION STATE OF CALIFORNIA) ) SS. County of Orange ) I am a Citizen of the United States and a resident of the County aforesaid; I am over the age of eighteen years, and not a party to or interested in the below entitled matter. I am a principal clerk of the HUNTINGTON BEACH INDEPENDENT, a newspaper of general circulation, printed and published in the City of Huntington Beach, County of Orange, State of California, and that attached Notice is a true and complete copy as was printed and published in the Huntington Beach and. Fountain Valley issues of said newspaper to wit the issue(s) of: August 21, 1997 I dec+are, Linder penalty of perjury, that the foregoing is true and correct. Executed on August 21 , 1997 at Costa Mesa, California. Signature NOTICE OF PUBLIC HEARING CITY OF IIUNTINGTON BEACH Notice of Public Hearing on the Proposed City Budgets for FY 1997198 and FY 199E Notice is hereby given that a public hearing will be held by the City Council of the City of Huntington Beach, in the Council Chambers of the Civic Center, Huntington Beach located at 2000 Main Street, at the hour of 7:00 PM, or as soon as possible thereafter on Tuesday, the 2nd of September, 1997 for the purpose of considering the City budget for Fiscal Years 1997/98 and 1998/99. The proposed budget for FY 1997/98 totals $207,344,279 including proposed General Fund Expenditures of $102,444,515. The proposed budget for FY 1998/99 totals $193,683,262 including General Fund Expenditures of $103,897,558. The complete Preliminary, Two-Year Budget proposal can be reviewed by the public from 8:00 AM to 5:00 PM, Monday through Friday in the City Clerk's Office at City Hall, 2000 Main Street, Huntington Beach. Copies of the proposed budget are also available for public review at the City's Central Library located at 7111 Talbert Avenue (Goldenwest St. and Talbert Ave.), and all branch libraries. Copies of the Preliminary Budget Message and Summaries may be obtained by the public, free of charge, at the aforementioned locations. All interested persons (especially senior citizens and handicapped individuals) are invited to' attend the budget hearing to express their opinions for, or against, the proposed budget with written or oral comments. Written communications to the City Council also may be mailed to the City Clerk. Further information may be obtained from the Office of the City Clerk, 2000 Main Street Huntington Beach, CA. 92648 - Phone # (714) 536-5227 The City of Huntington Beach endeavors to accommodate persons of handicapped status in the admission or access to, or treatment or employment in, City programs or activities. The City of Huntington Beach is an equal opportunity employer. Dated 8/11/97 City of Huntington Beach by: Connie Brockway, City Clerk 2000 Main St. Huntington Beach, CA 92648 Telephone: (714) 536-5227 ** Notice to City Clerk ** This copy to run in news print on 8/21/97 in both display format and in the legal section. �Y Section 501. EMERGENCY ORDINANCES. Any ordinance declared by the City Council to be \ necessary as an emergency measure for the immediate preservation of the public peace, health, or safety, and containing a statement of the reasons for its urgency, may be adopted in the manner provided in Section 500 except that such emergency ordinance may be introduced, enacted and adopted at one and the same regular or special meeting and shall take effect immediately upon adoption if passed by at least five affirmative votes. Section 502. RESOLUTIONS. The City Council may act by resolution or minute order in all actions not required by this Charter to be taken by ordinance. Section 503. PUBLISHING OF LEGAL NOTICES. The City Council shall cause to be published all legal notices and other matters required to be published by law in a daily, semiweekly or weekly newspaper published in the County or the City and circulated in the City which is selected by the City Council for that purpose. No defect or irregularity in proceedings taken under this section shall invalidate any publication where it is otherwise in conformity with this Charter or law or ordinance. ARTICLE VI FISCAL ADMINISTRATION Section 600. FISCAL YEAR. The fiscal year of the City shall be from July 1 to June 30 unless otherwise established by ordinance. Section 601. ANNUAL BUDGET,PREPARATION BY THE CITY ADMINISTRATOR. At such date as the City Administrator shall determine, each board or commission and each department head shall furnish to the City Administrator, personally, or through the Director of Finance, estimates of the department's, board's or commission's revenue and expenditures for the ensuing fiscal year, detailed in such manner as may be prescribed by the City Administrator. In preparing the proposed budget,the City Administrator shall review the estimates,hold conferences thereon with the respective department heads, boards or commissions as necessary, and may revise the estimates as may be deemed advisable. Section 602. ANNUAL BUDGET. SUBMISSION TO THE CITY COUNCIL. The City Administrator shall submit the proposed budget to the City Council at least sixty days prior to the beginning of each fiscal year. After reviewing the proposed budget and making such revisions as it may deem advisable,the City Councihshall_hold-a-public hearing_thereon at_least-fiffteen days prior_toahe__ beginning of each-fiscal-year.`and shall cause to be published,a_notice thereof_not_less than ten days_prior to !said-hearing. Copies of the proposed budget shall be available for inspection by the public in the office of the City Clerk at least ten days prior to said hearing. Section 603. ANNUAL BUDGET. PUBLIC HEARING. At the time so advertised or at any time to which such public hearing shall from time to time be adjourned, the City Council shall hold a public hearing on the proposed budget, at which interested persons desiring to be heard shall be given such opportunity. Section 604. ANNUAL BUDGET. FURTHER CONSIDERATION AND ADOPTION. At the conclusion of the public hearing the City Council shall further consider the proposed budget and make any revisions thereof that it may deem advisable and on or before the last day of the fiscal year it shall adopt the c-14 //7 NOTICE OF PUBLIC FEARING f/h1- chat- 9/-1/9 7 CITY OF HUNTING'TON BEACH 1;e-n S' - Notice of Public Hearing on-the Proposed City Budgets for FY 1997198 and FY 1998199 r Notice is hereby given that a public hearing will be held by the City Council of the City of Huntington Beach, in the Council Chambers of the Civic Center, Huntington Beach located at 2000 Main Street, at the hour of 7:00 PM, or as soon as possible thereafter on Tuesday, the 2nd of September, 1997 for the purpose of considering the City budget for Fiscal Years 1997/98 and 1998/99. The proposed budget for FY 1997/98 totals $207,344,279 including proposed General Fund Expenditures of $102,444,515. The proposed budget for FY 1998/99 totals $193,683,262 including General Fund Expenditures of $103,897,558. The complete Preliminary, Two-Year Budget proposal can be reviewed by the public from 8:00 AM to 5:00 PM, Monday through Friday in the City Clerk's Office at City Hall, 2000 Main Street, Huntington Beach. Copies of the proposed budget are also available for public review at the City's Central Library located at 7111 Talbert Avenue (Goldenwest St. and Talbert Ave.), and all branch libraries. Copies of the Preliminary Budget Message and Summaries may be obtained by the public, free of charge, at the aforementioned locations. All interested persons (especially senior citizens and handicapped individuals) are invited to attend the budget hearing to express their opinions for, or against, the proposed budget with written or oral comments. Written communications to the City Council also may be mailed to the City Clerk. Further information may be obtained from the Office of the City Clerk, 2000 Main Street Huntington Beach, CA. 92648 - Phone # (714) 536-5227 The City of Huntington Beach endeavors to accommodate persons of handicapped status in the admission or access to, or treatment or employment in, City programs or activities. The City of Huntington Beach is an equal opportunity employer. Dated 8/11/97 City of Huntington Beach by: Connie Brockway, City Clerk 2000 Main St. Huntington Beach, CA 92648 Telephone: (714) 536-5227 ** Notice to City Clerk ** This copy to run in news print on 8/21/97 in both display format and in the legal section. Section 501. EMERGENCY ORDINANCES. Any ordinance declared by the City Council to be \ necessary as an emergency measure for the immediate preservation of the public peace, health, or safety, and containing a statement of the reasons for its urgency, may be adopted in the mariner provided in Section 500 except that such emergency ordinance may be introduced, enacted and adopted at one and the same regular or special meeting and shall take effect immediately upon adoption if passed by at least five affirmative votes. r Section 502. RESOLUTIONS. The City Council may act by resolution or minute order in all actions not required by this Charter to be taken by ordinance. Section 503. PUBLISHING OF LEGAL NOTICES. The City Council shall cause to be published all legal notices and other matters required to be published by law in a daily, semiweekly or weekly newspaper published in the County or the City and circulated in the City which is selected by the City Council for that purpose: No defect or irregularity in proceedings taken under this section shall invalidate any publication where it is otherwise in conformity with this Charter or law or ordinance. ARTICLE VI FISCAL ADMINISTRATION Section 600. FISCAL YEAR. The fiscal year of the City shall be from July I to June 30 unless otherwise established by ordinance. Section 601. ANNUAL BUDGET, PREPARATION BY THE CITY ADMINISTRATOR. At such date as the City Administrator shall determine, each board or commission and each department head shall furnish to the City Administrator, personally,or through the Director of Finance, estimates of the department's, board's or commission's revenue and expenditures for the ensuing fiscal year, detailed in such manner as may be prescribed by the City Administrator. In preparing the proposed budget,the City Administrator shall review the estimates, hold conferences thereon with the respective department heads, boards or commissions as necessary, and may revise the estimates as may be deemed advisable. Section 602. ANNUAL BUDGET. SUBMISSION TO THE CITY COUNCIL. The City Administrator shall submit the proposed budget to the City Council at least sixty days prior to the beginning of each fiscal year. After reviewing the proposed budget and making such revisions as it may deem advisable, the City Council shall hold a public hearing thereon at least fifteen days prior to the beginning of each fiscal year and shall cause to be published a notice thereof not less than ten days prior to said hearing. Copies of the proposed budget shall be available for inspection by the public in the office of the City Clerk at least ten days prior to said hearing. Section 603. ANNUAL BUDGET. PUBLIC HEARING. At the time so advertised or at any time to which such public hearing shall from time to time be adjourned,the City Council shall hold a public hearing on the proposed budget, at which interested persons desiring to be heard shall be given such opportunity. Section 604. ANNUAL BUDGET. FURTHER CONSIDERATION AND ADOPTION. At the conclusion of the public hearing the City Council shall further consider the proposed budget and make any revisions thereof that it may deem advisable and on or before the last day of the fiscal year it shall adopt the c-14 Connie Brockway, City Clerk City of Huntington Beach Office of the City Clerk P.O. Box 190 Huntington Beach, CA 92648 JUDY WOLLEN,DISTRICT MANAGER THE GAS COMPANY 3835 W IST STREET SUITE D24 SANTA ANA CA 92703-4004 ML 8303 � 'acnnrox�rfo �'�� La s � �CppN a CP`` LEGAL NOTICE - PUBLIC HEARING Connie Brockway, City Clerk City of Huntington Beach Office of the City Clerk P.O. Box 190 Huntington Beach, CA 92648 URBAN WEST COMMUNITIES ATTN TOM ZANIC 520 BROADWAY SUITE 100 ,A•�gTINGrp SANTA MONICA CA 90401 V � CpZYN y Ca LEGAL NOTICE - PUBLIC HEARING a 1 • r folk, +, f✓�?L H - E .�;�-� g;;�. _ ��,°��r�:� ,REEF' Ott:_ AKp. - t- ��' �� ��r � ��•�\ , `fir,,, 'YX:''�C C'^5��_r���.: U!l�v �4 _ ar- ��',L`��i�,�'r_IIl\� �7[�j�':�3'"� tagnn�■�i� I[ �I[ii�III��` a .•�� � �— � 4 ICy.�E`�hl`� E 3'•IR Hiliii-'9`rytLJ1 !Y�''���� �+'I�I(S•1�C`"J��f i njP.� h ,✓ � t � � �Ik e� U I 17 �RANvE CCUN-Y CHAr,1NF � ��'` * � r i i I i STOP GAPS MEASURES Halifax Drive has a tributary area of approximately 1,200 acres and is bounded by Bolsa Avenue to the north, Golden West Street to the east, McFadden Avenue to the south, and Edwards Street to the west. • The existing 66 inch diameter reinforced concrete pipe (RCP) storm drain in McFadden Avenue between the CO4, Orange County Flood Control Channel (OCFCC) and Edwards Street is deficient in size. This causes storm water to back up and flood the residential areas north of McFadden Avenue and east of Edwards Street. To correct these deficiencies, the existing 2,700 lineal foot system needs to be replaced with a 8 foot by 12 foot reinforced concrete box culvert. This would allow for the construction of new storm drain systems into the surrounding residential area, thereby relieving the flooding. The estimated cost is $3.5 million. • Mitigation to Date - Installed 36" storm drain line between Edwards and Victoria. • Sandbags. • Barricading if necessary. Greer Annex Park has a tributary area of approximately 300 acres and is bounded by McFadden Avenue to the north, Golden West Street to the east, Shannon Drive to the south, and Wild Plum Circle to the west. • The existing detention basin is connected via an 18 inch diameter storm drain pipe to an existing 63 inch diameter pipe near the southeast corner of Golden West Street and McFadden Avenue. At the present time, the existing 18 inch pipe is overburdened, not allowing efficient drainage, thereby flooding the surrounding residential tract. In addition to the Master Plan of Drainage, further studies must be completed to determine the optimum design and construction costs required to correct this problem. • Mitigation to Date - Retention basin lined with concrete and pump installed. • Clean retention filters. • Pump water level down prior to storms. • Barricades and signage if necessary. Orange County Channels There are nine principal Orange County Flood Control Channels which serve and traverse the City of Huntington Beach at various locations. • The majority of these channels are deficient in terms of size and are in a poorly maintained and deteriorated condition. These channels are the backbone of the entire County's flood prevention and storm drain system. They are also the responsibility of the County of Orange and thus maintenance and upgrading is the County's responsibility. However, the City has a critical interest in these channels, as most of our storm drain systems are dependent on their proper operation. Current cost estimates for the upgrading of these channels are not available from the County at this time. #27409 • Mitigation under design and/or construction. Corsican Drive (Murdy Channel) has a tributary area of approximately 1,200 acres and is bounded by Center Drive to the north, Southern Pacific Railroad to the east and west, and the County Flood Control Channel (CO5) to the south. • This existing under-sized City owned concrete lined channel is deficient in approximately forty-five percent of its length. At the present time, any substantial rainfall will result in waters overtopping the channel walls. To correct these deficiencies, the City must replace and repair portions of this channel at an estimate cost of$2.5 million. • Mitigation to Date - Repaired channel damage, raised east/south of channel adjacent to apts.) and installed additional; catch basins on applicable portions of Gothard. • Provide sandbags. • Continue cleaning and catch basic and channel. • Barricading when necessary. 17 Street has a tributary area of approximately 75 acres and is bonded by Palm Avenue to the north, 16th Street to the east, P.C.H. to the south, and 19th to the west. • The existing storm drain system is deficient in both structural condition and size. Currently, the only catch basins for the entire area are located near P.C.H. Therefore, the flood water up stream of Palm Avenue must utilize streets to traverse its way to the catch basins, thereby flooding the entire area. To correct these deficiencies, the existing system must be replaced with approximately 5,000 lineal feet of 24 in to 54 inch pipe, including new catch basins and an outlet structure located south of the beach service road. The estimated cost is $1.5 million. • No action to date. • Barricades and signage are needed. • Sandbag "beach concessions." • Clean existing half round storm drain inlets at street intersections. • Request Beach Maintenance to clean storm drain outlets on beach as needed. Slater Channel has a tributary area of approximately 300 acres and is bounded by Slater Avenue to the north, Central Park to the east, various residential tracts and Hope View School to the south, and Springdale Street to the west. • This existing City owned earthen channel is deficient in both size and condition. At the present time, flood waters have caused severe erosion and bank failures over the entire length of the channel. To correct these deficiencies, the channel must be enlarged and concrete lined, costing an estimated $3.0 million. • De-silting adjacent to equine center or grate was cleaned to slow flow. • Continue to monitor cleanness (sic). • Foliage left in place to secure failing dirt walls. • Applying for Corps of Engineers Grant to line channel (in addition to FEMA request). • Pursue de-silting Talbert Lake to slow flow. #27409 Lake Park is the up-stream end of a 150 acre tributary area and is bounded by 12th Street to the north, Lake Street to the east, 11th Street to the south, and Main Street to the west. © This is the first area within the Downtown drainage district to be inundated by flood waters due to the existing undersized storm drain system. At the present time the storm water cannot get into the existing system, thereby causing flooding in the surrounding park and residential area. To correct the deficiency, a new storm drain system of approximately 4,500 lineal feet of 51 inch to 87 inch pipe and appurtenances must be installed with an outlet structure south of the beach service road. The estimated cost is $2 million. ® No action to date. ® Signs and barricades as needed. © Clean existing half round storm drain inlets at adjacent street intersections as needed. Lark Drive, Greenview, and Trophy Drive are streets within the Shields Drive Pump Station water shed area. The tract is bounded by Heil Avenue to the north, Springdale Street to the east, Warner Avenue to the south, and the Meadowlark Golf Course to the west. a This area is frequently saturated by flood waters because of deficient pump station and storm drain system. Currently, the storm water cannot be pumped out of the _existing system fast enough, thereby causing flooding in the surrounding residential area. To correct these deficiencies, two new pumps must be installed at the existing pump station, in addition to approximately 4,500 lineal feet of 24 inch to 65 inch pipe. The estimate cost is $3.5 million. ® Mitigation to Date - Developed interim solution to shift water into gold course at estimated $30,000 to $60,000 (construction pending private easement). Storm drain station and forebays. County has lined channel adjacent to Trophy cleaned at channel bend and bend on south side of Warner adjacent to shopping center. O #20,000 in miscellaneous immediate repairs completely cleaned this month. FEMA mitigation Grant pending Federal approval (i.e. Third Appeal submitted, "Disaster Waiting to Happen." ® Sandbags delivered to vacant SCE site. ® Barricading and signage as needed. • Push for easement. Michael Drive has a tributary area of approximately 50 acres and is bounded by Slater Avenue to the north, residential units to the east, Newman Avenue to the south, and Beach Boulevard to the west. • This area's storm drain system is undersized, thereby causing flooding in the surrounding residential area. To correct the deficiencies in the immediate area, the existing 3o inch and 48 inch pipes must be replaced with 63 inch pipes. In addition, the existing culvert, crossing under Slater Avenue, east of Jefferson Street, must be replaced with a larger culvert. The estimated cost is $400,000. #27409 • Mitigation to Date - Diverted Beach Blvd. water to Central Park. Added two catch basins easterly of Michael and Jefferson. • Sandbags. • Keep adjacent City channel cleaned. • Barricading if necessary. • Cleared brush from properties adjacent to channel. Huntington Apartments has a tributary area of approximately 30 acres and is located within the City of Huntington Beach, yet is in the upper end of a drainage area controlled by the City of Westminster. The Huntington Apartments are bounded by Edinger Avenue to the north, Newland Street to the east, and the San Diego Freeway to the south and west. • The City of Westminster must complete storm drain renovations to the surrounding area before Huntington Beach can implement its storm drain improvements around the Huntington Apartments. At the present time, the existing system cannot accept the storm water fast enough, thereby causing flooding in the Huntington Apartments. To correct these deficiencies, the City of Huntington Beach would need approximately 400 lineal feet of 27 inch to 45 inch pipe and new appurtenances. The estimated cost for the City of Huntington Beach is $200,000. • City of Westminster, County problem and CalTrans problem. • Provide sandbags. • Barricading when necessary. • Requires on-site action by gated community. #27409 City of Huntington Beach 0 COUNCIL ® ADMINISTRATOR COMMUNICATION HUNTINGTON BEACH I TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS ---' FROM: MICHAEL T. UBERUAGA, City Administrator o� �� ... SUBJECT: BUDGET STUDY SESSION DATE: August 22, 1997 Following is a listing of agenda items for the August 25, 1997 Budget Study Session. We will be making a staff presentation on the proposed budget, but do not plan on an in-depth reiteration of the detail that is included in the Budget Message. Please bring the Budget Message and Summaries document with you for the Study Session. AGENDA 1. Proposed Budget for 1997198 and 1998/99 - City Administrator 2. City Council Priorities, Service Areas, and Goals and Objectives 3. Fee Charges, Schedule -Administrative Services. 4. 1997/98 Capital Improvement Projects (CIP) Fund - Staff Recommendations 5. Street Maintenance Report 6. Sidewalk Maintenance Report 7. Sunday Opening at the Central Library and Cultural Center 8. Youth Sports Grant/HCP Sports Complex 9. Huntington Central Park Urban Forest 10. Preliminary Design for Relocating Fire Station 8 - Heil 11. Downtown Hardscape Cleaning 12. Refuse Collection Service Costs and Revenue 13. Residential Alarm Renewal Fee 14. Funded and Unfunded Equipment Replacement Needs. MTU:RJF:skd t 0027243.01 08/22/97 10:33 AM CITY OF HUNTINGTON BEACH HUNTINGTON BEACH INTEROFFICE MEMO To: Mike Uberuaga, City Administrator From: Mayor Ralph Bauer (� Date: August 22, 1997 Subject:. Budget lssues for 1997-98 Could you please add the following issues for discussion at the upcoming budget session: 1. Short term flood control. 2. Technology enhancement. 3. South beach improvements and pier maintenance. 4. Landscaping plans to hide ugliness in key areas i.e., Edison Plant, industrial zones, selected Beach Boulevard locations, Caltrans land on Pacific Coast Highway between Newland Avenue and Beach Blvd. RB:lp xc: City Council I _ W J s 1 COV6IJ�SI SHug i y.�,s g,�-: z 126 11272 �y28 <1�0 HUNTINGTON BEACH - O ARGOSYar� f c% 1'37E i1L3'V t 3?9nN' 1 ,. 6W I 146 i 1?47' 149' 2 '24 AVE '' u CENTER DRIVE VAT 5 iV 154 15.156 157 15 9 252 't '.,1 V yf 1 6 ; '.,ol ;>.' i,r .r;`' �'o"�o•{`; ,`. 1 N �1�1 i t 7 _ 4 d: 3 �9'6h F166m 166�:,.16 ' ,'108!N>:t6" 26 2621 '.263'1264 LWA; 'E R , 17 ,a z u- 76 fl " ,1 77' ]TB ': 7 27 272 �273.1 18 ; 4,,I 185 186 � 1,8N7b ,,188 28 �J 282m 189 Ia � ,O •_ � _L _.�,:�. dt° E �283 s 5 =- 'O TALBERT AVE 04 19 �95 I196 L19 (9= 199 2 I.2z923 ', 3 �� 316 317: 3 319 }41' i 2 f°4.]i3r — IGARFILED AVF 3 - mot,' 128 32�9 �' s,^• =tp:4 1.' ;4 2 � oRi< ow� 42542?6!I '427 8 AN; 3333 $';;r° �9u 4 ;1=N 4. " ��4r3:33"' 434 43S^�4.36A''437°' 438 PROJECTED �., EIS' � a "�• ,f?. � ` 3 4,4-1 1-4pQ2 4�4�;3. ?AA 4 4 6 4` ti w SLURRY SEAL �.� :�s . . , ir �AP tInl�A�-i.Nw 1t, AL� , Y I4 5 5° 56 4PROGRAM 5 454. o-fp . J� NTA OLAV.EM, z 2 96 6 i 6 2 y4`6 3°<S;4 riM�A�44"6;5`' 4''.6:;6 Eviso 472� . 474• 4?746 4 a4'76 477 ,a BANNING AVE �II All dd. p4Q4 ^ :8',S�,z Al Y 9-�� 6 ` rti —. 20 20�p 1 } RECEIVED FROM B' AND MADE A PART OF THE in of; RE RD AT T ° � COUNCILOMFF CEI OF THE CITY ®®2 CLERK S CONNIE EROCKWAY,CITY CLERK City of Huntington Beach INTER-DEPARTMENT COMMMUNICATION HUNTINGTON BEACH TO: MICHAEL T. UBERUAGA, City Administrator FROM: ROBERT J. FRANZ, Deputy City Administrator SUBJECT: FEE CHANGES: SCHEDULE DATE: August 15, 1997 The updated MSI Study was delivered to the City on August 1, 1997, but did not include updated summaries for about 30 fees. The corrections have now been made and a revised final document will be delivered the week of August 18. Departments will need a few weeks to develop recommended fee changes for your review. We plan to have a completed schedule of proposed changes ready for City Council review in late September or October with implementation by November or Decen%er. � JI' ;l: e BERT J. FMANZ Deputy City Administrator RJ F:skd 0027244.01 08/15/97 3:54 PM City COuriC11 RECEIvE E A PARY OF g Y AND MA•p FICE oFOHE CITY ggAK Budget Stud Sess CONtmE 98OCKWAY1 CITY�L �K Budget Study Session Two Year Budget 1997/98 & 1998/99 6 t7 August 25, 1997 slide ®Study Session Agenda . Two Year Budget — Summary `, #= — Overview-city Infrastructure — Overview-City Service Delivery . Other Agenda Items: — City Council Priorities — HCP: Youth Sports Complex& — Fee Changes-Schedule Urban Forest — CIP Fund: $1.8 Million — Design: Heil Fire Station — Street& Sidewalk — Downtown Cleaning Maintenance — Refuse Collection Costs — Library: Sunday Opening — Alarm System Fees/Costs — Equipment Replacement Slide August 25, 1997 City Council Budget Study Session Two Year Budget 1997/98 and 1998/99 _ t w "Surf City" e Two Year Proposed Budget 207.3, zoo ' 04 �xt9 ' $192.0 $19� $193.7. --Total Budget —General Fund 11Q� $7Q< 9S x94, 95 96 $in Millions ;: >' Prop Soce August 25, 1997 City Council Budget Study Session Recommended 1997/98 Total Budget - $207.3 ,Million General Fund Water Fund -rom $28.5 1 $102. Capital Projects $ 6.71 Internal Service $'6.23 Refuse Fund wR > $8.7 $in h lillions Redevelopment $8.6' Transportation $8.54 Debt Service $6.59 Other Enterprise $5.59 Other Funds $5.38 $0 $20 $40 $60 $80 $100 Slide ® Recommended 1997/98 General Fund Budget - $102.4 Million Police Depan M Fire Department 2016.61 $34. PublicMrks - 16.60 Non-Departmental 514.43 ComnunityServjws $7.,9 Co nityl)ewlopmnt AdmistnifiveSermes $2,98 Library Services 2.88 $in Million.; City Attorney .27 Adrrinistmlion $0.90 City Treasurer 0.88 CityClerk City couml 0.25I I I $0 $5 $10 $15 $20 $25 $30 $35 Slide 6 August 25, 1997 City Council Budget Study Session ®General Fund Budget Per Capita $600 General Fund Budget per Capita - 'Adjusted for Inflation $528 $545 $500 $400 $300 _. $219 $200 _ $100 $0 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 Snue Projected Revenue Increases 1997/98 1998/99 Property Tax 4.97% 4.27% Sales Tax 2.23% 3.83% Utility Tax (0.74%) 0.56% General Fund Total 1 .98% 1.41% Slide August 25, 1997 City Council Budget Study Session Major Revenues are less than Public Safety Costs $55 $in Millions - $50 47.6 $45 $35 " Property Tax+Sales Tax Rev. $30 - police-Fire-Marine Safety Costs $25 87 88 89 90 91 92 93 94 95 96 97 98 99 Sude to General Fund Expense Increases ® ,1 5, 0 One-Tame Costs $1,524,500 Offset by New Revenue 693,000 Internal Service Fund Reserves 1,559,000 Other 1,369,100 Total $5,165,600 Slide August 25, 1997 City Council Budget Study Session ® General Fund Increases One Time Costs Budget Item Expense Revenue Public Works Engineering Fees $1,136,000 $1,136,000 Community Development Fees 388,500 388,500 Total $1,524,500 $1,524,500 Slide General Fund Increases Offset by New Revenue New Budget Item Expense Revenue Pier Plaza Debt Service $357,000 New Parking Pier Plaza 91,000 New Parking Special Events 150,000 Charges Ambulance Service 95,000 Fee Increase Total $693,000 Slide 12 August 25, 1997 City Council Budget Study Session ®General Fund Increases Internal Service Funds Budget Item Amount Reason Supplemental Retirement $400,000 Reserves Liability Insurance 400,000 Reserves Worker's Compensation 500,000 Reserves Equipment Replacement 259,000 Reserves Total $1,559,000 Slide 1,3 General Fund Increases Other Budget Item Amount Reason Retirement Costs $505,000 PERS Incr. New Debt Service 485,166 800 Mhz Misc. 398,934 Fuel, Training, Interest Costs Total $1,389,100 Sfide 14 August 25, 1997 City Council Budget Study Session Self Insurance Funds Cash Reserve Projections $in Millions $8 .2,,,, tioni�:4 $7 - $6 1-g, $5 ...... $ 0& 'n 41 $4 J $3 n $ V,2s. $1 SO.8 $0 92 93 94 95 96 97 98 99 '00 101 bt e = Equipment Replacement Funds Cash Reserve Projections $in Millions $7 $6 A -A, $5 3 Ur $4 F $2 -< $1 $0 92 93 94 95 96 97 98 99 '00 '01 '02 51ide 16 August 25, 1997 City Council Budget Study Session Recommended Allocation of $1 .8 Million for Capital projects Underground Gas Tanks $154453000 Mainframe Migration 2059000 Fire Station Roof 16,000 Crime Lab Expansion 909000 Jail Floor Restoration 259000 Civic Center Air Conditioner 105000 Library Computers 99000 Mice 17 Unfunded Needs ® a Sample $in Thousands ®Technology Needs ®Maintenance Needs (immediate) —Police Dispatch Sys. $1,500 —Civic Center Roof $250 —Computer Needs 3,000 —Civic Center Air Cond. 500 ®Capital Projects —Civic Ctr. Paint 250 —Oil Production Fac. 475 —Library Roof 180 —South Beach 7,000 —Library Air Cond. 250 —Sports Fields 1,200 —Beach Svc. Road 35 ®Reserves —Pier Deck Sealing 60 -Liability 5,817 ®Infrastructure Rehab-20 Yr. —Worker's Comp. 5,378 —Sewers 140,000 a Equipment Replacement —Sidewalks/Curbs 20,000 —Helicopter 1,000 —Block Walls 10,000 —20 Year Estimate 7,000 —Alleys 7,000 •SalaEy Increases —Street Trees 7,000 511de 16 August 25, 1997 City Council Budget Study Session State Budget ® No New Revenue to Cities to Replace State Take-Aways Police funding extended ($435,000) Estimated 1997/98 Take-Away = $7 Million n. $in Miftio S, 'K ' Total $45.3 IMU111ion • AN in T z 92 93 94 95 ie ® Overview - Infrastructure it I Soaezu August 25, 1997 City Council Budget Study Session Infrastructure • Sewer System Street System • Water System - " —Arterial �► . .- Highways • Drainage System = �_` I Medians • Beach FacilitiesResidential • Parks Streets • Buildings —Traffic Signals —Street Lights • Bridges _ —Alleys • Vehicles - ` —Sidewalks (; • Equipment -e4= y Curbs/Gutters —Trees Slide City r® h ® 1960 t0 1990 , Huntington Beach Population 200,000 150,000 116,400 100,000 50,000 11,492 0 1960 1970 1980 1990 blide ZZ August 25, 1997 City Council Budget Study Session ® Historical Perspective - Infrastructure Most City Infrastructure was built in the 1960-1980 period as Development occurred ® Most Infrastructure is now 20-35 Years old ® The City does not have sufficient funds for Repair and Replacement of infrastructure ® The recommended two year budget does not provide any significant change in City Infrastructure funding Slide ®20 Year Infrastructure Needs (in $Millions) ® Funded $607 ® Unfunded 708 . Total $1,315 9 $2 0 Construction $152 339 Replacement . ., y - ! r= �,. $2 7 $149`"p otat-UafundadNeei#s n Maintenance $54 ` °t.Critfcat Unfunded ideeds $0 $50 $100 $150 $200 $250 $300 $350 Slide 24 August 25, 1997 City Council Budget Study Session ® Immediate Unfunded Needs $111 Million (5 Years) .Residential Streets $16,824,500 t . .Arterial Highways 5,841,400 .Buildings 5,189,900 ®Sidewalks/Gutters 16,152,400 *Drainage System 45,380,900 .Signals/Lights 5,885,600 OF *Sewer System 7,330,500 .Vehicles 7,020,800 �T' .Other 1,731,400 Sloe 25 Unfunded Sewer System Needs are Highest Priority Annual Need Funded Maintenance $1,560,367 $1,442,849 Repair/Replacement 5,696,713 0 Total $7,217,080 $1,442,849 e Zb August 25, 1997 City Council Budget Study Session ®City Approach - Addressing Unfunded Infrastructure Needs . Unfunded Infrastructure needs cannot be addressed adequately from existing revenue sources . Community Support is needed to implement any new revenue . Report on forming Citizen's Committee to be submitted from City Council committee on Sept. 2, 1997 . Public Information effort is Planned Slide;V ® Overview - City Services z�aS `3 i fw' z.:�`r;•:�,�, r:��sy� 3,�;�' as aa�`�;1,• •``'„- � Slide August 25, 1997 City Council Budget Study Session City Services • Police Protection • Economic Dev. • Fire Protection • Development Processing • Paramedics • Public Works • Ambulance Service - water Service • Marine Safety — Refuse Collection • Libraries — Street Maintenance — Sewer System • Senior Citizens - Street Sweeping • Parks & Recreation — Traffic Signals • Art Center — Street Lights • Beach Maintenance — Street Trees — Park Maintenance Slide Workload Indicators Community Develop ent 91/92 95/96 Inc. Permit Valuation $88M $10M 19% Plan Checks' 11185 11715 4 % Code Complaints 5,427 6,226 15% Slide August 25,1997 City Council Budget Study Session LLOWorkload Indicators "!"tt Community Services 91/92 95/96 Inc. Sr. Center Attendance 24,000 51,000 125% Class Registration 8,525 13,560 59% Youth Teams-Fields 1,875 3,110 66% Junior Lifeguards 560 980 75% Facility Rentals 315 584 85% Nature Center-school visits 154 335 118% Specific Events 21 33 57% blide 31 ®Workload Indicators Fire 91/92 95/96 Inc. Fire Inspections 13,234 15,433 17% Emerg. Responses 9,190 10,255 12% Ambulance Responses 0 7,378 n.a. 1 t Slide 32 August 25, 1997 City Council Budget Study Session Workload = � Indicators, Police 91/92 95/96 Inc. Adult Arrests 69490 71121 10% Juvenile Arrests 967 15607 63% Traffic Citations 62,676 97,095 17% Calls for Service 146,804 184,977 26% Priority 1 -3 Calls 111 ,898 145,827 30% Field Interviews 19711 29006 17% Slim 33 Workload Indicator : ^ Y t Public Works 91/92 95/96 Incr. Major Com/Res Developments 13 29 123% ROW Development Projects 200 320 60% New Landscape Inspections 800 1,900 138% Public Landscape (Million sq.ft.) 2.8M 3.2M 14% Installed Street Signs 2,232 4,292 92% Slurry Seal (Million sq.ft.) 0.039M 5.2M n.a. Water Prod-Acre Feet 32,221 36,137 12% Water -Work Orders 20,248 30,138 49% Slide 34 August 25, 1997 City Council Budget Study Session Workload Indicators Library 91/92 95/96 Inc. Library Circulation 696,000 877,900 26% Library Reference Questions 201,342 238,190 18% m _• ' Slide ® Number of Budgeted Full- Time Positions 1,150 1,119 1,100 Aw r ,, .,.c.., 41 1,050 1,000 z — 950 900 0 850 800 750 89 90 91 92 93 94 95 96 97 98 99 ie August 25, 1997 City Council Budget Study Session ® Overview - City Services . City has downsized since 1991/92 . Workload and demands for Service have increased . Quality of service has declined bild e ®Summary . This Budget begins the process of Stabilizing City Finances . The City is Recovering from the Recession, State Take-Aways, and Orange County Bankruptcy; but has not Recovered . The two year budget is balanced with no new taxes or fees proposed . One-Time Costs of Development Processing Total = $1.5 Million . Net Increase of 4 Positions Recommended in the two year budget . Replenishment of Reserves is a High Priority 811de August 25, 1997 City Council Budget Study Session ® Budget Calendar r. . Study Session August 25 . Public Hearing September 2 . Study Session September 8 . Adoption September 15 Slide 39 August 25, 1997 H CITY OF HUNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH -d To City Council ". via City Administrator From Ron Hagan, Director, Community Service Date September 15, 1997 Subject Art Center Funding The budget for the Huntington Beach Art Center is projected at $399,000 for FY97/98. The anticipated revenue is $380,000. The proposed revenue is broken down as follows: Store Sales $3,000 Donations/Grants 5,000 Rentals 5,000 Tours 7,500 Membership Fees 14,000 Admissions to Galleries/Events 15,000 Fund-raising/Receptions 17,500 Classes/Workshops/Camps 45,000 Special Events/Film Permits 60,000 Community Enrichment Fee 83,000 Art Center Foundation 125,000 TOTAL REVENUE $380,000 The transfer to the art center from the Community Enrichment Fee re- places the General Fund contribution made in past fiscal years. There is NO GENERAL FUND ALLOCATION TO THE ART CENTER FOR FY97/98.. There is a net shortfall of $20,000 projected for the art center fund for FY97/98 due to a miscalculation in Program 386. This error will be cor- rected and the art center budget adjusted accordingly. RH:JBE:cr CitV of Huntington Beach COUNCIL e ADMINISTRATOR COMMUNICATION HUNTINGTON BEACH TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS FROM: MICHAEL T. UBERUAGA, City Administrator SUBJECT: BUDGET STUDY SESSION FOLLOW-UP (SEPTEMBER 8, 1997) DATE: September 11, 1997 As result of the City Council actions at the September 8, 1997 Budget Study Session, staff will follow-up as follows: 1. Sunday Hours - Library: The budget addendum includes the changes necessary to implement this expansion of hours. 2. Youth Sports Grants: The budget addendum adds $100,000 to this program for a total of$150,000 per year. 3. Alarm Fees: The Police Department will prepare an amendment to the City fee schedule to modify alarm permit fees. This change will be presented to the City Council in October or November. 4. Tree Removal: Public Works staff will prepare an analysis of the option of allowing residents to pay for removal of street trees. 5. Fund Balance Analysis: A review of the Fund Balances of all City Funds will be prepared within the next few months, showing pre-recession balances, current balances, and desired balances. 6. Overtime Budgets: Attached is a revised summary of salary/benefit costs, showing the total increases for the proposed two-year budget and a separate listing of overtime budgets by department. Please let us know if any additional information is needed on these subjects. MTU:RJF:skd — I 0027693.01 �, 17 r t 4;' l���� 09/11/97 11:53 AM y as Salary & Benefit Costs -General Fund %increase 1997198 N998/99 Department Approved Recommended % -Recommended % 2 Year >.. "Budget Budget Change Budget Change Total Base Salary $ 44,406,235 $ 44,703,049 0.7% $ 45,037,610 0.7% 1.4% Temporary Salaries 2,718,097 3,060,336 12.6% 3,144,250 2.7% 15.7% Overtime Salaries 4,138,878 4,555,522 10.1% 4,573,769 0.4% 10.5% Holiday Salary 740,012 750,392 1.4% 756,675 0.8% 2.3% Education Incentive Pay 717,018 719,056 0.3% 719,056 0.0% 0.3% Retirement(PERS) 7,429,897 7,925,024 6.7% 7,855,143 -0.9% 5.7% Workers Comp(Mandated) 1,891,564 2,322,192 22.8% 2,376,469 2.3% 25.6% Insurance 5,807,456 5,949,274 2.4% 6,565,137 10.4% 13.0% I Deferred Comp 42,328 50,193 18.6% 51,455 2.5% 21.6% FICA Medicare(Mandated 272,811 293,563 7.6% 297,443 1.3% 9.0% Retiree Medical/Supplement 1,512,854 1,835,445 21.3% 1,862,789 1.5%1 23.19/6 Total " $ 69,6771150; $ 72;164,046 3.6% $ 73,239,796 1.5°/a 5.1% Overtime Breakdown by Major Department 1996197 1997/98 1998/99 " " % Increase Department",, Approved Recommended % Recommended- % r„ 2 Year Budget Budget Change Budget JChange Total Police 2,014,634 2,327,876 15.5% 2,327,876 0.0% 15.5% Fire 1,769,585 1,796,163 1.5% 1,797,163 0.1% 1.6% Public Works 171,200 218,700 27.7% 219,950 0.6% 28.5% Community Services 122,500 122,500 0.0% 122,500 0.0% 0.0% Information Systems 25,000 54,003 116.0% 70,000 29.6% 180.0% All Others 35,959 36,280 0.9% 36,280 0.0% 0.9% �.: •" Total "�, �$ `4;138,878 $ 4,555,522 10.1% $ 4,573,769 . 04% 10.5% CITY OF IF UNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION To: Michael T. Uberuaga, City Administrator From: Duane S. Olson, Acting Fire Chi �' Date: September 12, 1997 F, SUBJECT: OVERTIME COSTS FOR INFORMATION SYSTEMS As shown in your Budget Study Session Follow-up communication to the City Council, the FY 97/98 and FY 98/99 Information Systems' budgets include an increase in overtime cost. The following information explains the reasons for that increase. Accounting Budgeted Est. Actual FY 97/98 FY 98/99 Division Number FY 96/97 FY 96/97 174 $20,000 $23,539 $39,003 $50,000 178 $5,000 $27,798 $15,000 $20,000 TOTAL $54,003 $70,000 Additional overtime was required during the FY 96/97 budget to maintain our current Mainframe Computer System. This is reflected in the Estimated Actual FY 96/97 column. The Mainframe Computer System is quickly becoming obsolete and is due to be changed out to a Personal Computer Client Server System during FY 97/98 and FY 98/99. Since the Mainframe Computer System is outdated and marginal in its capabilities, it requires a great deal more coordination and programming time to support critical City tasks. During the FY 97/98 and FY 98/99 budget years, ongoing maintenance will be required as well as additional overtime to support the migration to the Personal Computer System. This migration will require non-prime testing and installation of the equipment, as well as a training expense, which is reflected in the increase. The changeover to the Personal Computer Client Server system has been approved and is a critical.need to maintaining the Information Systems of the City. The corresponding increases in Overtime costs are necessary to support the migration and continued maintenance of the Mainframe System. DSO/CLR Budget Study Session RECEIVED FROM AAND MADE A PART OF THE RECORD ,)0_ COUNCIL MEETING OF- OFFICE OF THE CITY CLERK CUNNIE BROCKWAY,CITY CLERK 1 ud'-m-et 1 0% ala, a c t'M Q<. yx`>: F ' s ,e av0 a.,� .s " .��",...::€,. ..c., �`�....m:.....ts•.��,:;i"`i:>,<\..e^:s.:'r5'?�;'si.a�>.�.., >��:,� „x�:�:,���� �p--�`'`,``.•., a 5id"" x r.• AM : �zl^ \. \. O Background x M1„ all The"C �� x�;y ,sue ��i � e ': ��.�'•>�,.:xR�;.�a ,'�Z •r�'s.': -;sue'*.' `a e`S „> ,. \\\_ \. ��-„ em w Vi, . �� . ,,.. r 70 y a ;.., , isyE� `.�� .2�, �1t:tac go iiil tea:. r ;eat ...: f . 9 *z`:;_`•`: ems: sue, -1- 1`' ..,... .: `. :•: \\ •:"a a� z•b,,`�`.,,�\Y`bg;;'mac=`y \ $<'ll OW : ar .: ?-- \ �+ ..,. ^' \, , <:..,...._:�,: .., . � s-..:::.:,:,:->'. st,� m>o ?ax is r Y= Update of Two-year BudgetW " Slide 2 \ August 10, 1998 Budget Study Session Two Year Proposed Budget a ....x:,,:.-....v::'. ....:,..,..._.......,- ,.."a«G?,iaitv:a` :.•t,'y < ,>xe.:.,:;<<>r,., ...,/,,.._.>:x..,. <:...... _ ICJ::. .•;;';.,,.._....a-c.>. �Ma >.o�Gn�aLF?,.,n \�\ _:ai.,.x�\�� ��` \.`c,\:@�s',I:F T�:�\\., k•�,j ..`<�. �<.;e ..,.;,q i x>,,�°: �\�. a ...,�....:`..�...:`:'::x;<,.\e�x'r""<'i•, �._,.��a%� %>�:.:'.;Fes'„• ..�J.,= s���:���,��•�>" �,:=`y: ..:...,\r..,�.-,,..,-,.a .J �a`:.-Jo� cx,.v.;,r aez... •\,.•.J�.,.��`�a S '.e... �,'-�'£.;`'.``r ,.��axx..� 0 3�r.�pu,•H,xi ;4. @ ;a. ='Fofa�Bid et> 9 c FU c., ON _ < Z-:�yt'se,x F:a,.�3c�Z•:�,.� .. 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If 1�`rtQ x.e,......, _x;•. = a.. :i\\�-a•,vrg. -��^•.':. ?c :max :•i• ,. .�.a .�� 501 WJ\•hW\�y� ���`������ C '>.kL''�' w� j�"•�3 >.� �CjS��l�i ..\?k�..,.,.:'.:i:.<��� �,�,�.MWkJ91YNA�' ..V�d'.','Y,i'�^�� ^. :-.✓�>Z i -i'yY.�r,A:� `Sz��� ��V. ,:"z` OtN 0 24 I x' > •fin=�q.> .,x..-, ..,� ,. ,......:,x...t>.a.x>...��>J ;S� '.K,a":: .s..-.>._m.,.w..,.>..,.>�...,,.-.,..a.,,.-.,._x,,..,.<a a,>....,.<�..w..wr:�«.>.a.-,<.,..,._ .a,...v,,..,�a3 .W<.,.\,':':nc'x C �.+c.'o:d.:....::.,'::>`:a:�` �u.�•`,:;;o.u;A?oxita,,.:<c��h Update of Two-Year Budget Slide 4 August 10, 1998 Budget Study Session Recommended 199 /99 General Fund Budget - $109.8 Million r � . , 0 E ° , w $1536 Hif CPTS ' Tteaater 1p— u--raw t .� s '„�c � �[y� �.- ti.., Z. r• 3' s v l-,.iw.." .a°..r..x,.d_:`��^�a3a#a' w� `\•`',.''+xa��`a.`h '�w'?;.:\\�\�x'x`:ww','.1�i'c<":.��+:.�a" .a \��r ta+�..a���iSilti\ � �. i:��,'.'.`,,.., Update of Two-Year Budget\ Slide 5 Overview - Revenues `r:. ., _ .:� .�,�,`,°,' .rl .,. ,'°ter;.°; - �:ye .Ec®err® 4 \"�e��e��'. :.., ° �. a.. ., , . .h as'.;,� <. .�.�:..�a ..41, even .`„\�.':�� :�`•��•��4,11 ;\� N::_H :!>ta graced a by Ca ViIn c es'.• .. <A z •...,- `tea,;.. _r ' � apt`�° V` �vea is°, si :s%mod esetrs,. .: _ .• NW,. \.,.... "stern,Ql�# 'O'aa� Coe � a k g�tc' ru a �r o�a�g 951,9g":r " JA ;,,.,..• •"`aa',ram:-.,:W-...�,.._.w..::w.'`�., :?`.,�:w��'. esr�.Fr:...�;� ^;�`,..`:.�s'..�,��_:.:....:�\\o�\�'•,"•,'�✓'..� ;."s�`��-`-€�'�'��" FB Update of Two-Year Budget Slide 6 August 10, 1998 Budget Study Session General Fund Revenues 11� . ,m.. s.x 27 1 sue:=:;T 1,11-1 \C.�� ...xS: l: - _.::.n Y.•. �•,.:`: d �:• -�\8;� ��c: Ci MI, \�._.ux. ......��.�e. 5^...C. T \a � From Other" �`` � "; hAlsc c 50 ax \r Goys ' . "tit. ..v'.... `.. .-. Fees Fines&". `'•20 ,:; _ x.4?;:•:..�. -, µy�F•' 3f;.P-'.vies=.E'�?r�:;��:::. ,k z a: �',���\.`_ �`��` .'`s�'.=�����''"�ay.�m>.:..�.:e�«�'.:a....,,.�.�...;.a'.�•.a�;...�� f`-B Update of Two-Year Budget Slide 7 Actual and Projected Property Tax/Sales Tax - 1980 t® 200 -;cs--`-'x�;�:�.��%',•��ar, .'z..=o� .,;-��,,'r %"��c�*>'� .�,-�s��%1��'"s''.�ti�':i3 ..»�' ,x<_>���.,.;c�.:�'.>-�.w�,<,at'�' ;'�is��>i<a,"��'.` 'rer •..;•`�..'�:�:" ..�: ,Ero _:: `� �a,�,e \\,, .�u°.v„•�, a"�:.v.';,^.`\.sy. I ...te'-a ,'�\ :i.\�,,.. .,��:`. `"F\.: '.`\.i:`."..;,,�,.:��•�,:�k�- •. ;,. mk h'ra., ,,:et. S k Mi@euus, Af '. k . \;� �':<�. �,� max,. " _ �'• _=�'�y��y`a`�:- �<.;�..;' r. Ow 01, a. bra - \.c - 2 FB Update of Two-Year Budget Slide 8 August 10, 1998 Budget Study Session Overview ® City Services INgip ^ a ..XCxfi*.4- 2Ea. +43ss�? „-s ?.i ?.i:�� qv r xownsized " r ° oa�`gin dn ��o a :� • �, `=sue :�.-.� �--.�<:< ;-:� a�>:?�<�� . ::?��• `�'�°��^„x �, \,���;°.-,'�pr-:,.°.�-:-� was_-u,.�_'i p �' 3x ° ',. '.5. ;,war..\�.•-\ -\.Y a 'Y ... g= a.. "Sir I It, �- 10 „ W ��_�\,x 4a• e yam.-�,e. ���,-� �+X r.. '�`��.�' .�R':a�:e;':\. w,„;a.�^a."aTe• a �-�a-.a�'mt;�„ x`av�m.�sw >..+x.>nea.-.=.^.,,a.,.�,_<.n.a�c..xa...:ar,-wF,-.x�ox,..a '�s...n�,����a „_ ^m.,> Update of Two-Year Budget Slide 9 Budgeted Positions (Permanent & Temporary) 19 6/ 7 thru 199 199 •'�n,-\�',,,'�:``y„ ` `; `� idg,: '- -v�. �",:;�v rx,�a',x" :a�;' =v:'; ren S '.., a'�,f„`�^."'`.�x,aµ'=`�;.�k:�a�`,w�� '� w` n 7�x:= ,,...a��s= • .�°.hs..-�„- .,�\.,�.-.,.. ,:s•���,.:,:aza;�.a�..: »�"� ;. �..... �a�»;sri`::?' ��;Y:`:'k.\.,ti�=`,' �rr,�:��-\�r,3 �.;trARC 1 13d' 11aD 1183 \'''mom \01\ 3 ;: }u e Rasa. x\F \Y,+- a\. z srA 15 \. - Y• Mal M"_ Update of Two-Year Budget Slide 10 August 10, 1998 Budget Study Session Recommended Changes for 199 /99 Budget - Summary c" rr-:^ w;MM air- *rm•,�:IR i v. •." `=."�'�?'�.:..,ter ,�...` �wt,::...U'.w ,€.�':,';'�:�"•.•,„ .'--.-a�-'`;r",�,¢`v's» i �F `,"�\\,- EK..F.. 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P®lace asb at 'sx^see '® ® � x IF _.,... s.0 , ' e1r�e� eec S ebdi,R60'aerrs:' ., .: ... � .,,:a �. rs EL �. :,`�. 3.•\•,�.�,�\,�" . �'`�a,a: �:� ''• q; , ' �\�Mtcain � l ;y ra e�ds �es� � ae ..'__...:x �::•rye..,....\.:.., • v '\{.r E:r,,:.\tea<��",psi",� `fix„•.<.�. ,g�lIJ.yr �`.. •CFA6�i� �i.kliM': '��4�Q,.•��niF ��P 6II �•�"; »', > 'v;i :•�� .`�'.r`z`:`s.'+F`% „ a mall habflits ie �nf � ,. u;•:: ; F 30 =sew',,, .ter <:° `r t :::,.:# :.::,•,rF-.; �., ., AM, r `\�'•. x aF tir....a` ^ �,r r• y. y H ..ra aA' o Update of Two-Year Budget Slide 12 August 10, 1998 9 Budget Study Session Recommended Changes - 1998/99 Budget Salary and Benefit Costs F S1 az Ip Fmane iiab&C r, .,. :s Vic\mFp om', IN u,x,. NOW ^\`, ;-J1y � `;i'i`m�v' ".,� .:rov.`;1'1.:,.r,',r4. n�. Y^'.',\�.o\��,,s{x\G..m^,♦ ,.MEMO! 7A�tg Q �D e� \ 0 =.e,.a,�4,-c- V\..P z\;•' .. 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''` -Y: \x.,.m C.•x,..,.�,%_;av�244, .:�.� .,./ `\. \fix z"k\3':,xh•,,, . y ;,M73 'S-. w..a � `�;,'�,zgr^;".'., \`r_\.,,>.-a �-iS:„�r�'�•: iip US ' gym` ($ Update of Two-Year Budget Slide 13 Recommended Changes - 1999/99 Budget Revenue Related New Costs W. ter. „> ° „ , ,`. m .,r�;��;��:,ram>�.:=�,.r,:. ����;�f;,�x;,,:;n��_:,,��� �,r e�:��.��� � '3, �,w _� .,.:�. ..ice... x '✓•, W. 4 YVW ' �,., :;.: 1n "="cam „�s � �<- =,t_�_ 1-41 \�:5IN 9 r ' e IM r' cessa Gott a t- :, -,, .. ,: .,:w..., :>:,;: s "sue;:,:• : : •,.'. „\ Ys•a e \\ ;.ligght -.fix ., x`: 'r C•��:>- ","'✓a Fatro bw sts: , ment: rah t. � �.�_\ � �•„ �>;;,� ..ter \ •` Tbta c. .,'�,•,:. :,a� •<�,`,_,_tea_ .':`�,�x=•,"�"���:.�'�����_a`-` ,�.. \a FB v Update of Two-Year Budget Slide 14 August 10, 1998 Budget Study Session Development Related Revenues General Fund �:�.��� F :^ F a ;,, ..':`r'�` u- cte 20, , -:' �;Z\���.:�:`.,.,Y :,,r •.::�...:;.:�, - to aYF » e• �r� t a ate; ,-e�,'v�•`r.',, . ct�.y,�` , `Y F,ix..e.- ,�•�.rSAe•`,�.,:"s..� ;,F%•F:. \\"`, ter" mow., ,. Update of Two-Year Budget Slide 15 Recommended Changes - 1998199 Budget Outside Legal & FireMed WINE s d \. c'1.: 4111, fghr �.- ':�,� u�sad�.: e�� 6e r al Rcos��--_m q or.�aed`.::ets,un erect r , � xx :�+;" :.\\"� •��, .., tip•\ .N, ��;•.'.E';ey�,5.,";'�.,."".". E• ' :\� x •.. cel�e, ia�o' : s� '25Q .n �le¢�.f�sa �t k..; 77, eq :,' .r Iifoijop : :,: . sy .., devices; d.--. z :,:. ance dial thek ca islges�s-` aId:b, :tais, .C„: ... Enteprose. 7"AlNN ;.. x ' „ ,.•, -y; •. �y \ n .: .,,; „ ,,.. :'..° H, 0010 AR A At FQ Update of Two-Year Budget Slide 16 August 10, 1998 1 Budget Study Session Recommended Changes - 1998/99 Budget ®then Proposed Changes i"111011 WIN kA �'F F - t11t' / ,"��.t 3�. „Y M QU a `- " _1 ' sreseratiti z i �" . �„�:: �'�s:3 eau<��`x Y gran ordr tor::• cor�� f : :q., ,;ice w�'a,14 .t: 7\\ ,ris• 'r �'`. ••S•; pu�e�r t aInte annt � e--- �eid1l'., B�tl�n � n, 5h ft of C MG:cost 4, , o@, w ,`,:x� �:.3 a,45t• R wd-a.�� •,yr=;l,x`. �Y{;-�``g •y4 r��A a_.�rl�.".°pw, ��(�[.a'y�'yy®•e�w�g�:- ��qp� (� ■/�[ {��0. 1�`��\\',.^:e w-nrKi N` i.'••' W/ ^•tST E.RIE RO,itenai Update of Two-Year Budget Slide 17 Budget Uncertainties M BE, m Ak IV IX -34 "Ma YIN dqp a Imp fir`', ;:, , s;,., ._ = psi `tuefaHursrna _mac eve ®pt4�len Tee evenues aye�4 depender�� vi ®rt i®nanuatieu ® cu• ye t\ zh�gi 3'f�vel �fdevel® n�nt act �rot�\ ;;::k _�iieuan�e�llund r� e�resae few \� F Y W � m:x.. \ s , �, �� Rec�evel pr�e�t cash \ strtadequate_ _ .`.A 6m�......;. a,a.,«sxro,�.«ai.3:M:a.. SS=:."\�'•"xaw,...., i,. ,a?...aw\$Ta xis,..�`.•.,.uy,,,,a_.xv. A�xxavvw 3 ,.,H,,,, x �.�u.,. 'x1n3i�a.w,>.wa. Q Update of Two-Year Budget Slide 18 August 10, 1998 Budget Study Session Unfunded Needs - a Sample $in Thousands w Cap tat 51 w W o Oc S., 6=am- 2 A7'M"A L r,,',C,,o d.� 500 W, Mrk a 6, 3" ry 19K L W"i I-MR, 3"I'll �-R RIM IMF "Weacn tvc 04 z 35 I MIA" U! g s. I011 ganfsu;Ar at z n�cWmes0A, K IrfffttA structure 131C11- %Ur07KOnaD 46 Rk - ar r' e n , i6qu PM" RW, A yWeVV 14066 0 S ste2%" 0Rr , ft -E.."".".."...',.enhai X16 fir.- -MdeWal S V S 20 000,hatowaystensz , S ,, , .-5! dOd BusynessBusyness aysteihis -W ME; tA O� K -4 D iN & N R Update of Two-Year Budget Slide 19 State Budget v \g\ e -" 7 " R�1 It ,t ate-dud Lr4get-lo99819re Uce rpe" v--2 U 25b bdn/Vea-,Cl revenue), replaced �y State g .yopu subject WE --annubt. 6teftfild flon"'b"Statbi! �Mm AWI,,AAW,-,tz,�-, ft'rOV6nuq no ),'totals 3� "S It gmullow�sInce-1694,i ,,g N,01R,I Ili 3 "M R 'A Wk g f 7 M I 10 r "k MA#1!1110 n� StImat &I sp, 19 in,�Eg M IP, I -Aways; 2XIII ",Ag Total Loss=$37.7 Milli $6 $5 'k pg53 i R IS j $2 A �,`,R, WWIF�1'-, 6", Z 2 Oi -21 NI 'll 11 I-B Update of Two-Year Budget Slide 20 August 10, 1998 Budget Study Session Major Revenues are less than Public Safety Costs e �7 r - .-tea• ��•-• .:\ �u. .�,., �:.`��`.\ .:, �'., Sk i a, F t-r 51 y a €'> NO >v;y $45 IM G ;•i - pda� �,, r, TR& FMCS BXRC` }� ems: `� °Q: ' ' �� r9 .'Ptrl�ee=�ire�=Maeiiie af'e '�tis � \:` `�" �.;.�' W IN x.. s�,r�,skis ly;,.�:�d�: �,., v.,,, �r.2.a%,., .��r» •Y, ':�fc`���-�r IN ��.. ts. ;ate,:;';•:.::,:..;,... �• a \r Update of Two-Year Budget Slide 29 City Share of Property Tax and Sales Tax --:h� �-�„`• a.�::ar{fie'.;:>,ai3;",.'`a�`.,,. ..,.o,,.:....��• -•'�:?g,. ,.F; i r', 711 F m AV ,r �' F. �%'. ,���. ;��%�' ;, '�' ,ate'.:•.,•::<"� �,e�:��,: Update of Two-Year Budget Slide 22 August 10, 1998 Budget Study Session City Share of Gas Tars and VLF Fees -.3:;�. �.k Win., .71Yi a 7a.`.._.,, �:, x2��...\.�?;.,�,.rfi��,k ''a,.��fkrs�: %:u � • W� ,,aa:r�^i:.R ;'�'u o?�x.yh�..8:. Rw,'^:.,a"+. ...�a«S-._«.:s�,.,,:...��:.,/:'.#wea:,z�cm''h;���'m , '�:'inaea�al,G; .sv�,a`,=�4�.'-a•�.,< ........ ........, ..- .- .-....- .":� „'n..•..... ......:�"��,\�\mac .``��• ., ._:`��:• "eY_:;.a.��.�v� -:-\.>.....,. :�. - ,� -,-ems,' ..:...`� .c ,��. ._ ,\�`. ''l,� -.v?�R;i�^:.'.,:,,':. •., .. ,� IM '•:: � �" Ci t\ sr� City \`. ��q J"�.�'\;i:. _ rfSj'-i.a, ��`�.�:�.;��" cam.'.',-` •� ��..�' ... 1w;z�,.c.�y,-:.. ... - � � \>-,-_�-.."1•-`....,'%� .,._-, ...,>_._.-_e, ....¢.-.,.�.,.e.,..:sue`'."a..��.,.<-._.� v,�• .ate,. FB Update of Two-year Budget Slide 23 City Share of State and Federal Income 'taxes �x„'><.-;e�F:'l'titt-:w:,a �w..F.�s-='?v"`'.'e`vl�et. ... _ i•,e`c,� .. ,Y^m^ n� :.........; .- .... .. ... ....:...-ram:�, \•y .. L > s� 11 E_'B Update of Two-year Budget Slide 24 August 10, 1998 Budget Study Session Overview - Infrastructure gl� M ME R1, M! M-A "N 'A- FB Update of Two-Year Budget Slide 25 Infrastructure 3" 1 m 'k-', MeU 'OCreexi", ste I 410hWay, -5, V KeS§U*nti 1011 iM -I' V'v '.. fttk mx- iM $- 20 0',Xim Idn ma,gs, it"Llgh M- - ti -:Sid lk' \K4AINM 9 Apmen C i6i'AGU-Imers-, NO FB Update of Two-Year Budget Slide 26 August 10, 1998 Budget Study Session City Approach - Addressing Unfunded Infrastructure Needs E. - "M 4C, IND. A n "'infragir, qLre njeoft]l d d' U "0 ressed,adequatel"rom-'existi rerenuersogf x Q g U 1 r. a%Mr. a %61s M e4, ' , mr NN " AiVV g a J conunit-'C P 1"T semenvany-,newi, UP 11 xa ON Itizei0i'd inhil, A -"k'-`Fnak64 commendations nas een, Q A t i appoin e mir,Ji as-1,Been meeting requ a y ,-,,,, OVIR", Flb J R 11uudlintormatid' effdfti,,,! P I a'nne 7 2& R MIN FB Update of Two-Year Budget Slide 27 Summary - Changes to the 1998/99 Budget S,T', ---------------- MR-1- 0" l- The 1l;W61yeakil'buifte lbaM� �-4' q Tv owl 61'�rftews axds�br', 66s-� d' lkz", "K 'Net"'IncriAWbf C.7751,00WHo (31ap iW ,, , N, "I Fil 7-� l7v"77- 7F 11,7-7, p, �l,,�377-mi 77 vv'j�, W W J,:- "W q "M o! 9 AM b"z *6commeftl 4 A 4d"t"' 'at new`�,I e ,,,v i M16h,i Jon -06P ithent up -approi o OMMM-- M Wn, .. ........ ...... 0 100� al fa FO on,, M "'A r U an �Y k MR5,; a2rtiiill6®ri included ibirdEmer9d' dyffte N, IME e '""'M lion-ab 1p"-Orydar w 5- ------ arry,�bvev Pi "M X City A, I FQ V Update of Two-Year Budget Slide 28 August 10, 1998 a Budget Study Session P Budget Calendar IM - Al -7 HeM ., w.j�c fi�gg - �ey@�x,�,....�, �C'o,;- �r - iAbC '. �E�Si�11°\(i#sneededj �� Le57, NU W,sum 5► 1�1 :<Cef;neeciedj: .:x`, au `-r•'� ks�� ,.>�t�.'y �"' ;'.`.��A E �ket� MS�,`C��O :�� �L'� �`'�3��� ai A r•�,�.,;� ,xt�Z� .ib x'�'nE �:�;-;r.�\T.`xa•,�.. RIM jQ i-ram".,i' - � i ---�'� "�i' -- � �r`�'.�F••`�- '���"�"�'�- �a�3 �°", Update of Two-Year Budget Slide 29 August 10, 1998 ®�- Mid City of Huntington Beach LjCOUNCIL a ADMINISTRATOR COMMUNICATION HUNTINGTON BEACH p /7 TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS FROM: RAY SILVER, City Administrator SUBJECT: BUDGET STUDY SESSION DATE: August 6, 1998 At the August 10, 1998 Budget Study Session, we will be making a staff presentation on the proposed changes to the 1998/99 budget, but we do not plan on an in-depth reiteration of the detail that is included in the Budget Message. Please bring the Budget Message and Summaries document with you for the Study Session. AGENDA 1. Proposed Changes to the Budget for 1998/99 - City Administrator 2. City Council Comments and Questions. RS:RJF:skd 0027243.02 08/06/98 10:47 AM j � I; 1 r f' Orange County, 'I California � Nil e I i'rel � m � nar Bud et Y 9 essage- and Su rn_r�aries , I a lJpdate: second � Year of � I 2-Year Budget 'I i Fiscal _ Year 1998�99 : �I II x R f4 4 it �4•j <i 5a �- ePlittnt'�W'=T4tktrtk�.,�,, _ �s=�i=�- � W • Preliminary budget - Update: Second Year of 2-Year Budget Fiscal Year 1998/99 City Council Shirley Dettloff, Mayor Peter Green, Mayor Pro Tem Council Members Pam Julien David Garofalo Tom Harman Dave Sullivan Ralph Bauer Submitted By: Ray Silver, City Administrator Table of Contents ® City Administrator's Budget Message 1 ® Changes to Approved 1998/99 Budget 17 ® Budget Charts & Graphs 34 ® Revenue & Expenditure Summaries 45 ® Department Budgets 56 ® Capital Improvement Program 90 ■ Interfund Transfers 92 ® City of Huntington Beach 2000 MAIN STREET CALI FORNIA 92648 OFFICE OF THE CITY ADMINISTRATOR PRELIMINARY BUDGET MESSAGE CHANGES TO THE SECOND YEAR OF Two YEAR BUDGET- 1998/99 FISCAL YEAR Honorable Mayor and Members of the City Council: The City adopted its first two-year budget in September of 1997, covering fiscal years 1997/98 and 1998/99. Last year, the first year of the two-year budget was approved (for 1997/98) in the amount of $211,157,706. Approximately $6 million from this previously approved 1997/98 budget will be carried over to the second year of the budget (1998/99). Also included in the revised Budget History recommended budget for 1998/99 are changes $225 32 4.4 42 T.2-$ 1.3.2 totaling $13.5 million for 1) implementation of $200 —&- 1. 5.2_$1.92A_$1 II. $1 9 agreements with City employee associations, 2) $175 --&-Totaleudget new expenses for emergency infrastructure $150 - Genera/Fund 1 $125 - �— 09:8 repairs, and 3) other needs as described in this $s�.s 7.2 1_ 6.1- _7. $$ 2. budget message. Therefore, the total proposed $100 — - — — — City budget (all funds) for fiscal year 1998/99 is $75 in Millions $213,249,981, which is a 1.0% increase above $50 the $211.2 million that was approved last year for 93 94 95 96 97 98 99 fiscal year 1997/98. Rec EXECUTIVE SUMMARY Fiscal Problems Have Dominated in the 1990's -- During the 1990's, City finances have been dominated by a number of factors: 1) the recession, 2) the State taking of City revenue, 3) the Orange County bankruptcy, and 4) the City's historical use of one-time revenue to pay ongoing costs. The impact of these factors on the City budget has been significant. The City has about 10%fewer permanent employees in the General Fund than prior to these three events. Programs such as painting, curb/sidewalk repair, street sweeping, building maintenance and park maintenance have been eliminated or reduced. Cash reserves for lawsuits that have been filed against the City are lower than recommended by outside auditors. Major City infrastructure repair and maintenance has been deferred for basic needs such as streets, sewers, building repairs, and computer systems. A separate report was prepared in May of 1998 analyzing the impact of the recession and the State actions to take Huntington Beach revenues compared to the ten largest cities in Orange County. That study documented that Huntington Beach lost more revenue to the State than any other Orange County city. Huntington Beach has also experienced comparatively less revenue growth than other cities during the economic recovery. In short, the City will continue to have a difficult time balancing revenues and expenses unless 1) the State starts returning City revenue, and/or 2) major new economic growth occurs in Huntington Beach. If current State proposals to take City vehicle license fee revenue are implemented, the City's fiscal problems could be compounded. e • Telephone (714) 536-5202 Changes to the Two Year Budget: 1998/99 For the past 18 months, the regional economy has been growing faster than at any time since the 1980's. Residential development activity is booming locally. The City's revenue growth reflects the economic growth, even though our lower-than-average sales tax base is limiting our revenue growth. Sales tax and property tax revenues are projected to grow about 4% in 1998/99. Planning and building fees are projected to remain at a relatively high level in 1998/99. As described below, to a certain extent, these revenues are one-time and should not be counted on to pay for ongoing costs. Development Revenue -- General Fund revenue Development Related Revenue of about $2.5 million in 1998/99 is considered one- General Fund time revenue related to development. On the $7 $5 7 gs.s$s.s expense side of the budget, we have included, in $6 �.o --- the recommended 1998/99 budget, one time costs c $5 '7 of processing developers' applications for building = $4 $3.4$3 .6 permits, inspections, and other processing $3 $s.7 activities. The residential building boom will add $2 i permanent, ongoing property tax revenues 18 to 24 $1 months after construction starts. As indicated in $o the chart, the current high level of residential 93 94 95 96 97 98 99 '00 '01 '02 '03 building permit revenue in the General Fund is projected to decline by over $2 million in future years. Correspondingly, expenses for development processing will decrease. It is important that the City not become dependent on one- time development related fees. Economic Development activity in the City is also at a high level, with 9 sites identified for potential new commerciaVretail development. One site received approval for development in fiscal year 1997/98 (the Waterfront project will probably also be considered for approval in fiscal year 1997/98). Some sites are being developed now, such as Home Depot and Plaza Almeria. Potential new sales tax revenue of $3-5 million per year could be generated from these 9 sites within 5 years, if they are approved and developed as commerciaVretail sites. In addition, new transient occupancy tax (TOT) revenue of more than $1 million (net) could result from planned new hotel rooms at the Waterfront project. This new TOT revenue is already committed to anticipated increased salary and benefit costs resulting from approved agreements. Changes to the 1998/99 Budget -- Summary- General Fund Budget: 1998199 The revenue growth from the economic recovery is used in the Estimated Beginning Fund Balance 09/30/98 $ 5,300,000 recommended changes to the second Estimated 1998/99 General Fund Revenue $107,830,642 year of the two-year General Fund Total Resources $113,130,642 Budget to finance the increased salary and benefit costs resulting Recommended 1998/99 General Fund Expenses: from agreements and potential General Fund Operations $107,793,897 agreements with employee groups. Emergency Street Repairs 11000,000 This increased cost totals $2.7 million in the General Fund for 1998/99. Emergency Sewer Repairs 1,000.00 Revenue growth is also used to Total Use of Funds $109,793.897 finance some restorations of prior Estimated Ending Fund Balance-09130199 $ 3,336,745 service cuts such as the reinstatement of a portion of the painting program, some expansion of services such as Code Enforcement, and some expenses that were not anticipated for 1998/99 such as outside legal costs. All of these new costs are detailed in this budget message. 2 Changes to the Two Year Budget: 1998/99 This budget recommends the use of one-time revenue for changes in the 1998/99 fiscal year to address some of the highest priority infrastructure needs as follows: Police Dispatch System: $2 million is recommended for replacement of $2,000,000 our Police emergency dispatch system. $1.15 million of this total is from the proceeds related to the litigation against the vendor for our current computer system used for dispatching police calls. The remainder ($850,000) is recommended to be budgeted from Capital Projects Fund reserves. Emergency Street Maintenance Repairs: 1,200,000 • $200,000 additional use of Gas Tax funds for emergency repairs of potholes in City streets. • $1,000,000 from General Fund reserves for emergency repairs to both local and arterial streets. Up to half of this amount is planned for use as "matching funds" for applications for OCTA funding, thereby leveraging our local funds to qualify for regional transportation funding. The remaining amount would be used for the prioritized list of needed arterial street repairs. Emergency Sewer System Maintenance Repairs: $1,000,000 from 1,000,000 General Fund reserves to repair or replace the most critical sewer system problems in the downtown area. Information Systems Replacement Costs: $1.7 million is recommended 1,700,000 to be budgeted in the Capital Projects Fund for year 1 of a 2 year program (total cost: $3.5 million) to replace existing computer software and hardware for water billing, accounting, building permit, payroll and other computer systems currently on the City's mainframe computer. City Hall Roof Replacement and Rehabilitation Project: $400,000 is 400,000 recommended to be budgeted in the Capital Projects Fund to replace the roof, repair damaged interior walls, repaint the City Hall facility, and finance other needed repair/rehabilitation of this 26 year old facility. Total $6,300,000 The City has a number of significant long-term financial issues that need to be addressed. We have prepared a sample listing of unfunded needs later in this budget message. The need for infrastructure funding is a major financial issue. The City's sewer system is the highest priority unfunded infrastructure need. The estimated unfunded cost to repair and replace sewer facilities over the next 20 years is$140 million. New Positions for Police Department -- 10 new police officer positions are planned for the 1998/99 Police Department budget although funding has not yet been approved from the Federal Grant that we anticipate using to finance the first year cost for these positions. Approval of the grant is expected prior to October 1, 1998. An amendment to this recommended 1998/99 budget will be required once approval is received. In order to meet grant application requirements, it is important that the City not add the Police Officer positions to the budget until the grant is approved. The same process is required for six new Police Department positions needed for dispatching police calls. The 10 new police officer positions and 6 new dispatch positions were recommended by the recent outside consultant review of Police Department operations. City staff recommends adding these positions to the 1998/99 Police Department Budget once the Federal grants are approved. These grants will finance the first year costs of $788,000 for the 16 3 Changes to the Two Year Budget: 1998/99 positions. Future annual costs for the 16 positions will be funded by a reduction in overtime costs as indicated in the outside consultant study. BUDGET OVERVIEW Budget Changes - The recommended total budget of $213,174,981 for 1998/99 includes changes to the second year (1998/99) of the two-year budget summarized as follows: New Capital Expenses—These projects were listed previously: $6,300,000 Salary/Benefit Increases — Several employee groups have approved two 2,739,177 or three year agreements with the City. The increased costs to implement these agreements and potential similar increases for other employees is included in the recommended changes to the 1998/99 budget. Outside Legal Costs - The City has not budgeted outside legal costs 600,000 accurately in the past few years. The recommended changes for 1998/99 adds $400,000 to the General Fund budget to reflect actual anticipated outside legal costs and $200,000 in the Liability Self-Insurance Fund. FireMed Enterprise Fund Capital Expenses — One-time costs for 734,250 upgrading radios and other equipment required for the 800 MHz system ($425,000), Opticom signal devices ($98,000) and other capital costs including Advanced Life Support equipment. All funded from the FireMed Enterprise Program revenues. Helicopter Replacement Costs— Replacement approved in 1997/98 274,000 Revenue Related New Costs—see summary below 2,067,880 Other Changes(net)—see details in section following Budget Message 823,743 Total Recommended New Appropriations $13,539,050 Revenue Related New Costs — Development processing costs in the Public Works and Community Development departments will be higher in 1998/99 than anticipated in the two-year budget. A total of$990,000 additional funding in 1998/99 is recommended to cover these outside contract costs. Development related revenue estimates have been increased to reflect the continued higher level of development activity occurring in the City. Other recommended expenditure increases that are offset by related new revenue are the reinstatement of a portion of the painting program (funded by the new Naming Rights program), new Library books, Pier Plaza costs, and new costs related to collection of new fees. Also, new expenditures related to anticipated Federal and State grants total over$500,000 for 1998/99. Carry-Over Projects — Several approved capital improvement projects in the Water Fund, Redevelopment Fund, and Capital Improvement Projects Fund will not be completed in 1997/98. Therefore, it is necessary to re-budget, or carry-over, these projects to the 1998/99 fiscal year. A list of the carry-over projects is included in the "1998/99 Recommended Changes" section of this budget. 4 Changes to the Two Year Budget: 1998/99 General Fund Reserve -- Consistent with our fiscal policies, the amount of the General Fund reserve that exceeded 5% in 1997/98 was transferred to the Capital Improvement Fund. The Fund Balance is projected to be 3% at the end of 1998/99, with the reduction from 5% to 3% recommended to address emergency infrastructure repairs to our street and sewer systems as described previously. The 3% fund balance is also consistent with the City Fiscal Policies that require a 3%to 5%fund balance. Redevelopment -- The Agency's projected Redevelopment Cash Reserves future year's cash resources will be improved if $8 6.5 $in Millions the Waterfront Development is approved and $6 constructed as scheduled with an opening in $4 --~� $2.5 the year 2000. The Agency was also $2 - negatively affected by the recession, the State $0 taking of redevelopment revenues, and the -$2 —*—With Waterfront Orange County bankruptcy. The $800,000 -$4 ---Without Waterfront annual payment to the City is recommended to -$6 be reduced to $500,000 starting in 1998/99. 97 98 99 100 101 w Insurance Reserves Insurance Reserves — No significant changes $11 4 are needed for the second year of the $s in Millions insurance budgets. The two year budget $7.2 increased General Fund payments to the $7 $ ° Insurance Funds by $900,000 in 1997/98 and $5 an additional $350,000 in 1998/99, $3 implementing the first two years of a multi year $1 s program to restore these reserves. ($10 - -. -�- �- -- 90 91 92 93 94 95 96 97 96 99 '00 '01 '02 Equipment Replacement -- No significant changes are needed for the 1998/99 Equipment Replacement Reserves Equipment Replacement budget. The equipment-leasing program adopted in $5 $4.2 $in Millions February of 1997, along with an 11% per year $4 increase in transfers from the General Fund, $3 will result in rebuilding these cash reserves as $ shown in the chart. After a reserve of $2 $2 million or more is established, the City will be in $1 a better position to fund the cyclical needs of equipment replacement. $0 49 92 93 94 95 96 97 98 99 100 Development Processing -- The Public Works and Community Development budgets include over $1 million of costs related to Total Building Permit Valuation handling the peak workload of processing new in$Millions development applications including $700,000 $soo $2 7 for the Public Works budget that was not $250 originally anticipated for the 1998/99 fiscal $200 year. Most of these costs are outside $150 �^ contracts for plan review, building inspections $100 $s0 $10 and related services. These costs are �= expected to continue for another two years or $50 more. By using contract services, the costs $0 can be decreased and/or eliminated when the 90 91 92 93 94 95 96 97 development processing activity starts to 5 Changes to the Two Year Budget: 1998/99 decline. The $247 million in new development permits issued in 1997 will result in increased City property tax revenue of about $500,000 in Fiscal Year 1999/2000, the year after this two- year budget. Economic Development Activities - The City is placing continued emphasis on business Residential units- Building P-ermits, attraction, retention, and expansion. Numerous soo Projected E new programs have been initiated in this priority $oo _. Actual F601 I area. Successful efforts in the past led to soo ' 5785a2 Unisource and Sharp Electronics deciding to 500 -_ 39_ 4a9 N g �_ r �343 move their headquarters to Huntington Beach, 400 V 7. . adding jobs and tax dollars to the local economy. 300 2os .165ts ; ! k j 142- F Other new/expanded businesses in the industrial 200 82 ; areas of the City include Dynamic Cooking 1000 ` r_If Systems, Airtech International, and Quicksilver. 91 92 93 94 95 96 97 98 99 '00 '01 '02 Pier Plaza was opened June 1998, and Plaza Almeria is under construction in downtown Huntington Beach. Also, a unique private/city/school district resulted in the new Home Depot that is scheduled to open in August at the former Wintersburg School site. Plans have been approved for an approximately 32-acre new commercial/retail center at Goldenwest and Yorktown replacing the existing Seacliff Village. The Waterfront Hilton owners are proposing a Potential Commercial Sites- major expansion of their resort facilities with the first . Site Agprox.Acres: phase being a 500-room resort hotel and conference FORMER HOME DEPOT SITE 5 center. The Huntington Beach Mall owners are planning a SEACLIFF 32 20-screen theater complex, rebuilding of major portions of GOLDEN WEST COLLEGE 8-15 the existing mall and a pedestrian/entertainment theme to CREST VIEW 13 attract new customers. McDonnell Douglas is planning a RANCHO VIEW 13 major expansion. An exciting mixed-use proposal to DOWNTOWN 15 develop 31 acres of vacant land between downtown and CPH PROPERTY 10-15 the Waterfront Hilton is anticipated. Closed school sites at HB MALL 57 Crest View and Rancho View are being reviewed for WATERFRONT EXPANSION 18 potential retail development. City Organization Structure - The City plans to continue to improve the quality of life for members of the community. In order to achieve this goal, the City will need to help the private sector complete a number of quality projects. The City will, therefore, continue to work to improve coordination of development projects, improve communication with the community, and work to reduce costs through improving the City's systems and processes. The City needs to maximize its use of technology to improve customer service and increase efficiency. There is also a need to transition to a performance and results based budget and implement activity based costing. The City's labor force/employees account for approximately 70% of the General Fund Budget. In this budget, therefore, I am proposing to relocate the budget and labor relations functions to the City Administrator's Office. This will be accomplished with one additional position in the Fiscal Year 1998/99 budget. New responsibilities will be placed on certain staff in the Fire, Community Development, Administrative Services Departments, and the City Administrator's Office in order to achieve the above described goals and objectives which will be detailed at a later time. 6 Changes to the Two Year Budget: 1998/99 California State Budget Impact on City Finances 1998/99 State Budget - As of July 28, 1998 the State has not adopted a budget for its State General Fund Budget has fiscal year that began July 1, 1998. The Increased 36%Since 1993/94 State Budget being debated as of this writing $53 0 includes consideration of cutting or $55 eliminating City Vehicle License Fee revenue. $50 This is about$7.8 million of our General Fund $45o revenue assumed to be available to the City ° $40 in 1998/99. The latest State budget reports 9 Y be adopted with 0 et may 0° $35 = E are that a State bud p $25 _ some VLF reduction to cities that would be 93/94 94/95 95/96 96/97 97/98 98199 replaced (backfilled) in 1998/99 by State Rec. General Fund revenue. Total Revenue Loss to State - In 1990/91, State Budget Impact on City the State of California started taking revenue gz from cities to balance the State budget. The $7 $in Millions cumulative effect of these losses to the City $6 f revenue base is that $6.7 million is going to $5 the State in 1997/98 instead of the City. The $4 total City loss to the State over 8 years $3 I o Loss to state equals $37.7 million. As shown in the chart, $2 13 Increase from Prop. 172 the revenue to the City from new Proposition $1 i l LN 172 sales tax is $1.25 million in 1997/98 $0 � �_ : l compared to the $6.7 million the State is 92/93 93/94 94/95 95196 96/97 97/98 taking from the City in the same year. 7 Changes to the Two Year Budget: 1998/99 BUDGET DETAILS Overview - Recommended Total Budget - All Funds - The following chart shows a comparison of the total City budgets for 1996/97 and the two year budget for 1997/98 and 1998/99. Although the General Fund budget necessarily receives most of the attention during budget review, it is obvious from reviewing the summaries that there are significant City expenditures other than those in the General Fund. Some of these other funds, such as the Water, Refuse and FireMed funds, are enterprise operations that are operated on a "business-within-a-business" basis whereby expenditures are limited to the amount of revenue received. Expenditures of other types of funds are restricted to specific purposes, such as the Park Acquisition and Development Fund, Grant Funds, Debt Service Funds, Redevelopment Funds, and Transportation Funds. The revenue sources for these funds are typically restricted by State or Federal laws which authorize spending the revenues only for specified programs or capital projects. Recommended Total City Expenditures - All Funds FUND ADOPTED.` ADOPTED PROPOSED 1998/99 BUDGET- BUDGET .- BUDGET %CHANGE. 1996/97 1!997/987 1998/99, _ it General Fund $97,278,915 $102,631,445 $109,793,897 7.0% Water Enterprise Funds 28,159,179 28,593,620 33,301,311 16.46% Refuse Collection Svc. Fund 8,746,857 8,730,859 8,780,405 0.6% Other Enterprise Funds 5,168,270 5,594,210 7,309,993 30.7% Transportation/Street Projects 9,002,864 8,983,745 5,856,751 34.8% Redevelopment Funds 11,158,040 8,612,119 8,377,348 2.7% Debt Service Funds 5,943,000 6,590,800 6,693,800 1.6% Internal Service Funds 14,092,045 16,161,955 15,752,392 2.5% Other Capital Projects Funds 15,793,978 19,215,352 13,355,373 30.5% Other Funds 3,656,177 6,043,601 4,028,712 33.3% f �3-- Total_City Expenditures' $198;999,325;u $211.,157,706 $2,13,249 981 1 0% Ambulance Program —This has been a General Fund Program financed by a payment from the FireMed Fund since its implementation in 1993. This budget proposes shifting the ambulance program costs from the General Fund to the FireMed Fund along with corresponding reduction in General Fund revenue, thereby having no impact on the overall General Fund Budget. This change will reduce interfund budget transfers and simplify overall budgeting. Pier Plaza — The Pier Plaza Fund is recommended to be operated as an enterprise fund, capturing the new revenues resulting from the construction of the Plaza, the 2 new restaurants, and new the parking and beach concession revenue. These revenues will then be used to pay the debt service and maintenance costs for the new Pier Plaza. As with the Ambulance Program described above, there will be no impact on the overall General Fund Budget by the recommended shift of Pier Plaza revenues and expenses out of the General Fund. 8 Changes to the Two Year Budget: 1998/99 The Pier Plaza Fund will finance a "minimum" level of maintenance for the public areas of Pier Plaza, costing about $250,000 per year. The City Council is expected to be reviewing a corporate "Naming Rights" program in August or September of this year which could finance a higher level of Pier Plaza maintenance as well as finance $250,000 per year to reinstate a portion of the City's discontinued painting program. Neighborhood Preservation Program — Approximately 40% of the City's housing stock is multi- family. There are also a number of cases in single family neighborhoods that have come to light that could negatively affect the quality of life in specific areas. The City presently has a Nuisance Task Force and is training its personnel on the Safe Streets Program. The budget for fiscal year 1998/99 recommends the development of a Neighborhood Preservation Program to further increase the City' effort and focus to maintain the quality of life for residents in both single family and multi-family neighborhoods. CDBG Costs — The recommended General Fund budget for 1998/99 includes $89,497 for costs previously paid from the City's Community Development Block Grant budget. These costs were unanticipated one year ago when it was assumed that the CDBG budget would continue to pay for the cost to support programs such as Project Self-Sufficiency and the Senior Outreach Program. Unfunded Needs -- Following is a sample listing of documented needs that are not addressed in this two-year budget: Sewer Repair/Replacement $ 140,000,000 Maintenance Needs Equipment Replacement Beach Service Road 35,000 20 Year Unfunded Estimate 20,000,000 Civic Center Air Cond. 500,000 Capital Projects Library Roof 180,000 South Beach Improvements 5,000,000 Library Heating System 40,000 Youth Sports Fields 3,200,000 Edison Field Repairs 100,000 City Hall Sprinkler System 750,000 Sidewalk/Curbs 20,000,000 Pier Buildings 1,000,000 Residential Streets 26,000,000 Internet Access 200,000 Insurance Reserves 9,000,000 Arts Center Fund - This fund was created in 1993/94 to collect the revenue from fund raising, donations, fees, admission charges and sale of materials in support of the new Center that opened in 1995/96. Starting in 1996/97, a portion of the Community Enrichment Library Fee (CELF) is being provided to the Arts Center Fund on an annual basis instead of the General Fund support for this program which was provided in prior years. This budget is recommended to be reduced in 1998/99 due to less revenue being available. Water Fund - The additional increased cost of purchased water will continue to make it difficult to balance revenues and expenses. Carryover projects include $1.0 million for Water Main replacements, $1.4 million for reservoir land purchase, and $2.12 million for conjunctive use wells. Eauipment Replacement - The recommended Equipment Replacement budget for 1998/99 is $3,408,898, including the $1,150,000 recommended addition for 1998/99 to finance a portion of the $2 million cost to replace the Police dispatch computer system. The revenue for the Equipment Replacement Fund consists of interfund transfers from the General Fund. The Police dispatch system amount ($1,150,000) is funded from litigation recovery. 9 Changes to the Two Year Budget: 1998/99 Number of General Fund Employees - A decrease in General Fund full-time employees from 1,007 to 891 occurred from 1988/89 to 1996/97. This budget recommends a net increase of 6.75 positions in 1998/99 (all funds), including three positions approved previously, summarized as follows: Fire Department-- The Fire Department budget includes 3 new positions already approved in the two-year budget to staff the new Holly/Seacliff fire station. One Deputy Fire Marshall position was deleted in 1997/98; therefore the net increase in the Fire Department budget in 1998/99 will be 2 positions. Administration — It is recommended that the public information position on the first floor of City Hall be reinstated. The City has staffed this function with volunteers for two years and this experiment in an alternate method of serving the public has not provided the needed coverage for this service. Also, one full time position is being added for support functions related to the reorganization described previously. City Treasurer's Department — Funding for a full year for the additional Customer Services Representative approved during 1997/98. Community Services— One additional Marine Safety Officer is recommended, funded (2/3rds) by overtime savings. Also, the Senior Outreach position that dispatches bus transportation will increase from a 3/4 time permanent position to a full-time position, funded by the CDBG program. Public Works - An Office Assistant position is recommended to be increased from a half-time position to full-time. 10 Changes to the Two Year Budget: 1998/99 1998/99 Recommended General Fund Budget: Changes — Following is a list of 1998/99 increased General Fund costs that are included in this recommended budget. Proposed Changes to. 1998/99-.. -: - - Approved 1998/99 General Fund Budget Ch—� Fundin4 Source Increased Salary/Benefit Costs $2,739,177 Emergency Street and Sewer Projects 2,000,000 Development Processing Costs: 850,000 Development Fees Contract Legal Costs 400,000 Reinstate a portion of Painting Program 250,000 Naming Rights Pier/Parking Maintenance Costs 80,680 Shift of CDBG Costs to General Fund 89,497 Implementation of Team Petroleum agreement 92,380 Sales Tax Maintenance Costs—Mainframe Computer 75,000 Outside Contract—Grants Coordination 72,000 Library Books 47,000 State Grant Administration:Two New Positions&One Upgrade 87,433 Classification Study 100,000 Community Services: Marine Safety Officer(net cost) 21,306 Treasurer: Cashier(new position approved in 1997/98) 38,500 Fee Increases Information Systems Assistance: Community Development 100,000 Development Fees Neighborhood Preservation Program (outside contract) 75,000 Fire: Petro Chemical costs 40,000 Development Fees Other Net Cost Reductions (79,736) Total General Fund changes before Transfers $7,078,237 Pier Plaza Expenses(Moved to Pier Plaza Fund) (461,000) Ambulance Program Expenses (Moved to FireM_ed Fund) 720 878 Total-Recommended General.Fund Budget Changes` $ 5,896,339 - = Funding Summary: General Fund Changes Development Fees $990,000 State Grants 47,000 Naming Rights Program 250,000 Sales Tax 92,380 Costs Related to Fee Increases: 38,500 General Fund Reserve 2,000,000 General Fund Revenue Increases: For Salary/Benefit Cost Increases 2,739,177 Other Net Cost Increases 921,260 Transfers to Other Funds (1,181,978) Total $5,896,339 11 Changes to the Two Year Budget: 1998/99 Recommended General Fund Expenditures - By Department 1997/98 1998/99 1998/99 RevisW % Adopted Approved Recommended_ 'i ',Changer=- Department Budget Budget Budget City Council $ 249,735 $ 258,487 260,767 0.9% City Attorney 1,272,235 1,300,920 1,608,245 23.6% City Clerk 460,591 537,590 542,249 0.9% City Treasurer 875,413 874,502 917,033 4.9% Administration 903,939 919,380 1,408,681 53.2% Administrative Services 2,975,439 3,049,060 2,867,106 (6.0%) Community Development 3,673,334 3,687,749 3,876,015 5.1% Fire Department 16,608,884 17,167,071 17,049,439 (0.7%) Police Department 34,370,717 34,868,738 36,137,581 3.6% Community Services 7,279,045 7,306,410 7,225,222 (1.1%) Library 2,982,316 2,947,056 3,038,900 3.1% Public Works 16,600,243 16,234,061 19,504,306 20.1% Non-Departmental 14,379,555 14,746,534 15,358,352 4.1% Total $102,631,445 $103,897,558 $1,09,793,897 6.7% Explanation of Significant 1998/99%Increases: City Attorney— As described previously, outside legal costs were not budgeted accurately in past years. The 1998/99 recommended budget includes the additional funds needed to defend litigation without amending the budget when outside legal counsel is retained. Administration —The changes recommended for 1998/99 include the transfer of Budget/Research costs to Administration, addition of an Administrative Assistant position to support the reorganization, and the reinstatement of the receptionist position on the first floor of City Hall. Public Works — The recommended use of General Fund reserves in the amount of $1 million for Sewer Maintenance projects and $1 million for Street Maintenance projects are one-time expenses included in the budget for 1998/99. 12 Changes to the Two Year Budget: 1998/99 Estimated ongoing General Fund revenues are up $866,902 from the 1997/98 revised revenue estimates. Following is a chart of detailing estimated 1997/98 and 1998/99 General Fund revenues by major categories. General Fund Revenue Summary REVENUE SOURCE REVISED %CHANGE- _ESTIMATE ESTIMATED -' 97/98 to _ 1997/98 1998/99 98/99 PropertV Taxes $26,844,000 $27,869,000 3.8% Sales Tax 19,000,000 19,800,000 4.2% Proposition 172 Sales Tax 1,250,000 1,325,000 6.0% Utility Tax 14,075,000 14,175,000 0.7% Transient Occupancy Tax 1,325,000 1,450,000 9.4% Other Local Taxes 5,575,000 5,530,000 0.8% Licenses& Permits 5,749,445 5,846,160 1.7% Fines/Forfeitures/Penalties 2,800,000 3,094,000 5.0% Use of Money& Property 6,511,150 6,320,150 2.9% Revenue from Other Agencies 9,683,000 9,976,000 3.0% Charges for Current Service 10,491,745 9,528,522 9.2% Other Revenue 1,244,400 1,001,810 19.5% Transfer from Other Funds 2,415,000 1,915,000 20.7% . Total $106,0639740 $ 107-830,642 z 0.8% • Revenue Assumptions - Total General Fund revenues are projected to grow Major Revenue Sources 0.8% in 1998/99 compared to the revised $s 9 in Millions 4 revenue estimates for 1997/98. Since $29.4 e the revised revenue estimates for "0 rwo 1997/98 include over $3 million of one- $25 $1 .8 time revenue (federal grants, oil spill $20 recoveries, bankruptcy returns, etc.), the $15 Property Tax $10 actual 1998/99 increase in basic --4—Sales Tax revenues is in the 2% to 3% range. $5 Without State TakeAway Conservative assumptions are being so used based on a projection that low 80 81 82 83 84 85 66 87 8s 89 90 9' 92 93 94 95 96 97 98 99 inflation will continue. Although the City is experiencing solid growth related to the economic recovery, the growth has shown some "cooling"trends in mid 1998. • Property Tax - Total Property Tax revenue is expected to grow 3.8% to $27.9 million in 1998/99. Property tax revenue decreased 16%from 1991/92 to 1995/96 due to the State Government actions to take City revenue. It will still be a year or two before Property Tax revenue will reach the level we attained in 1991/92 ($29.4 million), the year before the 13 Changes to the Two Year Budget: 1998/99 State began to take our property tax. There is an 18 to 24 month delay from increased building activity until the City receives increased property tax revenue due to the building activity. Therefore, the development activity that began rapid growth in Huntington Beach in early 1997 will result in increased property tax revenue (paid by new homeowners) starting in 1999/2000, the year after this two year budget. By the end of August the County will provide the assessed Major Revenues-Major Expenses valuation data that the City can use to $55 $ .8 update our property tax estimates. �00 Preliminary data received in July $50 _0 indicates that the revenue projections $45 included in this budget will not need to be $40 �°-0—O $a�.� changed. $35 —0—Property Tax+Sales Tax Rev. $30 �D®Police-Fire-Marine Safety Costs • Sales Tax - The City's sales tax revenue $25 is estimated to total $19.8 million in 1998/99. The $19.8 million estimate 137 88 89 90 91 92 93 94 95 96 97 98 99 represents a projected 4.2% increase in sales tax revenue for fiscal year 1998/99. The increase is projected due to the continued strong sales in the auto and building industries. Continued growth in these sectors is projected for 1998/99 although a "cooling" trend has been noted in mid-1998. The remodeling of the Huntington Beach Mall may offset some of the sales tax gains. • Utility Tax Revenue — Only a small overall increase is projected (from $14.1 million to $14.2 million) in 1998/99 due to electric utility deregulation. The California Public Utilities Commission mandated a 10% rate reduction for residential customers effective January 1, 1998, and, in a separate action, required a 7% reduction in natural gas rates. These reductions will result in decreases and/or slower growth in the City's General Fund utility tax revenue for fiscal year 1998/99, partially offset by projected increases in utility tax revenue from telephone and Cable-TV companies. • Vehicle License Fee Revenue — This budget assumes that the estimated $7.8 million revenue from Vehicle License Fees (VLF) will continue to be received from the State. Although the California State Constitution guarantees that all revenue collected from Vehicle License fees will be provided to cities and counties, the State is considering legislation to eliminate or significantly reduce this local revenue. The current debate includes a discussion of promises by the legislature to replace the lost city revenue from the State General Fund for at least one year. So far, no final votes have been taken on various proposals relating to VLF revenue. Most cities, including Huntington Beach, oppose the proposals to replace our constitutionally guaranteed revenue source with a State General Fund revenue source that, a) should be used to return our property taxes, b) is not constitutionally guaranteed, and c) is subject to future legislative changes. • Charges to Other Funds - Included in the General Fund revenues are allocations from the Water Fund ($2,700,000), Gas Tax Fund ($1,700,000), Redevelopment Fund ($500,000), and the Refuse Collection Service Fund ($250,000) to reimburse the General Fund for services provided to these operations by General Fund departments. Also, transfers from the FireMed Fund, Sewer Fund, Drainage Fund, and HBTV-3 Fund cover a portion of the General Fund costs of these programs and services. The transfers from these funds have not been increased. • Use of Money and Property - The 3.7% decrease in this category is due to reduction in the transfer from Redevelopment (reduced from $800,000 to $450,000). Other revenues 14 Changes to the Two Year Budget: 1998/99 in this category are projected to remain stable, with small increases or decreases in interest earnings, beach/parking meter revenue and rental income. ® Charges for Current Services — The reduction is due to ambulance program revenues being removed from the General Fund (along with expenses) and transferred to the FireMed Fund. ® Other Revenue — The reduction in 1998/99 is due to one-time revenue received in the prior year from oil spill litigation recovery. ® Transfer from Other Funds —The transfer from the Gas Tax Fund to the General Fund has been reduced from $2.2 million to $1.7 million. This will provide increased resources in the Gas Tax Fund for arterial street repairs. RECOMMENDED CAPITAL IMPROVEMENT PROGRAM 1998/99 _1998/99 - - - PROPOSED FUNDING SOURCES PROJECT CATEGORY BUDGET Capital Improvement Projects Fund $3,727,823 General Fund Transportation Projects 5,856,751 State Gas Tax, Measure M, Traffic Impact Fees Sewer Projects 1,933,444 Development Fees Drainage Projects 743,019 Development Fees Water Utility Projects 10,438,470 Water Fund Water Master Plan Projects 1,137,500 Water Master Plan Housing Projects 2,430,000 Redevelopment Housing Revenue Redevelopment Projects 275,000 Cash reserves Park Acquisition & Development 786,943 State Grants, Development Fees CDBG Projects 499,363 Federal Entitlement Funds Fire Station 58,362 Developer Grants 4,284,813 Federal and State Grants Miscellaneous 226,759 Donations, Grants Recommended3Total $32,398,247 As indicated above, major capital improvement projects in the City are funded by the Federal Government, Water Rates, Developers and Transportation Funds. 15 Changes to the Two Year Budget: 1998/99 F- CONCLUSION The City has adjusted its budget and services downward for several years in response to the recession, State takeaways, and the Orange County Bankruptcy. This budget will continue the process of stabilizing City finances, restoring our depleted reserves, and restoring some services cut during the past seven years. ACKNOWLEDGMENTS: I sincerely appreciate the hard work by the City Council, Department Heads, and other City staff members in the development of this budget. Additionally, I would like to thank the Administrative Services staff for their efforts in preparing this document. The budget was prepared under the direction of Robert J. Franz, Deputy City Administrator/Administrative Services. He was assisted principally by Shari K. Donoho, Administrative Assistant, John Roulette and Jim Lewis, Budget Analyst Seniors, and Dan Villella, Director of Finance. Additionally, I extend my thanks to all of the other dedicated City employees who have worked diligently to develop a balanced budget for fiscal year 1998/99. Respectfully submitted, RAY SILVER City Administrator 16 t� Changes ® Description by Department of Recommended Changes to Expenditures: General Fund Other Funds s i i (t! F f { Changes t® 1998/99 Approved Budget General Fund Summary EXPENDITURE BY CATEGORY Approved Requested Difference Personnel $73,164,796 $76,091,584 $2,926,788 Operating 23,415,420 24,597,114 1,181,694 Capital 184,300 2,189,300 2,005,000 Transfers 7,133,042 6,915,899 (217,143) $103,897,558 $109,793,897 $5,896,339 EXPENDITURE BY DEPARTMENT Approved Requested Difference City Council $258,487 $260,767 $2,280 City Attorney 1,300,920 1,608,245 307,325 City Clerk 537,590 542,249 4,659 City Treasurer 874,502 917,033 42,531 Administration 919,380 1,408,681 489,301 Administrative Services 3,049,060 2,867,106 (181,954) Community Development 3,687,749 3,876,015 188,266 Fire Department 17,167,071 17,049,439 (117,632) Police Department 34,868,738 36,137,581 1,268,844 Community Services 7,306,410 7,225,222 (81,187) Library Services 2,947,056 3,038,900 91,845 Public Works 16,234,061 19,504,306 3,270,245 Non-Departmental 14,746,534 15,358,352 611,817 $103,897,558 $109,793,897 $5,896,339 17 CITY COUNCIL Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $112,708 $114,988 $2,280 Operating 145,779 145,779 (0) Capital 0 0 0 Transfers 0 0 0 $258,487 $260,767 $2,280 Personal Services - General Fund Changes Increased Cost of Salary/Benefits (no new positions) $2,280 $2,280 Total Increase/(Decrease) $2,280 Other Funds Summary Other Fund Changes Approved Requested Difference None $0 0 $0 $0 $0 Narrative Description of Changes to General Fund: Increase in Personnel Costs to reflect negotiated settlements. Narrative Description of Changes to Other Funds: None. 18 CITY ATTORNEY Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $1,175,445 $1,182,770 $7,325 Operating 125,475 425,475 300,000 Capital 0 0 0 Transfers 0 0 0 $1,300,920 $1,608,245 $307,325 Personal Services - General Fund Changes - Increased Cost of Salary/Benefits (no new positions) 17,725 130 Reduce Deptuty Atty III to a Deputy Atty II ($10,400) 7,325 Non-Personnel- General Fund Changes 130-405 Legal Services (Outside) 300,000 $300,000 Total Increase/(Decrease) $307,325 Other Funds Summary Other Fund Changes Approved Requested Difference Self Insurance/in house Legal $72,703 $72,703 ($0) Redevelopment/Legal 200,000 200,000 0 $272,703 $272,703 ($0) Narrative Description of Changes to General Fund: Reflects savings from the cost of replacing an Attorney III with an Attorney II. $300,000 budgeted to show the anticipated true cost of outside legal services at budget adoption rather than require budget amendments during the Fiscal Year(as has been done in the past). Narrative Description of Changes to Other Funds: No changes. 19 CITY CLERK Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $427,940 $431,299 $3,359 Operating 109,650 105,950 (3,700) Capital 0 5,000 5,000 Transfers 0 0 0 $537,590 $542,249 $4,659 Personal Services - General Fund Changes Increased Cost of Salary/Benefits (no new positions) 3,359 3,359 Non-Personnel- General Fund Changes AA 142-390 Contractual Services (2,200) AA 142-461 Conferences (1,500) (3,700) Capital Outlay- General Fund Changes Captial Outlay requirements for Imaging System (Furniture) 5,000 5,000 Total Increase/(Decrease) 4,659 Other Funds Summary Other Fund Changes Approved Requested Difference None $0 $0 $0 $0 $0 $0 Narrative Description of Changes to General Fund: 1. Increase in Personnel Costs to reflect negotiated settlement costs for employees. 2. Cost reductions to provide funding for salary/benefit increases. 3. Capital funding for furniture needed for City's Imaging System. Narrative Description of Changes to Other Funds: No changes. 20 CITY TREASURER Changes to 1999/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $828,975 $869,756 $40,781 Operating 45,527 47,277 1,750 Capital 0 0 0 Transfers 0 0 0 $874,502 $917,033 $42,531 Personal Services e General Fund Changes Increased Cost of Salary/Benefits (no new positions) 2,281 Additional Position (1) Cashier 38,500 40,781 Non-Personnel e General Fund Changes AA 120-388 Software 1,000 AA 120-434 Maintenance, Dept. Equipment 750 1,750 Total Increasel(Decrease) 42,531 Other Funds Summary Other Fund Changes Approved Requested Difference None $0 0 $0 $0 $0 Narrative Description of Chanqes to General Fund: Addition of one Customer Service representative added in the mid year 1997/98 budget which replaces two Temporary Customer Service Representative positions to improve service levels. Duration software and related maintenance purchases to improve service levels. Narrative Description of Changes to Other Funds: None. 21 ADMINISTRATION Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $795,897 $1,269,961 $474,064 Operating 108,983 114,220 5,237 Capital 14,500 24,500 10,000 Transfers 0 0 0 $919,380 $1,408,681 $489,301 Personal Services o General Fund Changes - Increased Cost of Salary/Benefits (no new positions) 51,301 - New Position (1) Receptionist 35,000 - Upgrade Management Analyst to Sr. Dept. Analyst 10,000 - Move 3 positions from Adm. Svcs. to Admin.; (Accountant,Sr., 2 Bgt Analyst, Sr.) 231,955 - Transfer funding for Deputy City Administrator 145,808 - New Position (1)Administrative Assistant 42,433 $474,064 Non-Personnel e General Fund Changes AD 102-461 Conferences (3,000) AD 202-358 Advertising (3,400) AD 173-000 Operating costs for Office of Bdgt& Labor Negotiations 13,637 AD 202-407 Printing, Reproduction (2,000) $5,237 AD 173-000 Capital Outlay for Office of Budget& Labor Negotiations $10,000 Total Increase/(Decrease) $489,301 Other Funds Summary Other Fund Changes Approved Requested Difference Cable TV $420,046 $442,134 $22,088 Air Quality Fund 180,365 180,769 404 800 Mhz Fund 566,920 566,920 0 $1,167,331 $1,189,823 $22,492 Narrative Description of Changes to General Fund: The reinstatement of the receptionist position on the first floor of City Nall is recommended. The reorganization of Administration results in several budget changes: 1) Upgrade Management Analyst to Department Analyst, Sr., 2) transfer of the Budget and Labor Relations costs from Administrative Services to Administration, and 3) Additional Administrative Assistant Position for support of the reorganized responsibilities. Cost reductions are to provide funding for salary and benefit increases. Narrative Description of Changes to Other Funds: Cable TV: Operating expense increases are needed in maintenance and contractual services. 22 ADMINISTRATIVE SERVICES Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $2,241,331 $2,097,814 (143,517) Operating 782,729 754,292 (28,437) Capital 25,000 15,000 (10,000) Transfers 0 0 0 $3,049,060 $2,867,106 (181,954) Personal Services e General Fund Changes - Increased Cost of Salary/Benefits (no new positions) 88,438 Transfer Accountant and 2 Budget Analysts to Administration (231,955) (143,517) Non-Personnel e General Fund Changes Transfer Budget& Labor Relations costs to Admin. (13,637) Operating reductions for Salary/Benefit increases (14,800) (28,437) 173 Transfer capital outlay to Administration (10,000) Total Increase/(Decrease) (181,954) Other Funds Summary Other Fund Changes Approved Requested Difference Equipment Replacement $2,140,342 $3,480,759 $1,340,417 Self Insurance 11,196,814 11,358,010 161,196 $13,337,156 $14,838,770 $1,501,614 Narrative Description of Changes to Other Funds: Transfer an Accountant, 2 Budget Analysts, and related operating and capital to Administration. Cost reductions are to provide funding for salary/benefit increases. Narrative Description of Changes to Other Funds: $200,000 additional funding is needed for estimated legal costs in the Liability Self Insurance Fund. Equipment Replacement budget for 98199 needs to be amended to include$1.15 million for replacement of Police dispatch system and $116,467 for the following other replacements that were not anticipated in the 2-year budget: Bicycle Racks-$6,200, Fire Rings-$24,000, City Treasurer office computer applications-$55,657, Security Camera-$2,000, Library voice notification system-$27,310, Pool Cleaner-$1,300. 23 COMMUNITY DEVELOPMENT Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $3,090,413 $3,098,479 $8,066 Operating 597,336 777,536 180,200 Capital 0 0 0 Transfers 0 0 0 $3,687,749 $3,876,015 $188,266 Personal Services - General Fund Changes Increased Cost of Salary/Benefits (no new positions) $113,874 (1.00) Eliminate Director Position (145,808) 0.50 Temp. Dept.Analyst 30,000 0.50 Temp. College Intern 10,000 $8,066 Non-Personnel- General Fund Changes Transfer funding from operating contract to personal services (40,000) Eliminate auto allowance for Director of Community Development (4,800) 3 Contract Planners to assist permanent staff. (Reimbursed) 90,000 Eliminate contract services account (100,000) Redirect existing funding for neighborhood preservation (code enforcement) 75,000 Contract-Information Systems assistance(Funding from increased revenues) 100,000 Contract inspections(Funding from increased revenues) 60,000 $180,200 Other Funds Summary Other Fund Changes Approved Requested Difference None 0 0 0 $0 $0 $0 Narrative Description of Changes to General Fund: Eliminate Director of Community Development per reorganization, Division Heads of department will report to the Assistant City Administrator. Personal Services: Temporary part time positions of Department Analyst and College intern were already budgeted in contract services to keep up with increased reporting and activity needs. A transfer of funding into personal services has been made. Non-Personnel: Net increase in contract services is due to the need for additional contract planners,assistance with automation and an additional contract inspector. The need for these services will be financed by three reimbursement agreements and increases in permit revenues. Narrative Description of Changes to Other Funds: 24 FIRE DEPARTMENT Changes to 1999/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $14,266,420 $14,822,166 $555,746 Operating 2,789,744 2,116,366 (673,378) Capital 55,000 55,000 0 Transfers 55,907 55,907 0 $17,167,071 $17,049,439 ($117,632) Personal Services - General Fund Changes Increased Cost of Salary/Benefits (no new positions) $573,246 Transfer Ambulance Program to Fire Med Fund 17 500 $555,746 Non-Personnel- General Fund Changes Reduce training account (10,000) Transfer Ambulance Program to Fire Med Fund (703,378) Increase contractual services for Petro Chemical program 40,000 ($673,378) Other Funds Summary Other Fund Changes Approved Requested Difference Certified Unified Program Agency 136,047 151,876 $15,829 Fire Medical 3,229,345 4,277,545 1,048,200 $3,365,392 $4,429,421 $1,064,029 Narrative Description of Changes to General Fund: The training account in the Administrative division has been reduced by $10,000. Should employees receive authorization for reimbursed tuition, as is provided in the MEA and MEO MOU's, this amount may have to be re appropriated. The largest change to the Fire Department's General Fund budget is the transfer of the Ambulance program to the Fire Med Enterprise Fund. This move is expected to streamline the administrative process and expedite accounting functions. Reductions in Petro-Chem staffing require the use of private vendors for the remediation of hydrocarbon- contaminated soil. Contractual services is being increased $40,000, which is offset by new development revenues. Narrative Description of Changes to Other Funds: The Hazardous Materials Enforcement Program (CUPA) is increasing the clerical support from 1/2 position to 1 full time position due to increased workload demands. The increase shown is for salary and benefits adjustments. FireMed's budget increase is largely due to one-time capital expenditures, and increase in Personal Services and payments to the General Fund. 25 POLICE DEPARTMENT Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $30,292,577 $31,623,564 $1,330,987 Operating 4,102,041 3,922,041 (180,000) Capital 4,300 4,300 0 Transfers 469,819 587,676 117,857 $34,868,737 $36,137,581 $1,268,844 Personal Services - General Fund Changes Increased Cost of Salary/Benefits (no new positions) $1,402,987 Attrition (72,000) $1,330-,987 Non-Personnel- General Fund Changes Reduce various operating accounts per Budget meetings (80,000) Reduce helicopter maintenance 10( 0,000) ($180,000) Increase transfers to grant funds $117,857 Other Funds Summary Other Fund Changes Approved Requested Difference Narcotic Forfeiture $429,593 $445,681 $16,088 Police Community Relations 25,000 25,000 0 Jail Donations 15,000 15,000 0 Police SHO Grant 236,103 243,866 7,763 Bureau Justice -98 Grant 0 160,713 160,713 Supplemental Law Enforcement 450,000 450,000 0 State Abandoned Vehicle Fund 0 200,000 200,000 Office Traffic Safety Grant 0 126,883 126,883 Special Training-PD 20,000 20,000 0 800 Mhz Fund 566,920 566,920 0 Helicopter Replacement Fund 0 274,000 274,000 $1,742,616 $2,528,063 $785,447 Narrative Description of Changes to General Fund: Delivery of the new helicopter is expected early in FY98/99. Parts and warranties for this aircraft enabled the department to reduce aero maintenance by $100,000. This maintenance savings and the money received from the sale of the old helicopter will be transferred to the Helicopter Replacement Fund for debt service on the lease/purchase payments for the new helicopter. The department was awarded another Local Law Enforcement Block Grant (Bureau of Justice - 98 Grant) which required a General Fund match of$17,857. Narrative Description of Changes to Other Funds; Two new grants, the Bureau of Justice '98 for the purchase of equipment and Office of Traffic Safety Grants brought in an additional $287,596. The State Abandoned Vehicle Fund refunds agencies a portion of the costs for impounding abandoned vehicles. It is expected that this fund will bring in approximately$200,000 in revenue next year. The $274,000 received from the sale of the old helicopter was placed in the Helicopter Replacement Fund. 26 COMMUNITY SERVICES Changes to 1998/99 Approved Budget General Fund Summary Approved, Requested Difference Personnel $5,237,814 $5,349,765 $111,951 Operating 1,708,606 1,850,467 141,861 Capital 0 $0 Transfers 359,990 24,990 335 000 $7,306,410 $7,225,222 ($81,188) Personal Services- General Fund Changes - Increased Cost of Salary/Benefits(no new positions) 17,227 342 (1)Marine Safety Officer(2/3 cost offset by reduction in O.T.) 63,918 342 Reduction in O.T. Salaries(Help Offset Marine Sfty. Off., Perm. (42,612) 340 (1)Social Worker-Project Self Sufficiency(CDBG Shortfall) 23,499 345 Temp. Salaries-Pier (40,150) 345 Temp. Salaries Benefits-Pier (582) 371 Temp. Salaries-Seniors Center 27,000 372 Temp. Salaries-Oakview(CDBG Shortfall) 25,623 374 Srs. Outreach (CDBG Shortfall) 13,375 348 Jr. Lifeguard Program.Temp. Salaries$5,131* 51131 358 Aquatics Program Temp. Salaries$19,522* 19,522 111,951 Non-Personnel- General Fund Changes 343 Blufftop Fence Maintenance&Fence Rental Replacement 24,600 343 Painting Beach Restrooms 19,500 344 Parking Facility Maintenance(Main Prominade Restroom) 26,280 345 Pier-Main Promenade Steam Cleaning 26,500 345 Bldg. &Maint.-Pier (10,950) 374 Travel Costs 10,300 348 Jr. Lifeguard Program Supplies$34,869* 34,871 385 Transf to Civ Ctr-93-A(Pier) (150,000) 385 Transf to PFA(Pier) (185,000) - Sister Cities Program transfered from Library 10,760 (193,139) *Offset by increased revenue Total Increase/(Decrease) (81,188) Other Funds Summary Other Fund Changes Approved Requested Difference Pier Plaza 0 583,000 583,000 Art Center 436,652 356,621 (80,031) Emerald Cove Sr. Housing 865,561 865,561 0 Fourth of July 189,150 189,150 0 1,491,363 1,994,332 502,969 Narrative Description of Changes to General Fund: The Marine Safety Operation will add funding for 1 position utilizing savings in overtime & recurrent salaries to cover 2/3 of the cost. Reductions in CDBG funding necessitate using General Funds for Project Self-Sufficiency, Oak View Center & Seniors Outreach shortfall. Ongoing recurrent salaries of$27,000 inadvertently left out of last year's Senior Center Budget is added. Junior Lifeguard & Pool Aquatics budgets were increased to meet public demand & increased costs; expenditures are offset by increases in revenues. Funds have been added for Blufftop fence rental/maint., painting beach rest rooms, maintenance of Main Promenade rest rooms, steam cleaning of pier and Main Promenade Parking Structure, and to reimburse drivers for mileage in the Seniors Outreach budget. Sister Cities Program has been transferred from Library to Community Services. Narrative Description of Changes to Other Funds: The Art Center Operation has been reduced to bring it in line with projected revenues. The Pier Plaza Fund is being created and will reflect$580,000 in revenue from restaurants,ATM, parking, etc.; revenues will offset the minimum maintenance level expenses for the plaza. 27 LIBRARY Changes to 1998199 Approved Budget General Fund Summary Approved Requested Difference Personnel $2,086,648 $2,142,213 $55,565 Operating 578,408 614,688 36,280 Capital 0 0 0 Transfers 282,000 282,000 0 $2,947,056 $3,038,900 $91,844 Personal Services - General Fund Changes Increased Cost of Salary/Benefits (no new positions) 39,004 Increase in Temporary Salaries 16,560 55,564 Non-Personnel- General Fund Changes Net operating reductions (10,720) AA 394-320 Childrens Books 47,000 36,280 Total Increase/(Decrease) 91,844 Other Funds Summary Other Fund Changes Approved Requested Difference Library Services $495,039 $496,496 $1,457 Library Cultural Facility 315,000 315,000 0 Library-Grants 19,650 19,650 0 $829,689 $831,146 $1,457 Narrative Description of Changes to General Fund: The adjustment in Temporary Salaries is the result of an increase in the State minimum wage to $5.75 per hour. The increase of$47,000 for purchase of books is offset by funding for Libraries from the State. Narrative Description of Changes to Other Funds; 28 • PUBLIC WORKS Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $10,533,691 $10,833,036 $299,345 Operating 5,507,544 6,478,444 970,900 Capital 62,500 2,062,500 2,000,000 Transfers 130,326 130,326 0 $16,234,061 $19,504,306 $3,270,245 Personal Services - General Fund Changes Increased Cost of Salary/Benefits(no new positions) $281,345 0.5 Office Asst. 18,000 $299,345 Non-Personnel- General Fund Changes Engineering contract services 700,000 Reinstate painting program 250,000 Upgrade City Hall janitorial services 30,000 Eliminate conference accounts in Engineering Division (9,100) $970,900 Add Capital funding for sewer line maintenance and repair 1,000,000 Add Capital funding for street maintenance 1,000,000 $2,000,000 Other Funds Summary Other Fund Changes Approved Requested Difference Water Utility $28,407,449 $33,301,311 $4,893,862 Water Master Plan 1,137,500 1,137,500 0 Water Capital Projects 271,737 278,470 6,733 Refuse Fund 8,917,015 8,780,405 13( 6,610) $38,733,701 $43,497,685 $4,763,984 Narrative Description of Changes to General Fund: An Office Assistant position is increased from 1/2 to full time to provide clerical assistance for customers and staff of the Park, Tree, and Landscape division. The contract for engineering services will be increased to provide timely development services processing, project management, and clerical assistance to engineering staff. Development demands continue, and engineering staffing levels are inadequate to meet the required response times for plan check, project review, and inspection services. Reinstating the painting program will permit some painting maintenance throughout the City for sports courts, recreation facilities and buildings. City Hall janitorial services will return to a five day per week schedule. Conference funding will be eliminated to provide funding for salary and benefit increases. Narrative Description of Changes to Other Funds: The reduction in the Refuse Fund contract services is a result of the lower rate charged by Rainbow Disposal Corresponding revenues will also be reduced. The Water Fund will carry over several major projects from 1997/98 which are: Upgrade gas tanks/pumps 10,000 Telemetry 70,000 Water main replacement 1,040,000 Reservoir Land Purchase 1,435,000 Conjunctive use wells 2,120,000 Additional Water Fund increases include: Salary/Benefits increases 103,862 Computer and Software expenses 40,000 Net of other changes 75,000 Total Revisions 4,893,862 29 NON DEPARTMENTAL Changes to 1998/99 Approved Budget General Fund Summary Approved Requested Difference Personnel $2,074,938 $2,255,775 $180,837 Operating 6,813,596 7,244,576 430,980 Capital 23,000 23,000 0 Transfers 5,835,000 5,835,000 0 $14,746,534 $15,358,352 $611,818 Personal Services e General Fund Changes - Increased Cost of Salary/Benefits (no new positions) 5,838 - Increased Cost of Retirement&Vacation Payments 175,000 180,838 Non-Personnel e General Fund Changes ND 101-402 Contractual Svcs., Classification & Compensation Study 100,000 ND 101-360 Sales Tax Audit 30,000 ND 101-394 Property Tax Collection Charges 15,000 ND 312-210 Utilities Expense, Telephones (3,500) ND 101-720 T.R.A.N. Expense (50,000) ND 101-397 Team Petroleum-contract obligations 92,380 ND 174-540 Training and Schools (4,900) ND 174-391 Contractual Services, Legal 100,000 ND 174-392 Contractual Services, Grants coordinator 72,000 ND 101-500 Dues & Memberships, Human Events Council 5,000 ND 101-390 Mainframe maintenance costs 75,000 430,980 Total Increase/(Decrease) 611,818 Other Funds Summary Other Fund Changes Approved Requested Difference Civic Improvement Corp 2,816,000 2,816,000 0 Htg Bch Pub Fin Authority 3,474,000 3,474,000 0 Mello Roos 253,500 253,500 0 Reservoir Hill 150,300 150,300 0 $6,693,800 $6,693,800 $0 Narrative Description of Changes to General Fund: The 2 year budget did not include funding for the following needs which are recommended additions to the 1998/99 General Fund budget: 1.) a review by an outside consultant of over 40 employee classifications to determine whether an update of the classification or pay is recommended, 2.) costs for implementation of the agreement with Team Petroleum, 3.) Legal costs related to the PERS lawsuit, 4.) costs for the approved contract with an outside firm for Grants Coordination,5) increased 1998/99 mainframe maintenance costs which will be offset by savings in the following fiscal year(net savings= $30,000), and other costs as indicated. Cost reductions are to provide funding for salary/benefit increases. Narrative Description of Changes to Other Funds: No Changes. 30 ECONOMIC DEVELOPMENT Changes to 1999/99 Approved Budget Approved Requested Difference Personnel $584,758 $601,720 $16,962 Operating 564,322 564,322 0 Capital Projects 175,000 275,000 $100,000 Debt Repayments 4,840,243 4,240,243 ($600,000) Low Income Housing 1,066,063 2,496,063 $1,430,000 City Attorney / Legal 200,000 200,000 $7,430,386 $8,377,348 $946,962 Personal Services Increased Cost of Salary/Benefits (no new positions) $16,962 Capital Projects Zeidan OPA-Carry Over from 97/98. 100,000 Debt Repayments Reduce Debt Payments per Cash Flow Plan (600,000) Lowy Income Housing Bowen Court 500,000 Berge DDA-Carry Over$500,000 and add $150,000. 650,000 Mercy House 250,000 First Time Buyers Grant 30,000 TOTAL REVISIONS TO APPROVED BUDGET $946,962 Narrative Description of Changes to Other Funds: A number of projects included in the first year of the two year budget have not progressed to where the funds allocated were needed; as such these amount are being carried over. The Agency is moving foward implementing two affordable housing projects where an allocation is needed: Bowen Count and Mercy House. Continuing participation in the County's Mortgage Credit Certificate Program requires the availability of a $30,000 deposit for City participation. Repayment to the General Fund was incorrectly budgeted at $1,100,000 for 1998/99 (vs intended amount of $800,000) and is now recommended to be reduced to$500,000 for 1998/99. 31 Capital Improvements Changes to 1998/99 Approved Budget (Does not include Carry over projects from 1997/98 which are listed on the next page) Other Funds Summary Other Fund Changes Approved Requested Difference Traffic Impact 173,501 177,602 4,101 Gas Tax 3,305,539 3,043,910 (261,629) Sewer Fund 1,929,407 1,933,444 4,037 Drainage Fund 739,730 743,019 3,289 Measure M 1,399,110 1,838,526 439,416 Federal Seismic Grant 682,701 682,891 190 Pier Reconstruction 90,000 90,000 0 Holly-Seacliff Engineering 56,951 58,362 1,411 Bluff Top Park 1,054,748 1,057,170 2,422 Growth Mgt. Area#6 780,858 781,375 517 FEMA Grant 2,542,461 2,544,752 2,291 OCTA/SIP Grant 14,966 15,337 371 Systems Enterprise Fund 134,562 136,761 2,199 Capital Projects 30,000 3,049,854 3,019,854 $12,934,634 $16,153,003 $3,218,469 Narrative Description of Changes to Other Funds: Small adjustments related to salary/benefit increases per existing and projected MOU's. Gas Tax: Reduce transfer to General Fund by$500,000; add $200,000 for pot hole repairs. Measure M: Increase road projects by $415,000. Capital Projects Fund: Add $1.7 million for mainframe computer software/hardware replacement costs, $850,000 for partial funding for Police dispatch system replacement, $400,000 for City Hall rehabilitation, and $60,000 for seal-coating of the Pier. 32 Carry Over Projects and Items from 1997/98 Changes to 1998/99 Approved Budget Economic Development Amount Redevelopment: Zeidan OPA 100,000 Housing: Berge DDA 500,000 Community Services Park Acquisition & Development: Youth Sports Grants 75,000 Public Works Water Division: Upgrade gas tanks/pumps 10,000 Telemetry 70,000 Water main replacement 1,040,000 Reservoir Land Purchase 1,435,000 Conjunctive use wells 2,120,000 4,675,000 Capital Projects Fund Fire Station Relocation -design 220,000 Underground Tank Removal 220,000 Optical Disk System 167,120 Mainframe Migration Project 54,849 Fire Station Roof 16,000 677,969 Total Carry Over to 1998/99 $6,027,969 33 i Chars & Graphs ■ City Goals & Fiscal Policies ■ Revenue / Expenditure Data ■ Staffing History & Information ■ Statistical Information ® City of Huntington Beach ® Annual Budget Charts and Graphs ® CITY OF HUNTINGTON BEACH GOALS ® Maintain a safe community. ® Assure long-term adequacy of the City's infrastructure facilities. Enhance and maintain the environmental quality of the community. ® Improve the City's long-term transportation system and integrate it into the regional system as it evolves. ® Establish policies and strategies to ensure a viable business environment throughout the community. ® Adequately address the City's human issues and recognize their importance to preserving the health and ® safety of the community. (i Provide for diverse housing stock throughout the community and maintain the quality of housing stock. ® Maintain and continually improve organizational effectiveness. ® Continue to provide diverse educational, cultural and recreational opportunities for all citizens. Pursue entrepreneurial approaches for seeking new business and tourism to expand the City's revenue ® base. ® Insure that the Huntington Beach local government is open, accessible and responsive to all citizens it serves. Establish and maintain relationships with the United States government, State of California, County of Orange, cities of Orange County, local school districts, and all elected officials as necessary to promote the interests of Huntington Beach. Recognize tourism as a prominent industry in the future of. Huntington Beach and actively seek its promotion and development. CITY OF HUNTINGTON BEACH FISCAL POLICIES Ongoing expenditures should be supported by ongoing revenues. General Fund reserves should be maintained at no less than 3%with a 5% reserve being desirable. No new capital improvements should be approved until associated operating costs are funded by recurring revenues. Each enterprise fund should reflect the true cost of operation including direct and indirect costs supported by the General Fund. If the City's budget is balanced, General Fund reserves in excess of 5% should be transferred to the Capital Improvement Projects Fund on an annual basis. To implement the above fiscal policy statements, a phase-in period will be required. 34 City of Huntington Beach Annual Budget Charts and Graphs All Funds - Projected Resources FY 1998/99 Total = $21392499981 Redevelopment Internal Service $7,153,966 Other Enterprise $16,527,750 Transportation$6,519,712 $6,984,000 Other Funds$4,668,162 Use of Reserves Refuse Fund$8,800,000 $13,327,300 Water Fund$22,553,000 t Debt Service$6,847,000 Capital Projects $12,038,449 General Fund $107,830,642 All Funds - Budget by Category FY 1998/99 Total ® $21392499981 General Fund Water Fund — _ IV $3 3,301,311 $109, 93,897 Capital Projects 113,355,373 Internal Service $15,752,392 Redevelopment 1 $8,377 348 Transportation I z $5,856,7 1 Refuse Fund s $8,7 0,405 Debt Service r"} $6,693,8 Other Enterprise t $7,309, 93 Other Funds $41028,712 0 20,000,000 40,000,000 60,000,000 80,000,000 100,000,000 120,000,000 $ Millions 35 City of Huntington Beach Annual Budget Charts and Graphs General Fund a projected Resources FY 1998/99 Total = $10798309642 ® Licenses/Permits Other Taxes $5,846,160 Use of Money/Property ® $5,530,000 $6,320,150 From Other Agencies 0 Transfers $1,915,000 $9,976,000 ® Fines,Forfeitures, Charges for Current Services Penalties$3,094,000 $9,528,522 ® Occupancy $1,450,000 Prop 172$1,325,000 ® Other$1,001,810 ® Utility Tax $14,175,000 0 ® Property Tax $27,869,000 Sales Tax $19,800,000 0 General Fund ® Budget by Department 0 FY 1997/96 Total = $10997939897 ® Police Department $36,137, 81 Fire Department $17, 49,439 Public Works $19,504,306 ® Non-Departmental $15,358,3 2 Community Services � $7,2 5,222 ® Community DevelopmentV$260,767 $3,876,015 Administrative Services $2,867,106 ® Library Services $3,038,900 City Attorney ,608,245 Administration8,681 City Treasurer033 CityClerk49 City Council ® $0 $10,000,000 $20,000,000 $30,000,000 $40,000,000 ® 36 City of Huntington Beach Annual Budget Charts and Graphs Total IVet Assessed Value Increases an- d Decreases y� � Actual= . o �,: Projected ---► $900 000;000 ° 08,963,230 a $800 000,000 ` V $695,819,945 $700 000;000 s . $642 069 243 $600,000,000 - $500,000,000 a B voo 000,000 +- ',t7,,� ro_ �Ff- - S T } S +n, 3 $200,000,000 -� - ��' � �~�Y "! u• -t z� z-tom -"•; � -___ _ $18,520,465 $28,377,565 +: ($11,394,535) $36,435,216 0 w ($100,000,000) 1991/92..1992/93"1993/94 1994/95 1995/96 1996/97 1997/98__1998/99 1999/00 '20.00/01 '2001/02 Sales Tax Revenue-Yeac to Year%,.Change ` Y 8.0% ^y � a 7 4%_ 6.89 -6.0%- 4.7% 4.7% Jk 4.0% r fir' dnrF 3.0% 10 - 2.5% .1.3% r.s c` t 7 • d., 0.0% ~1 °. O -2.0 1' o -4.0% o $ 6.0% °o ' 40.0% - -10.1°i° ° -12.0�0 1988/89 1989/90 '1990/91 1991/92 1992/93 1993/94 1994/95 1995/96 1996/97. 1997/98 _1998/99 1999/0o j2000/01 2001/02, 2002l03 --- -- -- - - - - ._ -_ est. est. eai, est est +est Increase -1.2% 4.7°/k_ -10.1% r0.9% -1.5% 1.3% 2.5% 4.7% 4.6%- 4.8%.' 3.7% 3.0% 7 4N;, 6.8%-= 5 1% _ 37 City of Huntington Beach Annual Budget Charts and Graphs History of Budgeted Positions per 19000 Population Number of Full Time Budgeted Number of Budgeted Positions per Positions 1,000 Population Year General Fund Total Population* General Fund Total 1976/77 826 1,000 157,800 5.2 6.3 1977/78 836 1,059 161,300 5.2 6.6 1978/79 866 1,007 167,400 5.2 6.0 1979/80 863 955 170,505 5.1 5.6 1980/81 881 954 173,327 5.1 5.5 1981/82 888 952 175,007 5.1 5.4 1982/83 895 949 176,370 5.1 5.4 1983/84 888 946 176,329 5.0 5.4 1984/85 900 963 176,156 5.1 5.5 1985/86 912 980 177,988 5.1 5.5 1986/87 944 1,015 178,788 5.3 5.7 1987/88 975 1,035 178,260 5.5 5.8 1988/89 1,007 1,065 178,896 5.6 6.0 1989/90 995 1,079 181,519 5.5 5.9 1990/91 997 1,086 182,100 5.5 6.0 1991/92 981 1,119 183,600 5.3 6.1 1992/93 952 1,115 185,300 5.1 6.0 1993/94 946 1,111 187,200 5.1 5.9 1994/95 937 1,096 186,600 5.0 5.9 1995/96 915 1,079 187,700 4.9 5.7 1996/97 892 1,038 188,500 4.7 5.5 1997/98 897 1,039 189,500 4.7 5.5 1998/99 904 1,046 190,500 4.7 5.5 Full Time Positions per 1 ,000 Population 7.0 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6.6 6.5 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total Budgeted Positions 6.1 6.0 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - � -- - - - - - - - - - - - 5.6 5.5 - - - - - - - Q �� �- - - - - - - - - - - - 5�Q 5.0 - �- -�_° - - - - - - - - - - - - ---- -=°- - 4.7 ® General Fund Budgeted Positions ` 4 n ® 4.5 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - ® 4.0 ® 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 ® * Population estimated for 1997/98 and 1998/98 ® 38 City of Huntington Beach Annual Budget Charts and Graphs Budgeted Positions (Permanent and Temporary) 1986/87 through 1998/99 Fiscal Year 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 Permanent Positions General Fund 944 975 1007 995 997 981 952 946 937 915 892 897 904 Other Funds 71 60 58 84 89 138 163 165 159 164 146 142 142 Total Permanent Positions 1,015 1,035 1,065 1,079 1,086 1,119 1,115 1,111 1,096 1,079 1,038 1,039 1,046 Total Temporary Positions (Full Time Equivalent)' 150 159 160 164 169 187 169 162 147 150 142 144 144 Total Permanent and Temporary Positions(FTE) 1.165 1.194 1.225 1.243 1.255 1.306 1.284 1.273 1.243 1.229 1.180 1.183 1.190 Full Time Equivalent(FTE)positions are estimates based on the average hourly wage rate of Temporary employees and the total budget for temporary salaries. Budgeted Positions v 1986/87 through 1998/99 1,400 1,243 1,255 1,273 1,243 1,165 1,194 1,225 n�r�� O�a1,22_9 11180 1,183 1,190 1,200 = �— 1,000 C=7 om Permanent t t7800 ®Temporary(FTE) —O=Total(FTE) Esoo 3 Z 400 j 2000. I I [ 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 Fiscal Year 39 City of Huntington Beach Annual Budget Charts and Graphs CITY OP HUNTINGTON BEACH BU DGETEWPERMANENT POSITIONS BY- DEPARTMENT-(All Funds) DEPAR'f1VIENT 1993/94 1994/95 1995196 1996/97 1.997/98 .-1998199 City Council- 1:00 1.00 1 0Q _ 1.00 1.00 l A0 Non=Departmental = g2.75 2.75 2.75 =_ 13:50 1350- 13.50 Administration : 19.00 15.00 ' -15..50 .-12.50 12.- 18:50, City Treasurer ` 13.00 _ 13.00 13.00 13:00 = 14.00 15.00,' City Attorney.°-. 16.00- 15.00 1.5.00 14:00 15.00 15.00 City Clerk'-.' -. T50- 7.00 7 00 7,00 7:00 Administrative=Services - = 57.25 - 56.00 - ` 55.50 _. 43.25 _43:25- 40.25 Economic Development -_ 14.80 13.00 15.00 _ 18.00 18:00 18.00 Community Development 49,50 47.50 . 45.00 43 00 -_ .43.00 _ 42.00_" Fire Department _ 179:00 178.00 - :175.00 :°_ `l58.75 156.00 _ 458:00 Police Department 376.00 383.00 370.00 _ 366.00 _=366.00 -.366.00. Community Services 66.75 ___ 67.50 67.50 62:75 62.75 64.00 Library Services_ 40.00 -38.25 37.0G1 37.75 37:75 37.75 Public Works 268.25 258.75 259 75 - 247.50 -`249:50 250.00 Total Permanent Positions 1,110.80 1,095.75 1,079.00- : 1,038.00 1,039.25- 1,046.00 GENERAL FUND 945.55- 937.15 914.95 892.45 897.50 904.25 OTHER FUNDS= 165.25 158.60 - 164:05 14555 141:75 - 141.75 TOTAL BUDGETED POSITIONS 1,110.80 1,095.75 1,079.00 = 1,038.00 19039.25- 11046.00 .BUDGETED,PERMANENT POSITIONS - ALL FUNDS`- 1"150 - _ 1,130 1 7 N - 1,110 0 . 1,090 1 0391,046 -1,070 _ - N 1,050 j ' O= - M 1_,030 1,010 990 970 1993/94•- -` 1994/95- 1995/96 1996/97 _ 1997/98 1998/99•, Fiscal Year _ 40 City of Hunguaton Beach Annual Budget Charts and Graphs Property Tax o Distribution of Basic 1% Tax Levy ® Huntington Beach K-12 Schools 44.3% Other 3.8% I ry A State(for Schools) 16.5% City Community 15.6% County Colleges 10.5% 9.3% Sales Tax ® Allocation of Huntington Beach Sales `fax Revenue Sales Tax % Health/Welfare State 5.00% Transportation 6.5% City 1.00% 0 3.2/o Public Safety 0.50% Measure M 0.50% Measure M Transportation 0.25% 6.5% Health/Welfare 0.50% y" Total 7.75% Public Safety _ 6.5% State 64.5% City 12.9% Nl 41 City of Huntington Beach Annual Budget Charts and Graphs Total Revenue Losses to the State of California Revenue Loss 1990/91 1991/92 1992193 1993/94 1994/95 1995/96 1996/97 1997/98 Total Property Tax $2,403,473 $5,090,055 $5,212,847 $5,225,911 $5,210,419 $5,495,782 $28,638,487 Redevelopment 805,000 275,000 275,000 $1,355,000 Traffic Fines $500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,500,000 Parking Tickets 0 490,000 250,000 250,000 250,000 1,240,000 Cigarette Tax 150,000 265,000 265,000 265,000 265,000 265,000 265,000 1,740,000 Vehicle License Fees -944,000 -944,000 Tax Admin.Fee $290,000 260,000 250,000 245,000 236,000 236,000 238,000 215,000 1,970,000 Booking Fees 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 160,000 Annual Total $310,000 $930,000 $4,243,473 $5,461,056 $6,998,847 $6,496,911 $6,483,419 $6,745,782 Cumulative Total $310,000 $1,240,000 $5,483,473 $10,934,528 $17,933,375 $24,430,286 $30,913,705 $37,659,487 Total City Revenue Taken by the State $6,998,847 $6,496,911 $6,483,419 $7,000,000 Total Loss = $37.7 Million $ $6,000,000 5,451,066 $5,000,000 $4,243,473 $4,000,000 $3,000,000 $2,000,000 $930,000 $1,000,000 $310,000 1990/91 1991/92 1992/93 1993/94 1994/95 1995/96 1996/97 1997/98 Is 42 City of Hundnaton Beach Annual Budget Charts and Graphs Property Tax Losses (ERAF) by the 10 Largest Orange County Cities 1992/93 through 1997/98 (6 Years) $30,000,000 26,082-1863 $25,000,000 { $20,148,454 � $20,000,000 $15,000,000 3,160,520 $10,000,000 $9,649,392 $6,718,352 $5,543,177 $5,000,000 :ws= $0 0toJe Cc o��°fi Gat Property Tax Losses (ERAF) by the Largest Orange County Cities a 997/98 Loss per cnvita $3 r $25 - y,Y; $24 _ $21 $20 $19 $17 $15 $15 $12 $11 $10 $9 $9 $5 t Average of Santa Ana Anaheim Huntington Garden Irvine Fullerton Orange Costa Mesa Mission All Cities Beach Grove Viejo 43 City of Huntinaton Beach Annual Budget Charts and Graphs Total Sales Tax Growth Less Property Tax Losses Net Gain or Loss for the Largest Orange County Cities $20,000,000 $15,000,000 $14,504,731 $10,000,000 $5,000,000 .2,938,719 LJ -_� Liu $(5,000,000) ' ($5,292,256) j i - ' $(10,000,000) 1 69; 5 ($10,021,587) $(15,000,000) $11,883,597) 1 ( 13,927,021 1 i $(20,000,000) Ll $(25,000,000) ($22,057,147) Santa Ana Anaheim Huntington Garden Irvine Fullerton Orange Costa Mesa Mission Beach Grove Viejo 1996 Per Capita Sales Tax Revenue Largest Orange County Cities $0 $50 $100 $150 $200 $250 Santa Ana $ 3 Anaheim $114 Huntington Beach .$83 Garden Grove $73 Irvine $215 Fullerton 96 Orange $1 1 ; Costa Mesa $227 Mission Viejo $80 44 • Summaries ■ Revenues > General Fund All Other Funds ■ Expenditures > General Fund By Department > Other Funds > General Fund By Category Revenue Summary-All Funds Fiscal Years 1994195 Thru 2002103 Audited Audited Audited Budget Estimate Fund/Category FY 94/95 FY 95/96 FY 96/97 --FY 97/98-- General Fund Property Tax 25,254,894 24,599,798 24,855,895 26,189,980 26,844,000 Sales Tax 16,684,322 17,403,770 18,228,342 18,300,000 19,000,000 Proposition 172 Sales Tax 1,030,227 1,132,072 1,192,812 1,150,000 1,250,000 Utility Tax 12,916,733 13,221,979 13,989,700 13,500,000 14,075,000 Transient Occupancy Tax 1,039,045 1,100,000 1,295,120 1,250,000 1,325,000 Other Local Taxes 4,674,464 5,110,243 5,323,254 5,325,000 5,575,000 Licenses&Permits 4,922,219 3,968,010 5,633,392 4,837,445 5,769,445 Fines/Forfeitures/Penalties 2,134,642 2,133,502 2,707,356 2,382,000 2,685,000 Use of Money and Property 6,070,779 6,900,070 7,246,533 6,755,000 6,473,150 Revenue from Other Agencies„ 8,219,705 9,506,678 9,533,390 9,331,000 9,819,442 Charges for Current Services 8,246,416 8,888,164 9,925,919 10,383,025 10,579,050 Other Revenue 469,584 683,654 724,906 678,600 1,058,400 Transfers from Other Funds 2,900,000 2,959,000 2,604,497 2,390,000 2,415,000 Sub Total General Fund 94,563,030 97,606,940 103,261,116 102,472,050 106,868,487 Ca ital Projects Holly Seacliff 803,559 173,284 176,244 400,000 4,000,000 FEMA Grant 0 0 18,574 1,121,636 194,000 Federal Seismic Grant 0 0 0 557,632 0 Bluff Top Park Grant 0 0 40,822 2,153,876 0 Capital Imp Fund 17,906 32,890 (26,566) 50,000 130,000 Pkg Auth Cap Proj 27,649 57,506 (190,534) 0 1,363 Water Facilities . 0 2,610,424 5,104,381 5,700,000 5,590,000 Library Development 0 0 184,892 294,000 294,000 Pier Rebuilding 127,117 132,756 359,487 180,000 243,000 Park A&D 2,105,203 2,170,950 1,545,218 215,000 258,662 Sewer Fund 228,787 375,245 (302,729) 285,000 170,000 Drainage Fund 382,680 416,022 360,087 1,056,000 557,000 Sub Total Capital Projects 3,692,901 5,969,077 7,269,876 12,013,144 11,438,025 Debt Service H.B.P.F.A. 2,256,628 2,726,681 10,292,476 3,368,000 3,368,000 HBPFC Debt Svc 424,227 411,791 9,294 0 2,000 Debt Svc Res Hill 208,409 204,703 296,011 212,000 209,000 Dbt Svc 1193-B CIC Cops 1,179,128 1,155,875 1,178,803 1,163,000 1,163,000 Dbt Svc 1993-A CIC Cops 1,668,412 1,686,887 1,665,059 1,662,000 1,662,000 Mello Roos Capital Projects 8,484 8,589 13,708 6,000 6,000 Mello Roos Debt Service 437,076 286,046 294,891 282,000 288,000 Sub Total Debt Service 6,182,364 6,480,572 13,750,242 6,693,000 6,698,000 Water Fund TOTAL WATER FUND 16,391,041 17,780,008 22,611,987 24,602,500 24,541,000 Refuse Fund TOTAL REFUSE COLLECTION 7,882,480 8,410,162 8,920,402 8,600,000 8,602,000 Other Enterprise Funds Art"Center 1,441,322 309,330 202,844 360,000 267,000 Certified Unified Program Agency 0 0 0 175,000 0 Pier Plaza Fund 0 0 5,395,028 100,000 935,000 Fire Med Program 2,495,094 2,823,272 2,795,000 3,270,000 3,250,000 Emerald Cove 792,098 797,067 792,912 803,000 811,000 Library Services 236,724 593,806 651,619 521,200 677,000 Cable TV Fund 420,374 382,632 414,118 1 422,000 482,000 45 Revenue Summary-All Funds Fiscal Years 1994195 Thru 2002103 Projected Fund/Category FY 98/99 General Fund Property Tax $27,869,000 $29,315,635 $30,635,663 $31,854,580 $33,173,456 Sales Tax 19,800,000 20,400,000 21,900,000 23,400,000 24,600,000 Proposition 172 Sales Tax 1,325,000 1,325,000 1,325,000 1,350,000 1,350,000 Utility Tax 14,175,000 14,250,000 14,300,000 14,425,000 14,425,000 Transient Occupancy Tax 1,450,000 1,500,000 1,550,000 1,600,000 1,650,000 Other Local Taxes 5,530,000 5,595,000 5,455,000 5,770,000 6,070,000 Licenses&Permits 5,846,160 5,640,960 5,497,860 5,397,860 4,807,860 Fines/Forfeitures/Penalties 3,094,000 3,112,000 3,123,000 3,135,000 3,247,000 Use of Moneyand Property 6,320,150 6,277,150 6,366,150 6,464,250 6,594,350 Revenue from Other Agencies,, 9,976,000 10,067,000 10,237,000 10,599,340 11,133,680 Charges for Current Services 9,528,522 8,739,250 8,704,500 8,758,600 8,444,800 Other Revenue 1,001,810 1,043,820 1,069,830 1,104,840 1,144,850 Transfers from Other Funds 1,915,000 1,915,000 1,915,000 1,915,000 1,915,000 Sub Total General Fund 107,830,642 109,180,815 112,079,003 115,774,470 118,555,996 Capital Projects Holly Seacliff 0 0 0 0 0 FEMA Grant 2,544,752 0 0 0 0 Federal Seismic"Grant 682,891 0 0 0 0 Bluff Top Park Grant 1,057,170 0 0 0 0 Capital Imp Fund 60,000 60,000 60,000 60,000 60,000 Pkg Auth Cap Proj 0 0 0 0 0 Water Facilities 6,150,000 6,440,000 6,940,000 7,040,000 7,040,000 Library Development 392,000 292,000 192,000 192,000 192,000 Pier Rebuilding 295,000 300,000 310,000 320,000 330,000 Park A&D 314,636 515,000 560,000 560,000 560,000 Sewer Fund 120,000 80,000 80,000 80,000 80,000 Drainage Fund 422,000 122,000 122,000 122,000 122,000 Sub Total Capital Projects 12,038,449 7,809,000 8,264,000 8,374,000 8,384,000 Debt Service H.B.P.F.A. 3,466,000 3,465,000 3,459,000 3,499,000 3,519,000 HBPFC Debt Svc 2,000 0 0 0 0 Debt Svc Res Hill 266,000 212,000 212,000 212,000 212,000 Dbt Svc 1193-13;CIC Cops 1,163,000 1,163,000 1,163,000 1,163,000 1,163,000 Dbt Svc,1993-AtCICCops 1,662,000 1,662,000 1,662,000 1,662,000 1,662,000 Mello Roos Capital Projects 6,000 6,000 6,000 6,000 6,000 Mello Roos Debi Service. 282,000 282,000 282,000 282,000 282,000 Sub Total Debt Service 6,847,000 6,790,000 6,784,000 6,824,000 6,844,000 Water Fund TOTAL WATER FUND 22,553,000 21,060,000 23,067,000 25,075,000 27,103,000 Refuse Fund TOTALAEFUSE COLLECTION 8,800,000 9,000,000 9,500,000 10,000,000 11,000,000 Other Enterprise Funds Art Center 350,000 350,000 350,000 350,000 350,000 Certified Unified Program Agency 152,000 0 0 0 0 Pier Plaza Fund 580,000 589,000 614,000 633,000 654,000 Fire Med,Program 3,930'000 3,270,000 3,270,000 3,270,000 3,270,000 Emerald Cove 830,000 847,000 867,500 884,500 901,500 Library Services 637,000 523,000 486,000 448,000 448,000 Cable TV Fund 1 505,000 508,500 510,600 510,700 510,800 46 Revenue Summary-All Funds Fiscal Years 1994195 Thru 2002103 Audited Audited Audited Budget Estimate Fund/Category FY 94/95 FY 95/96 FY 96/97 --FY 97/98-- Systems Fund 0 0 0 110,000 5,000 Sub Total Other Enterprise Funds 5,385,612 4,906,107 10,251,521 5,761,200 6,427,000 Internal Service Funds Self Insurance Fund 9,228,694 12,216,556 12,216,557 13,142,000 13,646,000 Equipment Replacement 2,304,442 1,999,649 3,562,063 2,600,000 4,351,340 Equipment Replacement800MHZ 93,464 120,499 150,804 70,000 175,000 Sub Total Internal Service Funds, 11,626,600 14,336,704 15,929,424 15,812,000 18,172,340 Redevelopment Fund RDA Debt Service 0 0 2,389,281 4,452,500 7,379,583 RDA Cap Projects#1 , 0 0 27,411,050 1,511,000 1,535,570 Low Income Housing 1,039,497 1,022,739 705,829 1,038,000 1,045,359 Sub Total Redvelopment Fund 1,039,497 1,022,739 30,506,160 7,001,500 9,960,512 Trans /Street Projects Traffic Impact 374,062 293,464 363,818 1,313,000 1,313,000 GMA#6 Fund 0 0 0 1,400,672 0 Federal CRP Program 0 0 501,000 0 0 OCTA/SIP Grant 0 0 0 214,833 134,000 Federal HES Program 0 0 0 356,000 273,000 Gas Tax Fund 5,782,183 4,088,935 3,536,524 3,485,000 5,796,600 Transportation Fund 1,269,078 1,462,477 1,265,891 1,525,000 1,790,000 Sub Total Transp/Street Projects 7,425,323 5,844,876 5,667,233 8,294,505 9,306,600 Other Revenues Res Econ Uncertainty 239,792 208,333 156,371 180,000 170,000 COPS MORE'95 Grant 0 0 364,000 495,784 0 COPS MORE'96 Grant 0 0 0 271,993 0 Police SHO Grant 0 0 0 127,314 0 Bureau of Justice Grant 1996 0 0 172,000 191,550 0 Bureau of Justice Grant 1997 0 0 0 184,593 166,000 Bureau of Justice Grant 1998 0 0 0 0 0 Police Community Relations 0 0 0 25,000 25,000 Supplemental Law Enforcement F 0 0 435,000 435,605 435,000 Police Training Grant 0 0 0 20,000 1,500 State Abandoned Vehicles 0 0 0 0 0 Office of Traffic Safety 0 0 0 0 0 AQMD 212,173 216,734 210,609 212,000 222,000 Donations 43,918 67,342 132,223 50,000 150,000 Fourth Of July 141,394 175,869 201,712 183,000 181,000 Proj Self Suff 20,124 20,434 22,966 19,500 21,200 Hud Subsidy 136,091 0 244,291 284,000 284,000 HAZMAT Services 0 0 0 0 275,000 Narc Forfeiture 385,114 221,747 504,506 560,000 455,000 Narc Forf/State 0 0 59,304 25,000 42,500 UndergroundUtilities 0 0 35,189 0 2,000 Hsg&Comm Dev Block Grant 1,636,000 1,823,738 299,503 1,810,000 1,732,000 Other Grants 87,633 55,660 60,029 56,824 37,778 Use of Fund Balances 0 0 0 14,775,644 0 Sub Total Other Revenues, 2,902,239 2,789,857 2,897,703 19,907,807 4,199,978 SUB TOTAL OTHER FUNDS 62,528,057 67,540,102 117,804,548 108,685,656 99,345,455 GRAND TOTAL 157,091,087 165,147,042 221,065,664 211,157,706 206,213,942 47 Revenue Summary-All Funds Fiscal Years 1994195 Thru 2002103 Projected Fend/Category FY 98/99 Systems Fund 0 0 0 0 0 0 S6b T Ad Othet Entetprise flifids,- 6,984,000 6�,087,500 �6,0 9 8�,I 0 0 6,096,200 6,134,300 Internal Service Funds if InsuAnce Fund:,-,,,,-`j(,,-',,, 13,587,750 14,073,588 14,563,967 14,916,000 15,320,000 Equipinent Rep acement ... 2,880,000 3,125,000 3,630,000 3,930,000 4,335,000 Equipme#tjK jacement 800MI-IZ 60,000 0 0 0 0 'gib T661 16,527,750 17,198,588 18,193,967 18,846,000 19,656,000 Redevelopment Fund r,VI6 P I WA<� Se 4,636,050 4,867,858 5,111,246 5,149,558 5,235,750 RDA Cap Prqjbcts#1 1,481,875 1,369,086 1,296,416 1,217,987 1,217,500 Low Inco li6iisiff 1,036,041 1,159,122 1,214,893 1,253,903 1,278,903 " Sub Tofif Redvedoprne"nt Fund d --7,153,966 7,396,066 7,622,555 7,621,448 7,732,153 Trans /St"Projects Traffic-I'*WtV, 413,000 413,000 413,000 413,000 413,000 GMA? #6 781,375 0 0 0 0 Federal:C 0 0 0 0 0 OCTA/SIP Grant v. 15,337 0 0 0 0 tederal"HE' 0 0 0 0 0 Gas Tax Fund 3,485,000 3,485,000 3,485,000 3,485,000 3,485,000 , q'-, K, 1,825,000 1,800,000 1,815,019 1,820,000 1,850,000 ii]`,'O jrnd on, Sub ToW Tiafisp/Strj t Pr6fp-pis 6,519,712 5,698,000 6,713,019 5,718,000 5,748,000 Other Revenues M Ec6i,"Uncertainty'��' 170,000 170,000 170,000 170,000 170,000 COPS 9,5 Grant 0 0 0 0 0 COPS M9 :9%,Grani` 0 0 0 0 0 Police SH0Qrant 243,866 0 0 0 0 B au of ure Jftstic6Grantj 996,f 0 0 0 0 0 AM &ireau Ajugfice Grant'1997 0 0 0 0 0 Bureau of.Justice' Grani!4998 160,713 0 0 0 0 IQ Community'orn,uft"ity' Relations 25,000 25,000 25,000 25,000 25,000 Supplemental Law EnfoicemeritT 450,000 450,000 450,000 450,000 450,000 Po lice TrainingGrant 20,000 20,000 20,000 20,000 20,000 State.Abandaried Vehicles 200,000 0 0 0 0 Office of "N 0 0 0 r eSafely,,, 126,883 0 AQMD� 185,000 182,000 182,000 182,000 181,000 "Donations, arw 150,000 60,000 60,000 60,000 60,000 Fo4rth0,1,,Illy 181,000 181,000 181,000 181,000 181,000 Ptoj";S'e "Buff ,fix21,200 19,500 19,500 19,500 19,500 284,000 Hud Su idy 284,000 284,000 284,000 284,000 I4AZM,,4T Serviq s ll 175,000 175,000 175,000 175,000 175,000 Narc Forfeiture 465,000 395,000 397,000 397,000 450,000 42,500 27,500 27,500 27,500 27,500 Narc Forf!.,,Slatp!� tJaerground Utilities":, 0 0 0 0 0 Hsg&Com.m.,,P, eV B16&Gfa-ilit 1,732,000 1,732,000 1,732,000 1,732,000 1,732,000 Other Giants 36,000 36,000 36,000 36,000 36,000 Us'654.4hd Balances 13,327,300 0 0 0 0 Sub,Tota1',,".0ihei Revenues 17,995,462 3,757,000 3,759,000 3,759,000 3,811,000 $U, B TOTA)L.,"OTHER FUNDS 105,4191,339 84,796,154 89,001,641 92,313,648 96,411,453 GRAND"ITOTAL" 21 i,249.981 1 193,976,969 201,080,644 208,088,118 214,967,4491 48 GENERAL FUND Expenditure/Personnel History By Department <---------Historical Data <----Proposed Budget MORO pepart men f EXPENDITURE Actual ue Actual Budget Actual �!A tequst,�,' BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96197 FY 1997/98 >:,,FV 1998/99 T', .S dftures-' Administration 838,906 918,547 906,770 886,651 903,939 1,408,681 Admirustfativc Ser4cei'.' 2,904,351 2,890,782 2,960,006 3,212,037 2,975,439 2,867"106 City Attorney 1,877,488 1,480,248 1,272,576 1,632,295 1,272,235 1,608,245 City Council 225,146 223,917 240,620 231,934 249,735 260,767 De,416pme-ni", • "rN' 3,379,581 3,275,070 3,276,585 3,406,483 3,673,334 3,876,015 commu�,ity City Clerk 484,797 485,876 523,976 494,220 460,591 542,249 4. Community Serv16's 6,926,340 7,001,402 6,671,650 6,788,337 7,279,045 7,225,222 Fire E) ,epartment• 15,329,997 15,300,536 16,212,281 15,475,294 16,608,884 17,049,439 Librafy,,'S0rvices�,,,,, 3,099,120 3,071,242 2,865,555 2,838,903 2,982,316 3,038,900 i4on-Dep,artment6l,7" 13,428,442 14,037,661 13,652,326 13,826,126 14,379,555 15,358,352 Police Departme4 4, 32,060,962 32,138,113 32,632,448 32,619,454 34,370,717 36,137,581 Public Works 15,422,855 14,625,367 15,163,291 15,383,719 16,600,243 19,504,306 City Treasurer 713,174 774,022 786,111 779,955 875,413 §V,033 TOTAL 96,691,159 96,222,783 97,164,195 97,575,40811 102,63 F,4-45]1 109,793,8971 Personn- ipf- Administration 11.00 11.00 9.25 9.25 9.25 15.25 35.50 35.00 33.50 33.50 33.50 30.50 City Attorney 14.00 14.00 13.00 13.00 14.00 14.00 City Council 1.00 1.00 1.00 1.00 1.00 1.00 Inn Dumity eyplop. 47.50 45.00 43.00 43.00 43.00 42.00 City Clerk J111, 7.00 7.00 7.00 7.00 7.00 7.00 Community SeiVices 63.00 61.75 59.25 59.25 59.25 60.50 n"- Fire De p em t, 147.75 144.75 143.75 143.75 143.25 145.25 lLibrary Services 36.75 36.00 35.75 35.75 35.75 35,75 e tal" -K U, n _ 1, 13.50 13.50 13.50 13.50 13.50 ,:,1150 Po'lice Departmenf fi 373.00 361.00 358.00 358.00 358.00 e 358.00 PdblicWorks 174.15 171.95 162.45 162.45 166.00 166.50 City Un rd", rer 13.00 13.00 13.00 13.00 14.00 15.00 All,U AL -ji 937.15 914.95 892.45 9 , 897.50]l 904.2 49 GENERAL FUND Expenditure/Personnel Projection By Department PROJECTED EXPENDITURES EXPENDITURE BY PROGRAM '' 11 11 1 1 1 I 1 1 1 Expenditures: Administration 1,449,392 1,488,671 1,529,014 1,570,603 1,614,580 Administrative Services 2,949,966 3,029,910 3,112,021 3,196,667 3,286,174 City Attorney 1,654,723 1,699,566 1,745,624 1,793,105 1,843,312 City Council 268,303 275,574 283,042 290,741 298,881 Community Develop. 3,988,032 4,096,108 4,207,112 4,321,546 4,442,549 City Clerk 557,920 573,040 588,569 604,578 621,506 Community Services 7,434,031 7,635,494 7,842,416 8,055,729 8,281,290 Fire Department 17,542,168 18,017,561 18,505,837 19,009,196 19,541,453 Library Services 3,126,724 3,211,459 3,298,489 3,388,208 3,483,078 Non-Departmental 15,802,208 16,230,448 16,670,293 17,123,725 17,603,189 Police Department 37,181,957 38,189,589 39,224,526 40,291,433 41,419,594 Public Works 20,067,980 20,611,822 21,170,403 21,746,238 22,355,132 City Treasurer 943,536 969,105 995,368 1,022,442 1,051,070 TOTAL 112,966,941 116,028,345 119,172,713 122,414,211 125,841,809 Personnel: Administration 15.25 15.25 15.25 15.25 15.25 Administrative Services' 30.50 30.50 30.50 30.50 30.50 City Attorney 14.00 14.00 14.00 14.00 14.00 City Council 1.00 1.00 1.00 1.00 1.00 Community Develop. 42.00 42.00 42.00 42.00 42.00 City Clerk 7.00 7.00 7.00 7.00 7.00 Community Services 60.50 60.50 60.50 60.50 60.50 Fire Department 145.25 145.25 145.25 145.25 145.25 Library Services 35.75 35.75 35.75 35.75 35.75 Non-Departmental 13.50 13.50 13.50 13.50 13.50 Police Department 358.00 358.00 358.00 358.00 358.00 Public Works 166.50 166.50 166.50 166.50 166.50 City Treasurer 15.00 15.00 15.00 15.00 15.00 TOTAL 904.25 904.25 904.25 904.25 904.25 50 OTHER FUNDS Expenditure History By Fund <-----------Historical Data-------------> <----Proposed Budget----> Estimaied Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 Capital Projects Capital Projects 1,387,896 162,520 1,328,249 296,137 2,222,000 3,727,823 Parking Structures 111,501 210,000 2,000,000 2,000,000 0 0 Pier Reconstruction 1,388,392 35,602 183,915 94,598 90,000 90,000 FEMA',Grant 0 0 1,338,699 142,425 1,121,636 2,544,752 Park Acquisition&Dev. 2,076,878 1,804,923 1,684,386 1,335,729 1,096,550 786,943 Sewer"Fund 925,875 547,816 685,616 301,341 1,573,204 1,933,444 Drainage Fund 443,532 660,192 935,373 206,523 578,404 743,019 SB 821 Fund 151,625 5,290 579,434 7,650 0 0 Holly/SeacliffEngineering 58,375 58,630 3,392,530 102,564 39993,136 58,362 Library Construction 619,315 0 0 0 0 0 Library/Cultural Facilities 0 0 245,000 71,750 285,000 315,000 Federal Seismic Grant 0 0 0 0 557,632 682,891 Blufftop Park 40,822 23,276 50,424 50,424 2,153,876 1,057,170 Water Master Plan 0 0 6,014,720 761,010 4,881,660 1,137,500 Water Capital Projects 0 0 206,636 206,636 269,313 278,470 -Sub Total 7,204,211 3,508,249 18,644,982 5,576,786 18,822,411 13,355,373 Debt Service Civic Improvement Corp. 2,531,024 2,841,954 2,516,500 2,828,000 2,825,000 2,816,005 HBPFC 30,375 480,511 1,351 403,000 0 0 HBPFA 3,504,940 2,677,137 2,682,000 2,686,000 3,370,000 3,474,000 Debt Svc.-Park Bond 462,272 39,367 100,000 100,000 0 0 Parking Authority 14,000 134,535 0 0 0 0 Reservoir Hill 170,049 164,000 164,000 156,100 150,300 150,300 Mello Roos 1,862,464 40,844 248,000 247,300 245,500 253,500 -Sub Total 8,575,124 6,378,348 5,711,851 6,420,400 6,590,800 6,693,800 Water Fund Water Utility 19,611,280 20,317,802 27,933,139 24,222,432 28,593,620 33,301,311 -Sub Total 19,611,280 20,317,802 27,933,139 24,222,432 28,593,620 33,301,311 Otter Enterprise Funds Fire Medical 2,330,326 2,852,510 3,106,990 2,862,147 3,175,872 4,277,545 Pier Plaza Fund 0 0 6,357,345 2,569,869 392,941 583,000 Certified Unified Prog.Agency 108,000 108,000 108,000 108,000 166,798 151,876 Systems Enterprise Fund 0 0 0 0 133,962 136,761 Emerald Cove 558,068 739,888 852,288 861,414 864,561 865,561 Meadowlark Golf 503,702 4,016,724 0 0 0 0 Library Service Fund 790,004 572,426 460,764 467,925 463,971 496,496 Cable TV Fund 534,027 434,505 402,672 410,060 389,628 442,134 Art Center 376,349 399,979 369,135 369,171 399,418 356,621 -Sub Total 5,200,476 9,124,032 11,657,194 7,648,586 5,987,151 7,309,993 Refuse Fund -Sub Total 9,004,555 8,918,923 8,746,857 8,678,132 8,730,859 8.780.405 51 OTHER FUNDS Expenditure Projection By Fund PROJECTED EXPENDITURES EXPENDITURE BY PROGRAM Capital Projects Capital Projects 3,835,557 3,939,501 4,046,261 4,156,319 4,272,696 Parking Structures 0 0 0 0 0 Pier Reconstruction 92,601 95,110 97,688 100,345 103,155 FEMA Grant 0 0 0 0 0 Park Acquisition&Dev. 809,685 831,628 854,165 877,398 901,965 Sewer Fund 1,989,320 2,043,231 2,098,602 2,155,684 2,216,043 Drainage Fund 764,492 785,210 806,489 828,425 851,621 SB 821 Fund 0 0 0 0 0 Holly/Seacliff Engineering 60,049 61,676 63,347 65,071 66,892 Library Construction 0 0 0 0 0 Library/Cultural Facilities 324,104 332,887 341,908 351,208 361,042 Federal Seismic Grant 0 0 0 0 0 Blufftop Park 0 0 0 0 0 Water Master Plan 1,170,374 1,202,091 1,234,668 1,268,250 1,303,762 Water Capital Projects 286,517 294,282 302,257 3107478 319,172 -Sub Total 9,332,699 9,585,615 9,845,385 10,113,180 10,396,349 Debt Service Civic Improvement Corp. 2,897,382 2,975,901 3,056,548 3,139,687 3,227,598 HBPFC 0 0 0 0 0 HBPFA 3,574,399 3,671,265 3,770,756 3,873,321 3,981,774 Debt Svc.-Park Bond 0 0 0 0 0 Parking Authority 0 0 0 0 0 Reservoir Hill 154,644 158,835 163,139 167,576 172,268 Mello Roos 260,826 267,895 275,154 282,639 290,553 -Sub Total 6,887,251 7,073,895 7,265,598 7,463,222 7,672,192 Water Fund Water Utility 34,263,719 35,192,266 36,145,976 37,129,147 39,168,763 -Sub Total 34,263,719 35,192,266 36,145,976 37,129,147 38,168,763 Other Enterprise Funds Fire Medical 4,401,166 4,520,437 4,642,941 4,769,229 4,902,768 Pier Plaza Fund 0 0 0 0 0 Certified Unified Prog.Agency 156,265 160,500 164,849 169,333 174,075 Systems Enterprise Fund 140,713 144,526 148,443 152,481 156,750 Emerald Cove 890,576 914,710 939,499 965,053 992,075 Meadowlark Golf 0 0 0 0 0 Library Service Fund 510,845 524,688 538,907 553,566 569,066 Cable TV Fund 454,911 467,239 479,902 492,955 506,758 Art Center 366,927 376,871 387,084 397,613 408,746 -Sub Total 6,921,403 7,108,973 7,301,626 7,500,230 7,710,237 Refuse Fund -Sub Total 9,034,158 9,278,984 9,530,444 9,789,673 10,063,783 52 OTHER FUNDS Expenditure History By Fund <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 Internal Service Funds Self Insurance Fund 10,721,922 13,408,931 10,234,184 10,491,949 11,181,821 11,358,010 Self Insurance/Legal Fund 67,738 70,178 69,611 69,611 69,489 72,703 Equipment Replacement 3,488,330 3,432,206 2,267,334 1,669,386 2,572,811 3,480,759 800 Mhz Fund 0 0 1,730,000 3,045,271 2,337,712 566,920 Helicopter Replacement 179,953 123,773 0 0 0 274,000 -Sub Total 14,457,943 17,035,088 14,301,129 15,276,217 16,161,833 15,752,392 Redevelopment Fund Tax Increment 4,990,257 8,120,956 4,840,243 4,840,243 4,840,243 4,240,243 Projects 9,072,615 4,679,096 6,327,297 2,950,798 3,571,876 3,937,105 Legal Services -25,990 113,030 200,000 200,000 200,000 200,000 -Sub Total 14,036,882 12,913,082 11,367,540 7,991,041 8,612,119 8,377,348 Transportation/Street Projects Gas Tax Fund 4,529,764 3,797,040 3,711,397 2,846,672 3,303,576 3,043,910 Measure M Fund 2,506,760 1,959,571 2,916,498 282,880 3,389,172 1,838,526 Petroleum Escrow Acct. 168,719 24,432 0 0 0 0 Traffic Impact Fund 192,968 227,228 332.890 183,390 314,284 177,602 OCTA-GMA#6 0 30,000 1,691,110 8,300 1,405,880 781,375 Federal CRP Grant 180,370 250,672 0 -250,672 0 0 CALTRANS-TSM 9,511 0 30,887 30,887 0 0 OCTA/SIP FUND 0 0 200,000 0 214,833 15,337 Hazard Elimination Fund 0 0 356,000 0 356,000 0 -Sub Total 7,588,092 6,288,943 9,238,782 3,101,457 8,983,745 5,856,751 Other Funds Library Grants 10,000 35,500 95,715 21,645 49,650 19,650 Narcotic Forfeiture 952,753 411,828 420,174 346,900 425,929 445,681 Police Community Relations 11,537 2,397 25,000 0 25,000 25,000 Jail Donations 2,234 12,910 15,000 15,000 15,000 15,000 Air Quality 95,747 220,508 94,035 58,060 98,260 180,769 COPS More Grant 211,711 176,301 231,972 226,389 767,777 0 Police SHO Grant 0 0 0 0 127,314 243,866 Bureau Justice-96 Grant 0 0 191,550 0 191,550 0 Bureau Justice-97 Grant 0 0 0 0 184,593 0 Bureau Justice-98 Grant 0 0 0 0 0 160,713 Supplemental Law Enforcement 0 0 435,605 0 435,605 450,000 State Abandoned Vehicle Fund 0 0 0 0 0 200,000 Office Traffic Safety Grant 0 0 0 0 0 126,883 Special Training-PI) 0 0 20,000 0 20,000 20,000 Fourth of July 181,601 193,366 181,850 194,150 189,150 189,150 CDBG Fund 1,584,433 2,086,147 1,869,912 952,978 3,513,773 1,952,000 -Sub Total 3,050,016 3,138,957 3,580,813 1,815,122 6,043,601 4,028,712 Grand Total 185,419,738 183,846,207 208,346,481 178,305,581 211,157,584 213,249,981 53 OTHER FUNDS Expenditure Projection By Fund PROJECTED EXPENDITURES EXPENDITURE BY PROGRAM '' I I I I I I 1 1 1 1 I Internal Service Funds Self Insurance Fund 11,686,257 12,002,954 12,328,235 12,663,562 13,018,142 Self Insurance/Legal Fund 74,804 76,831 78,913 81,059 83,329 Equipment Replacement 3,581,353 3,678,408 3,778,093 3,880,857 3,989,521 800,Mhz Fund 583,304 0 0 0 0 Helicopter Replacement' 274,000 274,000 274,000 137,000 0 -Sub Total 16,199,718 16,032,193 16,459,241 16,762,479 17,090,992 Redevelopment Fund Tax Increment 4,362,786 4,481,018 4,602,453 4,727,640 4,860,014 Projects 4,050,887 4,160,666 4,273,420 4,389,657 4,512,567 Legal Services 205,780 211,357 217,084 222,989 229,233 -Sub Total 8,619,453 8,853,040 9,092,958 9,340,286 9,601,814 Transportation/Street Projects Gas Tax Fund 3,131,879 3,216,753 3,303,927 3,393,794 3,488,820 Measure M Fund 1,891,660 1,942,924 1,995,577 2,049,857 2,107,253 Petroleum Escrow Acct. 0 0 0 0 0 Traffic Impact Fund 182,735 187,687 192,773 198,016 203,561 OCTA-GMA#6 0 0 0 0 0 Federal CRP Grant 0 0 0 0 0 CALTRANS-TSM 0 0 0 0 0 OCTA/SIP FUND 15,781 16,208 16,647 17,100 17,579 Hazard Elimination Fund 0 0 0 0 0 -Sub Total 5,222,054 5,363,572 5,508,925 5,658,767 5,817,213 Other Funds Library Grants 20,218 20,766 21,329 21,909 22,522 Narcotic Forfeiture 458,561 470,988 483,751 496,909 510,823 Police Community Relations 25,723 26,420 27,136 27,874 28,654 Jail Donations 15,434 15,852 16,281 16,724 17,192 Air Quality 185,993 191,034 196,211 201,548 207,191 COPS More Grant, 0 0 0 0 0 Police SHO Grant 250,914 257,714 264,698 271,898 279,511 Bureau Justice-96 Grant 0 0 0 0 0 Bureau Justice-97 Grant 0 0 0 0 0 Bureau Justice-98 Grant 0 0 0 0 0 Supplemental Law Enforcement 463,005 475.552 488,440 501,725 515,774 State Abandoned Vehicle Fund 125,000 275,000 205,000 70,000 0 Office Traffic Safety Grant 0 0 0 0 0 Special Training-PD 20,578 21,136 21,708 22,299 22,923 Fourth of July 194,616 199,891 205,308 210,892 216,797 CDBG Fund 2,008,413 2,062,841 2,118,744 2,176,374 2,237,313 -Sub Total 3,768,454 4,017,192 4,048,605 4,018,152 4,058,700 Grand Total 213,215,850 218,534,075 224,371,471 230,189,346 236,421,852 54 CITY WIDE SUMMARY EXPENDITURE/PERSONNEL SUMMARY GENERAL FUND <----------------Historical Data------------------> 2-YEAR BUDGET Estimated Adopted Modified Actual Actual Budget Actual Budget Requests Personal Services FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 Personal Services 69,913,606 68,931,120 69,577,239 69,410,407 72,084,046 76,091,584 Operating Expenses 26,260,594 26,843,419 21,791,172 22,142,797 23,382,401 24,597,114 Capital Outlay 435,959 367,244 273,925 250,346 334,685 2,189,300 Transfers to Other Funds 81,000 81,000 5,521,858 5,771,858 6,830,313 6,915,899 TOTAL General Fund 96,691,159 96,222,783 97,164,195 97,575,408 102,03 JiT51 109,793,897 Program Reimbursement 1,727,884 2,059,074 2,287,526 2,211,084 3,584,765 2,038,358 Permanent Salaries 42,906,445 43,145,981 43,869,651 42,879,343 43,978,049 46,044,261 Temporary Salaries 2,839,046 2,814,289 2,741,510 2,734,456 3,060,336 3,109,674 Overtime Salaries 4,888,525 2,903,999 2,895,373 3,166,799 3,085,376 3,217,475 Permanent Benefits 17,700,744 17,462,781 17,868,107 17,750,912 19,343,764 21,020,236 Temporary Benefits 42,063 40,721 40,031 39,652 42,454 44,166 Replacement Salaries 0 1,757,752 17462,568 1,641,653 1,470,146 1,537,773 New Positions 0 4 0 0 178,921 18,000 Retirement Payments 812,989 90,114 200,000 200,000 200,000 400,000 Vacation Payments 723,794 715,479 500,000 700,000 725,000 700,000 Transfers to Other Funds 0 0 0 0 0 0 Permanent Personnel Safety 373.75 362.75 361.75 361.75 360.75 363.75 Non-Safety 563.40 552.20 530.70 530.70 536.75 540.50 TOTAL 937.15 914.95 892.45 892.451 897.5011 904.25 City Council(Elected) 7.00 7.00 7.00 7.00 7.00 7.00 55 Department Budgets ■ City Council ■ Fire ■ Non-Departmental ■ Police ■ Administration ■ Community ■ City Treasurer Services ■ City Attorney ■ Library Services ■ City Clerk ■ Public Works ■ Administrative ■ Economic Services Development ■ Community ■ Capital Development Improvements f CITY COUNCIL Budget History by Program <---------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual F Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 CITY COUNCIL City Council 169,315 169,679 182,201 176,182 186,858 192,517 Intergovernmental 55,831 54,238 58,419 55,752 62,877 68,250 Sub-Total $225,146 $223,917 $240,620 $231,934 $249,735 $260,767 TOTAL ALL FUNDS $225,146 $223,917 $240,620 $231,934 $249,735 $260,767] PERSONNELTOTAIE 1. .00 0 1.0j- 1.0j Elected .0 007.0011 7.001 56 CITY COUNCIL Budget Projection by Program PROJECTED MMENDITURES EXPENDITURE BY PROGRAMFY FY 11 1 6'11611 03 1 CITY COUNCIL City Council 198,080 203,448 208,962 214,645 220,656 Intergovernmental 70,222 72,125 74,080 76,095 78,226 Sub-Total $268,303 $275,574 $283,042 $290,741 $298,881 TOTAL ALL FUNDS $268,303 $275,574 $283,042 $290,741 $298,881 TOTALPERSONNEL 1.00 1.00 1.00 ER 1.00 Elected .0 .0 .00 7.50 57 CITY ATTORNEY Budget History by Program <-----------Historical Data-------------> F <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 CITY ATTORNEY City Attorney 1,877,488 1,480,248 1,272,576 1,632,295 1,272,235 1,308,245 Contract Legal Services 0 0 0 0 0 300,000 Sub-Total $1,877,488 $1,480,248 $1,272,576 $1,632,295 $1,272,235 $1,608,245 Self Insurance-Legal $67,738 $70,178 $69,611 $69,611 $69,489 $72,703 , , TOTAL O 15.00 15.00 14.00 14.00 1 .00 15.0 58 CITY ATTORNEY Budget Projection by Program PRUJUCTED EXPEIMITURIE-s— FVI I FY 00161I I I I I I CITY ATTORNEY City Attorney 1,346,053 1,382,531 1,419,998 1,458,622 1,499,463 Contract Legal Services 300,000 300,000 300,000 300,000 300,000 Sub-Total $1,646,053 $1,682,531 $1,719,998 $1,758,622 $1,799,463 Sub-Total $71,497 $73,435 $75,425 $77,476 $79,646 TOTALPERSONNEL 15.00 15.00 13.00 15.00 1 .00 59 CITY CLERK Budget History by Program <-----------Historical Data-------------> <---_Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 CITY CLERK Publ.&Depart. Support 276,619 271,816 254,762 265,409 270,559 274,465 Elections 47,117 72,513 86,972 73,500 13,495 87,695 Support/Records Mgmt. 161,061 141,547 182,242 155,311 176,537 180,089 Sub-Total $484,797 $485,876 $523,976 $494,220 $460,591 $542,249 O SO 00 7.00 TOO 7.00 TO0 60 ® CITY CLERK Budget Projection by Program PROJECTEDS EXPENDITURE BY PROGRAM fly '' I I I I I I I I I I I CITY CLERK Publ.&Depart. Support 282,397 290,050 297,910 306,013 314,581 Elections 90,229 92,675 95,186 97,775 100,513 SupporURecords Mgmt. 185,294 190,315 195,473 200,790 206,412 Sub-Total $557,920 $573,040 $588,569 $604,578 $621,506 TOTALPERSONNEL 7.00U 7.00 .00 7.Off 61 CITY TREASURER Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 CITY TREASURER Centrl.Cashiering&Mgmt. 593,732 640,015 640,556 644,041 732,638 770,825 Business License 119,442 134,007 145,555 135,914 142,775 146,208 Sub-Total $713,174 $774,022 $786,111 $779,955 $875,413 $917,033 , , 1 $8755,1 , 62 CITY TREASURER Budget Projection by Program D EXPENDITURES EXPENDITURE BY PROGRAM " 1 1 I I Ik, FY&Vl fYI I CITY TREASURER Centrl.Cashiering&Mgmt. 793,102 814,595 836,671 859,428 883,492 Business License 150,433 154,510 158,697 163,014 167,578 Sub-Total $943,536 $969,105 $995,368 $1,022,442 $1,051,070 , , 63 ADMINISTRATION Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual F Request BY PROGRAM FY 94/95 FY 95/96 FY 96197 FY 96/97 GENERAL FUND Office of the C.A. 583,836 607,160 677,035 670,744 690,289 742,409 Records Retention 124 121 1,210 1,210 1,210 1,210 Public Information 254,946 311,266 228,525 214,697 212,440 221,229 Budget&Research 0 0 0 0 0 443,833 Sub-Total $838,906 $918,547 $906,770 $886,651 $903,939 $1,408,681 CABLE TV Video Unit 534,027 434,505 402,672 410,060 389,628 442,134 AIlt QUALITY FUND Alternate Commute 95,747 220,508 94,035 58,060 98,260 180,769 j S1, O A[PERSOONNEL 15.00 15.50 12.50 12. 0 12.50 -18.50 64 ADMINISTRATION Budget Projection by Program PROJECTED S EXPENDITURE Me w IMM MOM I I I I I I I GENERAL FUND Office of the C.A. 763,865 784,566 805,827 827,746 850,923 Records Retention 1,245 1,279 1,313 1,349 1,387 Public Information 227,622 233,791 240,127 246,658 253,565 Budget and Research 456,660 469,035 481,746 494,850 508,705 Sub-Total $1,449,392 $1,488,671 $1,529,014 $1,570,603 $1,614,580 CABLE TV Video Unit 454,911 467,239 479,902 492,955 506,758 AIR QUALITY FUND Alternate Commute 185,993 191,034 196,211 201,548 207,191 , 105 O 18.50 18.50 18.50 18.50 18.50 65 ADMINISTRATIVE SERVICES Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 GENERAL FUND Administration 315,035 284,429 316,079 602,636 308,499 305,528 Accounting and Records 833,429 846,769 812,279 802,436 812,083 836,755 Budget and Research 164,760 163,274 167,866 166,023 161,611 0 Central Services/Purchasing 737,087 742,956 782,224 755,060 790,483 800,254 Personnel 510,095 463,622 475,800 501,829 496,133 517,235 Central Services/Printing 179,231 226,701 270,964 262,120 278,514 281,658 Real Estate Services 164,714 163,031 134,794 121,933 128,117 125,676 Sub-Total $2,904,351 $2,890,782 $2,960,006 $3,212,037 $2,975,439 $2,867,106 SELF INSURANCE Liability 3,114,094 3,027,800 2,463,178 2,534,680 3,069,525 3,160,475 Retirement Supplement 563,169 645,000 680,000 680,000 725,000 750,000 Risk Administration 139,273 174,385 154,050 149,409 145,103 150,117 Claims Processing 3,962,378 3,785,531 4,197,270 4,321,170 4,257,493 4,281,192 Workers Compensation 2,477,847 4,269,132 2,254,686 2,324,305 2,479,700 2,476,226 Retiree Medical 465,161 1,507,083 485,000 485,000 505,000 540,000 Sub-Total $10,721,922 $13,408,931 $10,234,184 $10,494,564 $11,181,821 $11,358,010 EQUIPMENT REPLACEMENT Equipment Replacement 3,488,330 3,432,206 2,267,334 1,669,386 2,572,811 3,480,759 66 ADMINISTRATIVE SERVICES Budget Projection by Program TRORCTED EXPENDITMS EXPENDITURE BY PROGRAMFY " 1 1 FY, I I I I I I I I I GENERAL FUND Administration 314,358 322,877 331,627 340,647 350,185 Accounting and Records 860,937 884,269 908,233 932,936 959,059 Budget and Research 0 0 0 0 0 Central Services/Purchasing 823,381 845,695 868,613 892,240 917,222 Personnel 532,183 546,606 561,419 576,689 592,836 Central Services/Printing 289,798 297,651 305,718 314,033 322,826 Real Estate Services 129,308 132,812 136,412 140,122 144,045 Sub-Total $2,949,966 $3,029,910 $3,112,021 $3,196,667 $3,286,174 SELF INSURANCE Liability 3,406,992 3,676,144 3,970,236 4,291,825 4,635,171 Retirement Supplement 808,500 830,410 852,914 876,114 900,645 Risk Administration 161,826 166,211 170,716 175,359 180,269 Claims Processing 4,615,125 4,740,195 4,868,654 5,001,081 5,141,112 Workers Compensation 2,669,372 2,741,712 2,816,013 2,892,608 2,973,601 Retiree Medical 582,120 642,078 708,212 781,158 861,618 Sub-Total $12,243,935 $12,796,751 $13,386,745 $14,018,146 $14,692,416 EQUIPMENT REPLACEMENT Equipment Replacement 2,824,946 3,101,791 3,405,767 3,739,532 4,106,006 0 0 0 0 0 $20,954,345 , 67 COMMUNITY DEVELOPMENT Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 GENERAL FUND Administration 382,647 398,287 408,503 385,499 425,346 291,986 Planning Division 1,258,137 1,319,106 1,362,683 1,436,450 1,372,380 1,489,409 General Plan Amendments 79,771 0 0 0 0 0 Bolsa Chica 98,091 40,806 500 500 500 500 Building Division 1,538,934 1,495,240 1,478,999 1,558,134 1,848,208 2,063,820 Planning Commission 22,001 21,631 25,900 25,900 26,900 30,300 Sub-Total 3,379,581 3,275,070 3,276,585 3,406,483 3,673,334 3,876,015 1 li� - TOTAL ALL FUNDS 3,379,581 3,275,070 3,276,585 3,406,4831 3,673,33411 3,876,015 TOTAL PERSONNEL 47.50 45.00 43.00 43.001 43.0011 42.06 68 COMMUNITY DEVELOPMENT Budget Projection by Program EXPENDITURE BY PROGRAM '` I I 1 1 1 1 I I I 1 I GENERAL FUND Administration 300,425 308,566 316,928 325,549 334,664 Planning Division 1,532,453 1,573,982 1,616,637 1,660,609 1,707,106 General Plan Amendments 0 0 0 0 0 Bolsa Chica 514 528 543 557 573 Building Division 2,123,464 2,181,010 2,240,116 2,301,047 2,365,476 Planning Commission 31,176 32,021 32,888 33,783 34,729 Sub-Total 3,988,032 4,096,108 4,207,112 4,321,546 4,442,549 TOTAL ALL FUNDS 3,988,032 4,096,108 4,207,112 4,321,546 4,442,549 TOTAL PERSONNEL 42.00 42.00 42.00 42.00 42.00 69 FIRE DEPARTMENT Budget History by Program <-----------Historical Data------------> <---Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual F Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 GENERAL FUND Administration 526,791 503,081 529,721 536,205 559,585 587,162 Fire Prevention 821,800 910,810 950,448 923,976 1,019,408 1,067,130 Fire Suppression 10,328,814 10,250,874 10,566,043 10,254,004 10,688,064 11,757,340 Support Services 306,843 313,689 328,471 329,279 351,707 346,957 Paramedics 1,330,695 1,323,737 1,729,976 1,457,443 1,750,086 1,849,370 Emergency Services 162,540 220,185 207,800 193,884 214,621 218,779 Hazmat Response 1,008,792 956,631 946,897 926,154 996,738 903,635 Hazmat Control 297,373 242,043 354,250 230,587 0 0 Search&Rescue 5,680 6,693 7,550 2,804 7,550 7,660 Emergency Ambulance 540,669 572,793 591,125 620,958 686,048 0 Petro-Chemical 0 0 0 0 335,077 311,407 Sub-Total 15,329,997 15,300,536 16,212,281 15,475,294 16,608,884 17,049,439 CERTIFIED UNIFIED PROGRAM AGENCY C.U.P.A.Program 108,000 108,000 108,000 108,000 166,798 151,876 Sub-Total 108,000 108,000 108,000 108,000 166,798 151,876 FIREMED FUND Fire Med 1,783,524 2,253,016 2,153,194 1,955,487 2,273,327 2,136,344 Administration 546,802 599,494 953,796 906,660 902,545 945,993 Emergency Ambulance 0 0 0 0 0 1,195,208 Sub-Total 2,330,326 2,852,510 3,106,990 2,862,147 3,175,872 4,277,545 TOTAL ALL FUNDS 17,768,323 18,261,046 19,427,271 18,445,442 19,951,5541 21,478,860 TOTAL PERSONNEL 161.00 158.00 158.75 158.75 156.00 158.50 70 FIRE DEPARTMENT Budget Projection by Program EXPENDITURE BY PROGRAM FY 00100 FY 1 1 1 I I I I 0/041 GENERAL FUND Administration 604,131 620,502 637,318 654,653 672,983 Fire Prevention 1,097,970 1,127,725 1,158,286 1,189,791 1,223,105 Fire Suppression 12,097,128 12,424,960 12,761,676 13,108,794 13,475,840 Support Services 356,984 366,658 376,594 386,838 397,669 Paramedics 1,902,816 1,954,383 2,007,346 2,061,946 2,119,681 Emergency Services 225,102 231,202 237,468 243,927 250,757 Hazmat Response 929,750 954,946 980,825 1,007,504 1,035,714 Hazmat Control 0 0 0 0 0 Search&Rescue 7,882 8,095 8,315 8,541 8,780 Emergency Ambulance 0 0 0 0 0 Petro-Chemical 320,407 329,090 338,008 347,202 356,923 Sub-Total 17,542,168 18,017,561 18,505,837 19,009,196 19,541,453 CERTIFIED UNIFIED PROGRAM AGENCY C.U.P.A.Program 156,265 160,500 164,849 169,333 174,075 Sub-Total 156,265 160,500 164,849 169,333 174,075 FIREMED FUND Fire Med 2,198,084 2,257,652 2,318,835 2,381,907 2,448,600 Administration 973,332 999,709 1,026,802 1,054,731 1,084,263 Emergency Ambulance 1,229,750 1,263,076 1,297,305 1,332,592 1,369,904 Sub-Total 4,401,166 4,520,437 4,642,941 4,769,229 4,902,768 TOTAL ALL FUNDS 22,099,599 22,698,498 23,313,627 23,947,758 24,618,295 TOTAL PERSONNEL 158.50 158.50 158.50 158.50 158.50 71 POLICE DEPARTMENT Budget History by Program <-----------Historical Data------------> <-__Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 GENERAL FUND Executive 217,736 215,603 220,440 201,782 227,469 238,810 General Services 252,296 321,349 294,155 298,812 277,714 305,614 Administrative Support 816,440 858,379 857,270 863,630 766,080 823,578 Community Liaison 678,808 270,655 358,807 370,936 369,063 392,099 Records 1,608,394 1,610,271 1,585,333 1,580,106 1,606,808 1,696,083 Training 469,805 457,217 393,245 339,552 384,073 395,574 Budget&Research 494,722 400,419 441,685 407,608 436,391 455,871 Aero 1,405,634 1,575,168 1,313,556 1,413,346 1,431,191 1,390,723 Vice&Intelligence 593,234 578,158 618,964 621,218 640,900 678,889 Investigation 3,145,683 3,196,947 3,244,602 3,196,988 3,294,867 3,478,775 Narcotics 534,948 1,168,314 1,158,867 1,191,791 1,213,217 1,284,906 Scientific Investigation 1,252,859 1,334,653 1,320,907 926,621 969,728 1,022,394 Patrol 11,478,253 11,335,272 11,749,762 12,069,685 12,750,826 13,461,608 Communications 1,707,674 1,765,707 1,661,084 1,665,438 1,858,252 1,938,960 Jail 1,545,022 1,494,529 1,425,314 1,513,342 1,455,828 1,528,876 Traffic 2,944,232 2,898,367 2.809,785 2,815,529 3,019,836 3,181,788 Gang Enforcement 181,468 172,484 180,547 161,848 184,558 194,856 Crossing Guards 235,527 243,372 236,012 236,454 235,748 248,116 Parking Enforcement 537,628 505,354 514,667 519,185 537,324 555,855 Systems Group 845,010 756,309 874,146 873,971 869,648 898,698 Special Events Overtime 101,361 105,977 322,530 322,530 322,530 334,952 Fleet Management 850,750 755,485 867,754 853,363 872,222 873,650 Property Evidence 133,805 98,393 140,187 132,892 140,164 145,524 Specialized Training 6,574 5,897 0 0 0 0 SWAT 23,099 13,834 23,674 23,674 18,691 23,707 Transfers to Other Funds 0 0 19,155 19,155 487,591 587,676 Sub-Total 32,060,962 32,138,113 32,632,448 32,619,454 34,370,717 36,137,581 OTHER FUNDS 800 Mhz Fund 0 0 1,730,000 3,045,271 2,337,712 566,920 Narcotic Forfeiture 952,753 411,828 420,174 346,900 425,929 445,681 Community Relations 11,537 2,397 25,000 0 25,000 25,000 Jail Donations 2,234 12,910 15,000 15,000 15,000 15,000 COPS MORE Grant 211,711 176,301 231,972 226,389 767,777 0 SHO Grant 0 0 0 0 127,314 243,866 Bureau of Justice 96 Grant 0 0 191,550 0 191,550 0 Bureau of Justice 97 Grant 0 0 0 0 184,593 0 Bureau of Justice 98 Grant 0 0 0 0 0 160,713 Supplemental Law Enforcement 0 0 435,605 0 435,605 450,000 State Abandoned Vehicle 0 0 0 0 0 200,000 Office Traffic Safety Grant 0 0 0 0 0 126,883 Specialized Training 0 0 20,000 0 20,000 20,000 Helicopter Replacement 179,953 123,773 0 0 0 274,000 TOTAL ALL FUNDS 33,419,150 32,865,322 35,701,749 36,i53,014j 38,901,197]1 38,665,644 TOTAL PERSONNEL 383.00 370.00 366.00 366.00 366.0011 366.00 72 POLICE DEPARTMENT Budget Projection by Program PROJECTED EXPENDITURES EXPENDITURE BY PROGRAMFY " I I TY I I I 01101 I I I I GENERAL FUND Executive 245,712 252,370 259,210 266,260 273,715 General Services 314,446 322,968 331,720 340,743 350,284 Administrative Support 847,379 870,343 893,930 918,245 943,955 Community Liaison 403,430 414,363 425,593 437,169 449,409 Records 1,745,100 1,792,392 1,840,966 1,891,040 1,943,989 Training 407,006 418,036 429,365 441,044 453,393 Budget&Research 469,045 481,757 494,812 508,271 522,503 Aero 1,430,915 1,469,693 1,509,522 1,550,581 1,593,997 Vice&Intelligence 698,509 717,439 736,881 756,924 778,118 Investigation 3,579,311 3,676,310 3,775,938 3,878,644 3,987,246 Narcotics 1,322,040 1,357,867 1,394,666 1,432,600 1,472,713 Scientific Investigation 1,051,942 1,080,449 1,109,729 1,139,914 1,171,832 Patrol 13,850,648 14,226,001 14,611,525 15,008,959 15,429,210 Communications 1,994,996 2,049,060 2,104,590 2,161,834 2,222,366 Jail 1,573,060 1,615,690 1,659,475 1,704,613 1,752,342 Traffic 3,273,742 3,362,460 3,453,583 3,547,520 3,646,851 Gang Enforcement 200,487 205,920 211,501 217,253 223,336 Crossing Guards 255,287 262,205 269,311 276,636 284,382 Parking Enforcement 571,919 587,418 603,337 619,748 637,101 Systems Group 924,670 949,728 975,466 1,001,999 1,030,055 Special Events Overtime 344,633 353,972 363,565 373,454 383,910 Fleet Management 898,899 923,259 948,279 974,072 1,001,347 Property Evidence 149,729 153,787 157,955 162,251 166,794 Specialized Training 0 0 0 0 0 SWAT 24,392 25,053 25,732 26,432 27,172 Transfers to Other Funds 604,660 621,046 637,876 655,227 673,573 Sub-Total 37,181,957 38,189,589 39,224,526 40,291,433 41,419,594 OTHER FUNDS 800 Mhz Fund 583,304 599,112 615,347 632,085 649,783 Narcotic Forfeiture 458,561 470,988 483,751 496,909 510,823 Community Relations 25,723 26,420 27,136 27,874 28,654 Jail Donations 15,434 15,852 16,281 16,724 17,192 COPS MORE Grant 0 0 0 0 0 SHO Grant 250,914 257,714 264,698 271,898 279,511 Bureau of Justice 96 Grant 0 0 0 0 0 Bureau of Justice 97 Grant 0 0 0 0 0 Bureau of Justice 98 Grant 0 0 0 0 0 Supplemental Law Enforcement 463,005 475,552 488,440 501,725 515,774 State Abandoned Vehicle 125,000 275,000 205,000 70,000 0 Office Traffic Safety Grant 0 0 0 0 0 Specialized Training 20,578 21,136 21,708 22,299 22,923 Helicopter Replacement 274,000 274,000 274,000 137,000 0 TOTAL ALL FUNDS 39,398,475 40,605,361 41,620,888 42,467,948 43,444,254 TOTAL PERSONNEL 366.00 366.00 366.00 366.00 366.00 73 COMMUNITY SERVICES Budget History by Program <----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 GENERAL FUND Administration 499,679 575,809 445,750 441,302 433,206 464,375 Beach Division Supervision 51,830 50,298 60,568 58,599 67,669 63,116 Marine Safety 1,578,837 1,632,305 1,566,979 1,633,745 1,633,991 1,676,839 Beach Maintenance 754,915 692,967 694,844 675,658 712,327 768,693 Parking Facility 607,745 635,003 669,884 656,836 700,123 732,980 Pier 3,213 3,882 8,044 8,044 33,334 34,544 Parking Meters 157,302 132,790 136,265 145,791 168,408 164,751 Mechanical Maintenance 222,951 222,357 231,656 229,001 232,657 236,602 Junior Lifeguard 226,256 233,961 249,536 247,888 247,888 287,888 Pk Surveillance/Nature Center 93,948 81,888 84,610 79,841 82,626 84,397 Rec,Humn Svs,Pk Dev Supv 751,611 758,829 327,815 324,072 233,313 238,091 Community Centers 268,283 270,800 337,968 333,969 342,101 345,440 City Gym&Pool 135,295 138,372 176,022 169,238 175,129 176,821 Tennis 60,998 45,185 96,216 54,300 59,300 59,300 Adult Sports 230,596 219,381 237,098 234,703 235,415 236,175 Youth sports 18,548 18,197 46,132 44,079 46,132 47,132 Adventure Playground 3,326 1,968 18,685 18,685 18,685 18,685 Instructional Classes 341,872 355,739 426,972 445,972 462,045 462,045 Aquatics 119,291 120,003 122,761 118,703 122,761 142,283 Special Events/Excursions 22,537 22,521 24,780 24,780 24,780 24,780 Day Camps 14,375 18,126 36,276 36,276 36,276 36,276 Seniors'Center 132,964 151,096 178,498 178,366 155,864 159,367 Oakview Center 93,377 111,100 80,478 103,618 103,640 124,343 Clubhouses 13,577 2,032 29,722 51,534 51,534 51,534 Seniors Outreach 284,710 267,327 226,115 307,063 263,031 292,253 Arts&Cultural Affairs Spv 145,810 139,928 144,028 140,200 146,119 144,658 Arts&Culture Special Events 1,546 0 0 0 0 0 Community Band 1,042 3,335 3,245 3,245 3,245 3,245 Museum Services 8,906 15,203 6,000 18,127 5,999 5,999 Human Services-Supervsion 0 0 0 0 104,604 106,902 Transfers 81,000 81,000 4,703 4,703 376,843 24,990 Sister Cities 0 0 0 0 0 10,720 Sub-Total $6,926,340 $7,001,402 $6,671,650 $6,788,337 $7,279,045 $7,225,222 74 COMMUNITY SERVICES Budget Projection by Program O S EXPENDITURE BY PROGRAM "99106 I I I I I I I GENERAL FUND Administration 477,796 490,744 504,043 517,753 532,250 Beach Division Supervision 64,940 66,700 68,507 70,371 72,341 Marine Safety 1,725,299 1,772,055 1,820,078 1,869,584 1,921,932 Beach Maintenance 790,908 812,342 834,356 857,051 881,048 Parking Facility 754,163 774,601 795,593 817,233 840,115 Pier 35,542 36,505 37,494 38,514 39,593 Parking Meters 169,512 174,106 178,824 183,688 188,832 Mechanical Maintenance 243,440 250,037 256,813 263,799 271,185 Junior Lifeguard 296,208 304,235 312,480 320,979 329,967 Pk Surveillance/Nature Center 86,836 89,189 91,606 94,098 96,733 Rec,Humn Svs,Pk Dev Supv 244,972 251,611 258,429 265,459 272,891 Community Centers 355,423 365,055 374,948 385,147 395,931 City Gym&Pool 181,931 186,861 191,925 197,146 202,666 Tennis 61,014 62,667 64,366 66,116 67,968 Adult Sports 243,000 249,586 256,350 263,322 270,695 Youth sports 48,494 49,808 51,158 52,550 54,021 Adventure Playground 19,225 19,746 20,281 20,833 21,416 Instructional Classes 475,398 488,281 501,513 515,154 529,579 Aquatics 146,395 150,362 154,437 158,638 163,080 Special Events/Excursions 25,496 26,187 26,897 27,628 28,402 Day Camps 37,324 38,336 39,375 40,446 41,578 Seniors'Center 163,973 168,416 172,980 177,686 182,661 Oakview Center 127,936 131,403 134,964 138,635 142,517 Clubhouses 53,023 54,460 55,936 57,458 59,066 Seniors Outreach 300,699 308,848 317,217 325,846 334,969 Arts&Cultural Affairs Spv 149,839 152,872 157,015 161,286 165,802 Arts&Culture Special Events 0 0 0 0 0 Community Band 3,339 3,429 3,522 3,618 3,719 Museum Services 6,172 6,340 6,511 6,689 6,876 Public Art Collection 109,991 112,972 116,034 119,190 122,527 Art Center Transfer 25,712 26,409 27,125 27,862 28,643 Sister Cities 11,030 11,329 11,636 11,952 12,287 Sub-Total $7,434,031 $7,635,494 $7,842,416 $8,055,729 $8,281,290 75 COMMUNITY SERVICES Budget History by Program <-----------Historical Data-------------> <_---Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 ART CENTER FUND Art Center Administration 118,459 157,128 136,308 143,071 135,363 162,474 Art Center Program 12,744 221,440 203,140 202,023 238,555 175,648 Art Center Bookstore 12,744 6,254 26,500 19,000 24,500 17,500 Art Center Membership 15,474 15,157 3,187 5,077 1,000 1,000 Sub-Total $159,421 $399,979 $369,135 $369,171 $399,418 $356,621 EMERALD COVE HOUSING Emerald Cove Housing 558,068 739,888 852,288 861,414 864,561 865,561 MEADOWLARK GOLF Meadowlark Golf Course 503,702 4,016,724 0 0 0 0 PARK ACQUISITION&DEVELOPMENT Projects 0 1,955,150 1,800,981 1,380,048 1,186,550 786,943 Landfill 0 0 0 0 0 0 Sub-Total $0 $1,955,150 $1,800,981 $1,380,048 $1,186,550 $786,943 PARKING AUTHORITY Parking Authority 14,000 134,535 0 0 0 0 FOURTH OF DULY PARADE Fourth of July Parade 181,601 193,366 181,850 194,150 189,150 189,150 PIER PLAZA FUND Pier Plaza-Community Services 0 0 0 0 0 425,000 Pier Plaza- Public Works 0 0 6,357,345 2,569,869 392,941 158,000 Sub-Total $0 $0 $6,357,345 $2,569,869 $392,941 $583,000 IL , , O A PERSONNEL0 37.50 2. 2. . 0 76 COMMUNITY SERVICES Budget Projection by Program PROJECTED S EXPENDITURE BY PROGRAM " I I 1 1 1 1 1 t I I I ART CENTER FUND Art Center Administration 167,169 171,699 176,352 181,149 186,221 Art Center Program 180,724 185,621 190,652 195,837 201,321 Art Center Bookstore 18,006 18,494 18,995 19,512 20,058 Art Center Membership 1,029 1,057 1,085 1,115 1,146 Sub-Total $366,927 $376,871 $387,084 $397,613 $408,746 EMERALD COVE HOUSING Emerald Cove Housing 873,207 881,939 890,758 899,666 908,662 MEADOWLARK GOLF Meadowlark Golf Course 0 0 0 0 0 PARK ACQUISITION&DEVELOPMENT Proj ects 1,220,841 1,253,926 1,287,907 1,322,939 1,359,981 Landfill 0 0 0 0 0 Sub-Total S1,220,841 $1,253,926 $1,287,907 $1,322,939 $1,359,981 PARKING AUTHORITY Parking Authority 0 0 0 0 0 FOURTH OF JULY PARADE Fourth of July Parade 194,616 199,891 205,308 210,892 216,797 PIER PLAZA FUND Pier Plaza-Community Services 433,500 442,170 451,013 460,034 469,234 Pier Plaza- Public Works 161,160 164,383 167,671 171,024 174,445 Sub-Total $594,660 S606,553 $618,684 $631,058 $643,679 $11,517,896 $11,819,155 TOTALPERSONNEL 64.00 .0 .00 77 LIBRARY Budget History by Program <-----------Historical Data------------> <____Proposed Budget----> Estimated FDepartment EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 GENERAL FUND Administration 799978 765,859 351,150 347,984 473,169 374,159 Reception-Information 448:412 411,698 417,757 419,545 442,712 463,019 Reference Services 411,913 427,092 421,590 415,548 423,836 433,110 Children's Services 221,098 218,787 240,373 237,547 255,180 311,447 Circulation 211,878 216,979 193,280 179,129 172,951 183,551 Media Services 111,835 110,831 119,006 104,186 108,520 110,948 Acquisitions 228,967 215,083 214,710 204,919 210,841 221,103 Facilities Maintenance 143,222 140,383 65,280 84,888 65,736 66,782 Main Street Branch 55,079 54,146 55,953 55,960 57,656 58,957 Banning Branch 56,803 58,121 54,339 57,332 50,298 51,788 Graham Branch 59,751 58,285 54,226 55,912 54,197 55,542 Technical Services 350,184 355,326 343,000 341,948 308,165 346,039 Oak-view Branch 0 0 0 0 35,257 37,507 Tranfsers 0 0 282,000 282,000 282,000 282,000 Adult Literacy 0 38,662 52,891 52,005 41,798 42,948 Sub-Total $3,099,120 $3,071,242 $2,865,555 $2,838,903 $2,982,316 $3,038,900 LIBRARY SERVICE FUND Library Service 790,004 572,426 460,764 467,925 463,971 496,496 Sub-Total $790,004 $572,426 $460,764 $467,925 $463,971 $496,496 LIBRARY DEVELOPOMENT Library Development 0 0 245,000 71,750 285,000 315,000 Sub-Total $0 $0 $245,000 $71,750 $285,000 $315,000 LIBRARY GRANTS Oakview Grant-Federal 10,000 35,500 45,500 0 14,150 14,150 State Grants 0 0 21,500 7,215 15,000 5,500 Sub-Total $10,000 $35,500 $67,000 $7,215 $29,150 $19,650 TOTAL ALL FUNDS 3,899,124 3,679,168 3,638,319 3,385,793 3,760,437 3,870,046 78 LIBRARY Budget Projection by Program PROJECTEDS EXPENDITURE BY PROGRAM " I I FY I I I If I i I I GENERAL FUND Administration 384,973 395,405 406,121 417,127 428,431 Reception-Information 476,400 489,311 502,571 516,191 530,179 Reference Services 445,626 457,703 470,107 482,847 495,932 Children's Services 320,447 329,132 338,051 347,212 356,622 Circulation 188,856 193,974 199,230 204,630 210,175 Media Services 114,155 117,248 120,426 123,689 127,041 Acquisitions 227,493 233,658 239,990 246,494 253,174 Facilities Maintenance 68,712 70,574 72,486 74,451 76,468 Main Street Branch 60,661 62,305 63,994 65,728 67,509 Banning Branch 53,285 54,729 56,212 57,736 59,300 Graham Branch 57,147 58,696 60,287 61,920 63,599 Technical Services 356,039 365,688 375,598 385,777 396,231 Oakview Branch 39,591 39,637 40,711 41,815 42,948 Tranfsers 290,150 298,013 306,089 314,384 322,904 Adult Literacy 44,189 45,387 46,617 47,880 49,178 Sub-Total $3,126,724 $3,211,459 $3,298,489 $3,387,878 $3,479,690 LIBRARY SERVICE FUND Library Service 469,539 480,808 486,577 493,389 500,297 Sub-Total 790,004 572,426 560,764 567,925 463,971 LIBRARY SERVICE FUND Library Service 288,420 295,342 298,886 303,071 307,314 Sub-Total 288,420 295,342 298,886 303,071 307,314 LIBRARY&OTHER GRANTS Oakview Grant-Federal 14,433 14,722 15,016 15,316 15,623 State Grants 15,300 15,606 15,918 16,236 16,561 Sub-Total 29,733 30,328 30,934 31,553 32,184 TOTAL ALL FUNDS 4,234,881 4,109,554 4,189,074 4,290,427 4,283,158 79 PUBLIC WORKS Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated FDepartment EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 GENERAL FUND Administration 0 78,801 64,129 64,129 0 0 System G.I.S. 226,794 166,337 138,611 137,901 127,835 131,495 Engineering Subdivision 502,023 542,424 781,749 953,371 1,820,473 1,848,595 I.I.M.P./N.P.D.E.S. 183,565 135,013 90,319 136,844 161,600 159,600 Engineering Construction 95,553 113,847 12,950 162,686 0 0 Engineering Design 65,601 49,611 14,850 129,100 0 0 Traffic Engineering 57,563 28,249 21,100 148,720 0 0 Traffic Maintenance 520,107 523,063 558,672 544,993 609,435 587,597 Traffic Signal Maintenance 427,243 418,692 411,135 389,398 429,572 448,570 Street Lighting Maintenance 0 0 15,000 15,000 15,000 15,000 Park Lighting Maintenance 0 0 18,000 18,000 18,000 18,000 Maintenance Admin. 504,795 449,862 463,002 481,994 485,553 506,497 Vandalism 6,941 12,230 10,000 7,500 10,000 10,000 Taxes&Permits 72,542 52,741 101,500 76,865 46,750 50,350 Fleet Management 483,236 438,127 564,405 533,314 572,923 598,976 Equipment Maintenance 1,140,120 1,132,909 1,101,174 1,098,052 1,108,809 1,145,801 Vehicle Body Maintenance 154,029 173,590 179,292 179,205 183,068 189,334 Regional Vehicle Services 0 0 0 0 13,000 13,480 Building Maintenance 920,071 539,838 545,436 522,547 577,838 598,002 Central Warehouse 124,708 126,068 122,316 121,274 133,064 136,782 Building Materials 14,539 61,231 48,000 45,008 47,500 47,500 Painting Maintenance 411,228 262,766 67,187 73,608 68,468 320,972 Electrical Maintenance 359,538 327,361 307,365 302,433 331,329 344,872 City Facility Maintenance 610,043 591,620 612,871 591,074 648,323 688,916 Street Maintenance. 1,599,924 1,470,456 1,616,663 1,521,736 1,623,925 2,703,605 Concrete Maintenance 330,237 350,617 371,041 389,953 371,236 380,043 Bridge&Channel Maint. 10,914 5,243 41,750 32,300 26,750 26,750 Street Cleaning 523,123 443,565 516,225 507,811 561,220 584,773 Regional Hazmat Services 0 0 0 0 20,000 20,640 Sewer Line Maintenance 840,747 618,585 682,484 628,617 703,796 1,734,910 Sewer Lift Station Maint. 254,993 366,400 390,129 441,575 407,339 421,845 Park,Tree,&Landscape Adm. 266,227 277,900 265,980 270,074 273,236 301,147 Landscape Maintenance 508,212 610,981 600,163 594,322 626,354 649,576 Tree Maintenance 1,012,588 1,000,278 1,012,234 1,010,256 1,034,980 1,095,119 Pesticide Maintenance 368,517 364,444 362,244 361,271 373,895 390,385 Park Maintenance 1,628,561 1,671,907 1,732,912 1,608,142 1,774,726 1,854,898 Park Mechanics 286,041 284,975 286,527 281,798 295,202 307,089 Park Irrigation 330,808 324,878 328,444 314,952 302,641 324,892 Weed Abatement 70,560 45,050 67,536 48,000 52,536 52,638 Flood Control 511,164 565,708 639,896 639,896 640,382 665,330 Transfers to Other Funds 0 0 0 0 103,486 130,326 u -Fotal 80 PUBLIC WORKS Budget Projection by Program EXPENDITURE BY PROGRAM '` I I I I I I I 1 I 1 I GENERAL FUND Administration 0 0 0 0 0 System G.I.S. 135,295 138,962 142,728 146,610 150,715 Engineering Subdivision 1,902,020 1,953,564 2,006,506 2,061,083 2,118,793 I.I.M.P./N.P.D.E.S. 164,212 168,663 173,233 177,945 182,928 Engineering Construction 0 0 0 0 0 Engineering Design 0 0 0 0 0 Traffic Engineering 0 0 0 0 0 Traffic Maintenance 604,579 620,963 637,791 655,139 673,483 Traffic Signal Maintenance 461,534 474,042 486,888 500,132 514,135 Street Lighting Maintenance 15,434 15,852 16,281 16,724 17,192 Park Lighting Maintenance 18,520 19,022 19,538 20,069 20,631 Maintenance Admin. 521,135 535,258 549,763 564,717 580,529 Vandalism 10,289 10,568 10,854 11,149 11,462 Taxes&Permits 51,805 53,209 54,651 56,138 57,709 Fleet Management 616,287 632,988 650,142 667,826 686,525 Equipment Maintenance 1,178,914 1,210,863 1,243,677 1,277,505 1,313,275 Vehicle Body Maintenance 194,806 200,085 205,508 211,098 217,008 Regional Vehicle Services 13,870 14,245 14,631 15,029 15,450 Building Maintenance 615,284 631,958 649,084 666,739 685,408 Central Warehouse 140,735 144,549 148,466 152,504 156,774 Building Materials 48,873 50,197 51,558 52,960 54,443 Painting Maintenance 330,248 339,197 348,390 357,866 367,886 Electrical Maintenance 354,839 364,455 374,331 384,513 395,280 City Facility Maintenance 708,826 728,035 747,765 768,104 789,611 Street Maintenance. 2,781,739 2,857,124 2,934,552 3,014,372 3,098,774 Concrete Maintenance 391,026 401,623 412,507 423,727 435,591 Bridge&Channel Maint. 27,523 28,269 29,035 29,825 30,660 Street Cleaning 601,673 617,978 634,726 651,990 670,246 Regional Hazmat Services 21,236 21,812 22,403 23,012 23,657 Sewer Line Maintenance 1,785,049 1,833,423 1,883,109 1,934,330 1,988,491 Sewer Lift Station Maint. 434,037 445,799 457,880 470,334 483,504 Park,Tree,&Landscape Adm. 309,850 318,247 326,872 335,763 345,164 Landscape Maintenance 668,349 686,461 705,064 724,242 744,521 Tree Maintenance 1,126,768 1,157,304 1,188,667 1,220,998 1,255,186 Pesticide Maintenance 401,667 412,552 423,732 435,258 447,445 Park Maintenance 1,908,505 1,960,225 2,013,348 2,068,111 2,126,018 Park Mechanics 315,964 324,527 333,321 342,388 351,975 Park Irrigation 334,281 343,340 352,644 362,236 372,379 Weed Abatement 54,159 55,627 57,134 58,689 60,332 Flood Control 684,558 703,109 722,164 741,806 762,577 Transfers to Other Funds 134,092 137,726 141,459 145,306 149,375 u - oa > 81 PUBLIC WORKS Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 WATER FUND Administration 6,844,250 7,423,307 8,338,858 8,044,699 8,285,555 8,890,159 Water Engineering 2,635,409 1,617,322 7,022,848 4,402,894 7,834,973 11,118,053 Water Production 7,872,856 8,260,394 9,069,289 8,723,410 8,702,280 9,451,544 Water Maintenance 1,198,161 1,080,104 1,423,438 1,354,407 1,314,887 1,332,954 Water Meters 679,595 805,810 938,103 860,894 1,126,665 1,128,209 Water Quality 380,069 255,379 326,029 282,983 296,946 303,630 Water Safety Program 940 2,997 6,550 6,450 7,450 7,450 Defered Maintenance 0 437,377 185,310 210,371 401,120 406,839 Deferred Meter Maint. 0 435,112 622,714 336,324 623,744 662,473 Sub-Total 19,611,280 20,317,802 27,933,139 24,222,432 28,593,620 33,301,311 WATER/OTHER FUNDS Water Master Plan 0 0 6,014,720 761,010 4,881,660 1,137,500 Water Utility Capital Proj. 0 0 206,636 206,636 269,313 278,470 Sub-Total 0 0 6,221,356 967,646 5,150,973 1,415,970 FEDERAL COMBINED ROADS PROGRAM C.R.P.Projects 180,370 250,672 0 -250,672 0 0 SB 821 FUND Bike/Handicapped Imprvts 151,625 5,290 579,434 7,650 0 0 LIBRARY CONSTRUCTION FUND Library Expansion 619,315 0 0 0 0 0 TRAFFIC IMPACT FUND Traffic Improvements 192,968 227,228 332,890 183,390 314,284 177,602 GAS TAX FUND Street Projects 4,529,764 3,797,040 3,711,397 2,846,672 3,303,576 3,043,910 SEWER FUND Sewer Projects 925,875 547,816 685,616 301,341 1,573,204 1,933,444 DRAINAGE FUND Drainage Projects 443,532 660,192 935,373 206,523 578,404 743,019 SYSTEMS ENTERPRISE System Projects 0 0 0 0 133,962 136,761 MEASURE M FUND Street Projects 2,506,760 1,959,571 2,916,498 282,880 3,389,172 1,838,526 82 PUBLIC WORDS Budget Projection by Program EXPENDITURE BY PROGRAM " I I I I I I I I ► I I WATER FUND Administration 9,147,085 9,394,971 9,649,574 9,912,043 10,189,580 Water Planning 11,439,365 11,749,372 12,067,780 12,396,023 12,743,112 Water Production 9,724,694 9,988,233 10,258,914 10,537,957 10,833,020 Water Maintenance 1,371,476 1,408,643 1,446,817 1,486,171 1,527,784 Water Meters 1,160,814 1,192,272 1,224,583 1,257,892 1,293,113 Water Quality 312,404 320,871 329,566 338,530 348,009 Water Safety Program 7,665 7,873 8,086 8,306 8,539 Defered Maintenance 418,596 429,940 441,592 453,603 466,304 Deferred Meter Maint. 681,618 700,090 719,063 738,621 759,303 Sub-Total 34,263,719 35,192,266 36,145,976 37,129,147 38,168,763 WATER/OTHER FUNDS Water Master Plan 1,170,374 1,202,091 1,234,668 1,268,250 1,303,762 Water Utility Capital Proj. 286,517 294,282 302,257 310,478 319,172 Sub-Total 1,456,891 1,496,373 1,536,925 1,578,729 1,622,933 FEDERAL COMBINED ROADS PROGRAM C.R.P.Projects 0 0 0 0 0 SB 821 FUND Bike/Handicapped Imprvts 0 0 0 0 0 LIBRARY CONSTRUCTION FUND Library Expansion 0 0 0 0 0 TRAFFIC IMPACT FUND Traffic Improvements 182,735 187,687 192,773 198,016 203,561 GAS TAX FUND Street Projects 3,131,879 3,216,753 3,303,927 3,393,794 3,488,820 SEWER FUND Sewer Projects 1,989,320 2,043,231 2,098,602 2,155,684 2,216,043 DRAINAGE FUND Drainage Projects 764,492 785,210 806,489 828,425 851,621 SYSTEMS ENTERPRISE System Projects 140,713 144,526 148,443 152,481 156,750 MEASURE M FUND Street Projects 1,891,660 1,942,924 1,995,577 2,049,857 2,107,253 83 PUBLIC WORKS Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated FDepartment EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 CALTRANSTSM GRANT Traffic Projects 9,511 0 30,887 30,887 0 0 PETROLEUM ESCROW Traffic Projects 168,719 24,432 0 0 0 0 PIER RECONSTRUCTION FUND Pier Project 1,388,392 35,602 183,915 94,598 90,000 90,000 FEDERAL SEISMIC GRANT Seismic Improvements 0 0 0 0 557,632 682,891 CAPITAL PROJECTS FUND General Facility Projects 1,387,896 162,520 1,328,249 296,137 2,222,000 3,727,823 HOLLY/SEACLIFF ENGINEERING District Projects 58,375 58,630 3,392,530 102,564 3,993,136 58,362 BLUFFTOP PARK FUND Blufftop Park Projects 40,822 23,276 50,424 50,424 2,153,876 1,057,170 GROWTH MGT.AREA 96 Street Projects 0 30,000 1,686,110 8,300 1,405,880 781,375 HAZARD ELIMINATION GRANT Street Projects 0 0 356,000 0 356,000 0 REFUSE FUND Refuse Collection&Disposal 9,004,555 8,918,923 8,746,857 8,678,132 8,73U59 8,780,405 FEMA GRANT FEMA Grant 0 0 1,338,699 142,425 1,121,636 2,544,752 OCTA/SIP GRANT OCTA/SIP Grant 0 0 200,000 0 214,833 15,337 a ,361 75,792,665 53,5551TIgI80,483,29 > > TOTAL PERSONNEL 258.75 259.75 247.50 247.50 249.50 250.00 84 PUBLIC WORDS Budget Projection by Program EXPENDITURE BY PROGRAM '' I I 1 1 1 I I I I I I CALTRANSTSM GRANT Traffic Projects 0 0 0 0 0 PETROLEUM ESCROW Traffic Projects 0 0 0 0 0 PIER RECONSTRUCTION FUND Pier Project 92,601 95,110 97,688 100,345 103,155 FEDERAL SEISMIC GRANT Seismic Improvements 702,627 721,668 741,225 761,387 782,706 CAPITAL PROJECTS FUND General Facility Projects 3,835,557 3,939,501 4,046,261 4,156,319 4,272,696 HOLLY/SEACLIFF ENGINEERING District Projects 60,049 61,676 63,347 65,071 66,892 BLUFFTOP PARK FUND Blufftop Park Projects 1,087,722 1,117,199 1,147,475 1,178,687 1,211,690 GROWTH MGT.AREA#6 Street Projects 803,957 825,744 848,121 871,190 895,584 HAZARD ELIMINATION GRANT Street Projects 0 0 0 0 0 REFUSE FUND Refuse Collection&Disposal 9,034,158 9,278,984 9,530,444 9,789,673 10,063,783 FEMA GRANT FEMA Grant 2,618,295 2,689,251 2,762,129 2,837,259 2,916,703 OCTA/SIP GRANT OCTA/SIP Grant 15,781 16,208 16,647 17,100 17,579 TOTAT ALL FUNDS 82,140,135 > 86,652,455 > TOTAL PERSONNEL 250.00 250.00 250.00 250.00 250.00 85 NON-DEPARTMENTAL Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> Estimated FDepartment EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 GENERAL FUND Non Departmental 11,401,730 12,182,052 6,433,774 6,464,500 6,589,000 7,253,380 Information Systems-Bus. Sys. 1,034,041 959,046 972,488 953,216 1,045,188 1,057,718 Information Systems-Net Supprt.. 384,521 421,277 468,965 479,493 434,514 459,603 Telecommunications 608,150 475,286 561,099 462,917 619,853 592,650 Transfers 0 0 5,216,000 5,466,000 5,536,000 5,835,000 Specific Events 0 0 0 0 155,000 160,000 Sub-Total $13,428,442 $14,037,661 $13,652,326 $13,826,126 $14,379,555 $15,358,352 DEBT SERVICE FUND Park Bond 462,272 39,367 100,000 100,000 0 0 CIVIC IMPROVEMENT CORP COP's Principle&Int. 2,531,024 2,841,954 2,516,500 2,828,000 2,825,000 2,816,000 PARKING STRUCTURES Tranf. of Funds 111,501 210,000 2,000,000 2,000,000 0 0 HTG BCH PUB FIN AUTH Public Financing Auth. 3,504,940 2,677,137 2,682,000 2,686,000 3,370,000 3,474,000 MELLO ROOS Assessments 1,862,464 40,844 248,000 247,300 245,500 253,500 RESERVOIR HILL Assessments 170,049 164,000 164,000 156,100 150,300 150,300 HB PUB FINANCING CORP HB Pub Financing Corp 30,375 480,511 1,351 403,000 0 0 M-TA-L PERSONNEL2.73 2.75 13.50 13.5011 13.5011 13. 0 86 NON- DEPARTMENTAL Budget Projection by Program PRoJECTED E DITURES EXPENDITURE BY PROGRAM it 11 11 1 1 1 I I I I GENERAL FUND Non Departmental 7,463,003 7,665,250 7,872,978 8,087,123 8,313,563 Information Systems-Bus.Sys. 1,098,286 1,117,779 1,149,071 1,179,298 1,212,319 Information Systems-Net Supprt.. 472,885 485,701 498,863 512,432 526,780 Telecommunications 609,778 626,303 643,276 660,773 679,275 Transfers 6,003,632 6,166,330 6,333,437 6,505,707 6,687,867 Specific Events 164,624 169,085 173,668 178,391 183,386 Sub-Total $15,802,208 $16,230,448 $16,670,293 $17,123,725 $17,603,189 DEBT SERVICE FUND Park Bond 0 0 0 0 0 CIVIC IMPROVEMENT CORP COP's Principle&Int. 2,825,000 2,825,000 2,825,000 2,825,000 2,825,000 PARKING STRUCTURES Tranf.of Funds 0 0 0 0 0 HTG BCH PUB FIN AUTH Public Financing Auth. 3,370,000 3,370,000 3,370,000 3,370,000 3,370,000 MELLO ROOS Assessments 245,500 245,500 245,500 245,500 245,500 RESERVOIR HILL Assessments 150,300 150,300 150,300 150,300 150,300 HB PUB FINANCING CORP HB Pub Financing Corp 0 0 0 0 0 $23,714,525 , TOTALPERSONNEL 13.50 13.50 13.50 13.50 87 ECONOMIC DEVELOPMENT Budget History by Program <-----------Historical Data-------------> <----Proposed Budget----> EstimatedF Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 REDEVELOPMENT AGENCY Administration (204,463) (274,988) 672,983 655,092 631,384 644,394 Business Development 275,138 298,014 346,702 290,987 347,507 344,725 Huntington Center Proj.Area 5,663,132 1,415,356 182,300 82,300 48,800 48,800 Main-Pier Project Area 2,043,801 2,357,273 2,324,393 1,365,000 1,205,000 380,000 Oakview Project Area 235,761 169,128 13,816 7,816 10,316 10,316 Talbert-Beach Project Area 125,147 47,488 9,306 5,806 6,306 6,306 Yorktown-Lake Project Area 199,638 6,935 12,734 5,734 6,500 6,500 Debt Repayments 4,990,257 8,120,956 4,840,243 4,840,243 4,840,243 4,240,243 Low Income Housing 734,461 659,890 2,765,063 538,063 1,316,063 2,496,063 Legal Costs (25,990) 113,030 200,000 200,000 200,000 200,000 Sub-Total 14,036,882 12,913,082 11,367,540 7,991,041 8,612,119 8,377,348 HOUSING&COMMUNITY BLOCK GRANT CDBG Program 1,584,433 2,086,147 1,869,912 952,978 3,513,773 1,952,000 15,621,315 14,999,229 > >1 T5,Nq 1 10,329,349 TOTAL PERSONNEL 13.00 15.00 18.00 18.00 18.00 18.00 88 ECONOMIC DEVELOPMENT Budget Projection by Program EXPENDITURE BY PROGRAM it 11 11 1 I I 1 1 01 REDEVELOPMENT AGENCY Administration 663,017 680,985 699,440 718,465 738,582 Business Development 354,688 364,300 374,172 384,350 395,112 Huntington Center Proj.Area 50,210 51,571 52,969 54,409 55,933 Main-Pier Project Area 390,982 401,578 412,460 423,679 435,542 Oakview Project Area 10,614 10,902 11,197 11,502 11,824 Talbert-Beach Project Area 6,488 6,664 6,845 7,031 7,228 Yorktown-Lake Project Area 6,688 6,869 7,055 7,247 7,450 Debt Repayments 4,362,786 4,481,018 4,602,453 4,727,640 4,860,014 Low Income Housing 2,568,199 2,637,797 2,709,282 2,782,974 2,860,897 Legal Costs 205,780 211,357 217,084 222,989 229,233 Sub-Total 8,619,453 8,853,040 9,092,958 9,340,286 9,601,814 CDBG Program 2,008,413 2,062,841 2,118,744 2,176,374 2,237,313 TOTA-EXLL FUNDS 19,247,319 > > > 940 TOTAL PERSONNEL 18.00 18.00 18.00 18.00 18.00 89 CAPITAL IMPROVEMENT PROGRAM Expenditure Summary By Fund <-----------Historical Data-------------> <----proposed Budget----> Estimated Department EXPENDITURE Actual Actual Budget Actual Request BY PROGRAM FY 94/95 FY 95/96 FY 96/97 FY 96/97 FY 1997/98 FY 1998/99 Public Works Federal Combined Roads 180,370 250,672 0 -250,672 0 0 SB 821 Projects 151,625 5,290 579,434 7,650 0 0 Library Construction 619,315 0 0 0 0 0 Traffic Impact 192,968 227,228 332,890 183,390 314,284 177,602 Gas Tax 4,529,764 3,797,040 3,711,397 2,846,672 3,303,576 3,043,910 Sewer Fund 925,875 547,816 685,616 301,341 1,573,204 1,933,444 Drainage Fund 443,532 660,192 935,373 206,523 578,404 743,019 Measure 2,506,760 1,959,571 2,916,498 282,880 3,389,172 1,838,526 CALTRANS/TSM 9,511 0 30,887 30,887 0 0 Petroleum Escrow 168,719 24,432 0 0 0 0 Pier Plaza 0 0 0 0 0 0 Federal Seismic Grant 0 0 0 0 557,632 682,891 Pier Reconstruction 1,388,392 35,602 183,915 94,598 90,000 90,000 Holly-Seacliff Engineering Fund 58,375 58,630 3,392,530 102,564 3,993,136 58,362 Bluff Top Park 40,822 23,276 50,424 50,424 2,153,876 1,057,170 Growth Mgt.Area#6 0 30,000 1,691,110 8,300 1,405,880 781,375 Hazard Elimination 0 0 356,000 0 356,000 0 FEMA Grant 0 0 1,338,699 142,425 1,121,636 2,544,752 CDBG Projects 0 0 940,346 165,346 1,264,740 499,363 OCTA/SIP Grant 0 0 200,000 0 214,833 15,337 Water Master Plan 0 0 6,014,720 761,010 4,881,660 1,137,500 Water Utility Projects 2,376,814 1,185,972 6,568,636 3,975,312 7,115,487 10,438,470 Systems Enterprise Fund 0 0 0 0 133,962 136,761 Capital Projects Fund 1,387,896 162,520 1,328,249 296,137 2,222,000 3,727,823 Subtotall 14,980,738 8,968,241 31,256,724 9,204,787 34,669,482 28,906,304 Economic Development, Huntington Center 9,921 0 0 0 0 0 Main/Pier 1,678,423 1,531,218 2,180,000 1,265,000 1,100,000 275,000 Low fncome Housing 128,345 406,650 2,650,000 485,000 1,250,000 2,430,000 Subtotall 1,816,689 1,937,868 4,830,000 1,750,000 2,350,000 2,705,000 Community Services Park Acq.&Dev. 2,076,878 1,804,923 1,684,386 1,335,729 1,096,550 786,943 TOTAL 18,874,305 12,711,032 37,771,110 12,290,515 38,116,032 32,398,247 90 CAPITAL IMPROVEMENT PROGRAM Expenditure Projection By Fund PROJECIED EXPENDITURES EXPENDITURE I.Va PROGRAM FY 99/00 FY 00/01 FY 01/02. FY 02/03, F*0310M Public:Works Federal Combined Roads 0 0 0 0 0 S13 821 Projects 0 0 0 0 0 Library Construction 0 0 0 0 0 Traffic Impact 182,735 187,687 192,773 198,016 203,561 Gas Tax 3,131,879 3,216,753 3,303,927 3,393,794 3,488,820 Sewer Fund 1,989,320 2,043,231 2,098,602 2,155,684 2,216,043 Drainage Fund 764,492 785,210 806,489 828,425 851,621 Measure'M 1,891,660 1,942,924 1,995,577 2,049,857 2,107,253 ICALTRANS/TSM 0 0 0 0 0 Petroleum Escrow 0 0 0 0 0 Pier Plaza 0 0 0 0 0 Federal Seismic Grant 0 0 0 0 0 Pier Reconstruction 92,601 95,110 97,688 100,345 103,155 Holly-S6acliffEngineering Fund 60,049 61,676 63,347 65,071 66,892 Bluff Top Park 0 0 0 0 0 Growth Mgt:Are'a#6 0 0 0 0 0 Hazard Elimination 0 0 0 0 0 FEMA Grant 0 0 0 0 0 CDBG Projects 513,795 527,718 542,020 556,762 572,352 OCTA SIP Grant 15,781 16,208 16,647 17,100 17,579 Water Master Plan 1,170,374 1,202,091 1,234,668 1,268,250 1,303,762 Water Utility Projects 10,740,141 11,031,199 11,330,145 11,638,325 11,964,198 Systems,Enterprise Fund 140,713 144,526 148,443 152,481 156,750 Capital Pr6jects-Fund 3,835,557 3,939,501 4,046,261 4,156,319 4,272,696 Subtotal 24,529,096 25,193,834 25,876,587 26,580,430 27,324,683 Economic Development Huntington Cente'r" 0 0 0 0 0 Main/Pier, 282,948 290,615 298,491 306,610 315,195 , Low Income Housing 2,500,227 2,567,983 2,637,575 2,709,318 2,785,178 'Su btotall 2,783,175 2,858,599 2,936,067 3,015,928 3,100,374 Community Services Park Acq;,&Dev. 809,685 831,628 854,165 877,398 901,965 111TOTAL 28,121,956 28,884,061 29,666,819 30,473,756 31,327,02 91 INTERFUND TRANSFERS 2 Year Budget- 1997198 & 1998198 G ABUDG ET\PRELIM 99V I NTRF-99.XLSISheet t GENERAL FUND FY 97/98 FY 98/99 Paid From: Paid To: Amount Amount Purpose General Fund Civic Improvement Corp. $2,086,000 $2,085,000 Debt Service (Civic Center/Parking) General Fund Civic Improvement Corp. 282,000 282,000 Debt Service (Library) General Fund HBPFA(800 MHz) 485,166 611,000 Debt Service -(Communications Sys.) General Fund Self Insurance Fund 3,450,000 3,750,000 Liability Insurance General Fund Self Insurance Fund 4,246,428 4,671,071 Employee medical plan costs General Fund Self Insurance Fund 2,411,364 21507,819 Worker's Compensation costs General Fund Self Insurance Fund 451,682 469,749 Retirre Medical Program General Fund Self Insurance Fund 1,355,046 1,409,248 Retirement supplement costs General Fund Equipment Replacement 2,590,000 2,750,000 Capital asset replacement General Fund SHO Grant 13,483 70,042 Police Grant Participation General Fund Capital Improvement Pgr 1,800,000 0 Capital Improvements General Fund BJA 97 Grant 18,455 0 Police Grant Participation General Fund BJA 98 Grant 0 17,857 Police Grant Participation General Fund Helicopter Replacement 0 100,000 Partial Funding from Maint. Savings -Sub Total General Fund $19,189,624 $18,723,785 OTHER FUNDS Paid From: Paid To: Purpose Gas Tax General Fund $2,200,000 $1,700,000 Street maintenance Mello Roos General Fund 40,000 40,000 Administrative Costs Water Fund General Fund 2,700,000 2,700,000 Service provided to Water Department Refuse Collection General Fund 250,000 250,000 Billing/collection/recycling Fire Medical Fund General Fund 150,938 150,938 Services provided to Fire Med Fund Fire Medical Fund General Fund 940,000 0 Ambulance Service Program Fire Medical Fund General Fund 0 274,453 Paramedic Offset/Debt Payment Pier Plaza CIC-93A(Pier Plaza) 150,000 150,000 Debt Service (Pier Plaza) Pier Plaza HBPFA(Pier Plaza) 207,000 185,000 Debt Service (Pier Plaza) Emerald Cove Hsg. General Fund 25,000 25,000 Admin. costs Cable TV Fund General Fund 89,000 89,000 Facility Lease Payment Redevelopment General Fund 800,000 500,000 Loan Repayment Redevelopment HB Public Financing Auth 2,681,178 2,681,178 Debt service Low Income Housing Emerald Cove Housing 35,000 35,000 Rent subsidy Enterprise Funds Self Insurance Fund 600,000 600,000 Non-General Fund benefit costs Redevelopment Housing Set Aside Fund 915,000 940,000 State Required Housing Set-Aside Library Service Fund Art Center Fund 88,771 119,839 CELF Revenue Provided to Art Center Library Service Fund Civic Improvement Corp. 220,000 220,000 Debt Service (Library) Pier Fund Civic Improvement Corp. 90,000 90,000 Debt Service(Pier Buildings) -Sub Total Other Funds $12,181,887 $10,760,408 Grand Total $31,371,511 $29,474,193 92 - _ - -_ - - .._ �.y 11 "'I INN�t I N�4"fl III�u�I�Y� � �I'F�I I��Y✓'� 1 I �t 1 1 �_ I� y r � r yy'IL Y r'N N BUNCH hG tir �, f��1 Z��w 9r � • r1-� . , tr 3 l� Cy u m47', i�fM�4�„ypp!� c,t• ��r IA �,`11� G� � IYNr%�"-'•: 'u�°�s ylrh. 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Beardsley, Director of Public Work C/24 DATE: July 18, 1998 SUBJECT: FISCAL YEAR 1998/99 INFRASTRUCTURE MAINTENANCE PROGRAMS Pothole Repair Program Because of damage from severely wet weather conditions and the lack of adequate funds for arterial street preventive maintenance, the Public Works Department's current pothole repair program has become a largely reactive effort. To address this problem, Public Works staff is recommending a two-stage program to more proactively address the varying needs on the City's arterial streets. The primary stage would provide a one-half time crew dedicated to repairing the smaller failure areas. A second stage would establish a contract repair program to remove and replace the larger street failure areas which would require labor and equipment beyond that which the pothole repair crew could reasonably accomplish. This combined effort would provide a major response to containing arterial highway failures until sufficient reconstruction funds become available to provide major, permanent arterial roadway rehabilitation. Stage 1: Arterial Pothole Repair Crew • Two temporary Maintenance Workers at one-half time* • One temporary Equipment Operator at one-half time* • Equipment rental (truck, arrowboard and roller) • Materials purchase (hot mix asphalt and emulsion) • Initial purchase of tools, uniforms and incidentals ✓ Productivity = 124 days annually, repairing 20 to 30 potholes per day ✓ Stage 1 Program Cost = $100,000 ✓ See Attachment 1 for detailed cost analysis *In actual staffing, the additional part-time personnel would be absorbed within the organization and, as necessary, experienced personnel would be reassigned to the new pothole repair crew. s Stage 2: Arterial Street Failure Repair Contract • Annual contract to work in defined areas* of the City • Designated for repair of large failure areas requiring paving machine, extensive traffic control and larger crew • City oversight and inspection using current staff ✓ Productivity = 20,000 square feet annually ✓ Stage 2 Program Cost = $100,000 *Priorities would be determined in conjunction with a pavement analysis study to be received by 07/31/98. Downtown Sewer Repair Program Immediate needs to correct deterioration in the City's older sewer lines, primarily located in the downtown area, are estimated at $3.5 million. This program will correct the most critical of the immediate needs that have been identified and proposes to perform the repairs by slip-lining the pipes in place, rather than by excavating and replacing the pipes. • Work will be performed by competitively-bid contracts • Cost estimates are based on prior, similar contracts* • City oversight and inspection will be by current staff ✓ Productivity = 15,032 lineal feet ✓ Program Cost = $1,000,000 ✓ See Attachment 2 for detailed cost analysis and repair locations *A 10% contingency factor has been applied for unforeseen costs. Additional, unforeseen repairs to customers' lateral connections have not been included. Attachment 1 Pothole Repair Cost Summary Sheet Attachment 2 Wastewater Pipeline Repair— Critical Priority List ATTACHMENT #1 POTHOLE REPAIR COST SUMMARY SHEET 411 En tt ............. 1 One Temporary Equipment Operator $8.800) $79.20 2. Two Temporary Maintenance Workers 17.600) 158.40 Labor Sub-Total &._""`� 3. One Patch Truck $130.00 (2) 130.00 4. One Walk Behind Roller 110.00 (2) 110.00 5. One Arrowboard (Truck&Trailer) 125.00 (2) 125.00 6. Asphalt& Emulsion 43.50 (3) 43.50 Rental& Materials Sub-Total + 10% Contingency- 40.85 Sub-Total Rental & Materials Labor, Rental & Materials Sub-Total i€ lli,iik 13.8% Overhead Cost(4) 94.80 TOTAL DAILY COST ,11;kk� (1) Based on City's Non-Permanent Salary Schedule Effective 03/07/98. (Note: obtaining trained employees may be difficult given current labor market conditions). (2) Rates obtained from Econ Rentals (Note: availability of equipment is limited). (3) Based on current cost of materials. (4) This is the combined general and departmental overhead rate per the 1993-1994 IVISI Study. (5) This cost does not include an annual expenditure for uniforms and tools. Therefore, an annual fixed amount of $3,000 was debited from of the $100,000 pothole repair crew costs identified in Level One Funding, prior to computing the days of effort that could be procured for additional pothole repairs. Attachment 2 Wastewater Pipeline Repair-Critical Priority List 7116100 Slip Line Cumulative Sewer Location Lineal Feet Repair Cost Totals, 900 Block Alley east of Main St. 220 $14,520 900 Block Alley east of Main St. 260 $17,160 400 Block of 6th St. Alley 280 $18,480 400 to 500 Block of 19th St. Alley 321 $21,186 600 Block of 10th St. Alley 247 $16,302 300 to 400 Block of 6th St. Alley 276 $18,216 600 Block of 13th St. Alley 324 $21,384 600 Block of Geneva Street 265 $17,490 500 Block of 11th St. Alley 259 $17,094 400 Block of California St. Alley 331 $21,846 700 Block Alley east of Main St. 238 $15,708 $199,386 400 Block Alley east of Main St. 283 $18,678 700 Block of 13th St. Alley 319 $21,054 600 to 700 Block of 13th St. Alley 327 $21,582 :3.Y 3,00 Block of Atlanfa Sty1.0" 300 to 400 Block of 10th St. Alley 302 $19,932 500 to 600 Block of 8th St. Alley 263 $17,358 200 Block of Knoxville St. Alley 261 $17,226 1000 Block of England St. Alley 319 $21,054 400 Block of 9th St. Alley 299 $19,734 300 to 400 Block of 9th St. Alley 274 $18,084 500 to 600 Block of 9th St. Alley 263 $17,358 $192,060 700 Block of California St. Alley 331 $21,846 400 to 500 Block of 11 th St. Alley 259 $17,094 400 Block of 11 th St. Alley 260 $17,160 300 Block of 11th St. Alley 209 $13,794 800 Block of Florida St. 278 $18,348 400 to 500 Block of 13th St. Alley 311 $20,526 1000 Block of California St Alley 320 $21,120 1200 Block of California St Alley 277 $18,282 1100 Block of California St Alley 387 $25,542 400 to 500 Block of 10th St. Alley 301 $19,866 $193,578 300 Block of 10th St. Alley 300 $19,800 200 Block of 10th St. Alley 317 $20,922 Costs for repairing lines in shaded areas are not included in cumulative total as other sources(i.e. CDBG Funds) have been obtained. Pricing reflects an increase of 10%for contingency. Attachment 2 Wastewater Pipeline Repair-Critical Priority List 7913/98 Slip Line Cumulative Sewer Location Lineal Feet Repair Cost Totals ck" aware 1200 Block of England St. Alley 276 $18,216 500 Block of 9th St. Alley 259 $17,094 900 Block of Florida St. Alley 340 $22,440 1000 Block of Florida St. Alley 322 $21,252 1100 Block of Florida St. Alley 331 $21,846 300 to 400 Block Alley west of Main St. 305 $20,130 600 Block of Frankfort St. Alley 315 $20,790 600 to 700 Block of 1 1th St. Alley 330 $21,780 $204,270 400 Block of Crest Alley at 11 th 276 $18,216 600 Block of 7th St. Alley 304 $20,064 400 to 500 Block of 7th St. Alley 293 $19,338 100 Block of 7th St. Alley 296 $19,536 200 Block of 5th St. Alley 258 $17,028 400 Block of 7th St. Alley 290 $19,140 4Block Mli 800 QQ "iawar_eji" 2 700 to 800 Block of 13th St. Alley 218 $14,388 400 Block Alley west of Main St. 116 $7,656 '000, Jo 200 to 300 Block Alley west of Main St. 268 $17,688 w;Block` h M ",111-4,"k W 1800 Block of Main St. 291 $19,206 16600 Block of Fountain Ln. 310 $20,460 1000 Block of Huntington St. Alley 153 $10,098 L $992,112 j Costs for repairing lines in shaded areas are not included in cumulative total as other sources (i.e. CDBG Funds) have been obtained. Pricing reflects an increase of 10%for contingency. *"REVISED ACTION ***[F-1(1), F-1(3), #4) AGENDA CITY COUNCIL/REDEVELOPMENT AGENCY CITY OF HUNTINGTON BEACH ADJOURNED REGULAR MEETING FRIDAY, JUNE 19, 1998 12:00 Noon Huntington Central Library 7111 Talbert Avenue Rooms C & D Huntington Beach, California Call City Council/Redevelopment Agency Meeting To Order Roll Call Julien, Harman, Green, Dettloff, Bauer, Sullivan, Garofalo [Present-Julien:Absent] [Clerk read several Late Communications] F-1. (City Council) (Continued from 6115/98) Review And Approval Of Mid-Year Budget Report And Budget Amendments For Fiscal Year 1997/98 (320.20) Communication from the Deputy City Administrator-Administrative Services Director presenting several amendments to the 1997/98 Budget based on a mid-year review of departmental needs Recommended Action: _pp ove minc_rea to the General Fund Budget m the a o t $ 2 9 � _ �`- p•'- -�'..:s� - �,.�- ;,�-'_- ��r--� - '-.t,� "vr' _ Y �Fat and 2. Approve an increase to the Liability Self-Insurance Fund of$300,000, and. =3,. -Approve any rrcrease to=tfie�dark Acq►u®sit®on and , . . -s:�-ems- r�' S�*�� ����''�'�'�•t'2�.--r�'c755:.s`�='^may"=��_�,.•.� -ram"= - 'uaa ys^, 1z�-.i- - -_-1 c. '- 4. Approve the transfer of$450,000 from the Pier Fund to the Pier Plaza Fund, and 5. Approve the transfer of$3.3 million from the General Fund to the Capital Improvement Fund. [Approved 6-0 (Julien:Absent)] [1. Trainincy for the Safe Streets Now Pro -Approved 5 Ayes-1 No-Julien:Absent(Garofalo: No) Information Systerr's Needs -Approved 5Ayes-1 No-Julien: Absent(Garofalo: No) 3. B/ufftop Bike Patti Relocation - $ZO,000 - Failed 4 Noes- 2 Ayes- Julien:Absent(Green, Harman:Aye) (2) 06/19/98 - Council/Agency Agenda - Page 2 `iurhan16wrest�Analj!Sj APark'Acquisition andQeKq1qp ment_ !,ffAPPRO VEbb y oe_ s!7 5. City .y Treasurer Staffing - 4 500 -Approved with Repayment to . Fund -Approved 6-0 (Julien:Absent) 6, 01/ Well Maintenance - $19,000-Approved with Repayment to Fund-Approved 6-0 (Julien:Absent) 7. Legal Costs- (Liability Fun1V - gLOOzOOO Approved 5 Ayes-1 No- Julien:Absent(Garofalo: No) 8. Fier Plaza fflf:er Fund) - $150 000 -Approved 5 A yes-1 No- Julien:Absent(Sullivan: No) 9. False Alarm Billing Costs - $5,300 Approved 6-0 with Repayment to Fund(Julien:Absent)] (City Council) City Council-City Department Head Workshop 1. (City Council) Discussion of City Council-Department Head Relations Discussion of communication titled Fundamental Priorities 2. (City Council) Review of Goals &Objectives of City Departments Review Goals & Objectives Handbook; also included is a communication from Councilmember Harman dated 6/10/98 submitting five items for discussion (attached). [Proposed changes to the 1997 City Council Adopted Goals and Objectives Document-Approved 6-0 (Julien:Absent)] Public Comments [None/ COUNCIUAGENCY ADJOURNMENT: To Monday, June 29, 1998 at 6:00 p.m. in the Council Chamber, Civic Center, 2000 Main Street, Huntington Beach, California. CONNIE BROCKWAY,CITY CLERK City of Huntington Beach 2000 Main Street-Second Floor Huntington Beach,California 92648 Telephone: 714/536-5227 Internet: http://www.ci.huntington-beach.ca.us (2) CITY ADMINISTRATION (1998 GOALS & OBJECTIVES) ADMINISTRATION 1998 GOALS High Profile Goals for 1998: ■ Managed Competition • Process Improvement ■ Performance Based Budgeting • Activities Based Costing ■ Information System Strategic Plan Greater (Emphasis one ■ Recognition for the City on a Regional, State, and Federal basis ■ Grantsmanship including both public and private funding sources Ongoing Goals: • Set the overall direction for the city and establish policies that will result in effective and efficient public service and programs that provide for the health, safety, and welfare of the residents of the community. • Implement City Council policy by providing leadership to the City departments to enable department directors to effectively and efficiently maximize available resources to ensure all City services authorized by the City Council are provided to the residents of the community. • To provide leadership in the area of intergovernmental relations by assuring that local community needs and concerns are incorporated into the larger regional planning efforts such as traffic improvement programs, waste disposal, air quality improvement programs, hazardous waste management programs, air transportation programs, etc., Further, to pursue in a cooperative manner participation between all levels of government to resolve problems affecting citizens of Huntington Beach. Lastly, identify and seek Federal and State funding opportunities and maximize the amount of tax dollars returned to the city for community programs, services and capital projects. Provide staff support for the following: • League of Cities • West Orange County Cities Association • Intergovernmental Relations Committee • IIp • Waterways&Beaches • Settlement Committee • Legal Affairs • Children's Needs Task Force • PCTA • Mayor's Breakfast Ongoing Tasks • Development and updating of Administrative Regulations • Implementation and improvement of the agenda process ® Timely and responsive handling of citizen inquiries ® Coordination of applications for board, commission, and committee vacancies ® Coordination of Council calendars • Coordination of the NW's 3/5/1998 2 pad L� °AARIM CITY OF HUNTINGTON BEACH e City Council Communication �a , 00.115k/A- M ,y�ar�L / TO: City Council Members �j'� .V FROM: Mayor Shirley Dettloff YW DATE: June 18, 1998 SUBJECT: Upcoming City Council Public Hearings As I am sure all of you are aware,the June 15 public hearing on Seacliff Village was the first of many public hearings on our upcoming agendas. On the one hand this is great news because it means that key projects for the City are almost through our entitlement process, but it also means that we are going to have a very busy summer and fall. In order to ensure that we have sufficient time to understand the outstanding issues in these projects and that we have enough time (and stamina) for some lengthy public hearings; I have come to the conclusion, that we may have to set aside our free upcoming Mondays to do intensive study sessions and/or schedule the public hearings to allow us enough time for our decision making. I have discussed the upcoming project schedule with Melanie Fallon. The Seacliff Village Shopping Center discussion is being scheduled for the June 29 Special City Council Session. At our July 6 meeting we have a public hearing scheduled on the General Plan Amendment for the U Greenbriar/Montecito projects and Melanie believes that the hearing should not be as difficult as the Seacliff Village hearing. Therefore, we will conduct the hearing on that date. In order to get a handle on the other upcoming hearings the following is the tentative Planning Commission schedule of these projects: • �6/16/98 1't Planning Commission hearing on Meadowlark Specific Plan 7/,14/98 The Day Laborer Job Center • 8/11/98 Wal*Mart • 8/18/98 Shea/MWD (Parkside Estates) ® 8/25/98 Waterfront(commercial plan) • 9/9/98 Huntington Beach Mall renovation plan Fire Station/Reservoir on Edwards Once the Planning Commission public hearings have been completed on these projects, they will be scheduled for a regular City Council meeting date, a special meeting date or a study session depending on their complexity and amount of public testimony. I would also like to stress to you that it is best to allow our Planning Commissioners to complete their work and responsibility in reviewing these projects and making recommendations to us through their public hearing process before we get involved and make our final decisions. I know many of you are anxious to jump into these projects now, but the staff and Planning Commissioners need the time our process dictates to get the best possible projects on line for the City. cc: Planning Commissioners Ray Silver Mike Dolder Department Heads Melanie Fallon Howard Zelefsky Scott Hess Mary Beth Broeren Herb Fauland What is a pothole? A pothole is a depression or hole in the surface of a street. What causes potholes? When a street is not properly maintained, the surface cracks; thereby permitting water to seep into the base material beneath the street. Wet base materials become weak and unstable. Therefore, the weight of a vehicle, driving over a weakened surface, will break the pavement thereby creating a depression and/or hole commonly referred to as a "pothole". Why are potholes a problem? In addition to destroying streets, potholes can be a health/safety hazard, causing damage to vehicles and are visually unattractive. How serious is the Clty's problem? In 1996, the City initiated a preventive maintenance program for residential streets. As a result, the City's local streets are only moderately potholed. However, there is no preventive maintenance program for arterial streets and alleys. Therefore, many of these streets are severely potholed. How are potholes reported? Potholes are reported to Public Works Maintenance Division by residents and City employees. Potholes can be reported to the City's Public Works Maintenance Facility 24 hours/day, 365 days/year by telephoning the hotline at (960-8861). 1 y bp w -'` -t - Public Works Department s Integrated infrastructure anagement Program r - Status Report Infrastructure Advisory Committee - Infrastructure Advisory Committee Mission Statement Summary Review the I I M P projects & forecasted F funding shortfall. • Make recommendations to Council on optimum approach for funding the critical and long term infrastructure needs of the community. Y June 19, 1998 Techno ier Update: • CiryNet Upgrade - Windows 95 - Office 97 1 �J - New network � • Business Systems Replacement • Imaging IT v T T TCH II � NITY I) EVVLOP1VdENYDEPARTMENT r ,WORK P� t ,t 1 1 t1 . 4� �T .TTE 19 � , r Sri 11 ' 3t r Yt,� 1, '+ i (1 rqr .1+ I 11,I r+1 �i ''�} +, + •{ 1 '+ '{ ill i '�'' � a ' , C .,1. '.r, M, ,? ,4',•}, a+,• ..{. '!r.' a 2 :^}i t 1s i 7 li) � r k i 1 t t ,J k j ';S f + ....... } � ....,:.1....f�.". ,.:. t�:•..r ,:. i'. ...1 :'.';•:.';". :;i%'i' ,q,•,F,'. ,+I",�:..,: ;:1:�::„ ;):l:':;+,:�i.t n r.;l. t,rr 1+ :r �.�: C r I ". �r, I ..,,. a ,. I,i,.,.•., , I,i.� Ott,..,;1.•� ..:.,!.. 1 } (-;j 1' i ;f_� 1 cil y i.t l V U I Uj V �1 LJ�1 • . I, c: o w,. spa o - MA,IOR DEVELOPMENT PROJECT PRIORITY LIST (5118198) �' 19 '� • co �,� MAJOR/SPECIFIC PROJECTS PLNR STAFF 37. Konica industrial Bldg.(Construction Phase) JM/JT 1. Bolsa Chica Planning MBB/HZ 38. Dix Metals Industrial Bldg. (Construction Phase) JM/JT 2. Huntington Center Mall Renovation* SFI/JM 39. Third Block West(Construction Phase) JM (HF) 3. Dukes/Pier Plaza(Construction Phase) WC 40. Home Depot(Warner/GW)(Construction Phase) I(HF) 4. Crest View School (GPA/ZC/EIR-Big Box Retail)* HF/JM 41. St. Augustine(71 SFR)(Construction Phase) MBB 5. Scacliff Center Rebuild(Golden West/Yorktown) * MBB 42. Bluffs (85 SFR)(Construction Phase) MBB 6. Waterfront Development* JB/I-IF 43. Beach 'rerraces(80 Condos)(Construction Phase) MBB 7. Meadowlark Development(325 units) * SI-i/AW 44. Cape Ann(146 Condos Construction Phase) MBB 8. Greenbriar/Montecito GP Amendment* MBB 45. Oceancrest(53 SFR Units): (Construction Phase) SH/SP 9. IShea Homes(MWD Site-200 SFR/EIR)* JB/SH 46. Garfield Triangle(29 SFR) (Construction Phase) WC 10. Shea Homes Annexation 8.5 acres(Bolsa Chica Area) JB/SI-i 47. Second Annual Parking Master Plan Review * HF 11. Downtown/Block 104/105 (Commercial) HZ/I-IF 48. Coastal Element(Consultant)** BF/MBB 12. Affordable Housing Ordinance HZ 49. Senior Conversion Project(Springdale) * BG 13. Boeing/McDonnell Douglas Expansion Ping 50. OC Sanitation District(Construction Phase) MBB 14. Bretheren Christian School(Gisler School Site)* KK 51. Extenddd Stay America Hotel/MDSP* JM 15. White Hole-Enhancement Plan HZ 52. Rancho View School Site HF 16. Talbert/Beach Phase IiI (Bijan)* JM 53. Weiser Lock industrial Buildings(Construction Phase) SH/WC 17. Police Heliport-Gothard Street(24 hours)* JM 54. 1 Downtown Parking Master Plan implementation FIF 18. Bluffs 11 (59 SFR-Polygon)* PV 55. 1 Edinger Corridor Specific Plan HF 19. PCH (16"-Goldenwest) GPA MBB 56. General Plan Amend. Land Uses on PCH (16"to GW) MBB 20. Palm&Goldenwest Specific Plan MBB 57. Quarterly Meetings with Developers/CDD/PW/FD WC/MF 21. Beach/Talbert(SOB)Lawsuit HZ/1-i17 58. Auto Dealership Issues i-IZ/Sl l 22. I-Iolly-Scacliff Reimbursement HZ/MBB 59. Floover-Gothard Connection EIR MBB 23. Tierasamito(Percy Park) Lawsuit HZ 60. CUP/CEQA Process Review(Consultant) SH 24. Processing EIR's* MBB 61. Flood Management Program ** - SP 25. 31 acres at Pacific Coast Highway(Grinder Property) * JB/HF 62. Water Well No. 12(Springdale St.) PW 26. Fire Station/Water Reservoir(Edwards/Ellis) MBB 63. Zoning Maps Update/GIS MBB 27. Holly Seacliff Development Agreement/Monitoring MBB 64. Beach Blvd. Strategy/Planning HZ 28. Linear Park JS/HZ 65. Zone Changes(General Plan Consistency) HZ/MBB 29. Central Park Master Plan/EiR JS 30. Urban Design Guidelines- D.T., Edinger, Beach f-iZ * Submitted projects that are subject to mandatory processing time 31. Recreational Facility and Open Space Needs Study JE/MBB pursuant to State and City requirements. 32. NPDES Permit Process ** PW * Projects required pursuant to State/Federal Law. 33. IIMP(Citywide Infrastructure Improvement Program) PW 34. Housing Element ** MBB THIS;IS k LIST QI� MAJOR DE� ELOI'M�NT PROJEC CS,TI3E 35. General Plan implement ** MBB CITE IS INVOLVED tWITI-�THAT rNtAILS MtjtTIPLE i 36. Processing Minor PC/ZA Zoning Applications* Staff DEPARTlV1tCNS A,Nri"LibIVISIt7N ��,e � f (g:\hess\stafrres:doc-page 1) To: The City Council would like to speak regarding events that are taking place at the SeaCliff Shopping Center. I moved to Huntington Beach the first time in 1985. We stayed for 1 year. We returned permanently in 1988 because we had been so impressed with the unique nature of Huntington Beach. We loved the downtown area. Everything about it was different, including the shopping area. I can not for the life of me understand why you would tear down something so special and in turn make it look like the malls you can see in any city of America with all the franchise chain stores. If you got off a plane blindfolded and were driven to a mall, you would have a hard time telling what city you were in. But SeaCliff has been different. Instead of tearing it down, I can not understand why it isn't expanded to make it economically attractive for one of a kind businesses to flourish. That brings me to Jose McCoy's. It is in a little corner all its own. It is not attached to the center....so why must it be torn down? It is a special place with an atmosphere of friendliness and a menu that is all its own. High School kids and adults can all enjoy the casual atmosphere and enjoy the menu that is not Chicken McNuggets, Whoppers or Gorditos. Does everything have to be just like everywhere else? Can't there be one small place that is different and unique? Can't there be one place where everybody"knows your name"? What a sad day..we lose a cleaner that isn't a chain store, a shoe repair, a stationary store, a restaurant....just to make room for high paying chains so we can get gourmet pasta and croissants with bean sprouts. It seems like everything has to change in the name of progress. It seems to me we can change by adding to the wonderful atmosphere instead of destroying all that is pleasurable and different. Does it make sense to spend hundreds of thousands of dollars to preserve art and move it, when all we have to do is keep it and add to it? It makes one wonder who is in charge.......the city staff and council or the people they serve? Please, please leave Jose's and allow Mr. Lee to run Main Street Pizza as well. It sure beats the heck out of any other pizza, or hamburger I know of. Patty and Larry Reisbig 308 20th St. Huntington Beach, 92648 t W � , i ,ECEIVED FROM "'I�kly r AND MADE A PART OF THE RECORD qr THR-C-6 1 Condition No. 3 COUNCI OFFICE OF THE CITY CLERK IP._ 2 CONNIE BROCKWAY,CITY CLERK b �' 3 Prior to demolition of the existing shopping center, the applicant shall 4 permit the City of Huntington Beach to remove from the shopping s center such items of public art owned by the applicant as the City 6 deems appropriate. Upon removal, title to the public art shall be 7 vested in the City of Huntington Beach. The applicant shall provide s the city a reasonable period of time to remove the public art, not to 9 exceed 60 days with reasonable extension provided as long as 10 removal is occurring in an expeditious manner. The applicant shall 11 pay the City the sum of $210,000.00 to reimburse the City for the cost 12 of such art removal, such payment to be made within 30 days after 13 applicant obtains all entitlements and executes anchor tenant leases. 14 15 . Such payments shall discharge in full any duty of the 16 applicant to safeguard, remove or store the public art. The City shall 17 at its expense employ a pro-ect superintendent to supervise and is coordinate the removal of the public art. The project superintendent .19 shall have full authority to determine the manner, method and time 20 that the art work shall be removed and delivered. If the project 21 superintendent and the applicant disagree on the method of removal 22 and delivery, such disagreement shall be submitted to the Seacliff 23 Public Art Committee for resolution of the disagreement. The location . 24 of the final installation of the public art work shall be determined by 25 the Seacliff Public Art Committee and the City Council. If the 26 Committee and City Council determine that some of the existing art 27 should be incorporated into the shopping center project, the applicant 28 shall retain an artist or consultant to ensure appropriate integration of 29 the art into the project, subject to review by the City. 30 31 32 33 34 35 Underlined text differs from the previous condition in scope and function. RECEIVED FROM AND MADE A FART OF THE RECORD�-. T-T EOUNCIL MEETING OF� / -�� OFFICE OF THE CITY CLERK CONNIE BROCKWAY,CITY CLERK Condition No. 3: Prior to demolition of the existing shopping center, the applicant shall permit the City of Huntington Beach to remove from the shopping center such items of public art as the City deems appropriate. Upon removal, title to the public art shall be vested in the City of Huntington Beach. The applicant shall provide the City a reasonable period of time to remove the public art. The applicant shall pay the City the sum of $210,000.00 to reimburse the City for the cost of such art removal, such payment to be made not later than . Such payment shall discharge in full any duty of the applicant to safeguard, remove or store the public art. The City shall at its expense employ a project superintendent to supervise and coordinate the removal of the public art. The project superintendent shall have full authority to determine the manner, method and time that the art work shall be removed and delivered. If the project superintendent and the applicant disagree on the method of removal and delivery, such disagreement shall be submitted to the Seacliff Public Art Committee for resolution of the disagreement. The location of the final installation of the public art work shall be determined by the Seacliff Public Art Committee and the City Council. If the Committee and City Council determine that some of the existing art should be incorporated into the shopping center project, the applicant shall retain an artist or consultant to ensure appropriate integration of the art into the project, subject to review by the City. June 14,1998 The Honorable Shirley Dettloff Members of the City Council RECEIVED FROM a C(J6 AND MADE A PApT OF THE REC RDA HE City of Huntington Beach COUNCIL MEETING OF PO Box 190 OFFICE OF THE CI1Y CLERK Huntington Beach, CA 92648 CpNNl6 BR©CKWAY,CITY CLERK 0 -1 Dear Mayor Dettloff I am a congregant of the Huntington Beach Church of Religious Science. I am writing you regarding our current situation as a result of the plans for the demolition and reconstruction of the Seacliff Village Shopping Center. As you know, we have been one of the largest tenants in the center for over eighteen years. This church has been responsible for the spiritual support and transformations of thousands of lives in this community since it began in a tiny building on Main Street over 30 years ago. We have financially contributed to numerous charities in our city over the years, we provide a complete Christmas to needy families every year,we have cleaned up the wetlands, pruned bushes as the Youth Shelter, donated to the library,bought hundreds of yellow ducks and in countless ways have supported this community. Our members believe in being the best we can be in every way, and we bring that quality of excellence into all areas of our lives, including the way we show up in our community. We have shop in Huntington Beach stores, buy gasoline, eat in BB restaurants, many of us moved here because of this church and therefore, we pay our taxes here, vote here and many of us work here. We have no place to go. Because of our size we do not conform to the many zoning regulations, codes and requirements of the city. We want to stay here and we believe we add to the quality of life. We need your ASSISTANCE. We need more time, we do not object to the center, be we need to know that we have a place to go.. We ask that you delay the demolition of Seacliff in order to give us and the tenants of this center more time to relocate..We believe we have a place in this city, and we want to know we can continue the work we do for the love of God. Thank you for you kind attention. Sinc ly, Sue Worthington 1871 Golden Rain Road 26G Seal Beach CA 90740 RECEIVED FROMAND COUNCIL E AME PART'OF THE E MEETING OF REC,,p qtTHE June 15, 1998 CONNIEB 0 OFFICE OF WAyICITYCRRK To the members of the Huntington Beach City Council My family and I have had the pleasure of knowing Bob and Elenor Lee for many years. We first became acquainted with the Lee's when my husband and I had a business located in Sea Cliff Village. Our toy store, The Original Toy Box was in business for 1 and a half years in the mid 1980's. Over the years Bob and Elenor have been apart of the community. They have been there to support many youth sports teams and to lend a helping hand. Their business has taken many years to become successful. The owners of Jose Mc Coys and Main Street Pizza have also contributed to the welfare of Huntington Beach High School. Through hard work their two restaurants have survived the many merchants who have attempted to do business in Sea Cliff. On behalf of many loyal customers of Jose Mc Coys and Main Street Pizza we feel you must allow them to remain at the Sea Cliff shopping center. The efforts of the past should be rewarded for their future continued success. Sincerely, Chris, Colin, Shaun, and Neal Donahoe a o C) s o� < d , Lam": �- 0- Z _ e.vi�G i frC,� 'au,f,i�..�:3'li i .� yr•...,�i IY tl�r i S i 6..'Lt, L".�W�.!.�J�.iltd es ,m � ���. `�� �`T'`�f�, �{ar<5 ¢ �.,� ;.1,F�EV.'��•f�':d�,t}s�:�„�31E�3st,�y' C t'f'}ri s7f Ill-lel 4 I ox Oe's ' r vet g ,# ;r} s Y f S.t n 7 7E7 �t1'.11�\.r iv EkRrs fil [°tS� i lZt caavy¢" � t+ ++SS i �fYr t..i -� r ..[`-1 :r '. as ::t3 "o# oftt=�.a, ,If v—:1.fd ,, O ._. A n� qqpp lntra-departmental social ac i s s: f J'din#tr On 'gi!pragrkarns and; x outside ITT[ ing op:portun iies" City=widetrafffting prograri - Challenge employee bashingd 4. Find twa s to reward ood, ees, , y � - > � y as tmentdevelops action, Each dep_ statements for mproving 'moraine and € ; imp emenfing those 'tatevments f' - - Q vd{opr a shared action 1p,I tf�nalfor ` Irrhq fovin.g moara{e,,and jmpl#ernent�ng the plan �z' ,rw. •F. CITY OF HUN TINGTONI IBEACH �! HUNnNOTOH BEACH CITY COUNCIL COMMUNICATION ITEMS HAVING BUDGET IMPACT SUBMITTED BY RALPH BAUER 6/19/98 1. Pothole filling program 2. Beach access at Seapoint&PCH 3. Code enforcement personnel 4. Youth sports facilities 5. Hoover-Gothard connector 6. Intersection de-bottlenecking 7. Anticipation of infrastructure needs 8. City beautification on the inland side of PCH 9. NESI dump site clean-up 10. Huntington Harbor clean water 11. Flood control 12. Beautification of City entrance venues 13. Neighborhood block wall beautification 14. Meridian landscaping 15. North Beach landscaping 16. Linear Park 17. Long term tourism promotion 18. Park bench program 19. Bus shelter program 20. Self sufficiency of parking structure 21. Central Park grand stand 22. Huntington Beach High School pool 23. Job Center 24. New Senior Citizen Center 25. Sully-Miller Lake 26. Reimbursement District 27. Flooding of PCH below Seapoint 28. Tree Master Plan 29. Computer communication high tech upgrade 30. New Police dispatch facility 31. Pool at Ocean View High 32. South Beach improvements 33. Pier buildings 34. Replenishment of various funds 35. List of unfunded and underfunded liabilities and projects (attached) 36. More aggressive collection of monies due the City 37. Review of Risk Management Program and BICEP membership 38. Pavement cut Ordinance 39. Relationship with PCTA 40. Independent audit function(see attached) Attachment 12 Unfunded and -Underfunded Liabilities/Projects .. . .. .... . ... :.:...I.....::....:..:.............................................................................................................I............ .................. ............ .. .... .. . ..... .. .. UnderFunded Liabilities Liability Fund $6,067,000 Unfunded/Underfunded as of 9/30/97 Potential Litigation 1,2010,000 Worker's Comp. fund 5,535,000 Unfunded/Underfunded as of 9/30/97 Equipment Replacernnt Fund 7,000,000 Estimated Underfunded amount per IIMP Supplemental Retirement Fund 5,592,000 Unfunded amount as of 9/30/97 Sub-Total $25,394,000 Information Systems Computer Systems Upgrade $3,500,000 Optical Imaging Hard/Software/training 170,000 Remote Acess Hardware/Software 30,515 Disaster Recovery Service Plan 82,632 Division Vehicle(Infosys) 20,000 Citywide Internet Access 204,400 Sub-Total $4,007,547 Fire Department Driveway Replacement $30,000 Fire Station Roof Replacements 11,000 Fire Station#2 Settling Repairs 75,000 Fire Station#3 Modifications 75,000 Fire Station#5 Captains Office 9,000 Fire Station#5 Captains Office 15,000 Fire Station 44 Turnout Lockers 8,000 Personal Projector 8,000 (12)Pentium Computers 40,000 City Hall Fire Sprinkler System 750,000 Install a fire prevention system. None exists. Sub-Total $1,021,000 Police Department Conference Room 25,000 Private meeting for executive management. Front Desk Remodel 20,000 Improve security by adding windows/doors. Expand Property/Parking Area 975,000 Provide needed space and parking. Police Dispatch System 700,000 Estimated unfimded amount Sub-Total $1,720,000 Community Services Replace Trash Bin. $8,500 Equipment rusting and deteriorated. Beach Service Road Repair 35,000 Deteriorated road presents a liability to City. Beach Maintenance Security Fence 3,000 Storage lot at Newland/Edison Plant. Pier Deck Sealing 60,000 Improves effectiveness of maintenance. Edison field 100,000 South Beach Improvements 4,000000 Youth Sports Fields 2,200,000 Sub-Total l $6,406,500 5/28/98 Unfunded Page 1 of 2 � 7 Attachment 12 Unfunded and Underfunded Liabilities/Projects ire ....::.:.......:...:................ .... . . ... . . ... .... . .m. n ....:......:..........................�,oEnm. Pnhlic Works - Maintenance Proiects Civic Center Reseal/Paint $250,000 Repair, reseal, &paint Civic Center Complex. Civic Center Chillers/Cooling Tower 500,000 Required replacement of R-I 1 Chillers. Civic Center Fire/Security System 200,000 Install system in City Hall Civic Center Roof Replacement 250,000 25 year old roof has passed life expectancy. Central Library Roof Replacement 180,000 23 year old roof has passed life expectancy. Central Library Boiler Replacement 40,000 Aging boiler needs replacement. Main Street Library Heating System 56.000 Aging system fails and damages facility. Sub-Totalil $1 476,000 Total One Time Needs $40,025,047 Unfunded/Underfunded Liabilities &Projects Public Works- Unfunded Annual and/or multi-near Maintenance Needs Central Library Carpet Replacement $20,000 Replace areas of deteriorated carpet. Central Library Air System 10,000 Clean system-reduce energy/maintain quality Civic Center Plaza Area Repairs 15,000 Replace damaged and sunken concrete. Civic Center Carpet Replacement 20,000 Replace areas of deteriorated carpet. "ivic Center Acoustical Tile Ceilings 17,000 Replace areas of deteriorated ceilings. ,ity Yard Heaters 20,000 Replace inefficient and costly to repair system. City Yard ADA Compliance 20,000 Modifications mandated by Federal Law. City Yard Air System 20,000 Clean system-reduce energy/maintain quality City Yard Carpet Replacement 10,000 Replace areas of deteriorated carpet. City Yard Roof Replacements 50,000 25 year old roofs have passed life expectancy. City Yard Ceiling/Lights 15,000 Replace deteriorated ceilings and lights. Wastewater Manhole Repair 130,000 Repair&strengthen manholes. Wastewater Lift Station Repair 450,000 Repair lift station deficiencies. Wastewater Pipeline Repair 570,000 Repair lines in danger of failure. Highway Landscape Irrigation 50,000 Continue installation of automated systems. Underfunded Annual Needs $1,417,000 IIMP list of Unfunded Needs Sewers $140,000,000 20 year unfunded needs-per IIMP Sidewalks 20,000,000 20 year unfunded needs-per IIMP Block Walls 1,000,000 20 year unfunded needs -per IIMP Alleys 7,000,000 20 year unfunded needs -per IIMP Street Trees 7,000,000 20 year unfunded needs -per IIMP Buildings 26,000,000 20 year unfunded needs -per IIMP Drainage Pump Stations 14,000,000 20 year unfunded needs -per IIMP Street LightingtTraffic Signals 9,000,000 20 year unfunded needs-per IIMP Residential Street Rehabilitation 26,0001,000 20 year unfunded needs -per IIMP Artertial Highways 21.000.000 20 year unfunded needs -per IIMP Sub-Total $271,000,000 ® ql Pena'?of 9 F5/2-8/98 re• r )M,- G9- ■ Peat Marwick ALP 1897.1997 Center Tower Telephone 714 850 4300 Telefax 714 850 4488 650 Town Center Drive Costa Mesa,CA 92626 April 14, 1997 RF— CEIX! 3 Mayor Ralph Bauer City of Huntington Beach APR 18 1997 2000 Main Street City ofi ,� Huntington Beach, CA 92648 City 00 ;161 Oht�P Dear Mayor Bauer: Regarding Independent Audit Function I enjoyed our recent meeting to discuss the needs you foresee from an independent accounting firm. As we discussed at that meeting, the City attorney has taken the position that the City's auditor is not sufficiently independent to perform any of the services for the City. We feel that the services you outlined in our meeting are of great importance and may well have a significant economic payback to the City. We also understand that you are interested in promoting efficiencies,performance measurement and other progressive management techniques designed to enhance accountability,increase the value of municipal services in relation to the tax dollars received and enhance the quality of service provided. We would like to be a resource to you as you explore and pursue available options to realize these improvements. Accordingly, KPMG Peat Marwick has declined to proposed a renewal of the City's audit contract. While we understand that City management was very pleased with our level of service, we believe we can bring more to the City by providing management advisory assistance. In the spirit of sharing some of out resources with you, I have attached a recent thought piece concerning the transformation of governments to the 21 st century. It articulates some of the most important issues which the City of Huntington Beach is facing and will face in the coming years. There are also a number of quotes which you may find to be useful as you promote these progressive concepts to the community. Finally, to continue our discussion of specific needs which you believe the City may have, I am also attaching a summary of the related services which we could provide. As an International Firm,we have resources in a vast array of areas and they can quickly and effectively be brought to bear to meet the City's needs as they arise. ME Member Firm of BE, KPMG lmernanonal JF A78 Peat Marwick LLP Mayor Ralph Bauer City of Huntington Beach April 14, 1997 Page 2 If you do not object, I may periodically send you additional information on new techniques, which are being effectively used by other entities as they come to my attention. I hope we will have an opportunity to be of service to you in the near future. Very truly yours, KPMG Peat Marwick LLP Margaret J. McBride Partner MWtg/4171 cc: Mr. Robert Franz Mr. Dan Villella CITY OF HUNTINGTON BEACH Description of Revenue Enhancement Services Assess Business Unit Financial Performance The City receives revenues from various businesses in the form of a percent of profit, a percent of gross receipts and variations of those statistics. It is in the City's interest to ensure that such business are not only properly calculating these payments,but also are maximizing their financial performance. KPMG routinely provides services designed to ensure that calculations supporting payments to municipalities are supported by the business's books and records. In addition, we have Performance Improvement Consultants who specialize in a great number of areas, such as transportation, utilities, telecommunications,hospitality(hotel/restaurants), real estate, financial institutions and retail, to name a few. These specialists can perform a diagnostic assessment of a business to assist in evaluating the business as a profitable venture or to provide recommendations for enhanced financial performance. A diagnostic assessment is limited in scope, time and, accordingly,professional fees. It is designed to quickly focus on areas where significant improvement opportunities exist. Maximize Revenue from Contracts for Use of City Facilities As an international firm with offices around the world,we have personnel who are specialists in evaluating potential real estate transactions (purchase, lease, etc.)not only for our clients but also for our internal use. These professionals are knowledgeable of current strategies for maximizing return on facilities as well as potential pitfalls which may ultimately be costly to the lessor. Review Rental Charges for Use of City Facilities to Ensure Cost Recovery In addition to a review of the initial lease or contract for use of City facilities, it is important to ensure that rental charges and fees fully recover the City's costs, or that a conscious decision is made to subsidize these endeavors. Our Cost Allocation and Productivity specialists are trained to evaluate cost allocation methodologies and to recommend revised methodologies designed to maximize cost recovery. These services may well be important to the City as it deals with Proposition 218 issues. Evaluate Other Operational Contracts for Sound Business Practices Similar in concept to the review of potential lease and acquisition agreements, the City may consider operational contracts which should promote sound business practices. It is in the City's best interests to ensure that such contracts are reviewed for omissions,unduly complex provisions, or terms which either cost the City unnecessarily or fail to maximize revenues. Examples of areas to be reviewed include frequency of reporting and remittance of franchise, lease, or percent of profit payments to the City, access to contractor records to verify compliance with contract terms, adequacy of information to assess continued desirability of entity as a Mayor Ralph Bauer City of Huntington Beach April 14, 1997 Page 4 contractor to the City, duration of contract, insurance provisions, and similar provisions. All substantial contacts to which KPMG is a party are reviewed by our contract specialists. These professionals have expertise in a wide variety of areas and provide an analysis that considers operational and financial ramifications. Evaluate Alternatives for Disposition of City-Owned Assets We are frequently requested to consider options for disposition of school sites and city-owned property. KPMG has assisted potential sellers of businesses to find the right buyer and the best price for their assets. The best price encompasses not only the consideration paid but the timing of the payments, related employment agreements, future use agreements and other factors important to the seller. Sometimes these analyses included our economic development consultants,when the potential exists to benefit from an alternative use of the asset. At other times, we assist in determining the value of the asset, developing a strategy to market the assets, identifying qualified buyers on a very discreet basis, and helping the client evaluate offers. Develop Cost and Revenue-based Performance Measures Performance measurement is critical to performance improvement and demonstrating accountability. We assist clients in: • correlating individual goals to departmental and City missions and goals • developing key performance indicators to monitor progress toward achieving goals, especially goals of cost reduction or revenue expansion • developing systems to provide performance data on a routine basis • obtaining date from peer agencies to facilitate benchmarking • analyzing and evaluating the results. These services frequently include Activity Based Costing and they provide support for resource allocation decisions, outsourcing analyses and areas whose performance suggest that reengineered processes and systems may be cost beneficial. These services also can form the basis for performance budgeting and pay for performance programs. Assess Effectiveness of Treasury Collections Function The City Treasurer is not the sole collector of municipal revenues. Acceleration of cash collections and the ultimate deposit into an interest-bearing account is frequently a fairly simple way to enhance revenues. As a firm with a long history of experience studying municipal Mayor Ralph Bauer City of Huntington Beach April 14, 1997 Page 5 cashiering practices, we can provide an assessment of the effectiveness of the Huntington Beach treasury function and the efficiency of its cash collection and deposit processes. Billings and Collections of Accounts Receivable In addition to expediting the deposit of revenues,it is important to expedite collections by also expediting the billings. Prompt billing encourages timely payment and reduces the likelihood of ultimate uncollectibility. We at KPMG have countless man years of experience reviewing various billing alternatives, from manual to automated to strategic. We can assist the City in ensuring that it receives all the revenues to which it is entitled. Assist in Implementation of Centralized Treasury Collection Function The Treasurer's Office is usually the location, of effective internal control procedures destined to ensure the proper collection, deposit and recording of municipal revenues. Outlying departments specialize in fire protection or law enforcement or health care or other missions which are of great importance to the citizenry. However, they do not always specialize in maintaining the level of effective, control-conscious procedures which promote financial accountability and maximize revenues. Based on our experience working with a variety of other organization,we can assist the city in developing a plan and implementing a system to centralize cash collections, if deemed beneficial. Internal Audit Outsourcing Public entities are becoming increasingly aware of the need and demand for accountability. The external audit is a service limited to providing an independent opinion on the organization's financial statements. Internal audit is evolving from a detailed financial and compliance service to a service that evaluates operating efficiencies and effectiveness as well. Only the largest of governmental agencies find it cost effective to retain the variety of skills required to function in diverse financial, compliance and operational areas -KPMG's approach to outsourcing internal audit combines the depth and variety of our Firm's skills with the diligence and insights of our client's staff. Benefits to our clients include greater ability to control staff size to tailor-fit the project at hand, in-depth specialized skill sets brought to bear on the project and, frequently improved productivity. Mayor Ralph Bauer City of Huntington Beach April 14, 1997 Page 6 Medical and Workers Compensation Claims System Review Our clients' health benefit and workers compensation costs represent a significant and growing percentage of overall operating expenses and, as such,warrant careful review. A Claims System Review assesses the accuracy, efficiency and effectiveness of the administrator's performance in processing and avoiding claims. The review includes an on-site walk-through of the administrator's processing operations, a detailed, statistically valid review of a sampling of claims to determine payment accuracy and process timeliness, a review of injury prevention practices, a report of our findings, and practical recommendations for improving the claims processing function of our clients' programs. Popular Reporting Popular Reporting provides a way to highlight the most critical issues of government in a straight forward way. The report format will help readers quickly understand where resources were spent,what outcomes were achieved and how efficiently the services were provided. Popular reporting is especially powerful in communicating results to both internal and external constituents in a clear,meaningful, and above all,useful manner. Perhaps most importantly, it helps focus the public on core issues in government. We can assist our clients in preparing clear, meaningful popular reports for use by constituents,management and others interested in the effectiveness of city government. a .. ►3 y DP w A-+ Public Works Department �t Integrated Infrastructure A Management Program f, = status Report Infrastructure Advisory Committee rx F Infrastructure Advisory Committee rY j Mission statement summary Review the IIMP projects & forecasted funding shortfall. • Make recommendations to Council on optimum approach for funding the critical and long term infrastructure needs of the community. Y June 19, 1998 * b Public Works Department Infrastructure -,Y Advisory Committee r Process 1 ) Become informed about the existing = ' conditions & long term requirements 2) Understand the City's budget process 3) Evaluate & recommend possible funding methods 4) Keep Council informed with study sessions & joint workshops s `- Infrastructure =N Advisory Committee Work Plan IIMP education - 3 to 4 months — Staff presentations on IIMP elements — Field trips to show actual conditions • Budgeting process & funding sources — Information presented on City budget & revenue sources — Discussion of funding issues s June 19, 1998 Public Works Department Infrastructure _ i Advisory Committee = : Mork Plan Y_- Financing & funding methods :F }" 3 to 4 months — Review alternative methods — Develop recommendations • Assess & prioritize needs — Projects — Funding 5 Infrastructure Advisory Committee Work Plan .; Final report - 3 to 4 months —Validate infrastructure & funding needs — Formulate recommendations — Review progress at Council joint workshop — Prepare & present final report to Council • Anticipated completion date March 1999 6 June 19, 1998 Public works Department � Infrastructure Advisory Committee Status • Monthly meetings began in March Fay • Staff presentations with Q & A for drainage, sewer & street systems • May -- completed field trips to drainage & flood control facilities • June -- field trips to sewer facilities &R*' 4 Integrated Infrastructure t� Management Program Next Phase a '= IAC members present approved final Y- report to their organizations & boards • Begin public awareness & education program to support IIMP • Continue to find grant opportunities for IIMP projects June 19, 1998 4 n . Public Works Department •x tom:.' = Infrastructure Grant Progress k Grants Awarded. 1998 ti `n $5.165 million Project Source Amount Slater Channel Repairs FEMA $910 K Murdy Channel FEMA 425 K Shields Pump Station FEMA 1.28 M Slater Channel Lining FEMA 2.4 M 3 Traffic Signal Mods. FHWA/HES 150 K 9 1; Infrastructure Grant ` Applications Pending Applications $15.3 Million 4 =t ProAect Source Amount 17 Hwy Rehabs. OCTA/AHRP $1.6 M Hoover/Gothard Ext. Fed. ISTEA 7.5 M Hoover/Gothard Ext. HUD/EPA 3.5 M Adams SD Pump Station FEMA 1.5 M Traffic Signal Projects FHWA/HES 700 K Pavement Markers FHWA/HES 500 K 1® June 19, 1998 r; f'E 151 e �;(ii ~dOTinh4 [ 1 li�Jo-��`Y Lei tr f t ui� t E1�1� C�iS'`f M.Teient t C�.c3! J a ��� �Ci'fdCi���'f1 �� 1t�i e ri.i�J A i s o�;,rc.cs s bfic attlt#iG==�' 4 !y Poor viarking a gdvernrrignt 0111P pyees en:a€ unn<<et t ' ° Distrust;' b A _a pp>F 4 f Fyy pq.R 9• [} ro-jt 4i,��i, tliU l,i,� i ��CPi n,Egqy Lac of :IOSS t� L: c;'k of i�nc entive:s r .. 1i[E • Intra-departmental"solcial ac. s Ff • Joint training °pro"gra'ms and �f outside training opportunities City-wide training program Challenge employee'bashin:g Find ways to reward 'goodI gees • of develops action p 'statements for'improv.in morale and' 9 w " implementing those.statements Develop a shared action plan for _ ., improving morale, and im'plementing�the`p .elan £ME••: (2) Kro6/19/98 - Council/Agency Agenda - Page 2 4= Y!>rban°Forest A8jh s&:-_ Park Acquisition and®eve/®pn'en f'u .�[.4PPRO.VEDJ'4�Ayes `-2 Noes=Julien:; 5. City Treasurer Staffing m $8,500 -Approved with Repayment to Fund Approved 6-0 (Julien:Absent) 6. Oil Well Maintenance - $39,000 Approved with Repayment to Fund-Approved 6-0 (Julien:Absent) 7, LeQgl Costs- LUafi&y Fund) - A300,000 -Approved 5Ayes-1 No- Julien:Absent(Garofalo: No) 8. Pier Plaza jPier Fund) o $450,000 e Approved 5 A yes-1 No- Julien: Absent(Sullivan: No) 9. False Alarm Billing Costs - $5,.300 -Approved 6-0 with Repayment to Fund(Julien:Absent)] (City Council) City Council-City Department Head Workshop 1. (City Council) Discussion of City Council-Department Head Relations Discussion of communication titled Fundamental Priorities / i 2. (City Council) Review of Goals &Objectives of City Departments Review Goals &Objectives Handbook; also included is a communication from tiCouncilmember Harman dated 6/10/98 submitting five items for discussion (attached). j [Proposed changes to the 1997 City Council Adopted Goals and Objectives Document-Approved 6-0 (Julien:Absent)] Public Comments [None) COUNCIVAGENCY ADJOURNMENT: To Monday, June 29, 1998 at 6:00 P.M. in the Council Chamber, Civic Center, 2000 Main Street, Huntington Beach, California. CONNIE BROCKWAY,CITY CLERK City of Huntington Beach 2000 Main Street-Second Floor Huntington Beach,California 92648 Telephone: 714/53 6-52 2 7 Internet: http://www.ci.huntington-beach.ca.us (2) ` FUNDAMENTAL PRIORI, TES Participants were then asked to determine where they wanted to primarily focus their resources. The following areas were identified with specific actions that needed to be taken to ensure outcomes. Labor Relations (Ray Silver& Bob Franz) 1. Request clarification of city's position on PERS lawsuit 2. Complete current meet and confer process 3. Agree on managed competition model 4. Develop a plan for future labor relations, agreed to by all department heads 5. Re-type personnel rules, incorporating MOU language Employee Morale (Ray Silver&Mike Dolder) For this priority, participants were asked to identify the causes for low morale;the following reasons were identified: • Employee bashing • Distrust of staff work • Lack of tools and resources • Poor working environment • Micro-managing • Need to do more with less and lack of recognition • Ill-defined objectives • Different standards between departments • Public attitude toward government employees • Distrust of management 4 Lack of a contract ® Lack of incentives Participants were then asked to identify themes within these items;they realized that most of them were factors over which they had no control. They subsequently determined that they would be most productive on identifying factors over which they had control, and to identify actions to take accordingly. Those actions follow: 1. Intra-departmental social activities 2. Joint training programs and outside training opportunities 3. City-wide training program 4. Challenge employee bashing 5. Find ways to reward good employees 6. Each department develops action statements for improving morale and implementing those statements 7. Develop a shared action plan for improving morale, and implementing the plan Technologies (Mike Dolder& Ron Hayden) 1. Update Windows 95 and Office 97 2. Install new network 3. Identify business systems software replacement and funding 4. Imaging Successfully Complete Key Major Projects (Melanie Fallon,David Biggs,Daryl Smith) 1. Pier Plaza 2. Almeria 3. Home Depot 5 4. Edwards Hill 5. EIR for HCP 6. Dukes and Chimayo's 7. Huntington Seacliff 8. Airtech 9. Dynamic Cooking 10. Cambro expansion 11. Quicksilver 12.Waterfront DDA/DA 13. Seismic reliability study 14. Corporate sponsorship contract for Pier Plaza Performance Base&Program Budget(B. Fran4 M. Dolder,M. Fallon, R Hagan) 1. Develop model and training for writing performance standards 2. Agree on approach 3. Need organizational commitment 4. Develop the plan for implementation Team Building Between Departments (Ray Silver,Melanie Fallon,Daryl Smith) 1. Critique a past activity 2. Define how teams help each other, e.g., Community Development and Public Works 3. Define who the customers are 4. Define incentives for people to be team players 6 5. Develop opportunities for people across departments to work together-- nuisance task force and community policing Infrastructure Implementation (Rich Barnard& Daryl Smith) 1. Educate citizen advisory committee on ENT to facilitate public relations plan for Council and to develop public awareness 2. Identify new infrastructure funding via grants and other alternatives 3. Adopt a committee work program 4. Need to identify ongoing funding to support effort 5. Re-circulate IIMP to department heads for accuracy and completeness Note: An item for 1999 was to incorporate IW into City's overall economic development strategy. Help CounciMaff to he More Effective and Responsive(Ray Silver&Mike Dolder) 1. Restructure "H" item process 2. Develop a Staff/Council protocol 3. Council to call Department Heads on any items 4. Questions to staff in Council Chambers shall be directed through City Administrator 5. Meet directly with City Council members next morning to review actions at Council meetings 6. Request Council ask questions or make comments in non-accusatory fashion 7. Discuss with City Council members that when issues get out of hand at Council meetings,they should be deferred,with staff directed to return later 7 with requested information. If necessary, staff will meet with respective Council members to ensure that responses are accurate and complete. 8 PROPOSED CHANGES Objective 4 Make use of Technology so citizens can obtain information about the City (Le internet, electronic payments, business license, making payments for water service). (A/L-1 Task 1: Coordinate with the Mayor the Presentation portion of the City Council Meetings to highlight achievements by individual citizens, community organizations, our youth, city employees and others to build pride in our community. (a) Task 2: Construct an attractive Awards Display Case that will house awards and honors achieved by the City of Huntington Beach. (A) Task 3: Annually celebrate Community Development Block Grant week held in April by acknowledging the accomplishments of the CDBG program and the work of the citizens participating in neighborhood improvement projects. GOAD 12 Establish and Maintain Relationships with the United States Government, State of California, County of Orange, Cities of Orange County, local School Districts, and All Elected Officials, as Necessary, to Promote the Interests of Huntington Beach. Objective 1 Identify and communicate with primary contact persons at all levels of government to increase opportunities and enhance inter-agency communications. GOAL 13 Recognize Tourism as a Prominent Industry in the Future of Huntington Beach and Actively Seek its Promotion and Development. Objective 1 Enhance and encourage tourism into the community. (A/L-1) Task 1: Develop a program of fifty-two specific events per year at the Pier Plaza and adjacent city beach to accommodate all ages and attract tourists into our community. (an.-1) Task 2: Partner and support the placement of ads in national and regional publications to encourage tourism to Huntington Beach. (a✓L-- ..s i%-j:i:;i'::iii is+`' ;Y:isiitisi}:L`�•:jj:}:??•'f:?::'•iiii:'{':::sii::::iii:'•'4iii::::yiii:{:}:i:'hii`: ii:Y'.iiiii}isji::iii::{::tiiii::is ii:{{v'ii::ii:!:i%<:J':ii::i::iii:•.{'i:>YiFCt::::3'i::::ji:?:::?.::5:•i:•i}i:•ii:•:i:.....i:?- .i.!::;i':;is;::::-:::::'•:;:•'::::-::?:+':: v::::::::::.�:::::::w....: .. :.....?;ii'ii:::i;:i;:;iiii:;iiyi ..:...:. .:...�. Y:....::::..:..;..::.............;.. ... .. :::•.. ::. •::::.�::::::::::::•:::::::?:::::::::::::::w:::::v:n.: :. :ti::.it>r ijiiiiTiiiiiii:•ii:'v:iiijiiii:ii:%::iiii.'•:viiiiii i::iiii >::>::::>::>:trzixesha��-:::mee�n :::fa:c�l�ta.es•�:::and::;entertard:�en�s:.ela�l:::<::�n.. .... .r..::::.::::•::::;::.v:::::::::w::::::::::•:m::::.::::•::.vv.:•:.....,.:..:.::::::::::::::::::::•;h.r:v:::::v-S':?:v:i?•r L}Y:B+'C.isbiiiti?i.:vS:Li:Oi��ii:C?:?.ii:ii:????::ii?•.}•.:...:.�:::::.�:::::.. 12 Page 8 - Council/Agency Minutes—06/19/98 City Administrator Silver stated that he would return to Council on this issue. Performance Based Program Budget City Administrator Silver reported on Performance Based Program Budget including the subject of developing a model and training for writing performance standards: the need for organizational commitment, and the development of the plan for implementation. Team Building Between Departments Community Development Director Fallon reported on the subject of Team Building Between Departments. She stated that Boeing Company has an internal training team that will come to the city and make presentations. Councilmember Sullivan stated that he appreciates the ability to see difference of opinions between departments and did not like the previous process when different department opinions were not presented to Council. Proposed Change Of City Area Code Mayor Dettloff asked Councilmember Garofalo to be a member of the team that will attend a meeting that is planned to discuss the city's area code being changed from area code 714. Infrastructure Implementation Acting Public Works Director Daryl Smith presented a review of the Infrastructure Advisory Committee slide report titled Integrated Infrastructure Management Program Status Report dated June 19, 1998. The report covered the mission statement summary, process, work plan, current status, next phase, infrastructure grant process and infrastructure grant applications. Councilmember Garofalo recommended that the infrastructure meetings be televised on Cable TV Channel 3 and the City Administrator concurred. Councilmember Harman stated that he would like an update and minutes of the meetings as the committee's work is so critical. Help Council/Staff To Be More Effective And Responsive Discussion was held on the Fundamental Priorities item entitled Help Council/Staff To Be More Effective And Responsive. City Administrator Silver requested that Council call him on the day of the Council meetings to discuss questions. City Administrator Silver stated that if an item is not going well at a meeting he would ask that Council continue the item. 732 (2) 06/19/998 - Council/Agency Agenda - Page 2 4 : '-Urban--Forest-Adg-1 s�=(ParkAcquisiti®n anc!®eve/®pment - _ !rPPf�®VE®J_4:Ayes -2 Noes=Julien:: A6sent�(Bauer`Garofa/o: lVo).:=. _ -: - 5. City Treasurer Staffing $3,500 -Approved with Repayment to Fund Approved 6-0 (Julien: Absent) 6. ®i/ Well Maintenance - $39,000 Approved with Repayment to Fund-Approved 6-0 (Julien: Absent) 7, Lena/Costs - (L.iabi/i Fund) $3®0,000 -Approved 5Ayes-1 No- Julien: Absent(Garofalo: No) 8, Pier Plaza (P®er Fcrndt - $450,000 -Approved 5Ayes-1 No- Julien: Absent(Sullivan: No) 9. Fa/se Alarm Billing Costs - $5,300 --Approved 6-0 with Repayment to Fund(Julien: Absent)] (City Council) City Council-City Department Head Workshop 1. (City Council) Discussion of City Council-Department Head Relations Discussion of communication titled Fundamental Priorities 2. (City Council) Review of Goals &Objectives of City Departments Review Goals & Objectives Handbook; also included is a communication from Councilmember Harman dated 6/10/98 submitting five items for discussion (attached). [Proposed changes to the 1997 City Council Adopted Goals and Objectives Document-Approved 6-0 (Julien:Absent)] Public Comments [None] COUNCIUAGENCY ADJOURNMENT: To Monday, June 29, 1998 at 6:00 p.m. in the Council Chamber, Civic Center, 2000 Main Street, Huntington Beach, California. CONNIE BROCKWAY,CITY CLERK City of Huntington Beach 2000 Alain Street-Second Floor Huntington Beach,California 92648 Telephone: 7141536-5227 Internet: http://www.ci.huntington-beach.ca.us (2) 4 2 - --06/1-9/98 -Council/Agency Agenda - Page 2 i ( ) - -- - 4 =Urban F®restAr�a/ srj�r�®(ParkAcgcEr®siti®rt and Development Fuii� - ®_®®® .[�PPR®1/E®J4yes 2 Noes- 7ulien:; �_ Absent(Bauer;Garofa/o;;lVo) 5. City Treasurer Staffin $8,500 -.Approved with Repayment to Fund Approved 6-0 (Julien:Absent) 6. Cil Well Maintenance e $3Z&000-Approved with Repayment to Fund-Approved 6-0 (Julien:Absent) 7, Leda/Costs- (Lia&A Fund) - $300,000 ®Approved 5 Ayes-1 No- Julien:Absent(Garofalo: No) 8, Pier Plaza (Pier Fund) e '450,000 m Approved 5Ayes-1 /Vo- Julien. Absent(Sullivan: No) 9. False Alarm Billing Costs - $5�300 -Approved 6-0 with Repayment to Fund(Julien:Absent)] (City Council) City Council-City Department Head Workshop 1. (City Council) Discussion of-City Council-Department Head Relations Discussion of communication titled Fundamental Priorities j 2. (City Council) Review of Goals & Obiectives of City Departments Review Goals &Objectives Handbook; also included is a communication from Councilmember Harman dated 6/10/98 submitting five items for discussion (attached). [Proposed changes to the 1997 City Council Adopted Goals and Objectives Document-Approved 6-0 (Julien:Absent)] Public Comments [None] COUNCIUAGENCY ADJOURNMENT: To Monday, June 29, 1998 at 6:00 p.m. in the Council Chamber, Civic Center, 2000 Main Street, Huntington Beach, California. CONNIE BROCKWAY,CITY CLERK City of Huntington Beach 2000 Again Street-Second Floor Huntington Beach,California 92648 Telephone- 714/536-5227 Internet: http://www.ci.huntington-beach.ca.us (2) � w - rt What is a pothole? A pothole is a depression or hole in the surface of a street. What causes potholes? When a street is not properly maintained, the surface cracks; thereby permitting water to seep into the base material beneath the street. Wet base materials become weak and unstable. Therefore, the weight of a vehicle, driving over a weakened surface, will break the pavement thereby creating a depression and/or hole commonly referred to as a "pothole". Why are 2otholes a problem? In addition to destroying streets, potholes can be a health/safety hazard, causing damage to vehicles and are visually unattractive. How serious is the Cites problem? In 1996, the City initiated a preventive maintenance program for residential streets. As a result, the City's local streets are only moderately potholed. However, there is no preventive maintenance program for arterial streets and alleys. Therefore, many of these streets are severely potholed. How are potholes reported? Potholes are reported to Public Works Maintenance Division by residents and City employees. Potholes can be reported to the City's Public Works Maintenance Facility 24 hours/day, 365 days/year by telephoning the hotline at (960-8861). 1 B w rl How are potholes repaired? Potholes can be temporarily filled with compacted asphalt. A one square foot pothole typically requires 15 minutes to repair. However, temporary repairs, typically done during inclement weather are short-lived. Therefor permanent repairs are the more desirable. Permanent repairs, require the removal/replacement of the damaged street section including the base materials. A typical one square foot pothole can be repaired in 45-60 minutes. Are potholes prioritized as part of the rej2air2rocess? Yes. All reported potholes are inspected within 24 hours. Those potholes determined to be a health and safety hazard are repaired immediately. All other potholes are grouped and repaired, as time permits. Additionally, pothole repairs are prioritized according to location. That is to say, potholes on arterial streets are repaired first followed by residentials and then alleys. Can the length of time between the reporting of a pothole and the repairs be im,groved? Yes, two employees assigned to the street maintenance repair program have been out the entire year due to long term disabilities. Their absence from work has resulted in a slower response time to pothole repairs. Although staff from the City Attorney's Office, Administrative Services and Public Works have worked to resolve this issue, both employees still have not returned to work. Therefore, pothole repairs will require more time. Additionally, this year's El Nino rains of 31 plus inches have resulted in a substantially large number of potholes throughout the entire street, highway and alley system. 2 4 w d M 'WWftM0 OEPT.�r PUeLlc WORKS To: Don Noble From: Karen Foster M A Y � '9 CC: Daryl Smith NvN-r1NcTC)N SEgcH CA Date: 05/21/98 Re: City Potholes Pursuant to our conversation, the following are the statistics for the number of liability claims filed against the City of Huntington Beach due to personal injury and/or property damage as a result of potholes in the city streets. Period Number of Claims Cost to the City FY 95-96 7 0 ' FY 96-97 4 $535 FY 97-98 6 $2,170 * One litigated claim pending due to personal injury. The other claims filed in 95/96 were denied and tendered to the contractor working in the area of Ellis & Gothard. o Page 1 ** REVISED ACTION ***(F-1(1), F-1(3), #4) AGENDA CITY COUNCIL/REDEVELOPMENT AGENCY CITY OF HUNTINGTON BEACH ADJOURNED REGULAR MEETING FRIDAY, JUNE 19, 1998 12:00 Noon Huntington Central Library 7111 Talbert Avenue Rooms C & D Huntington Beach, California Call City Council/Redevelopment Agency Meeting To Order Roll Call Julien, Harman, Green, Dettloff, Bauer, Sullivan, Garofalo [Present-Julien:Absent] [Clerk read several Late Communications] F-1. (City Council) (Continued from 61151981 Review And Approval Of Mid-Year Budget Report And Budget Amendments For Fiscal Year 1997198 (320.20) Communication from the Deputy City Administrator-Administrative Services Director presenting several amendments to the 1997/98 Budget based on a mid-year review of departmental needs Recommended Action: _1..,��-Approve�antncrease to�the'�GeneralFund`Budget`m_theamount of� ;`T4���'_��, 4= and 2. Approve an increase to the Liability Self-Insurance Fund of$300,000, and y�o ql`®6/�=at7 6/1GL'�e�S�°_t�=t�7e'-�e�l"f-e�C t!%S%tl®�-a19� ...... - D elo n�ent; ndo 1®f '= - -s�PPRO{/E® _ 4. Approve the transfer of$450,000 from the Pier Fund to the Pier Plaza Fund, and 5. Approve the transfer of$3.3 million from the General Fund to the Capital Improvement Fund. [Approved 6-0 (Julien:Absent)] [1. Training for the Safe Streets Now Pro gran' -Approved 5Ayes-1 No- Julien: Absent(Garofalo: No) 2, 1'nforrnation Systems Needs -Approved 5Ayes-1 No- Julien: Absent(Garofalo No) 3. Pluf"ftop Sike Path Relocation - $20,0®0 - Failed 4 Noes- 2 Ayes- Julien:Absent(Green, Harman:Aye) x , 4 i (2) 06/19/98 - Council/Agency,Agenda - Paqe 2 4 ;_=1(/rball ForestAaa/ s =_(ParkAgquisition and®eve%pment' .[ hid VED 4;A es= 2"Noes Julien:: - - _ . 5. City Treasurer Staffing -$8�.5'00 -Appro ved with Repayment tc Fund Approved 6-0 (Julien:Absent) l 6. Oil Well Maintenance o $39,000--Appro ved with Repayment to ` Fund-Approved 6-0 (Julien:Absent) 7. Legal Costs-- (Liabili Fund - $3=000-Approved 5Ayes-1 t No- Julien:Absent(Garofalo: No) 8. Pier Plaza (Pier Fund) - $150,000 ®Appro ved 5 Ayes-1 No- Julien:Absent(Sullivan: No) 9. False Alarm Billing Costs - $5,300 --Approved 6-0 with Repayment to Fund(Julien:Absent)] { (City Council) City Council-City Department Head Workshop 'la (City Council) Discussion of City Council-Department Head Relations I Discussion of communication titled Fundamental Priorities 2. (City Council) Review of Goals & Objectives of City Departments Review Goals & Objectives Handbook; also included is a communication from Councilmember Harman dated 6110/98 submitting five items for discussion (attached [Proposed changes to the 1997 City Council Adopted Goals and Objectivl, Document-Approved 6-0 (Julien:Absent)] i Public Comments [None] i 3 COUNCIUAGENCY ADJOURNMENT: To Monday, June 29, 1998 at 6:00 p.m. in the Courr Chamber, Civic Center, 2000 Main Street, Huntington Beach, California. CONNIE BROCKWAY,CITY CLERK City of Huntington Beach 2000 Main Street-Second Floor Huntington Beach,California 92648 Telephone: 7141536-5227 Internet: http://w-vw.ci.huntington-beach.ca.us (2) '9 L LD CITY OF HUNTINIGTON EACH HUNTINGUM BEACH CITY COUNCIL COMMUNICATION ITEMS HAVING BUDGET IMPACT SUBMITTED BY RALPH BAUER 6/19/98 1. Pothole filling program 2. Beach access at Seapoint&PCH 3. Code enforcement personnel 4. Youth sports facilities 5. Hoover-Gothard connector 6. Intersection de-bottlenecking 7. Anticipation of infrastructure needs 8. City beautification on the inland side of PCH 9. NESI dump site clean-up 10. Huntington Harbor clean water 11. Flood control 12. Beautification of City entrance venues' 13. Neighborhood block wall beautification 14. Meridian landscaping 15. North Beach landscaping 16. Linear Park 17. Long term tourism promotion 18. Park bench program 19. Bus shelter program 20. Self sufficiency of parking structure 21. Central Park grand stand 22. Huntington Beach High School pool 23. Job Center 24. New Senior Citizen Center 25. Sully-Miller Lake. 26. Reimbursement District 27. Flooding of PCH below Seapoint 28. Tree Master Plan 29. Computer communication high tech upgrade 30. New Police dispatch facility 31. Pool at Ocean View High 32. South Beach improvements 33. Pier buildings 34. Replenishment of various funds 35. List of unfunded and underfunded liabilities and projects (attached) 36. More aggressive collection of monies due the City 37. Review of Risk Management Program and BICEP membership 38. Pavement cut Ordinance 39. Relationship with PCTA 40. Independent audit function(see attached) Attachment 12 Unfunded and underfunded Liabilities/Projects -------- -- illx UnderFunded Liabilities Liability Fund $6,067,000 Unfunded/Underfunded as of 9/30/97 Potential Litigation 1,200,000 Worker's Comp. fund 5,535,000 Unfunded/Underfunded as of 9/30/97 Equipment Replacemnt Fund 7,000,000 Estimated Underfunded amount per IIMP Supplemental Retirement Fund 5,592,000 Unfunded amount as of 9/30/97 Sub-Total $25,394,000 lInformation Systems Computer Systems Upgrade $3,500,000 Optical Imaging Hard/Software/training 170,000 Remote Acess Hardware/Software 30,515 Disaster Recovery Service Plan 82,632 Division Vehicle(Iffosys) 20,000 Citywide Internet Access 204,400 Sub-Total $4,007,547 Fire Department Driveway Replacement $30,000 Fire Station Roof Replacements 11,000 Fire Station#2 Settling Repairs 75,000 Fire Station#3 Modifications 75,000 Fire Station#5 Captains Office 9,000 Fire Station#5 Captains Office 15,000 Fire Station 44 Turnout Lockers 8,000 Personal Projector 8,000 (12)Pentium Computers 40,000 City Hall Fire Sprinkler System 750,000 Install a fire prevention system. None exists. Sub-Total $1,021,000 Police Department Conference Room 25,000 Private meeting for executive management. Front Desk Remodel 20,000 Improve security by adding windows/doors. Expand Property/Parking Area 975,000 Provide needed space and parking. Police Dispatch System 700,000 Estimated unfunded amount Sub-Total $1,720,000 Community Services Replace Trash Bin. $8,500 Equipment rusting and deteriorated. Beach Service Road Repair 35,000 Deteriorated road presents a liability to City. Beach Maintenance Security Fence 3,000 Storage lot at Newland/Edison Plant. Pier Deck Sealing 60,000 Improves effectiveness of maintenance. Edison field 100,000 South Beach Improvements 4,000,000 Youth Sports Fields 2200000 Sub-Total li $6,406,500 1 ova Ol Unfunded Page 1 of 2 5/28/98 i Attachment 12 Unfunded and Underfunded Liabilities/Projects Pnblic Works - Maintenance Projects Civic Center Reseal/Paint $250,000 Repair, reseal, &paint Civic Center Complex. Civic Center Chillers/Cooling Tower 500,000 Required replacement of R-I I Chillers. Civic Center Fire/Security System 200,000 Install system in City Hall Civic Center Roof Replacement 250,000 25 year old roof has passed life expectancy. Central Library Roof Replacement 180,000 23 year old roof has passed life expectancy. Central Library Boiler Replacement 40,000 Aging boiler needs replacement. Main Street Library Heating System 56.000 Aging system fails and damages facility. Sub-Total $1 476 000 Total One Time Needs $40,025,047 Unfunded/Underfunded Liabilities &Projects Public Works- Unfunded Annual and/or multi-year Maintenance Needs Central Library Carpet Replacement $20,000 Replace areas of deteriorated carpet. Central Library Air System 10,000 Clean system-reduce energy/maintain quality Civic Center Plaza.Area Repairs 15,000 Replace damaged and sunken concrete. Civic Center Carpet Replacement 20,000 Replace areas of deteriorated carpet. Civic Center Acoustical Tile Ceilings 17,000 Replace areas of deteriorated ceilings. City Yard Heaters 20,000 Replace inefficient and costly to repair system. City Yard ADA Compliance 20,000 Modifications mandated by Federal Law. City Yard Air System 20,000 Clean system-reduce energy/maintain quality City Yard Carpet Replacement 10,000 Replace areas of deteriorated carpet. City Yard Roof Replacements 50,000 25 year old roofs have passed life expectancy. City Yard Ceiling/Lights 15,000 Replace deteriorated ceilings and lights. Wastewater Manhole Repair 130,000 Repair&strengthen manholes. Wastewater Lift Station Repair 450,000 Repair lift station deficiencies. Wastewater Pipeline Repair 570,000 Repair lines in danger of failure. Highway Landscape Irrigation 50,000 Continue installation of automated systems. Underfunded Annual Needs $1,417,000 IIMP list of Unfunded Needs Sewers $140,000,000 20 year unfunded needs -per IIMP Sidewalks 20,000,000 20 year unfunded needs -per IIMP Block Walls 1,000,000 20 year unfunded needs -per IIMP Alleys _ 7,000,000 20 year unfunded needs -per IIMP Street Trees 7,000,000 20 year unfunded needs -per IIMP Buildings 26,000,000 20 year unfunded needs -per IIMP Drainage Pump Stations 14,000,000 20 year unfunded needs-per IIMP Street Lighting/Traffic Signals 9,000,000 20 year unfunded needs -per IIMP Residential Street Rehabilitation 26,000,000 20 year unfunded needs -per IIMP Artertial Highways 21,000.000 20 year unfunded needs -per IIMP Sub-Total $271,000,000 aye Unfunded Page 2 of 2 5/28/98 Peat MarwlCk LLP 1897.1997 Center Tower Telephone 714 850 4300 Telefax 7.14 850 4488 650 Town Center Drive Costa Mesa, CA 92626 April 14, 1997 RE Cg Mayor Ralph Bauer City of Huntington Beach APR 8 1997 2000 Main Street Huntington Beach, CA 92648 Gi-,of h ant` ty '01 e6110 Dear Mayor Bauer: Regarding Independent Audit Function I enjoyed our recent meeting to discuss the needs you foresee from an independent accounting firm. As we discussed at that meeting, the City attorney has taken the position that the City's auditor is not sufficiently independent to perform any of the services for the City. We feel that the services you outlined in our meeting are of great importance and may well have a significant economic payback to the City. We also understand that you are interested in promoting efficiencies, performance measurement and other progressive management techniques designed to enhance accountability, increase the value of municipal services in relation to the tax dollars received and enhance the quality of service provided. We would like to be a resource to you as you explore and pursue available options to realize these improvements. Accordingly, KPMG Peat Marwick has declined to proposed a renewal of the City's audit contract. While we understand that City management was very pleased with our level of service, we believe we can bring more to the City by providing management advisory assistance. In the spirit of sharing some of out resources with you,I have attached a recent thought piece concerning the transformation of governments to the 21 st century. It articulates some of the most important issues which the City of Huntington Beach is facing and will face in the coming years. There are also a number of quotes which you may find to be useful as you promote these progressive concepts to the community. Finally, to continue our discussion of specific needs which you believe the City may have, I am also attaching a summary of the related services which we could provide. As an International Firm,we have resources in a vast array of areas and they can quickly and effectively be brought to bear to meet the City's needs as they arise. Member Firm of �`'`- KPMG IMemaho-1 r Peat Marwick LLP Mayor Ralph Bauer City of Huntington Beach April 14, 1997 Page 2 If you do not object, I may periodically send you additional information on new techniques, which are being effectively used by other entities as they come to my attention. I hope we will have an opportunity to be of service to you in the near future. Very truly yours, KPMG Peat Marwick LLP Margaret J. McBride Partner MJM/tg/4171 cc: Mr. Robert Franz Mr. Dan Villella CITE'OF HUNTINGTON BEACH Description of Revenue Enhancement Services Assess Business Unit Financial Performance The City receives revenues from various businesses in the form of a percent of profit, a percent of gross receipts and variations of those statistics. It is in the City's interest to ensure that such business are not only properly calculating these payments, but also are maximizing their financial performance. KPMG routinely provides services designed to ensure that calculations supporting payments to municipalities are supported by the business's books and records. In addition, we have Performance Improvement Consultants who specialize in a great number of areas, such as transportation, utilities, telecommunications,hospitality(hotel/restaurants), real estate, financial institutions and retail, to name a few. These specialists can perform a diagnostic assessment of a business to assist in evaluating the business as a profitable venture or to provide recommendations for enhanced financial performance. A diagnostic assessment is limited in scope, time and, accordingly,professional fees. It is designed to quickly focus on areas where significant improvement opportunities exist. Maximize Revenue from Contracts for Use of City Facilities As an international firm with offices around the world,we have personnel who are specialists in evaluating potential real estate transactions (purchase, lease, etc.)not only for our clients but also for our internal use. These professionals are knowledgeable of current strategies for maximizing return on facilities as well as potential pitfalls which may ultimately be costly to the lessor. Review Rental Charges for Use of City Facilities to Ensure Cost Recovery In addition to a review of the initial lease or contract for use of City facilities, it is important to ensure that rental charges and fees fully recover the City's costs, or that a conscious decision is made to subsidize these endeavors. Our Cost Allocation and Productivity specialists are trained to evaluate cost allocation methodologies and to recommend revised methodologies designed to maximize cost recovery. These services may well be important to the City as it deals with Proposition 218 issues. Evaluate Other Operational Contracts for Sound Business Practices Similar in concept to the review of potential lease and acquisition agreements, the City may consider operational contracts which should promote sound business practices. It is in the City's best interests to ensure that such contracts are reviewed for omissions, unduly complex provisions, or terms which either cost the City unnecessarily or fail to maximize revenues. Examples of areas to be reviewed include frequency of reporting and remittance of franchise, lease, or percent of profit payments to the City, access to contractor records to verify compliance with contract terms, adequacy of information to assess continued desirability of entity as a Mayor Ralph Bauer City of Huntington Beach April 14, 1997 Page 4 contractor to the City, duration of contract, insurance provisions, and similar provisions. All substantial contacts to which KPMG is a party are reviewed by our contract specialists. These professionals have expertise in a wide variety of areas and provide an analysis that considers operational and financial ramifications. Evaluate Alternatives for Disposition of City-Owned Assets We are frequently requested to consider options for disposition of school sites and city-owned property. KPMG has assisted potential sellers of businesses to find the right buyer and the best price for their assets. The best price encompasses not only the consideration paid but the timing of the payments,related employment agreements, future use agreements and other factors important to the seller. Sometimes these analyses included our economic development consultants, when the potential exists to benefit from an alternative use of the asset. At other times, we assist in determining the value of the asset, developing a strategy to market the assets, identifying qualified buyers on a very discreet basis, and helping the client evaluate offers. Develop Cost and Revenue-based Performance Measures Performance measurement is critical to performance improvement and demonstrating accountability. We assist clients in: • correlating individual goals to departmental and City missions and goals • developing key performance indicators to monitor progress toward achieving goals, especially goals of cost reduction or revenue expansion • developing systems to provide performance data on a routine basis • obtaining date from peer agencies to facilitate benchmarking • analyzing and evaluating the results. These services frequently include Activity Based Costing and they provide support for resource allocation decisions, outsourcing analyses and areas whose performance suggest that reengineered processes and systems may be cost beneficial. These services also can form the basis for performance budgeting and pay for performance programs. Assess Effectiveness of Treasury Collections Function The City Treasurer is not the sole collector of municipal revenues. Acceleration of cash collections and the ultimate deposit into an interest-bearing account is frequently a fairly simple way to enhance revenues. As a firm with a long history of experience studying municipal Mayor Ralph Bauer City of Huntington Beach April 14, 1997 Page 5 cashiering practices,we can provide an assessment of the effectiveness of the Huntington Beach treasury function and the efficiency of its cash collection and deposit processes. Billings and Collections of Accounts Receivable In addition to expediting the deposit of revenues, it is important to expedite collections by also expediting the billings. Prompt billing encourages timely payment and reduces the likelihood of ultimate uncollectibility. We at KPMG have countless man years of experience reviewing various billing alternatives, from manual to automated to strategic. We can assist the City in ensuring that it receives all the revenues to which it is entitled. Assist in Implementation of Centralized Treasury Collection Function The Treasurer's Office is usually the location,of effective internal control procedures destined to ensure the proper collection, deposit and recording of municipal revenues. Outlying departments specialize in fire protection or law enforcement or health care or other missions which are of great importance to the citizenry. However,they do not always specialize in maintaining the level of effective, control-conscious procedures which promote financial accountability and maximize revenues. Based on our experience working with a variety of other organization, we can assist the city in developing a plan and implementing a system to centralize cash collections, if deemed beneficial. Internal Audit Outsourcing Public entities are becoming increasingly aware of the need and demand for accountability. The external audit is a service limited to providing an independent opinion on the organization's financial statements. Internal audit is evolving from a detailed financial and compliance service to a service that evaluates operating efficiencies and effectiveness as well. Only the largest of governmental agencies find it cost effective to retain the variety of skills required to function in diverse financial, compliance and operational areas-KPMG's approach to outsourcing internal audit combines the depth and variety of our Finn's skills with the diligence and insights of our client's staff. Benefits to our clients include greater ability to control staff size to tailor-fit the project at hand, in-depth specialized skill sets brought to bear on the project and, frequently improved productivity. Mayor Ralph Bauer City of Huntington Beach April 14, 1997 Page 6 Medical and Workers Compensation Claims System Review Our clients' health benefit and workers compensation costs represent a significant and growing percentage of overall operating expenses and, as such,warrant careful review. A Claims System Review assesses the accuracy, efficiency and effectiveness of the administrator's performance in processing and avoiding claims. The review includes an on-site walk-through of the administrator's processing operations, a detailed, statistically valid review of a sampling of claims to determine payment accuracy and process timeliness, a review of injury prevention practices, a report of our findings, and practical recommendations for improving the claims processing function of our clients' programs. Popular Reporting Popular Reporting provides a way to highlight the most critical issues of government in a straight forward way. The report format will help readers quickly understand where resources were spent,what outcomes were achieved and how efficiently the services were provided. Popular reporting is especially powerful in communicating results to both internal and external constituents in a clear,meaningful, and above all,useful manner. Perhaps most importantly, it helps focus the public on core issues in government. We can assist our clients in preparing clear, meaningful popular reports for use by constituents, management and others interested in the effectiveness of city government. T e&.,. n ier Update: • CityNet Upgrade - Windows 95 - Office 97 - New network • Business Systems Replacement • Im aging CityNet Upgrade (Steps Completed 6/98) ■ 1 . Replacement of old PCs ■ 2 . Memory upgrades for remainder 1 CityNet Upgrade (To Be Completed 7/98) ■ 3 . Migration to Windows 95 or NT ■ 4. Migration to Office 97 ■ Industry standard CityNet Upgrade (To Be Completed 9/98) ■ 5 . Migration to Outlook ■ Replaces B-mail & on-time for e-mail & scheduling ■ 6. Additional servers + upgrade to Windows NT based network ■ Provides back-up & more- computer power ✓ Results: • Additional users • CityNet is faster & more dependable 4 Business Systems Replacement -- Completed 6/98 ■ 1 . Data communications processor has been upgraded . . Provides mainframe to use modern protocol 5 Bus"ine.cft;ss Replacement (TO Be Completed 9/98) ® 2 ® Year 2000 r l Pee will be corrected . .......... �4 6 Business Systems Replacement (Steps remaining) ■ 3 . The mainframe is 10 -yeal-5olal & obsolete, with dead-end software. The hardwire & software must be replaced . . This is a FY98/99+ goal . Cost: $3 .5 Million This will require City-wideq • cooperation departmental involvement J Optical Imaging Objective: get paper in digital format • more accessible • efficient • retrievable — (Steps remaining) ■ 1 . Integration with Police Dept. grant ■ 2 . Phase I. selected workstations [ 1998] ■ 3 . Phase II, refinement and expansion [ 1999] ■ 4 . . Phase III, complete implementation [2000] 8 ti City of Huntington Beach COUNCIL -ADMINISTRATOR COMMUNICATION HUNTINGTON BEACH TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS FROM: MICHAEL T. UBERUAGA, City Administrator SUBJECT: FYI - CITY COUNCIL PRIORITIES, SERVICE AREAS, & GOALS,AND OBJECTIVES DATE: August 22, 1997 Attached for your information, are the results of your Budget Exercise of last year identifying City Council priorities and service areas. Also attached are the most recent Goals and Objectives adopted by the City Council at the June 16, 1997, City Council Meeting. MTU:skd 0027375.01 08/22/97 10:27 AM City Council Goals and Objectives 1997-99 Foreword to Goals and objectives: The anticipated completion of each goal(where applicable), objective and task is identified by the following legend so the Council's effectiveness in meeting its goals and objectives can be measured. (A), Annual: Denotes an objective or task that is anticipated to take only the current year to complete. (L-T), Long term: Denotes an objective or task that is anticipated to take longer than the current year to complete and can not be evaluated effectively on an annual basis. (A/L-T),Long term with annual elements: c Denotes objectives or tasks that are longer in nature than a single year but have elements that can be completed and evaluated in any single year. r.� ,y O C {x �rn rV `'T�m GOAL, 1: Maintain a sale community. Objective t: Help maintain a safe and secure community by providirlg" quality public safety services with the highest professional standards. (ur) Task 1: Continue the Police Department's implementation of the five-year plan facilitating a partnership between the Police Department and the community to work together in addressing crime and safety- related issues through Community Oriented Policing (COP) and Problem Oriented Policing (POP). (A/L-T) Task 2: Provide directed law enforcement efforts to develop solutions to long term community issues and provide regular status reports regarding identified problem areas in the community (e.g. Nuisance House Task Force). (L-T) Task 3: Identification and development of a Job Center for"day workers." (L-T) Task 4: Identification of a site and development of a new gun range. (A/L-T) Objective 2: Strengthen code enforcement and other related activities where necessary to avoid a deterioration of quality of life. (A/L-T) r c City Council Goals&Objectives 1997-99 Task 1: Complete the City's Housing Survey. (a/L-T) Task 2: Implement weekend code enforcement.(a) Task 3: Implement volunteer Code Enforcement Program. (A/L-T) Objective 3: Provide an emergency management system capable of coordinating mitigation, preparedness, response and recovery aspects for all types of major emergency situations. (L-T) Task 1: Conduct Emergency Operating Center(EOC) management and Standardized Emergency Management System (SEMS) training on a city wide basis. (an-T) Task 2: Continuously provide comprehensive disaster preparedness training to general public, schools, businesses, special needs groups and amateur radio volunteers. (ail.-T) Task 3: Update the city's disaster plan and operations plans to meet State of California requirements. (a) Task 4: Continuously update and improve the EOC as a result of emergency exercises and real life situations using critiques. (A/L-T) Objective 4: Provide fire coverage for the community in accordance with the following: a) Arrival of first engine company for fire/rescue and medical aid within five minutes, 80 percent of the time and in all cases within ten minutes; b) Arrival of first ladder company within ten minutes, 98 percent of the time and in all cases within 15 minutes, c)Arrival of first paramedic unit within five minutes, 80 percent of the time and in all cases within ten minutes. (L-T) Task 1: Maintain the current Emergency Response control system. (a) Task 2: Improve emergency response routes and traffic control system (e.g. Opticoms). (aiL-T) Final 2 6/10/97 i City Council Goals&Objectives 1997-99 Task 3: Improve emergency response coverage and response times by providing for a new Edwards Fire Station and engine company. (L-T) Task 4: Relocate fire company to a new Graham Fire Station. (L-T) Objective 5: Ensure that design standards which incorporate public safety concerns within public and private development are considered as part of the development review process.(e.g. Linear Park). (A) Objective 6: Develop long-term 4th of July community protection strategy. (A) Objective 7: Develop sub-station funding/operation alternatives. (A) Objective 8: Explore FireMed enhancements/marketing opportunities. (A) GOAD, 2: Assure long-tern adequacy of the city's infrastructure facilities. Objective 1: Develop a long-term financial strategy that identifies the financial resources to supportthe infrastructure in the most effective and efficient manner.(A/L-T) Task 1: Update the City's Five Year Capital Improvement Plan (included within the IIMP). (A) Task 2: Staff will work with the Finance Board and Public Works Commission to develop funding options and recommendations for the IM. (A) Task 3: Seek creative approaches for Public/Private partnerships for construction/maintenance efforts of public facilities. (A/L-T) Objective 2: Complete, adopt and execute the Water Master Plan.(A/L-T) Final 3 6/10/97 City Council Goals&Objectives 1997-99 Objective 3: Annually present to the City Council an infrastructure inventory for Buildings, Water, Sewer, Flood Control, Bridges, Streets and other improvements within the public right-of-way. (A) Objective 4: Consider increasing the resources allocated for the slurry seal program. (A) Objective 5: Ensure reimbursement of Holly Seacliff public improvements and monitor timing of implementation with unit development schedule. (A/L-T) Objective 6: Complete physical improvements on Main Street between Garfield/Yorktown. (L-T) GOAL 3: Enhance and maintain the environmental quality of the community. Objective 1: Implement the approved Huntington Central Park Master Plan which includes open space and recreational opportunities. (A/L-T) Task 1: Complete Environmental Impact Report on the Huntington Central Park Master Plan. (A) Objective 2: Resolve the Bolsa Chica question by identifying the maximum extent of open space acquisition and then following, as appropriate, reasonable housing density on the mesa. Develop a Bolsa Cluca program which maximizes benefits to residents of Huntington Beach.(A L-T) Objective 3: Implement the approved South Beach Master Plan and Pier Plaza Master Plan which includes separating bicycle/pedestrian trails, building new public restrooms, improving the parking, and installing new landscaping. (A/L-T) Task 1: Develop an appropriate funding method for the capital improvements. (A) Final 4 6/10/97 City Council Goals&Objectives 1997-99 Objective 4: Review the City's environmental review process to ensure timely and adequate processing under the law while also maintaining the highest environmental quality for the City. (A/L-T) GOAL. 4: Improve the city's long-term transportation system and integrate it into the regional system as it evolves. Objective 1: Continue to implement the polices found in the city's Transportation Master Plan and to work with the Orange County Transportation Commission to insure that the local transportation system is integrated into the regional system. (A/L-T) Task 1: Implement the Traffic Signal Installation Plan. (A/L-T) Task 2: Complete the Gothard-Hoover Connection. (A/L-T) Task 3: Complete the Yorktown Avenue Vertical Alignment. (A/L-T) Task 4: Complete the Edinger Avenue -Beach Boulevard Improvements. (A/-T) GOAL 5: Establish policies and strategies to ensure a viable business environment throughout the community. Objective 1: Enhance property and sales tax by invigorating downturn business areas such as the Huntington Center and Downtown. (L--o Task 1: Work with mall owners to assist their efforts to re-tenant the mall with more upscale, unique mix of regional retail tenants. (A/L-T) Task 2: Retain specialized assistance to work with Downtown property owners to attract best mix of retail tenants to area. (A/L-T) Objective 2: Give equal attention and consideration to both the city's economic issues and city's environmental issues.(L-T) Final 5 6/10/97 City Council Goals&Objectives 1997-99 Task 1: Implement the Proposed Economic Element of the General Plan. (A/L-T) Task 2: Implement the Huntington Beach Redevelopment Plan. (L-T) Task 3: Address neighborhood strip center zoning and land use. (L-T) Objective 3: In order to promote business and create new jobs, develop an aggressive program that would use entrepreneurial approaches to attract and retain commercial and light industrial businesses, high-tech manufacturing and retail businesses.(L-T) Task 1: Actively meet and talk with local businesses to encourage and assist in their expansion. (A/L-T) Task 2: Implement a program to maintain contact with major property owners regarding new development opportunities and coordinate development team. (A) Objective 4: Encourage residents and visitors to "Shop in Huntington Beach" as a means of increasing city's sales tax revenues. (A/L-T) Task 1: Continue the program to educate residents of the importance of local sales tax, expand education to include opportunities for local purchasing, including information in utility bills, letters from the Mayor/Council to households, letters in cooperation with the Huntington Beach Automobile Dealers, and advertisements in the Sands Magazine. (A/L-T) Task 2: Cooperate with local merchants in promotional events which ' encourage local sales.(A/L-T) Objective 5: Complete revitalization of the downtown.(A/L-T) Task 1: Develop a Block 104 strategy. (A/L-T) Objective 6: Ensure high prioritization in the processing of development projects which bring the highest economic benefit to the City. (A/L-T) Final 6 6/10/97 City Council Goals&Objectives 1997-99 'ask 1: Review the existing entitlement process and develop recommended changes that can reduce the number of Conditional Use Permits processed. (a/1-T) GOAL 6e Adequately address the city's human issues and recognize their importance to preserving the health and safety of the community. Objective 1: Continue the city's strong commitment to the city's senior citizen, at risk youth and disabled populations.(L-T) 'ask 1: Complete Americans with Disabilities Act Improvements at the Edison and Murdy Community Centers and the City Gym and Pool.(A/L-T) Objective 2: Develop a Huntington Beach Collaborative that will bring together public and private organizations to address community human needs and seek grant funding opportunities to advance those efforts. (A) GOAL 7: Provide for diverse housing stock throughout the community and maintain the quality of housing stock. Objective 1: Provide quality housing stock for seniors by ensuring access to affordable housing, mobile home residence, and high-rise senior housing. (L-T) Objective 2: Work toward encouraging a balanced housing stock which will serve all segments of our community. (L-T) Task 1: Finalize and adopt the City's Housing Element. (a/1 T) Task 2: Continue program to produce new units and rehabilitate existing units to guarantee long-term affordability. (A/L-T) Task 3: Finalize and adopt Affordable Housing Ordinance. (a/L-T) Objective 3: Continue to Improve both the building inspection process and compliance with city codes.(A/L-T) Final 7 6/10/97 City Council Goals&Objectives 1997-99 GOAL 8: Maintain and continually improve organizational effectiveness. Objective 1: Develop a general and specific vision for the city and its projects and transmit this to the staff and community for their input. Iterate as many times as necessary to reach consensus.(L-T) Task 1: Add Council input in City Newsletter. (A) Objective 2: Continue to maximize the effective use of volunteers in the city.(A/L-T) Task 1: Utilize the Volunteer Coordinator at the Rodgers' Senior Center to recruit and train volunteers for all city programs with primary emphasis on seniors' outreach. (A/L-T) Task 2: Recruit and expand additional adopt-a-beach volunteers for off- season beach maintenance through the Simple Green-sponsored Adopt-a-Beach Program.(A) Objective 3: Study opportunities for providing joint public services with local public agencies, which can be shown to be cost effective and will result in higher levels of service being provided to the public. (A/L-T) Task 1: Complete the Public Safety Services Regionalization Study and begin implementing its findings and recommendations. (A/L-T) Task 2: Complete regional 800 MHz communications efforts. (A/L-T) Task 3: Explore multi-agency vehicle maintenance (including school districts). (A/L-T) Task 4: Regionalize street sweeping to increase service/frequency. (A/L-T) Final R 6/10/97 City Council Goals&Objectives 1997-99 Objective 4: Develop systems to evaluate and monitor organizational effectiveness and efficiency in providing services to the community.(A/L-T) Task 1: Use boards/commissions more effectively to maximize their input into city policy decision-making.(a/L-T) Task 2: Continue to participate as members of regional boards/commissions and to broaden that participation where possible. (A/L-T) Task 3: Develop processes to identify and ensure effective use of city resources. (AIL-T) Task 4: Develop strategies and closely monitor the city's financial investments to insure that city financial assets are protected.(A/Ur) Task 5: Enhance the use of the Management Reporting Program.(A) Objective 5: Develop goals and objectives for all city departments and annually evaluate their ability to meet those goals and objectives in a cost effective manner. (A/L-T) Objective 6: Review city department operations through systematic audits to ensure effective and efficient use of the city's limited resources. (A/L-T) Task 1: Conduct an Operational Review of specific areas within the Police Department. (A) Task la: Review the Helicopter Program. (A) Task 2: Evaluate branch library system. (AIL-T) Task 3: Develop 5-10 year business plan for the Library. (A) Task 4: Review the Canine Unit Program. (A/L-T) Task 5: Study the feasibility and cost effectiveness of vehicle maintenance consolidation. (A/L-T) Final 9 6/10/97 City Council Goals&Objectives 1997-99 Objective 7: Develop and maintain high standards for hiring, training, evaluating, and promoting all city employees.(A/L-T) Task 1: Evaluate employees on an annual basis against objective standards. (A/-T) Task 2: Update city job descriptions.(A/LT) Task 3: Complete a comprehensive Classification and pay study. (A/L-T) Task 4: Update city personnel policies. (L-T) Objective 8: Maintain a high ethical standard In conducting city business.(A/i--r) Objective 9: Conduct an annual evaluation regarding how the City Council meets its goals and objectives. (A) Objective 10: Improve employee relations. (L-T) Objective 11: Develop creative options to employee compensation needs. (L-T) Objective 12: Identify and implement new technology applications. (L-T) GOAL 9: Continue to provide diverse educational, cultural and recreational opportunities for all citizens. Objective 1: Continue the city's strong programs for the cultural and recreational opportunities for all citizens.(L-T) Task J: Complete the master plan for closed school sites with regard to youth sports field needs. (A/L-T) Task 2: Develop a Youth Sports Complex. (A/L-T) Task 3: Develop and implement, through ordinances and resolutions, a permanent funding source for citywide cultural activities. (A/L-T) Objective 2: Incorporate urban design as a priority to include art elements in public places. (A/L-T) Final 10 6/10/97 City Council Goals&Objectives 1997-99 GOAL 10: Pursue entrepreneurial approaches for seeping new businesses to expand the city's revenue base. Objective 1: Create economic strategies that will attract new business into the community.(A/L-T) Task 1: Implement a program of retail recruitment. (L-T) Task 2: Provide financial investment where required to allow development to proceed, if justified by net increase in direct city revenues. (L-T) Task 3: Establish commercial and industrial broker contact program to track available sites and assist movement of businesses to Huntington Beach. (A) Task 4: Participate in regional marketing, trade shows and trade missions to attract new businesses to the area and city. (A) GOAL 11: Ensure that the Huntington Beach local government is open, accessible and responsive to all citizens it serves. (A/L-T) Objective 1: Ensure citizen input to all city activities by developing a multifaceted community participation program in which 1) city goals and objectives, 2) city long range planning, and 3) infrastructure needs are discussed and evaluated. (,V -T) Task 1: Assist the Public Works Commission and Finance Board with inviting public comment on the Integrated Infrastructure Management Program and financing plan. (A/L-T) Objective 2: Provide a variety of two way cominunications opportunities for the public to input and respond to their local government elected representatives and appointed officials. (A/L-T) Final 11 6/10/97 City Council Goals&Objectives 1997-99 Task 1: For the Public Information Office to provide regular information about city government activities to the print and television media in the form of press releases, a City Administrator's newsletter, and other forms of written material. (A) Task 2: Produce a quarterly newsletter entitled City News and distribute it in the Sands Publications to all homes in the city served by city water service.(A) Task 3: Provide Government Access Television that actively promotes the widest distribution of city government produced television programs that inform the public about the services and activities provided through their local government. (A/L-T) Task 4: Establish a 24 hour, 7 day per week, Automated Citizen Information System by which residents can be provided information regarding city services, programs and activities. (A) Task 5: Increase citizen opportunity to access information about the city through the city's internet address, ci.huntington-b each.ca.us, and work to make such information and communication interactive with the public. (A/L-T) Task 6: Increase awareness among community service organizations, clubs and groups of the City's Speakers Bureau Program which provides guest speakers to various forums to discuss city programs and services. (A) Task 7: Provide Tours of City Hall to service organizations, scouting organizations and other community groups who are interested in learning about their local government. (A) Objective 3: Provide opportunities to showcase the city's achievements to the public and to build pride throughout the community. (A/L-T) Task 1: Coordinate with the Mayor the Presentation portion of the City Council Meetings to highlight achievements by individual citizens, community organizations, our youth, city employees and others to build pride in our community.(A) Final 12 6/10/97 City Council Goals&Objectives 1997-99 Task 2: Construct an attractive Awards Display Case that will house awards and honors achieved by the City of Huntington Beach.(A) GOAL 12: Establish and maintain relationships with the United States government, State of California, County of Orange, cities of Orange County, local school districts, and all elected officials, as necessary, to promote the interests of Huntington Beach. GOAL 13: Recognize tourism as a prominent industry in the future of Huntington Beach and actively seek its promotion and development. Objective 1: Enhance and encourage tourism into the community. (A/L-T) Task 1: Develop a program of fifty-two specific events per year at the Pier Plaza and adjacent city beach to accommodate all ages and attract tourists into our community. (A/L-T) Task 2. Partner and support the placement of ads in national and regional publications to encourage tourism to Huntington Beach. (a/L-T) Final 13 6/10/97 H CITY OF HUN7'1NGTON E3F—ACH COUNCIL - ADMINISTRATOR COMMUNICATION HLW"NGTON SFACH - c -a ^;n i < To: Honorable Mayor and City Council From: Michael T. Uberuaga, City Admini Date: May 6, 1996 Subject: Budget Study Session Exercise Results Please find attached the packet of results of the budget exercises you performed at your City Council Study Session of Monday, April 29, 1996. Included in the results packet are: • Tables of the City Council's Ranking of Public Services,Department Head's Ranking of Public Services, and the City Council's Preferred Method of Funding, • A summary of City Council(program and service)suggestions, and • Copies of the City Council's actual"Request of the City Administrator to Examine Specific City Programs and Services" submittals. MTU:bs xc: Department Heads Attachments City of Huntington Beach City Council Study Session April 29, 1996 Budget Exercise Results City Council 's Ranking of Public Services RANK AVERAGE TAXES/FEES PUB IC SERVICE DESIRABILITY (1 highest) 5 highest) 1 1 7/0 Police Services 5 2 2 7/0 Fire Services 5 3 5.3 3/4 Maintenance of Infrastructure 4.1 4 5.6 6/1 Marine Safety Services 4.3 5 5.7 1/6 Development Services 3.7 6 6 7/0 Administrative Support 3.6 7 7 3/4 Code Enforcement Services 3.7 8 7.6 5/2 Library Services 3.9 9 7.9 1/6 Beach Services 3.9 10 8.9 6/1 Recreational Services 3.6 11 10 7/0 Long-Term Planning 3 12 11 017 Cultural services 2.7 Department Head's Ranking of Public Services RANK AVERAGE TAXES/FEES , PUBLIC SERVICE DESIRABILITY 1 highest) 5 highest) 1 1 10/0 Police Services 5 2 2.5 10/0 Fire Services 5 3 1 3.9 5/5 Maintenance of Infrastructure 4.1 4 6.1 7/2 Marine Safety Services 4.3 4 6.1 0/9 Development Services 3.7 6 6.6 4/6 Code Enforcement Services 3.7 7 7.5 9/1 Administrative Support 3.6 8 7.8 6/4 Library Services 3.9 9 8 1/9 Recreational Services 3.6 10 8.3 6/4 Long-Terre Planning 3 11 8.4 8/2 Beach Services 3.9 12 11.7 2/7 Cultural Services 2.7 City Council's Preferred Method of Funding Method of Funding Council Per Method Reduce Expenditures Only 1 Raise Revenues Only 2 Reduce Expenditures and Raise Revenues Equally 50/50 3 Reduce Expenditures and Raise Revenues to a Specified Ratio 1 (2.61W1 M) 5/6/96 City of Huntington Beach City Council Study Session April29, 1996 Budget Exercise Results Suggestions to Review Specific Programs and Services Please note: The numbers on the left margin are control numbers for locating the specific comment on a master list only. No other weight should be applied to and no other inference should be drawn from these numbers. Business License 1. Strict Business License enforcement. Perhaps hire additional staff if needed. 23. Require business licenses for all businesses operating in city. 57. Business licenses for 1 and 2 units. Fees 29. Implement additional MSI recommendations. 41. Increase aggressiveness of Code and Law Enforcement fines(issuance?). 42. Review all contracts and leases for increases in fees. 49. Raise existing fees to cover overhead. 50. Institute$3.6 million in MSI fees. 51. Raise beach parking fees. 52. Increase fees for towed vehicles. 53. Charge homeowners for removal and/or planting of trees. 54. Oil pipeline fee. 56. State parks water use surcharge. 18506:BRS Council's programs/services suggestions 58. Community Enrichment fee. 59. Sewer maintenance fee. 60. False 911 calls. 62. Annual Fire Prevention inspection fee. 63. State mandated fire inspection. 64. Storm drain maintenance. 68. Fire code enforcement fees. 69. Trenching fee(street cuts). Intergovernmental 39. Acquire West Orange County Water District. 40. Withdraw from PCTA. 46. Give state beach back to State. Organizational Structure-Reduce 4. Reduce Police Aero Bureau by 50%. 8. Eliminatelreduce Police participation in regional Narcotics Task Force. 12. Reduce tree trimming. 47. Reduce HBTV3 services. Organizational Structure-Re-year 2. Consolidate Police/Fire Vehicle Maintenance under Public Works. 17. Reorganize Library into Community Services. Reduce 1 department head. 27. Utilize RS.V.P. in Code Enforcement. 31. Reduce outside legal work- 2 18506_BRs Council's programs/services suggestions 44. Institute program in Fire Department(produced?)by Pasadena Fire Chief(8 hour work shifts). 48. Increase aggressiveness in grant writing. 67. Revenue audits and collections. Parking Meters 19. (Create?) a Parking Meter Master Plan. 55. New parking meters: Brookhurst, Magnolia, Beach Bl. Personnel 7. Eliminate position of Adjutant in Police Department and replace with unworn Management Assistant position. 24. Negotiate a 0%payroll increase to bring all labor contracts through 1997. Agree to a 1997-98 fiscal (?)contract for 3 years. Privatize 3. Eliminate City Attorney staff and utilize contract counsel. 10. Privatize road paving. 11. Privatize street sweeping. 14. Privatize the Art Center. 16. Privatize Public Works street maintenance, water distribution etc. 26. Privatize Code Enforcement. 34. Street sweeping privatization. 35. Privatize landscaping. 36. Privatize tree trimming. 37. Review all Public Works activities for privatization. 38. Privatize City Attorney's Office and/or go to billable hours. 3 185%:BRs c 4 r Council's programs/services suggestions 45. Privatize all of Administrative Services. Rewionalize 9. Regionalize Fire(services). 22. -.Regionalize more Public Safety services. 25. Fire/Police regionalization. 32. Look carefully at Aero positions-reeducation or regionalization with other cities paying their bills. 70. Regionalize Public Works street maintenance,water distribution etc. Social Sen ices 20. Review and evaluate all CDBG requests. Rank in order of citizens served divided by allocation. Eliminate regional and emphasize local. 21. Review all social services programs and transfer,where appropriate, to County. 33. Use CDBG funds to support general fund services. . Taxes 18. Emphasize new"tax" and"user fee" sources. 28. Tax on rental properties. 30. Sewer fee. 61. Transient Occupancy Tax increase. 65. Entertainment(tax?). 66. Cigarette tax. Miscellaneous 5. Reduce use of city vehicles. 6. Reduce use of car phones. 4 18506:sxs Council's programs/services suggestions 13. Sell our flood control facilities to the Orange County Flood Control District. Realize initial (small) sale amount and long term operational(and liability)reductions. 15. Sell city(real?) property. 43. Purchase street lighting. 5 18506:BRS t ®�ATAW City of Huntington Beach 'y INTER-DEPARTMENT COMMMUNICATION HUNTINGTON BEACH TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS VIA: MICHAEL T. UBERUAGA, City Administrator 17_�`_____„_ FROM: ROBERT J. FRANZ, Deputy City Administrator SUBJECT: STAFF RECOMMENDATIONS: 1997198 CAPITAL IMPROVEMENT PROJECTS (CIP) FUND DATE: August 15, 1997 As described in the budget message, the estimated General Fund reserve as of the beginning of the two year budget cycle is $6.9 million or $1.8 million more than the City's fiscal policy to maintain a 3-5% reserve. Another City fiscal policy is to transfer any reserve in excess of 5% to the CIP Fund. Therefore the two year budget recommends the transfer of $1.8 million to the CIP Fund. Attached are the following summaries: 1. Staff Recommended Allocation of$1.8 million for Capital Projects. 2. Narrative Description of Recommended Projects. 3. Summary of Unfunded Capital Projects and Equipment Replacement Needs. The staff recommendation is that $1.8 million be allocated to the projects indicated in the attached summary. Alternatively, the allocation of funds for projects can be delayed to a later date or allocated differently than recommended by staff. '2r(F` ;'_ 11 f l ..✓'"x ` ROBERT J. FkANZ Deputy City Administrator RJF:skd Attachments 0027172.01 08/15/97 2:28 PM ` See attached project descripitons and lists ufunfunded projects. CITY OF HUNTINGTON BEACH Department of Public Works UNDERGROUND STORAGE TANK REPORT August 21, 1997 -qga Requirements Federal and State laws require that any Underground Storage Tank (UST) meet 1988 standards for spill, overfill and corrosion protection by December 22, 1998. Pursuant to State and Federal regulations (Code of Federal Regulations, 40 Part 280; California Code of Regulations 6:2660 h, and Health & Safety Code 252592 d), all underground storage tanks must meet 1988 safety standards (or be placed out of service) by December 22, 1998. The City of Huntington Beach has 28 nonconforming tanks at ten locations. Compliance with the 1998 standards will have a significant financial impact on the City because most of our fuel storage and dispensing systems will have to be replaced. Background- ------- Staff has been aware of this mandate from the beginning, and the Public Works Department responded in 1989 by requesting a budget of $250,000 per year for six years. It was granted and, between 1990 and 1992, 16 tanks were removed or replaced a eight sites (6 City owned, 2 Redevelopment Agency). Six of those tanks were "active" (five at fire stations and one at the Civic Center), and five fire stations (Heil, Bushard, Murdy, Lake and Magnolia) lost tanks. But progress was delayed after 1993, when the budget was cut to $100,000 per year, and no projects were undertaken. In August 1995, staff formed a task force (the UST Task Force) to determine an appropriate course of action. Representative from the affected departments (Community Services, Fire, Police, and Public Works) met on a monthly basis to develop a plan of action, and a proposal to retain an outside consultant was advanced. -C- The U T" t The Task Force proposal was accepted by the Department Directors on December 12, 1995, and passed on to the City Council. At the January 16, 1996 meeting, the Council approved the employment of a professional engineering firm to prepare a LIST modification and cost comparison study. Pursuant to Council action, the Task Force solicited proposals and selected Tait & Associates to prepare the study. The completed report, a bound document of 45 UST Report page 2 pages, was submitted to the Task force for review and comment last fall. Tait has summarized this data in the attached report dated January 13, 1997. It was the recommendation of the consultant, supported by the Task Force, that the City reconstruct our underground storage tank system. Limited consolidation is possible via the elimination of the fueling site at the Murdy fire station, but because of the unique geographic conditions of Huntington Beach (28 square miles with flood plains and earthquake fault lines) continued consolidation is not practical. USA Task Fce:°K,eve City staff has been aware of UST requirements since they were first imposed, and limited consolidation of fueling sites has been in progress since 1990. Six sites have been eliminated to date (the Heil, Magnolia, Murdy unleaded, Lake and Bushard fire stations) and a seventh (Murdy fire station, diesel) has been approved. However, it is the consensus of the Task Force that further consolidation (beyond the Murdy fire station) will impede emergency operations and prove more costly (in terms of lost time and productivity) than a reconstruction of the system. In addition, the presence of emergency generators at two sites (Warner fire station and the Fire Training Center) requires the retention of fuel tanks at those sites. A two page chart comparing the existing system with that proposed by the Task Force is attached (Exhibit A: UST Side-by-Side Comparison). Atterna#aVes There are two basic alternatives to rebuilding the existing system. The first is to continue "consolidation" by reducing the number of sites from the nine recommended to a lessor number. This would reduce the costs of reconstruction but impact operations. A number of different "plans" could be developed depending on the number of sites or tanks retained. A second choice would be to go out of the fueling business and eliminate all ten sites. This would require City vehicles to use special charge cards issued by some of the private service stations. Some drawbacks to this "solution' would be lost time, higher fuel costs, and loss of some emergency capabilities (private stations lack systems to obtain fuel during power failures). Financial Consd era tion s Exhibit B, "1998 UST Compliance Costs", attached, graphs the cost to reconstruct ($/Upgrade) each site. The total unfunded cost to reconstruct the system is $1,445,000. The unfunded cost of removing all tanks is $378,000. It should also UST Report page 3 be noted that these cost estimates do not include any expenses associated with soil remediation. If contaminated soil is uncovered there will be additional costs which cannot now be estimated. The UST work plan is spread over the ensuing 27 months, between now (August 21, 1997) and December 22, 1999. All facilities which are not reconstructed by December 22, 1998, will have to be shutdown by that date with fuel removed. The City then has until December 22, 1999, to rebuilt or remove the tanks. To carry the work through this time frame, an appropriation of $1,445,000 is necesary in the FY 97-98 budget. At#achnents 1. Tait&Associates report, facilities map and cost data. 2. Exhibit A: UST System Side-by-Side Comparison. 3. Exhibit B: 1998 UST Compliance Costs. USTRPT.DOC TAIT&ASSOCIATES,INC. CONSULTING ENGINEERS Civil • Planning Surveying Environmental January 13, 1997 Tait & Associates, Inc. 1100 Town & Country Road Suite 1200 Orange, CA 92868 (714)560-8200 / (714)560-8211 fax City of Huntington Beach Department of Public Works 2000 Main Street Huntington Beach, CA 92648 1998 Underground Storage Tank Requirements: The United States Environmental Protection Agency and the California State Water Resources Control Board administer public laws which require that all underground storage tanks (UST's) containing hazardous materials, including motor vehicle fuels, be brought into compliance with regulations intended to protect groundwater supplies. Compliance with these regulations may be achieved by upgrading through various hardware additions or by the reconstruction or replacement of affected systems. The deadline for compliance is December 22, 1998. Failure to comply carries the risk of fines, revocation of operating permits, and cancellation of liability insurance. City staff has been aware of UST requirements, and limited consolidation of fueling sites has been in progress since 1990. To date, three sites have been eliminated (Magnolia, Heil and Bushard Fire Stations). Tait & Associates, Inc.: Tait & Associates, Inc., was selected by the City of Huntington Beach to provide a detailed study and recommendations to bring the various Underground Storage Tank (UST) facilities throughout the city into compliance with the December 22, 1998 State and Federal regulations. To this end, Tait and Associates worked with a City staff task force and completed the report described below. The report examines the 11 fueling sites operated by the City(see Site Location Map, attached). It addresses several specific items, including the structure of the UST system currently in place and what modifications will be necessary to comply with the 1998 regulations. 1100 Town &Country Road • Suite 1200 • Orange, CA 92868 • (714)560-8200 • (714)560-8211 FAX Other Locations: San Diego,CA • Concord,CA • Sacramento,CA • Phoenix,AZ • Tucson,AZ Established 1964 The 1998 UST Compliance Study: The study has been divided into 11 sections, each corresponding to a particular service site. The individual sections include a fact sheet detailing all pertinent information about the site, a recommendation for the site which includes estimated construction costs, and a site plan showing both existing and proposed facilities. A construction cost summary incorporating the recommended modifications for each site has been developed in cooperation with the City Task Force. It is attached to this letter and includes a cost estimate for removing each site from service. The estimated construction costs given for the various sites examined in the study do not include any potential costs for environmental clean-up or soil re-mediation. This is because, with the exception of the Water Facility, no investigatory borings have been made. Thus, there is no data available upon which to base clean-up or remediation cost estimates. According to available records, none of the remaining sites has experienced an unauthorized release. However, if during the course of future compliance construction, it is discovered that there have been some releases, either in tanks or piping systems, then corrective action will have to be undertaken. It is not within the scope of this study to attempt to estimate the potential cost of corrective action, as the existence of any release is unknown at this time. But depending on the extent of contamination found, if any, the costs could be quite substantial. Consequently, Tait & Associates recommends that investigatory actions be performed prior to determining the exact scope of work at each facility. Other Considerations: Regarding the recommended use of aboveground tanks in lieu of new under-ground tanks, we considered the site constraints and the requirements of the Fire Code. Because aboveground tanks, storing flammable liquids, are subject to mandated maximum sizes and distances to buildings and adjacent property lines, Tait & Associates has recommended that only the smaller volume tanks, storing non-flammable liquids, be placed aboveground. In preparing this study an attempt was made to identify sites which could be closed, with corresponding consolidation to appropriate locations. This was done in an effort to reduce the number of UST's owned and operated by the City and thereby reduce rehabilitation costs. However, the unique geographic conditions of Huntington Beach (28 square miles with flood plains and earth-quake faults) limits the ability to consolidate sites. It must also be noted that the implementation of any or all of the recommended actions will require some disruption and require adjustments in the City's current fueling operations, including but not limited to fueling hours schedules, possible utilization of private off-site fuel vendors, and new policies regarding emergency operations. Conclusions: Concerning the recommendations and alternatives outlined in the study, Tait & Associates attempted to understand and consider the City's operational needs.' This information was then used as a basis for determining the most viable alter-natives. The recommended actions listed in the study were based on estimated construction costs derived from our own experience and from our understanding of the City's operational needs. Of course, the opinions of city personnel who are intimately involved in daily operations as well as the realities of financial con- straints must be taken into consideration. It is, therefore, understandable that the recommended actions listed are subject to change, and Tait & Associates does not expect that the City will implement all of our recommendations exactly as put forth. With several City departments to consider, it is inevitable that some units will be impacted more than others. No matter what the recommended actions, some departments are bound to take exception. The final decisions, therefore, must rest with the proper City authorities. Tait & Associates believes that the necessary information and background for making an informed decision has been provided in this study. Sincerely. TAIT & ASSOCIATES, INC. BILL DUREE Project Manager Attachments: 1. UST Location Site Map. 2. UST Reconstruction Cost Estimate Summary Sheet. Encl. S IT�E • 1)*,`N 5 s J. Os. CITY of HUNTINGTON BEACH w < O McFADDEN C 3 w a O CID O EDINGER 0 w C G C'r WARNER SLATER G z < TALBERT w ® !�1 ELLIS 1 V A GARFIELD z �odst` o < z w < Y 9�lya < = ADAMS L 0 ATLANTA 1. City Yard ....................................................Replace 6. Parks Yard ..................................................Replace 2. Beach Yard.................................................Replace 7. Civic Center ...............................................Replace I Gothard Fire Station .................................Replace 8. Warner Fire Station....................................Replace 4. Lake Street Fire Station .............................Replace 9. Water Yard .................................................Replace 5. Murdy Fire Station....................... Remove Fueling 10. Fire Training Facility...................................Replace 11. Helipad.......................................... In Compliance ATMS zrm TAIT&ASSOCIATES,INC. CONSULTING ENGINEERS Civil Planning Surveying Environmental January 13, 1997 Tait & Associates, Inc. 1100 Town & Country Road Suite 1200 Orange, CA 92868 (714)560-8200/(714)560-8211 fax City of Huntington Beach Department of Public Works 2000 Main Street Huntington Beach, CA 92648 RE: City of Huntington Beach, California UST Reconstruction Cost Estimate Summary Sheet SITE 1: CITY YARD Remove and replace all existing tanks, piping, pumps, and dispensers with new double wall underground tanks and piping, dispensers, pumps, and monitor system. New tank sizes: 2 - 15,000 (unleaded), 1 - 12,000 (diesel), 1 - 2,000 (waste oil), 1 - 1,000 (motor oil), and 4 - 550 gallon (one each motor oil, transmission fluid, tractor fluid, and hydraulic fluid). Cost of recommended action: $340,000; cost to take facility out of service: $60,000. Funding Source: General Fund. SITE 2: BEACH YARD Remove and replace all existing tanks, piping and dispensers with new double wall underground tanks and piping system, including new dispensers and monitor system. New tank sizes: 1 - 5,000 (unleaded), 1- 2,000(diesel), and 1 -550 gallon (waste oil). Cost of recommended action: $170,000; cost to take facility out of service: $25,000. Funding Source: Waterfront(Phase II) financing. 1100Town &Country Road • Suite 1200 • Orange,CA 92868 • (714)560-8200 • (714) 560-8211 FAX Other Locations: San Diego,CA • Concord,CA • Sacramento,CA • Phoenix,AZ • Tucson,AZ Established 1964 SITE 3: GOTHARD FIRE STATION Remove and replace existing tanks, piping and dispensers with a new double wall underground tank and piping system including a new dispenser and monitor system. New tank size: 1 - 4,000 gallon (unleaded). Cost of recommended action: $120,000; cost to take facility out of service: $20,000. Funding Source: General Fund. SITE 4: LAKE FIRE STATION Remove and replace existing 4,000 gallon tank, piping, and dispenser with new double wall underground tank and piping system including new dispenser and monitor system. New tank size: 1 - 4,000 gallon (diesel). Cost of recommended action: $85,000; cost to take facility out of service: $20,000. Funding Source: General Fund. SITE 5: MURDY FIRE STATION Remove but do not replace tank. Cost of recommended action: $20,000; cost to take facility out of service: $20,000. Funding Source: General Fund. SITE 6: PARKS YARD Remove and replace all existing tanks, piping, and dispensers with new double wall underground tanks and piping system, including new dispensers and monitor system. New tank sizes: 1 - 10,000 (unleaded), 1- 5,000(diesel), and 1 - 550 gallon (waste oil). Cost of recommended action: $190,000; cost to take facility out of service: $50,000. Funding Source: General Fund. SITE 7: CIVIC CENTER Remove and replace all existing tanks, piping, and dispensers with new double wall underground tanks and piping system, including new dispensers and monitor system. New tank sizes: 2 - 12,000 (unleaded), 1 - 5,000 gallon (diesel). Cost of recommended action: $240,000; cost to take facility out of service: $40,000. Funding Source: General Fund. SITE 8: WARNER FIRE STATION Remove and replace all existing tanks, piping, and dispensers (except marine fueling dispenser)with new double wall underground tanks and piping system, including new dispensers and monitor system. New tank sizes: 1 - 6,000 (unleaded), 1 - 2,000 gallon (diesel). Cost of recommended action: $155,000; cost to take facility out of service: $63,000. Funding Source: General Fund. SITE 9: WATER OPERATIONS Remove and replace all existing tanks, piping, and dispensers with new double wall underground tanks and piping system, including new dispensers, concrete drive and tank slabs, concrete island, and monitor system. New tank sizes: 2 - 12,000 gallon(unleaded and diesel). Cost of recommended action: $200,000. cost to take facility out of service: $30,000. Funding Source: Water Fund. SITE 10: FIRE TRAINING FACILITY Remove and replace all existing tanks, piping, and dispensers with new double wall underground tanks and piping system, including new dispenser and monitor system. New tank sizes: 1 - 2,000 (diesel), 1 - 1,000 gallon (mix of unleaded and diesel). Cost of recommended action: $125,000,. cost to take facility out of service: $80,000. Funding Source: General Fund. SITE 11: POLICE HELIPORT This site is in compliance and no action is necessary. Exhibit A: UST SYSTEM SIDE-BY-SIDE COMPARISON Facili Existin Pro osed Comments Cost Water Yard Two (2) 6,000 Two (2) Fuel loads are $200,000.00* gallon tanks: 12,000 gallon 8,800 gallons, one unleaded, tanks: one smaller (short) one diesel. unleaded, one loads cost too diesel. much. *Water Funds Murdy Fire One (1) 1,500 Remove tank. Units to fuel at 8 20,000.00 Station gallon tank other sites. (diesel). Warner Fire One (1) 6,000 One (1) 6,000 Upgrade the $155,000.00 Station gallon tank gallon tank existing tanks. (unleaded), (unleaded), and one (1) and one (1) 2,000 gallon 2,000 gallon tank (diesel). tank (diesel). City One (1) One (1) Remove and $340,000.00 Corporation 12,000 gallon 12,000 gallon replace all Yard tank (un- tank (diesel), existing tanks leaded), two two (2) 15,000 increasing the (2) 10,000 gallon tanks capacity of the gallon tanks (unleaded and unleaded (unleaded and diesel), one tanks by 8,000 diesel), one (1) 2,000 gallons,the (1) 2,000 gallon tank diesel tank by gallon tank (waste oil), 2,000 gallons, (waste oil), one (1) 1 ,000 and replacing one (1) 1,000 gallon tank the 280 gallon gallon tank (motor oil), tank (motor (motor oil), and four (4) oil) to 550 and three (3) 550 gallon gallons. 550 gallon tanks (trans- tanks (trans- mission fluid, mission fluid, tractor fluid, tractor fluid, hydraulic fluid, and hydraulic and motor fluid), and one oil). (1) 280 gallon tank (motor oil). Continued: Facilitv Existin —Proposed Comments Cost Lake Street One (1) 4,000 One (1) 4,000 Insufficient $ 85,000.00 Fire Station gallon tank gallon tank space for, (diesel). (diesel). larger tank. Beach One (1) 5,000 One (1) 5,000 Upgrade $170,000.00 Maintenance gallon tank gallon tank existing 5,000 Yard (unleaded), (unleaded), and 2,000 one (1) 2,000 one (1) 2,000 gallon tanks, gallon tank gallon tank but remove (diesel), and (diesel), and and replace one (1) 280 one (1) 250 the existing gallon tank gallon tank waste oil tank (waste oil). (waste oil). with an above- ground tank. Civic Center Two (2) Two (2) Upgrade all $190,000.00 12,000 gallon 12,000 gallon existing tanks. tanks (both tanks (both unleaded), unleaded), and one (1) and one (1) 5,000 gallon 5,000 gallon tank (diesel). tank (diesel). Gothard Fire Two (2) 1,500 One (1) 4,000 . Remove and $ 120,000.00 Station gallon tanks gallon tank replace ex- (both un- (diesel). isting tank. leaded). Fire Training One (1) 1,500 One (1) 21000 Remove and $125,000.00 Facility gallon tank gallon tank replace both (diesel), and (diesel), and tanks but up- (1) 1,000 (1) 1,000 grade diesel gallon tank gallon tank tank to 2,000 (mix). (mix). gallons. Park One (1) One (1) Remove and $190,000.00 Maintenance 10,000 gallon 10,000 gallon replace all Yard tank (un- tank (un- tanks but up- leaded), one leaded), one grade waste (1) 5,000 (1) 5,000 oil tank to 550 gallon tank gallon tank gallons. (diesel), and (diesel), and one (1) 300 one (1) 550 gallon tank gallon tank waste oil). waste oil). EXHIBIT B UST COMPLIANCE COSTS Priority* '� Facility /Needed 1 (1997) Site 9, Water Operations ** 200,000 2 (1998) i;Site 5, Murdy Fire Station: 20,000 3 (1998) Site 10 Fire Training Facility: j 125,000 4 (1998) Site 3, Gothard Fire Station: 120,000 5 (1998) Site 1 , City Yard: ; 340,000 6 (1998) Site 8, Warner Fire Station: 155,000 7 (1999) ', Site 7, Civic Center; 2403000 8 (1999) Site 4, Lake Street Fire Station: I 855000 9 (1999) Site 6, Parks Yard: 1905000 10 (1999) Site 2, Beach Yard:*** i 1709000 Total Cost: 1 ,645,000 **Water Funds 200,000 ***Waterfront, Phase it ? Unfunded: 114459000 *Fiscal Year Subtotals: 1996-97 Current Year 200,000 1997-98 1 First Year of New Budget 7609000 1998-99 Second Year of New Budget 685,000 Note: Bold Numbers indicated unfunded amounts. USTCOST.XLS July 15, 1997 '�. CITY OF HUNTINGTON BEACH INTERDEPARTMENTAL COMMUNICATION TO: Michael T. Uberuaga, City Administrator FROM: Les M. Jones, II, Public Works Director SUBJECT: CIP Funding $ 10,000 Cleaning of the Civic Center Air Conditioning System DATE: August 21, 1997 Funds will be used to begin a phased program for cleaning the air conditioning system in the Civic Center Facility. This has been one of the Department's deferred maintenance activities. As the buildings are closed ventilation systems (no windows), the air is continually recycled through a number of air handling units. Three units will be cleaned this fiscal year. Two of the targeted units supply air to the lower level meeting rooms and Council Chambers. These areas are the most frequently used by the public, and public health must be protected. A third unit, on the 2nd floor of the Police Department, will also be cleaned. Air quality complaints have been received about both of these areas. A full cleaning of the building's fans and ductwork will cost approximately $150,000. The $10,000 funding will address only the most urgent needs of the Civic Center facility. LMJ:MB/Id CIPAIR.DOC Me orand Date: August 21, 1997 To: Michael T. Uberuaga, City Administrato From: Michael P. Dolder, Fire Chief RE: Capital Outlay Project FY 1997/98 Project: Fire Station 4—Magnolia Roof Replacement Allocation: $16,000 Fire Station 4—Magnolia was opened in April 1974 and still has its original built-up flat roof. The normal life expectancy for a built-up flat roof is 15 years. Since 1992 Station 4's twenty-three year old roof has experienced the following five roof failures: ♦ 01/07/92 Leak in Captain's office ♦ 03/03/92 Leak in apparatus room ♦ 01/04/93 Leak in apparatus room ♦ 01/0693 Leak in Captain's office ♦ 12/27/96 Leak in apparatus room Based on these repetitive leaks and a normal life expectancy of 15 years, a new roof is required and should not be deferred. The roof replacement cost is $16,000 and is included in the proposed Capital Outlay budget. Deferring the project until FY 1999/2000 or beyond is likely to cause interior and structural damage that could exceed the costs of the roof replacement. Deferral is therefore not recommended. Memorandu Date: August 21, 1997 To: Michael T. Uberuaga, City Administrator From: Michael P. Dolder, Fire ChieL97/98 RE: Capital Outlay Project FY Project: Business System/Network Migration Project Phase I Allocation: $206,000 The $205,000 Capital Outlay request would fund the Business System/Network Migration Project Phase 1. The three phase Migration Project would ultimately migrate the City's proprietary mainframe-based computer system, which provides mission critical business application systems to a distributed and open client/server environment. However, approving Phase I does not mandate the approval of Phase II and Phase 111. An overview of Phase II and Phase III of the Migration Project, estimated to cost$3,000,000, will be discussed at a future Council Technology study session. Phase I provides for the migration of the City's main Local Area Network(LAN) and Wide Area Network(WAN)from Novell NetWare software, operated from a single file server to Microsoft NTS software using a multi-server hardware configuration. The current LAN and WAN, installed in 1993, connects and provides for all the City's day- to-day Personal Computer based operations at City Hall and some outlying facilities. The current LAN and WAN is the City's Personal Computer backbone for all clerical functions; e-mail, spreadsheets, word processing, and specialized databases and much more. The current Novell NetWare software and hardware does not meet the City's operating, reliability, and capacity needs and requires immediate replacement. Although all departments are impacted by the current systems deficiencies, the most immediate needs are found in Community Development, Treasurer's Office, Parks Trees and Landscape, Public Works Yard, Community Services outlying facilities, August21, 1997 Memorandum 2 Marine Safety, and the Library. These needs can only be met if the current system is replaced. The proposed Phase I software and hardware design would meet current user needs, system reliability, and future growth. Not funding this project will continue the existing separate operations of the City, decrease productivity, and current users will continue to have system failures, which cripple day-to-day operations. The City's mainframe computer system also needs to be replaced since the manufacturer no longer supports the hardware and software upgrades, while license- use fees continue to increase at approximately 15% per year. A bonus of the Phase I Capital Project is that it will provide the necessary Network hardware and software for migrating the City's mainframe-based business systems covered under Phase II and Phase III of the project. Phase II and Phase III, although related, are separate projects that will take approximately two years to implement. CITY OF HUNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH Memorandum DATE: August 11, 1997 TO: ROBERT FRANZ, Deputy City Administrator FROM: RONALD E. LOWENBERG, Chief of Police RE: Description of Crime Lab Expansion Conventional serology testing is being replaced by DNA analysis. In the near future, serology results only will no longer be admissible in court trials. Some of the reagents used in serology testing are also becoming very scarce, making it difficult to perform thorough analysis's in many cases. DNA equipment must be isolated in a controlled environment, or "clean room". Since space for this equipment and its environmental requirements does not exist in our present facility, expansion of the crime lab by 450 sq. ft. is necessary. We have estimated $200 per sq. ft. construction costs for a total of $90,000. We are currently part of the California DNA Consortium. This group is receiving federal grant funds to bring all crime laboratories to the level of doing DNA testing. For the department to receive approximately $125,000 which will pay the cost of the equipment, the department must have dedicated space for DNA analysis by 1998. This request will satisfy the space requirements by the deadline and allow the department to progress to DNA testing. CITY OF HUNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH Memorandum DATE: August 11, 1997 To: ROBERT FRANZ, Deputy City Administrator FROM: RONALD E. LOWENBERG, Chief of Police RE: Description of Jail Floor Restoration The Jail is now twenty-three years old. Recently, the California Department of Corrections issued a mandate that requires jails to have a specific floor sealant and protectant applied for sanitary reasons. To bring the jail facility into compliance with this change, this floor restoration and treatment must be applied. The estimated cost is $25,000. HB City of Huntington Beach • 1ilbrary • administration • To: Robert Franz, Deputy City Administ t From: Ron Hayden,Library Services Direct Date: 8/20/97 Subject: FY97-98 Capital request-- Computers for Library Branches The request for four computer work stations for communications between the branches, Central Library and City hall is essential for efficient operations. Currently, the four branches receive mail delivery by a library shuttle three times per week. Communications between shuttle visits must take place via phone or Fax, requiring repetitive calls and Faxes for identical messages. Daily communication is necessary to process patron requests for material, building maintenance, collection development and policy clarification. Problem identification, solutions and general information can be communicated quickly and efficiently to these remote sites by all City employees via the network. CIOHUNTING O T N EACH P UB LIC LIBRARY S Y S T E M B Fe Cityof Huntington Beach 1 Lj INTER-DEPARTMENT COIVIf�6IMUNICATION HUNTINGTON BEACH TO: MICHAEL T. UBERUAGA, City Administrator FROM: ROBERT J. FRANZ, Deputy City Administrat r ,f SUBJECT: UNFUNDED NEEDS DATE: August 15, 1997 Attached is a list of unfunded City Department budget requests for Capital Improvement Project funding in the two year budget. In addition, many documented Capital Improvement needs are not addressed in this two year budget or in the attached listing. Following is a sample listing of those additional projects/needs. • Technology Needs —Police Dispatch System $1,500,000 —Computer Needs 3,000,000 • Capital Projects —Oil Production Facilities 475,000 —South Beach Improvements 7,000,000 —Youth Sports Fields 1,200,000 • Equipment Replacement —Helicopter 1,000,000 —20 Year Estimate 7,000,000 Unfunded Infrastructure Replacement and Rehabilitation, (20 Year estimate) —Sewers 140,000,000 —Sidewalks/Curbs 20,000,000 —Block Walls 10,000,000 —Alleys 7,000,000 —Street Trees 7,000,000 —Buildings 26,000,000 —Drainage Pump Stations 14,000,000 —Street Lighting/Traffic Signals 9,000,000 —Residential Street Rehab 26,000,000 —Arterial Highways 21,000,000 0027245.01 08/15/97 4:04 PM CITY OF HUNTINGTON BEACH Un unded 1997/98 and 1998/99 CAPITAL IMPROVEMENT Requests Department Function Arcounfing Div. Pro ram Name Administrative Services General Gov't. CP-AS- Capital Projects Fund „ <___-----___-----DEPARTMENT REC�UE�T----__._..- E: IF Am unt Re'"''uested Department!Pi ii'ect Title FY 1997/98 FY 1998/99 Pro'eet Description Fire Department Driveway Replacement 30,000 Fire Station Roof Replacements 11,000 Fire Station#2 Settling Repairs 75,000 Fire Station#3 Modifications 75,000 Fire Station#5 Captains Office 9,000 Fire Station#5 Captains Office 15,000 Fire Station#4 Turnout Lockers 8,000 Personal Projector 8,000 (12)Pentium Computers 40,000 Miley Keck Tank Farm 475,000 Purchase Tank Farm which processes city oil. City Hall Fire Sprinkler System 750,000 Install a fire prevention system. None exists. Information Systems Optical Imaging Hard/Software/training 130,000 40,000 Remote Acess Hardware/Software 28,015 2,500 Disaster Recovery Service Plan 41,316 41,316 Division Vehicle(Infosys) 20,000 Citywide Internet Access 204,400 Police Department Conference Room 25,000 Private meeting for executive management. Front Desk Remodel 20,000 Improve security by adding windows/doors. Expand Property/Parking Area 975,000 Provide needed space and parking. Public Works Civic Center Reseal/Paint 250,000 Repair,reseal,&paint Civic Center Complex. Civic Center Chillers/Cooling Tower 500,000 Required replacement of R-I I Chillers. Civic Center Carpet Replacement 20,000 20,000 Replace areas of deteriorated carpet. Civic Center Acoustical Tile Ceilings 17,000 17,000 Replace areas of deteriorated ceilings. Civic Center Fire/Security System 200,000 Install system in City Hall Civic Center Plaza Area Repairs 15,000 15,000 Replace damaged and sunken concrete. Civic Center Roof Replacement 250,000 25 year old roof has passed life expectancy. Central Library Chillers 250,000 Required replacement of R-I 1 Chillers. Central Library Carpet Replacement 20,000 20,000 Replace areas of deteriorated carpet. Central Library Air System 10,000 10,000 Clean system-reduce energy/maintain quality Central Library Roof Replacement 180,000 23 year old roof has passed life expectancy. Central Library Boiler Replacement 40,000 Aging boiler needs replacement. Main Street Library Heating System 56,000 Aging system fails and damages facility. City Yard Heaters 20,000 20,000 Replace inefficient and costly to repair system. City Yard ADA Compliance 20,000 20,000 Modifications mandated by Federal Law. City Yard Air System 15,000 25,000 Clean system-reduce energy/maintain quality City Yard Carpet Replacement 10,000 10,000 Replace areas of deteriorated carpet. City Yard Roof Replacements 50,000 50,000 25 year old roofs have passed life expectancy. City Yard Ceiling/Lights 15,000 15,000 Replace deteriorated ceilings and lights. Wastewater Manhole Repair 130,000 130,000 Repair&strengthen manholes. Wastewater Lift Station Repair 460,640 460,640 Repair lift station deficiencies. Wastewater Pipeline Repair 572,725 572,725 Repair lines in danger of failure. Highway Landscape Irrigation 50,000 50,000 Continue installation of automated systems. Community Services Replace Trash Bin. 8,500 Equipment rusting and deteriorated. Beach Service Road Repair 35,000 Deteriorated road presents a liability to City. Beach Maintenance Security Fence 3,000 Storage lot at Newland/Edison Plant. Pier Deck Sealing 60,000 Improves effectiveness of maintenance. S4,478,696 $3 238 081 CIP-FUND.XLS 8/15/97 CITY OF HUNTINGTON BEACH Department of Public Works STREET MAINTENANCE REPORT August 21, 1997 Streets and highways are the vital lifelines that provide for the movement of people and products to and from our homes and businesses. Although Huntington Beach streets vary greatly because design standards and methods of construction have changed over time, most streets consist of the subgrade, the base, and the surface as illustrated in Exhibit A. To function properly the subgrade (the natural soil) must be firm or packed by heavy machinery, the base (sand, gravel and crushed rock) should support the surface and prevent moisture from forming under it, and the surface (asphalt) needs to be smooth, firm, and water shedding. S Streets are classified by width and function. These classifications include local residential streets, primary and secondary arterial highways (the main roads through a community such as Golden West Street, Warner Avenue, Magnolia Street or Edinger Avenue), and State Highways (Beach Boulevard and Pacific Coast Highway). Note: The City does not maintain State Highways. They are served by the State Department of Transportation (CalTrans). Yl --a-ZE According to the latest survey (March 21, 1997), the City of Huntington Beach has 182 miles of Arterial Highways (both Primary and Secondary), 338 miles of "residential" streets (locals) and about 30 miles of alleys. RM, Streets and highways gradually wear out due to traffic volume, incleryient weather, and damage resulting from poor soil conditions (i.e. Huntington Beach streets are subjected to two abnormal soil conditions: "hot" soils caused by excessive sulfuric acid in the old "oil areas" and heavy subsidence in the "peat bogs" of our local flood plains.) They must be repaired and resurfaced. This work is called "street maintenance" and includes painting stripes on the pavement, putting up traffic control signs and removing debris, as well as restoring pavement surfaces. Street Maintenance Report page 2 Restoration work is done by combinations of patch work, slurry seal, overlay, and full street reconstruction. Street surfaces can be repaired by patching with new material when worn spots develop. Patching is the lowest (and least cost effective) level of street maintenance. Although the City's "patch crew" responds to complaints (usually potholes) and makes emergency street repairs, the primary function of this crew, is to do preparatory work (filling cracks or removing and replacing broken asphalt) in advance of the slurry crew. Here in Huntington Beach slurry seal is the mainstay of the City's residential street maintenance program. Slurry seal is an oil based emulsion of asphalt and sand. It is spread over a street surface in liquid form and left to dry. Chemicals in the mix enable the slurry to adhere to the old street surface and dry quickly. In use since the 1930's, slurry seal has proven both a durable and inexpensive pavement surface treatment system. It lasts five to seven years in a residential environment and costs about $0.04 per square foot to apply (as opposed to $0.57 for overlay and $2.50 for reconstruction). Presently, the City has scheduled residential streets for slurry sealing once every seven years. Approximately nine million square feet of residential'streets are resurfaced each year (seven million by the City crew and two million by private contractor). About 80% of all residential streets can be slurry sealed, the remainder have deteriorated to the point where resurfacing or reconstruction is necessary. Those streets which can't be slurry sealed must be overlayed or reconstructed. Both overlay (a process which involves leveling a deteriorated street and laying down up to two inches of new asphalt) and reconstruction (rebuilding from the base up) are tasks which are performed for the City by private contractors. There are currently 166 residential streets that have been identified as requiring overlay and another twenty-two in need of reconstruction. None of these streets will be slurried until the appropriate repairs are completed. - ,3 - - - vf` in �:iai'" :'fit- "i IPA i'8t11"`'.�='�;;�;a:,t'.._... _ o = - .-..lex�.v._ 'F'.�'t:ZC• .G4:r:ly>. - .' ..-.: ..- -.z.r� .. � .,�I._:<.....,_.-.-...-.. ...^L.o:,._.:....z.--.,,_.v...y. Instituted in 1993, the City's current slurry seal program maintains residential streets only. Because of financial constraints and the pressing need to resurface residential streets, there are no programs providing systematic maintenance services for arterial streets or alleys. Within the existing residential program most patching and slurry sealing is performed by City crews, while most overlay and all reconstruction work is done by contract. Street Maintenance Report page 3 ------------ The methodology for scheduling slurry sea[ on a priority basis involves several steps. They are detailed in the attached Exhibit B. For scheduling purposes, the city is divided into four sections (in an effort to spread services evenly to all areas) and grids of streets within a section are selected through a computerized Pavement Management Program. In the program a grid is a half mile square area usually surrounded by arterial highways and a blockwall. Grids are usually grouped to increase productivity by reducing travel time. All streets within a given grid are sealed at the same time (with the exclusion of some streets where tree removal petitions are pending, or where there is major tree damage but no petition). The program evaluates each street based upon data provided by a visual inspection of structural defects (i.e. cracking, raveling, rutting, etc.). Each structural defect is rated 1-3 on the basis of severity and an overall rating is then determined. Grids are then prioritized and the applicable number of grids are selected from each "city section" based upon the level of funding provided for that fiscal year. -25 R15il The major sources of City street maintenance funds are (1) Gasoline Taxes, (2) Measure M Sales Tax receipts, (3) County, State and Federal Grants, and (4) the City's General Fund. (Note: The "traffic impact" fee collected from developers is for new street construction or improvements, not the maintenance of existing facilities.) In the past, the City combined with the County of Orange to jointly fund the maintenance of majors and arterials. Under the old A.H.F.P. (Arterial Highway Financing Program) agreement, the County funded 50% of our arterial highway maintenance projects from their share of gas tax revenue because many arterials are also old County roads. However, since the bankruptcy, funds for a continuation of this effort have not been forthcoming. The City share of Gas Tax (including the 1992 Proposition 111 increase) was budgeted at $3,485,000 in FY 96/97 and is estimated at an equal amount for both fiscal years 1997/98 and 1998/99. Against this total a transfer of $2,200,000 to the General Fund in each of these years is proposed, with about $1,650,000 of the transfer funding the General Fund Street and Bridge Maintenance programs (Budget Program Numbers 510 and 515). Street Maintenance Report page 4 The residential pavement management budget for 1997/98 is $1,100,000, with $700,000 (in Gas Tax funds) for contractual services. The largest portion of the contract work (over $400,000) will fund the overlay of 44 local streets, and the remainder is designated for slurry seal and associated tasks. Most of the $400,000 budget for work by City crews (in the General Fund budget via the Gas Tax transfer) will support additional in-house street slurry sealing. City Measure M revenues were budgeted at $1,500,000 in FY 1996/97 and are estimated at $1,525,000 and $1,575,000 (including interest earnings) for 1997/98 and 1998199 respectively. Against these totals the Engineering Division has proposed expenditures of $800,000 and $600,000 for "Arterial Reconstruction" in 1997/98 and 1998/99. No Grant Fund or General Fund contributions for general street (i.e. pavement) maintenance are currently active. None are anticipated for 1997/98 or 1998/99. The current financial structure is adequate to maintain the seven year cycle for residential streets, but will not allow for the establishment of routine maintenance program for arterial streets. Because the arterials have been neglected in the recent past, they cannot now be slurry sealed. The arterials will have to be overlayed (or reconstructed where necessary) before a regular slurry seal program for those streets can be initiated. lncreas�n L:ee1s oafai» na»ce There are about 57,657,600 square feet of street surface in the City's arterial highway system. The establishment of a maintenance schedule for this system would require that the streets be overlayed (at an estimated cost of $0.57 per square foot) prior to the commencement of a slurry seal program. (This could be done over a seven year period at a cost of approximately $4,700,000 per year.) Then, in the fifth year of the overlay activity, a slurry seal program for those ,arterials overlayed in the first year of the overlay program could commence. The current dollar cost for this slurry seal program would be $460,000 per year. With the arterials on a five year maintenance cycle, some consideration may be given to doing the same with the residential streets. The cost of moving from a seven to a five year residential street slurry seal program would be an additional $150,000 per year. Funds for these service expansions could be derived through a redistribution of Gas Tax, Measure M or General City funds. The proposed budgets for fiscal years 1997/98 and 1998/99 includes an option that allows funds Street Maintenance Report page 5 previously budgeted for street tree removal petition work to be diverted to arterial street restoration depending upon need. • The City is currently on a seven year slurry seal program for residential service needs. Funding is adequate to maintain this level of service, but to upgrade to a five year cycle will cost $150,000 more each year. • Presently, there is no program in place to maintain arterial streets. However, the proposed budgets for fiscal years 1997/98 and 1998/99 include a total of $1,400,000 ($800,000 in 97/98 and $600,000 in 98/99) which can be used for either Sidewalk Petition Work or Arterial Street Reconstruction depending on liability and safety needs. A seven year program to restore the arterials would cost about $4,700,000 per year in today's dollars, and a supporting slurry seal program (on a five year cycle) beginning in the fifth year of overlay activity would require the addition of an additional $460,000 per year in slurry seal costs. • Funding for these programs could come from existing revenue sources, but must be carefully considered. • Financial commitments must be ongoing to produce results. Attachments Exhibit A: Standard Street Plan Exhibit B: Methodology for Street Slurry Seal Selection Exhibit C: M.O.E. Data Sheet DRAFT 3.3(21-2) STANDARD STREET SPECIFICA TION RICH T-OF- S TREE T S TREE T PARKMA Y PARKING -VIA Y 'R Y✓' WIDTH 'P' TYPE MAD TH PX' REQUIREMENTS 54" 40, COLLECTOR 7' BOTH SIDES 52" 40' RESIDEN-17AL 6' BOTH SIDES 44' 32' RESIDENTIAL 6' ONE SIDE ** 60' 44, LVDUST/COl✓1✓,. B' BOTH SIDES MA Y VARY PRIOR APPROVAL REQUIRED EXHIBIT A: STANDARD STREET PLAN R/l�r R/Yr 1 i/2 'R ;V 1/2 'RIW 'PK' i 2 a' i 1 2 'P' ,PK" I ' 1 22,- 2% ► ' 3 E SUBGRADE BASE SURFACE NOTES: O STRUCTURAL SECTION TO BE DETERMINED BY P,-'✓ALUE TEST AND 20 YEAR TRAFFIC INDEX. RESIDENTIAL I✓INII✓UI✓, SECTION SHALL BE 0.25' A.C. 111I TH SS-1 SEAL COAT OVER 0.5' A.B.; INDUSTRIAL/COMIXERCIAL MINIMUM, SECTION SHALL BE 0.40' A.C. M TH SS-1 SEAL COAT OVER 0.83' A.B. SIDEWALK PER STD. PLAN 207. 2' PUBLIC UTILITY EASEMENT FOR PARMAY 7 .AND LESS. fNA NOTES. UM LONGITUDINAL GRADE SHALL BE 0.507. UNLESS OTHERY✓lSE APPROVED. CITY OF HUNTINGTON BEACH � p � DEPARTMENT OF PUBLIC WORKS CITY ENGINEER STANDARD PLAN LOCAL STREETS 104 DATE: N.orch 21, 1994 TYPICAL SECTION Exhibit B: Methodology for Street Slurry Seal Selection Step 1: Divide the city into four sections (we work in all sections because we can't do it all, not enough money -- it would take about $7,000,000 to do the entire city in one year). Step 2: Divide each section into 112 mile grids. These grids are usually surrounded by arterial highways and have blockwalls. There may be both newer and older tracts within these grids, but the age of a street is not always an important criteria in scheduling repair work. This is because soil conditions (e.g. "hot" soils) and, design standards (which have varied over time) may leave thirty year old streets in better condition than twenty year old streets. Step 3: Survey all streets within a grid (at least once every two years) to identify streets needing slurry seal (streets with minimal deterioration) or overlay repairs (extensive deterioration). The approved budget determines the square footage that can be slurried in a given year. To keep on a seven year cycle we will have to slurry about nine million square feet per year. This means continuing the current $700,000 outlay of Gas Tax funds for this purpose throughout the cycle (1996-2002). Step 4: Input survey data into the Pavement Management Program; then select those entire grids which are in the worst shape. Those grids will receive the .highest priority within each section. As above (Step 3) the annual budget will determine the number of grids that can be slurried. Step 5: Grids are then selected from each of the four sections with an emphasis,on balancing the amount of work equally between sections. EXHIBIT C CITY OF HUNTINGTON BEACH Budgeted Expenditures for Maintenance of Effort Programs 1997/98 Qualifying Expenditure Prog. No. Program Name Budget Non-Street Street Category % to MOE 410 Engineering Administration $ 127,835 $ 89,485 $ 38,351 Other 30% 411 Subdivision $ 1,820,473 $ 1,274,331 $ 546,142 Other 30% 412 Storm Drain Pollution Control $ 161,600 $ 113,120 $ 48,480 Other 30% 416 Traffic Sign/Striping $ 609,435 $ - $ 609,435 Maintenance 100% 417 Traffic Signal/Lighting $ 429,572 $ - $ 429,572 Maintenance 100% 420 Maintenance Administration $ 485,553 $ 339,887 $ 145,666 Other 30% 430 Fleet Management $ 572,923 $ 286,462 $ 286,462 Maintenance 50% 431 Equipment Maintenance $ 1,108,809 $ 554,405 $ 554,405 Maintenance 50% 432 Vehicle Maintenance Body Shop $ 183,068 $ 91,534 $ 91,534 Maintenance 50% 510 Street Maintenance $ 1,623,925 $ - $ 1,623,925 Maintenance 100% 512 Concrete Maintenance $ 371,236 $ - $ 371,236 Maintenance 100% 515 Bridge/channel Maintenance $ 26,750 $ - $ 26,750 Maintenance 100% 520 Street Cleaning $ 561,220 $ - $ 561,220 Maintenance 100% 530 Sewer Line Maintenance $ 703,796 $ 563,037 $ 140,759 Maintenance 20% 531 Sewer Lift Station Maintenance $ 407,339 $ 325,871 $ 81,468 Maintenance 20% 540 Landscape Administration $ 273,236 $ - $ 273,236 Other 100% 541 Landscape Maintenance $ 626,354 $ - $ 626,354 Maintenance 100% 542 Street Tree Maintenance $ 1,034,980 $ - $ 1,034,980 Maintenance 100% 591 Flood Control Station Maintenance $ 640,382 $ 512,306 $ 128,076 Maintenance 20% Totals $ 11,768,486 $ 4,150,436 $ 7,618,050 Subtract GT Transfer $ 2,200,000 Qualifying Expenses $ 5,418,050 MOE Benchmark $ 4,510,000 Margin $ 908,050 8/21/97 WEALS Sheet13 CITY OF HUNTINGTON BEACH DEPARTMENT OF PUBLIC WORKS SIDEWALK MAINTENANCE REPORT AUGUST 21, 1997 . ............................................................... ... .............................. U H: T . ................... ................ .... . .. ......................... ...... ............... ... ............................. ....... .............. ................ ..... ................... UN N.G IDE.W.-A"LA' . ................................................................ .............I......... ....... . .. ......::::::......................... Public sidewalks are vital to the safe passage of residents wishing to walk to desired destinations. Although Huntington Beach sidewalks vary in the width, most sidewalks, constructed of concrete, are at least four feet wide and four inches thick as illustrated on as illustrated on Exhibit A. ............. .. .............................................................. ............... . ......... ................... ....... ....... .............. ......... ........ ............ .............................. :........... .............. ................. :, ... ....................... .. . . .......... ..........*............ ......... ................... ........... ........ ............. ....... ......... ................................ ......... ..................................... .................. According to the latest survey (August, 1997), the City of Huntington Beach has approximately 1,025 miles of public sidewalk. These sidewalks typically run parallel to both sides of the City's residential and arterial streets. .... .. .......... X.:........................... ..... .. ................. .... ... ... ......................:.:.:........... ................ .... ... ... ................... ............. ... ............... :............... .................. W' .--A-".--" .. ..................... ........... -X. -*-.* ............... 11D NTENA ................................................... ...... ......... .................. .. . . .. ............................. ............... ... . . .............. ............. .... .,::.: ............... The City has developed and initiated two programs for the repair and replacement of concrete sidewalk. 1 PROGRAM #1 (ROUTINE MAINTENANCE) Approximately twelve years ago, the City initiated a systematic sidewalk grid repair/replacement program. Pursuant to this program, the City is divided into 1/2 mile grids and all necessary sidewalk repairs/replacements exclusive of "Petition Requests" - (see Program #2) are completed in each grid before the City crew moves to the next grid. Crew movement, originally started at the northwest City limit, is north to south, west to east and east to west. The City crew is now repairing grids in the southeast section of town and will complete the first "City-wide-grid cycle" in about three years. The City's 1996/1997 General Fund Budget for Concrete Maintenance (inclusive of sidewalks, public driveways, patios, and public facility concrete pads) is $371,441. This appropriation, of Measure "M" funding, includes the cost of four employees and a budget for the applicable amount of materials, etc. Although the program budget is insufficient for current needs, a substantial amount of concrete sidewalk work is completed each year. The following chart recaps work completed the last three years including repairs to date. CONCRETE FOOTAGE REPAIR SUMMARY MIL............ ......... .......... ........ ............. .... ............ .............. ............ ............. ............ ...... ............. ............. W.- . I. ....... 1994 77,600 3.67 1995 101,680 4.81 1996 101,600 4.81 1997 (January thru June) 32,720 1.55 (July thru December- estimate) 50,400 2.38 ................... .. . ...................... . ................... ................... . . .............. ...... .. . ... TOTALS *Based on 4 foot wide sidewalk 2. PROGRAM #2 (PETITION REQUESTS)) Prior to the mid 1970's the construction of all sidewalks included the installation of a parkway, typically three feet wide, between the sidewalk and the street. Almost without exception, developers were required to plant a tree in the parkway as part of the City's then ongoing beautification program. The subsequent growth of these trees, has in many locations, uprooted the existing sidewalks, curbs/gutters, streets, driveways and private property improvements thereby creating potential liabilities for the City and property owners. On November 5, 1984, the City Council adopted a policy (see Exhibit B) wherein property owners could petition the City to have damaged improvements and parkway trees removed and replaced. To date, 1,966 property owners (see Exhibit Q, fronting eighty-eight residential streets, have requested the removal/replacement of existing parkway trees and damaged public improvements. The estimated cost of completing these eighty-eight petitions is $7,028,450. However, staff has identified an additional 8,034 lots that meet the "street petition criteria; therefore, the total estimated cost of correcting all know locations, is estimated to cost $30,000,000. The 1996/1997 budget includes $525,000, in Measure "M" funding, for petition request work. On August 4, 1997, Council approved the plans and specifications for the repair/replacement of applicable public improvements along Castle Drive, Catalina Circle and Trident Lane. The preliminary budgets for fiscal years 1997/1998 and 1998/1999 allow the option for funds for "petition requests" to be used toward an arterial street repair program depending upon the level of need. 2 Because of the City's financial constraints, the number of petitions received in any given year cannot be completed. Moreover, with the number of petitions received in a year continue to exceed that of the previous year, little headway can be made without a corresponding increase in funds. Due to the financial limitations facing the Public Works Department (i.e. insufficient Gas Tax and Measure "M" funding), there is competition between the underfunded sidewalk petition program and the unfunded arterial rehabilitation program. Addressing this competition will require continuing assessment of those highest public safety needs and commitment of funding upon that basis alone. Exhibits: A - Typical Sidewalk Plan B - Petition Policy C - Petition List 3 42 4 91 i °°.. G d q. . — e e i e a ' e e. G a CITY OF HUNTINGTON BEACH Oo DEPARTMENT OF PUBLIC WORKS a STANDARD PLAN o SIDEWALK 207 0 5 . Date October 22 , 1984 Gtt Submied to: onora�le Val - and City Co=cil tt NE Submitted by: C aries W. '_hcmcson, City Admi nistrato ?repared by: �� Pau1 Coo ��rec nor o_ ?ubl i c r S _ _ . �;o k s Subject: Street I:r.croveme: Damace Ca"sec '�'.' ^Yees In. F, Statement of Issue, Recommenda,ion, Ar.alysis, Funding Source, A'.ternative Actions, Attachments: '�� SLree.r. ,_2 ees __. nt Jai C ri c of-wav are ca::.ag_^g Z-he street iTcrovements RFCOyL-E NDA,10N Aco�t street tree remcva1/re-p1acei..,en 4. olicv . ANA�Y S 1 S : ` !:ere are a'DDroxim.atelV 36 , COO street -roes in the City and many are ca,_,s_nc r will ex _ns and _ o w case �e _ve a cos _•y ca:-a�e �c � ��1ic Manv Or he trees Can be ^a_n=a?red in -lace t-hrouch 7na1^_.-enance oract'ces st_Ch as root Ori_••n_nc, tree ter_-^_nQ and concrete re-oa_rS . However , there are some snec_e/variety o= trees tti:a- do not lend hem- selves to cosy e__ec :e ma_ntenance and should *--e re-:ovec . Re0'lacement plantinc a=ter tree remora' Can be accom.-ol i shed in 51:b1_c property with very selective and 'united s eci e/variety choice . •c'.lso, tree re-_�laceme_^_t could be =ocatec in. pril;ate UronertV when resident is icy _n aQreement a-:d with Certain CO__^_ditions as stinL_L %_ -?7 - -- . Aiant_na _- n_ rlvate '_ tuner-y will be s_mi lar to C'-tv_ tree Olant1'.' a rec„i re^:e_lts for all develocTen-s si nce 1972 . There are s`abstant_al Cost ef_ect_ve advantages t0 ;Zhis DrOCEGLre s'.�Ch as elimination of all ma__-tenance costs by C'-tv, 'less ri-cht-of-'v:aV damage and less vehicle/ street sweeper ObStr'uction ^roblem.s. ALTERNATIVES Do not adont t)011Cv and continue existln_O ^ract_ceS which are less Cost effective and less accectable to residents . FUND'_Nr, SOURCE: ACCOt_O:1 O^ DC1�Cv 1S n0 COS;- Lowever , `L'tL're Cost to _mnlement Dolic will have tto� be badce red for when t)roiec Ls are identified and fv_ndinq is available . ATTAC�uF1 T•. Folicv CWT: ?=,C .OS -;v EXHIBIT B P10 4/81 t STREET TREE REMOVAL/REP LAC EMENT POLICY 1 , PURPOSE : This policy provides the City a method/procedure for solving the on-going problem of street tree damage to public right - of-way improvements . 2 . APPLICATION : This policy applies to resident request for tree removal as well as City staff designated removal projects . S . DEFINITiON OF REQUIRED TREE REMOVAL : 3 . 1 Tree removal is required when one or a combination of the following occur : a . Tree is dead . b . Tree is diseased beyond cure . C . Tree is causing damage to right-of-way improvements and repairs cannot be accomplished without tree removal . d . Tree is or will cause damage to right-of-way improvements and maintenance procedures such as root prunig will not prohibit future damage for a substantial period of years that justifies maintenance costs . e . Tree is 'damaged beyond reasonable repair costs . f . Tree is J ound to be public hazard and removal is neces - sary for health , safety and welfare of community . RESIDENT REQUESTED TREE REMOVAL : 4 . a Resident request tree removal will be considered for approval when one or a combination of the following occur : a . When any one or a combination of the categories listed under 3 . 1 of this poi icy defining required tree removal o c c u r . b . When item a . above under 4 . 1 occurs and a minimum of 75% of the residents living on a specific street have petitioned the City for removal . C . When resident has proven to City ' s satisfaction that the right-of-way tree has caused damage to a private sewer line which cannot be repaired without tree removal . j J L • � r • I • t , STREET TREE REMOVAL/REPLACEMENT ?C, LiCY d . When a , b or c move under ti . ; occurs and the City has budgeted funds available to accomplish all work neces- sary including but not limited to tree removal , right- of-way repairs and tree replacement . 5 . POLICY : , Public right-of-way tree removal may occur within the cate- gories , scope and intent of categories i through 4 including, all sub-categories . Once removal and all right -of-way re- pairs are cor,pieted , tree replacement considerations will include the foliowirQ : a . Available budgeted funds . b . Whether or not the resident desires a replacement tree . If the resident does not want a tree replacement , no tree will be planted . C . Tree replacement specie/variety shall be determined by the City . d . Tree replacement iocation may occur , with property owners approval , in private property no closer than six feet from back of property line and no further than ten feet from property line to maintain a street tree effect . e . When tree replacement is to occur in private property City will provide a list of trees to resident for choice of specie . After selection of tree specie the City will purchase and deliver to resident , the replacement tree at no cost to resident 11' the resident so requests . Once decision has been made to have private property tree planting in lieu of public right-of-way planting no tree will be planted in public right-of-way without City approval . however , the resident will be required to plant tree within ten days and maintain tree in perpetuity as a private property matter frog, date of delivery . When tree replacement is to occur in public right-of-way City will be responsible for all related costs and shall decide what specie/variety of tree is to be planted . 5 i , t TREE REMOVAL PETITONS DATE STREET NAME DISTRICT RECEIVED # of LOTS COST EST. 1. TRIDENT LANE 434 03/02/93 48 Tree - Crape Myrtle 2. CATALINA CIRCLE 485 06/17/93 10 Tree - Purple Plum 3. CASTLE DRIVE 157 08/01/93 44 Tree -Australian Willow 4. SCENARIO DRIVE 155 08/24/93 73 Tree - Crape Myrtle 5. BAHAMA LANE 475 09/14/93 29 HAITI DRIVE Tree - Crape Myrtle 6. TIGERFISH CIRCLE 426 09/14/93 17 Tree - 7. MOLOKAI DRIVE 485 10/04/93 28 Tree - Queen Palm 8. LEILANI DRIVE 485 10/15/93 27 Tree - Queen Palm 9. CINDY LANE 425 10/25/93 30 Tree - Pear Aristocrat 10. BAYLOR CIRCLE 138 10/25/93 14 Tree - Crape Myrtle 11. ARMADA DRIVE 188 11/29/93 17 Tree -Australian Willow 12. BROWN CIRCLE 138 01/21/94 18 Tree - Crape Myrtle 13. PIONEER DRIVE 435 02/16/94 16 Tree -Australian Willow 14. UNDERHILL LANE 158 08/17/94 30 Tree - Purple Plum 15. MOONLIGHT CIRCLE 251 08/22/94 18 Tree - Crape Myrtle 16. ALHAMBRA DRIVE 252 08/24/94 33 Tree - Purple Plum EXHIBIT C Petitions submitted by Parks Yard on 9/13/94(8 Petitions) ROB\WORD\LISTS\TR EES.DOC revised 7/28/97 DATE STREET NAME DISTRICT RECEIVED # of LOTS COST EST, 17. NANTUCKET DRIVE 435 11/26/93* 32 Tree - Purple Plum 18. SUNLIGHT DRIVE 251 07/12/94* 31 Tree - Crape Myrtle 19. PLAYA DRIVE 485 07/29/94* 12 Tree - Queen Palm 20. RAMBLER DRIVE 475 07/30/94* 11 Tree - Crape Myrtle 21. THUNDERBIRD CIRCLE 117 08/08/94* 12 Tree - Purple Plum 22. SPARROW DRIVE 146 08/10/94* 30 Tree - Crape Myrtle 23. MEDITERRANEAN DRIVE 445 08/29/94* 33 Tree - Pear Aristocrat 24. VALENTINE DRIVE 251 07/18/94* 18 Tree -Australian Willow 25. OAKTREE CIRCLE 128 03/20/95 16 26. HILLSBORO CIRCLE 425 04/25/95 16 27. BRUSH DRIVE 263 07/01/95 50 28. RHAPSODY DRIVE 155 08/07/95 35 29. PRESCOTT LANE 188 08/08/95 58 KELLY CIRCLE 30. WOODWARD LANE 425 08/22/95 24 31. MORSE CIRCLE 164 08/17/95 10 32. ELM HURST CIRCLE 118 & 128 08/14/95 19 33. SOFTWIND DRIVE 158 07/26/95 36 34. MRYTLE DRIVE 158 07/27/95 31 35. ISLANDER LANE 485 10/16/95 21 36. SWAN LANE 146 10/19/95 32 *Petitions submitted by Parks Yard on 9/13/94(8 Petitions) 2 ROB\WORD\LISTS\TREES.DOC revised 7/28/97 DATE STREET NAME DISTRICT RECEIVED # of LOTS COST EST, 37. DOVEWOOD DRIVE 146 10/19/95 31 38. CLARK DRIVE 157 11/14/95 18 39. LOTUS LANE 435 11/20/95 20 40. SEABIRD CIRCLE 453 12/11/95 12 41. CHESAPEAKE LANE 435 12/11/95 34 42. CRAIMER LANE 447 01/02/96 32 43. SHAYNE DRIVE 158 01/16/96 30 44. OJAI LANE 178 01/23/96 17 NAPA CIRCLE 45. SYDNEY DRIVE 138 02/07/96 39 BAYSIDE LANE 46. RONNEY DRIVE 425 04/01/96 10 47. NUGGET CIRCLE 127 04/03/96 12 48. STANDISH LANE 148 04/20/96 26 49. TROPHY DRIVE 167 04/22/96 18 50. TRENTON LANE 437 04/25/96 7 51. DORIANE CIRCLE 159 04/30/96 8 52. HERON CIRCLE 453 05/24/96 14 53. CORAL CIRCLE 434 05/29/96 10 54. SHOREWOOD CIRCLE 445 06/09/96 21 55 CONGRESS CIRCLE 423 NO DATE 6 56. LA MESA LANE 178 05/25/96 29 57. MARIE LANE 169 06/24/96 43 58. NORMANDY LANE 158 07/07/96 23 59. MONTACITO DRIVE 158 07/11/96 30 60. ADAMS FRONTAGE ROAD 435 08/05/96 5 Petitions submitted by Parks Yard on 9/13/94(8 Petitions) 3 ROB\WORD\LISTS\TREES.DOC revised 7/28/97 DATE STREET NAME DISTRICT RECEIVED # of LOTS COST EST. 61. WINSLOW DRIVE 148 08/20/96 12 62. ROBINWOOD DRIVE 146 08/20/96 29 63. ALOHA DRIVE 475 08/20/96 32 64. LISA LANE 293 08/20/96 31 65. LEE CIRCLE 271 09/16/96 14 66. WEBER CIRCLE 168 09/18/96 14 67. SANTA ANITA LANE 156 09/24/96 26 68. PAR CIRCLE 157 10/02/96 14 69. PATRICIA LANE 169 11/05/96 16 70. LUAU LANE 485 11/13/96 17 71. FAIRLANE CIRCLE 475 11/20/96 15 72. CALNEVA LANE 117 11/21/96 26 73. PURITAN CIRCLE 148 11/14/96 18 74. PHEASANT CIRCLE 146 12/10/96 12 75. MICHAEL DRIVE 283 12/15/96 29 76. NORCON CIRCLE 177 02/04/97 6 77. JERSEY CIRCLE 158 02/13/97 10 78. QUAIL CIRCLE 146 02/20/97 18 79. EDGEVIEW LANE 128 02/22/97 16 80. CARP CIRCLE 426 03/06/97 17 81. ELBE CIRCLE 262 03/07/97 9 82. PILGRIM CIRCLE 148 04/10/97 18 83. IVORY CIRCLE 128 04/16/97 18 84. SHELLY DRIVE 138 04/21/97 36 85. DARSY DRIVE 283 04/28/97 15 *Petitions submitted by Parks Yard on 9/13/94(8 Petitions) 4 ROB\WORD\LISTS\TREES.DOC revised 7/28/97 Y DATE STREET NAME DISTRICT RECEIVED # of LOTS COST EST. 86. CUTTER DRIVE 434 05/03/97 7 87. TROPICANA LANE 117 05/05/97 9 88. CLEVELAND DRIVE 422 07/28/97 8 TOTAL # OF LOTS 1,966 Petitions submitted by Parks Yard on 9/13/94(8 Petitions) 5 ROB\WORD\LISTS\TREES.DOC revised 7/28/97 City of Huntington Beach ® library ® administration • To: Michael T. Uberuaga, City Admin str t r From: Ron Hayden,Library Services Dire Date: 8/22/97 Subject: Sunday Opening Hours - Central Lib ry and Cultural Center Attached is information on establishing Sunday hours of operation at the Central Library. The information includes a summary, background and an analysis. Also included is a copy of a power point slide presentation, Library Board action pertaining to the issue, detailed impacts of four options, and three service levels with costs. The report focuses on the opening on Sunday for four hours. However, hourly costs are provided to adjust the Sunday opening hours should the City Council desire. `7 CIOHUNTINGTON BEACH PUBLIC LIBRARY S Y S T E M SYr Summc. The City Council directed the Library staff to conduct a feasibility study on restructuring hours to open the Central Library on Sunday. Staff has provided four options. Options I - III involve reducing existing Library hours to accommodate increased Sunday costs and requires the "meet and confer" process. Option IV, with limited services costing $73,061, maintains existing hours, adds four limited operating hours, avoids meet and confer issues by hiring recurrent employees, and identifies $52,017 in offsetting revenue ($21,044 shortfall). However, some of this revenue may be short term and would go into the General Fund regardless of Sunday operation. The Library Board recommends funding of full services costing $101,449. Background: On April 7, 1997, the City Council directed the Library staff to conduct a feasibility study on restructuring Library hours to open the Central Library on Sunday. Additionally, the City Council asked that the Sunday hours be added within the existing budget. On June 2, 1997, the City Council, after considering five options for Sunday operations, selected option V by directing staff to refer the issue to the FY 1997-98 budget discussion. Analysis: Prior to considering adding Sunday hours, it is important to know that the Central Library already reduced operating hours from 72 to the current 60 by eliminating Monday morning and Friday/Saturday evenings. Consequently, the operating hours have been condensed. Reducing additional existing hours will impact patrons and existing services. Also, the Library's budget has been reduced by $338,212 (11%) and permanent staff has been reduced by 15% without reducing services. (See Attachment #2 "Library Budget / Permanent Position Reductions.") Current Library staff cannot be transferred to Sunday operation without impacting existing operating hours and services. Therefore, to provide Sunday hours and accomplish it within the existing budget, either the current hours must be reduced or additional operating revenue must be identified. Personnel and operating costs/service level options were categorized along with scheduling/funding options based on four hours of operation. (See Schedule#3 "Options"): A. Limited services - no reference and children's librarians costing $73,061. B. Basic services - all in limited services, reference and children's librarians costing $86,585. C. Regular services (Library Board Recommendation) - all in basic services + literacy, story hour, additional security and librarians costing $101,449. Options: To add Sunday hours without increasing the current budget, the Library staff primarily analyzed four options. Other options were also considered including Library staff voluntarily changing their schedules (See Attachment#4: Library Director memo dated 5/12/97), closing the Library branches an additional day, closing Fridays, and increasing the Library Development Fee. (See attachment#5 for Summary of Options/Impacts.) The four options are: OPTION 1: Eliminate four Tuesday morning hours and add four Sunday hours. (See Attachment#6: "Option I Schedule" for staffing and meet and confer requirements.) OPTION II: Eliminate five Thursday evening hours and add five Sunday hours. (See Attachment#6 "Option II Schedule" for staffing and meet and confer requirements.) OPTION III: Add six Sunday hours by eliminating two hours Tuesday - Thursday morning. (See Attachment#6 "Option III Schedule" for staffing and meet and confer requirements.) Impacts - Options I, II & III: Reduce existing hours to add Sunday hours, involve meet and confer issues, and require Library staff to work split shifts and six days a week. For a complete list of Impacts and Challenges, please see Attachment#7: "Impacts." OPTION IV: Adds four Sunday hours and identifies funds using estimated savings from Library related programs and Sunday generated revenue. (See Attachment 48: "Using Library Associated General Fund Savings and Sunday Revenue.") ESTIMATED COSTS: • $73,061 Estimated Limited Sunday service costs ♦ $30,940 operating costs ♦ $42,121 personnel costs ESTIMATED REVENUE • $52,017 Estimated savings & Sunday revenue ♦ $21,580 from Sunday fines, fees, nonresident fee, PCs, CDs, vendors ♦ $26,200 from postage savings due to Library's new overdue computer ♦ *$4,237 from the Calif. Teleconnect Fund: Telecommunication discount • Shortfall $21,044 (*see Attachment#9-Discounted Telecommunications Rate Information) Impacts - Option IV: Maintains current hours and Library staff morale and adds four Sunday hours. However, these estimated savings would go into the General Fund regardless of Sunday operation. Additionally, these savings be short-term. Therefore, the General Fund would be obligated to fund the Sunday operation without offsetting savings. Attachments: 1. Library Board Action 2. Library Dept. Budget/Permanent Positions Reductions 3. Options - Sunday Operation at the Central Library and Cultural Center 4. Library Director memo dated 5/12/97 5. Summary- Options/Impacts for Sunday Operation 6. Sunday Scheduling Options 7. Impacts 8. Library Associated General Fund Savings/Sunday Revenue & Sunday Revenue Projections 9. Discounted Telecommunication Rates Information SundayOpening at the F Central Library and Cultural Center HUNTINGTON BEACH PUBLIC LIBRARY S Y S T E M 1 4/719 7 City Council Action: ♦ "Direct the library staff to conduct a feasibility study on restructuring hours to open the Central Library on Sunday afternoons." ♦ Added comment "...do it within the existing budget." 2 Library Permanent Positions Reductions FY 91192 - FY 96197 45 41.25 40 35 35 30- .. .:..: s, 25 .<\ 20 v 15v'.; 10 .v " s 6.25 15% 0 FY91192 FY96/97 Total Reductions Percentage 5 Sunday Options ♦ Option I - Eliminate 4 morning hours ♦ Transfer for 4 Sunday hours ♦ Option II - Eliminate 5 evening hours ♦ Transfer for 5 Sunday hours ♦ Option III - Eliminate 2 hrs. Tu.-Th. mornings - ♦ Transfer for 6 Sunday hours ♦ Option IV- Keep current hours ♦ Add 4 additional "limited" service Sunday hours ♦ Library Board Recommendation 6 Option I Reschedule Permanent Library Staff 4 ♦ Eliminate 4 morning hours and transfer ^µ ", for 4 Sunday hours. a, ,. ♦ Impacts e Storytime eliminated Y, 01 o Tues. morn. school tours eliminated ♦Library Staff work six days .Meet and confer issues 7 Option // Reschedule Permanent Library Staff ♦ Eliminate 5 evening hours and transfer for 5 Sunday hours ♦ Impacts •After school/work access eliminated Conflict with HB Playhouse •Library Staff work six days ®Meet and confer issues 8 Option 111 Reschedule Permanent Library Staff ♦ Eliminate 2 hrs.: Tues.-Wed.-Thurs. mornings and transfer for 6 Sunday hours ♦ Impacts z„, •School Tours eliminated •Storytime eliminated •Library Staff work six days ®Meet and confer issues 9 Other Impacts m Challenges ( If option I , II , or III is selected ) ♦ Detailed list in Attachment #7: •Transferring off desk personnel (cataloging, ordering, etc.) to on desk work reduces overall productivity •Increased workload due to eliminating slower times for busier Sunday operation. o Conflict with other library affiliated organizations -i.e. Genealogical Society, Literacy, Friends/Children's FOTL, etc. 10 ® Maintain existing hours. Option IV ® Add 4 "limited" Sunday library service hrs. ® Hire Additional RECURRENT staff %;X,. ® Fund from General Fund - with Library related General Fund est. savings + Sunday revenue ® Impacts: Est. savings could go to General Fund Est. savings may be short term unrealized. © Add 4 Sunday hrs.without reducing existing hrs. e Few meet and confer issues if recurrents used 11 Sunday service levels - Using recurrent employees A. Limited Services -- Costs = $73,061 ® security, computer operator, custodian, 5 clerks, 12 pages, librarian B. Basic Services -- Costs = $86,585 ® Limited services plus 2 clerks, children's and reference librarian C. Regular Services -- Costs = $101,449 (Library Board recommendation) ® Basic services plus Senior Librarian, storyteller, security, reference librarian 12 Option IV Total Estimated Revenue & Savings s ♦ Library Related Est. G.F. Savings *$30,437 v ® Sunday Generated Est. Revenue 21,580 s Option IV Est. Revenue/Savings $52,017 15 Option IV Total Estimated Costs /Funding e Costs $73,061 ♦ Funding $52,017 (for "Limited" Service) (From General Fund) • Recurrent Per. $42,121 • Phone Savin s $ 4,237 • Operating 30,940 • Postage Savings 26,200 Sunday Revenue 21,580 SHORTFALL s$21,044 16 Summary Two Primary decisions: ®Direct City Administrator to meet and confer - _ regarding six day/split shift schedules for nd permanent Library employees. W o Select existing hrs. to be eliminated for Sundays - or - @Allocate General Fund for Sunday operation. ♦Determine Level of Service to be offered to public e Hire recurrent employees 19 Attachment #1 raaTwcton&EACH CITY OF HUNTINGTON BEACH 7111 TALBERT AVENUE • HUNTINGTON BEACH, CALIFORNIA 92648 • TEL (714) 842-4481 TO: Honorable Mayor and City Council FROM: Library Board of Trustees DATE: April 29, 1997 _ SUBJECT: LIBRARY BOARD ACTION At its meeting of April 24, 1997 Special Meeting, the Library Board of Trustees took the following action: MOTION: MOVED BY SILVERMAN AND SECOND BY BRIL, THE LIBRARY BOARD RECOMMENDS THAT THE COUNCIL ACCEPT THE ALTERNATIVE OPTION FOR OPENING THE CENTRAL LIBRARY ON SUNDAYS, USING FUNDS GENERATED BY SAVINGS FROM POSTAGE AND A LIBRARY TELEPHONE SERVICE DISCOUNT AND ADDED LIBRARY REVENUE FROM SUNDAY OPENING. IN ADDITION, REQUEST THAT APPROXIMATELY $26,000 BE ADDED TO THE SUNDAY OPERATION BUDGET FROM THE CITY'S GENERAL FUND FOR FULL STAFFING OF THE CENTRAL LIBRARY ON SUNDAYS, BY THE FOLLOWING VOTE: AYES: Kuperberg, Silverman, Bril, Finley NOES: Hawley, Cohen ABSENT: Marrs ABSTAIN: None Respectfully submitted, *1 lu� Sidney Kuperberg, Chair Library Board of Trustees . WH:gc cc: Michael T. Uberuaga, City Administrator Ron Hayden, Library Services Director y� Library Dept. Budget / Permanent Positions Reductions -- FY 91/92 - FY 96/97 -- Attachment #2 (In addition, Central Library reduced hours from 72 to current 60 by eliminating Monday morning and Friday / Saturday evening.hours.) Library Dept. General Fund Budget Reduction $1 24 - FY 91/92-96/97 $3,500,000 ... $3 000 000 $2,500,000 $1,000,000 $500,000 _..... $o FY91/92 FY96/97 Total Percentage Reductions Library Permanent Positions Reductions FY 91-92-96/97 45.00 ..............�1_?`5...,........................................,..,,.,..,.,..............,......... 1 ..... 40.00 ". i 35.00 s 30.00 :.. i 25.00 20.00 15 .00 .00 f 1 0 00 I 0.00 FY91/92 FY96/97 Total Percentage Reductions OPTIONS --Sunday Operation at the Central Library and Cultural Center Attachment #3 Estimated Personnel/Operating Costs and Scheduling/Funding Options ---- ---------I -- - -...- --- -... -- - , g/Funding Options Personnel/Operating Costs-Service Level Options Schedulin A. Limited services-- 4 hours- no reference%hildren's Option I Eliminate Tuesday morning hours --total 4 hours 4 Personnel hours �Hrly cost day cost ;weeks Annual costs current hr. new hr. Staff impact added costs ,add. Reven. Balance security 4'II $9 I $35 50 $1,728 9 AM-9 PM 1PM-9 PM ',see schedule A computer oper. 6i $14 $69 50 $3,435 Personnel $05 night def. ($3,345) ($3,345) custodian 51III $8 ! $31 50 $1,552 Security/computer op. ($3,693) ($3,693) Lib. clerks(5) 41 $14 I $220 50 $13,740 *Add. Est. Rev. $10,790 I $10,790 Pages(12) 4! $6 $278 50 $13,900 Opt. B Net $3,752 Media Clerk 4! $14 $55 50 $2,748 *16,900 Sunday revenue reduced 50%due to loss of revenue from Tues. morning. Librarian 5 $20 $100 50 $5,018 NOTE:Schedules must be adjusted to split shifts or 36fi44 to accommodate net neutral costs Person.total 5 $84 1 $787 50 $42,121 This is a meet and confer issue. Operate total i i $153 $610 50 $30,940 Option II 'Eliminate 5 hr.Thurs. evening-total 5 hours. Total Option 1 $236 $1,397 $73,061 current hr. new hr. 'Staff impact !added costs ;added rev total redact. B. Basic Services_ -- 4 hours- reference I children's librarians 9 AM 9 PM 9 AM-5 PM 'see schedule B �- Basic Costs i $236 I $1,397 $73,061 Personnel i Limited cst. plus: I Security ($3,693) ($1,768) Lib. clerks(2) 1 41 $14 $110 50 5496 Added Rev. $10,790 $10,790 Librarian-child 4 $20 $80 50 4014 Opt. B Net $9,022 Librarian-ref. 4' $20 $80 50 4014 NOTE: Schedules must be adjusted to split shifts or 36/44 to accommodate net neutral costs Total r Option II $290 $1,668, p � $86,585 This is a meet and confer issue. Option III Eliminate 2 hr. Tues.-Thurs. mornings-Total 6 hours. `-: C. Regular services-- 4 hours-same services as Mon. . - Sat. Costs/Rev. similar to Option I May need additional recurrent funds Regular Costs !, $290 ! $1,668 $86,685 SBasic costs plus: Alt. Option IV -- Use Savings/Revenue towards Sunday Operation Lib.clerk i 4 $14 $55 50, $2,748 Gen Fund ;Sunday i TOTAL Senior librarian 4 $25 $100 50 5000 FY Budget Current Projected Savings Revenue Savings/Rev Reference lib 4; $20 $80 50 4014 Telephone $51,520 $25,760 $25,760 50%tel.. disct Storyteller ! 2 $14 $27 50 1374 Postage $40,000 $13,800 $26,200 Over due comp security 4 $9 $35 50 1728 Toal budget $91,520 $39,560 $51,960 literacy 4 $14 $55 50 2748 Tot. Revenue $0 $21,580 videos,Pc,Cd Tot. Option 111 $372 $1,965 50 $101,449 Total Alt.Opt $51,960 $21,580 $73,540 Estimated Operating Costs--four hours ($7,735 hr. annually) Estimated Sunday additional library revenue --4 hr.. Isunday Rev. Operating I Daily Ann.oper. Program day est. Annual Libr. Svc Fd. 'General Fund !Grand Total Elect $230 i $11,960 *Nonresid.fee $175 $9,100 $5,460 $3,640 $3,640 H/AC $210 $10,920 1 fines $160 $8,320 $0 $8,320 $8,320 Maint. $145 $7,540 media $160 $8,320 $0 $8,320 $8,320 Supplies $10 $520 Vendor lease $25 $1,300 $1,300 $0 $1,300 I Total Oper. $585 $30,940 Tot est. Rev. $520 $25,740 $6,760 $20,280 $21,580 ,Ave. $4,680 hr. annually.Therefore, 5 hr =$23.400 , 6 hr. _$28,080... *60% of the nonresident fee must be used for library materials, books Attachment #4 c.- • library • administration • To: Library Staff-- Permanent Staff Only From: Ron Hayden, Library Services Director Date: 5/12/97 Subject: Sunday -- Voluntarily changing schedule As you are probably aware, the City Council asked me to conduct a feasibility study on opening the Central Library and Cultural Center on Sundays. The City Council's directive included the concept of transferring some existing operating hours to accommodate for Sunday. They asked that the Sunday opening be contained "within the existing budget." I am working on various options that adhere to the City Council's directive. At this time. we are considering Sunday operating hours from 1:00 PM - 5 PM. Also, TEAM members are providing scheduling options. In order for Sunday openings to be accomplished within a reasonable time frame, I would need to know how many permanent staff would be willing to voluntarily change their current schedule for either split shifts or flex time. For instance, on split shift, you would work 4 1/2 days and four hours Sunday. With a 36/44 shift, you could work 36 hours one week and 44 to cover the Sunday hours. If you are interested in voluntarily changing your schedule, please contact me directly or notify Gisela. If you are interested, Please let me know by Al2ril 18th. Thank you for your consideration. cc Michael T. Uberuaga, City Administrator Robert Franz, Deputy City Administrator Bill Osness, Personnel Director HUNTINGTON BEACH PUBLIC LIBRARY S Y S T E M Attachment #5 Summary -- Options/ Impacts for Sunday Operation at the HB Central.Library & Cultural uenrer L�j Library reduced hours from 72 to current 60 by eleminating Monday morning and Friday/Saturday evening hours. Therfore,compacting services. From FY 90/91-96/97 Library budget reduced $633,756(20%) -- Permanent Library Staff reduced 15% Option I -- Eleminate 4 Tuesday morning hours (or Wednesday/Thursday) *OVtion I Summary Impacts Add Sunday hours from 1 PM- 5 PM (see Option 1 Schedule) Current hours New Option I hours Change + 4 hr. Sunday operation established 9 AM - 9 PM 1 PM - 9 PM 4 Reduced Hours + No net increased costs Closed Sunday 1 PM - 5 PM 4 Added Hours - Tuesday morning school tours eleminated - Meet and confer issues - Some Library Staff would work six days during week * See Impacts report for detailed impacts Option II -- Eleminate 5 Thursday Evening Hours (or Tues./Wed) *Option If Summary Impacts Add Sunday hours from 12 PM- 5 PM(See Option II Schedule) Current hours New Option II hours Change + 5 hr. Sunday operation established 9 AM - 9 PM 9 AM - 4 PM 5 Reduced Hours +No net increased costs Closed Sunday 12 PM - 5 PM 5 Added I-lours - Thursday evening after school/work library hrs. eleminated - Meet and confer issues - Some Library Staff would work six days during week 1 - Cannot close entire building -- playhouse, meeting rooms Option III -- Eleminate 2 hrs each morning from Tuesday- Thursday *Option III Summary Impacts Add Sunday hours from 12 PM- 6 PM (See Option III Schedule) Current hours New Option III hours Change + 6 hr. Sunday operation established S F 9 AM - 9 PM 11 AM - 9 PM 6 Reduced Hours - Costs may be neutral (May need additional recurrent funds) l Closed Sunday 12 PM - 6 PM 6 Added Hours - School Tours eleminated - Meet and confer issues - Some Library Staff would work six days during week Other options considered--Staff voluntarily change schedules, Close branch additional day, Close Fridays, Increase Library Develpment Fee Option IV - Alternative Option --Add 4 hours to existing hrs.-fund by using savings from library prograins and additional Sunday revenue. Option n IV Costs Option IV H+undinlr Option IV Impacts Telephone Savings $25,760 + Could begin sooner than Options I, 11, III Total Personnel $42,121 Postage Savings 26,200 + Igo not have to cut existing hours Total Operating $30,940 Sunday Revenue $21,580 - Limited services -- no ref/child librarians Opt. IV Total Costs $73,061 Opt. IV Total Saving/Revenue $73,540 - Savings could go to general fund Attachment #6 SUNDAY SCHEDULING OPTIONS -- Option I Schedule - 4 lirs Schedule A ( Closed 'Tuesday Morning 9 AM - I PM 1 4 Sunday Hours *Schedule type: 1 = regular shift 2 = split shift/flex tim Current schedule New schedule Meet and confer Classification Schedule Day Type Schedule Day *Type Yes No Reception- Lib Clrk, Sr. 9 am-6 pm m-f 1 12 pm-9 pm tues 1 x Lib Clrk, Sr. 9 am-6 pm t-s 1 12 pm-9 pm tues 1 x Lib Clrk, Sr. 8:30 am-5:30 pm m-f 1 12:30 pm-4:30 pm tues 2 x 12 pm -4:00 pm sun Pages x Acquisitions- Prin. Lib Clrk 7 am-4 pm m-f 1 12 pm-9 pm tues 1 x Lib. Clrk Sr. 8 am - 5 pm m-f 1 12 pm-9 pm tues 1 x Lib. Clrk Sr. 8 am - 5 pm m-f 1 12:30 pm-4:30 pm tues 2 x 12 pm-4:00 pm sun 2 Reference: Librarian 9 am-6 pm Cues 1 12 pm-9 pm tues 1 x Librarian 9 am-6 pm tues 1 12:30 pm-4:30 pm tues 2 x 12 pm-4:00 pm sun Childrens Librarian Sr. 8:30 am-5:30 pm tues 1 12 pm-9 pm toes 1 x Librarian 9 am-6 pm tues 1 12:30 pm-4:30 pm tues 2 x 12 pm-4:00 pm sun Pages x Clrk, Recur. x Media Lib Clrk, Sr. 9 am-6 pm m-f - 1 12:30 pm-4:30 pm tues 2 x 12 pm -4:00 pm sun Tech. Proc. Librarian, Sr. 8 am - 5 pm m-f 1 12 pm-9 pm tues 1 x Librarian 8 am- 5 pm m-f 1 5 pm-9 pm tugs 1 x 12 pm-4:00 pm sun 2 Computer Op. 7 am-4 pm m-f 1 11 am-8 pm tues 2 x Cptr. Op. Aid 2 pm- 11 pm m-t 2 pm - 11 pm tues 2 x 11 am-5:00 pm sun Clrk 8 am-5 pm m-f 1 12 pm-9 pm tues 1 x Page(s) 9 am - 1 pm t- f 12 pm-4:00 pm sun x Administration Volunteer Co. 8 am - 5 pm m-f 1 12 pm-9 pm,, tues 1 x Will include Library Director, Administraive Assitant, Library Services Manager in scheduling Total Permenant Staff 17 Option II Schedule : 5 Hrs Closed Thursday Afternoon-Evening ( 4 PM - 9PM 5 Sunday Hours Current schedule New schedule (Meet and confer Classification Schedule Day Type Schedule Day *Type Yes No *Schedule type: Reception- 1=regular shift - 2=split shift/flex tim Lib Clrk, Sr. 9 am-6 pm m-f 1 7 AM-4 PM Thur 1 X Lib Clrk, Sr. 9 am-6 pm t-S 1 7 AM-4 PM Thur 1 X Lib Clrk, Sr. 8:30 am-5:30 pm m-f 1 12:30 pm-4:30 pm Thur 2 X 12pm - 5:00pm sun 2 Pages X Acquisitions- Prin. Lib CA 7 am -4 pm m-f 1 7 AM-4 PM Thur 1 X Lib. Clrk Sr. 8 am- 5 pm m-f 1 7 AM-4 PM Thur 1 X Lib. Clrk Sr. 8 am- 5 pm m-f 1 7 AM- 11 AM Thur 2 X 12 pm - 5:00 pm sun 2 Reference: Librarian 9 am-6 pm tues 1 7 AM-4 PM Thur 1 X Librarian 9 am-6 pm tues 1 7 AM- 11 AM Thur 2 X 12 pm - 5:00 pm sun Childrens Librarian Sr. 8:30 am-5:30 pm tues 1 7 AM-4 PM Thur 1 X Librarian 9 am-6 pm tues 1 7 AM - 10 AM Thur 2 X 12 pm - 5:00 pm sun Pages X Clrk, Recur. X Media Lib Clrk, Sr. 9 am-6 pm m-f 1 7 AM - 10 PM Thur 2 X 12 pm - 5:00 pm sun 2 Computer Op. 7 am-4 pm m-f 1 7 AM -4 PM Thur 2 X Cptr. Op. Aid 2 pm- 11 pm m-t 6 pm -9 pm Thur 2 X 10 am -5:00 pm sun Page 5 pm - 9 pm 12 pm- 5:00 pm Sun X Tech. Proc. Librarian, Sr. 8 am- 5 pm m-f 1 12 pm-9 pm tues 1 X Librarian 8 am- 5 pm m-f 1 5 pm-9 pm tues 1 X 12 pm -4:00 pm sun 2 Computer Op. 7 am-4 pm m-f 1 i t am-8 pm tues 2 X Cptr. Op. Aid 2 pm- 1 I pm m-t 2 pm- l I pm toes 2 X 11 am - 5:00 pm sun Clrk 8 am- 5 pm m-f 1 12 pm -9 pm tues 1 X Page(s) 9 am - 1 pm t- f 12 pm -4:00 pm sun X Administration Volunteer Co. 8 am- 5 pm m-f 1 7 AM-4 PM Thur 1 X Will include Library Director, Administraive Assitant, Library Services Manager in scheduling Total Permenant Staff 17 Option III Schedule : 6 hrs. Schedule C (Closed Tuesday- Thursday Mornings 9 AM - 11 AMJ 6 Sunday Hours Current schedule New schedule Meet and confer Classification Schedule Day Type Schedule Day *Type Yes No *Schedule type: Reception- 1=regular shift - 2 =split shift/flex tim Lib Clrk, Sr. 9 am-6 pm m-f 1 1 1 am-8 pm tues 1 X Lib Clrk, Sr. 9 am-6 pm t-s 1 12 pm-9 pm tues 1 X Lib Clrk, Sr. 8:30 am-5:30 pm m-f 1 2:30 pm-4:30 pm Cues 2 X 12 pm - 6:00 pm sun Pages X Acquisitions- Prin. Lib Clrk 7 am-4 pm m-f 1 11 am-8 pm tues 1 X Lib. Clrk Sr. 8 am - 5 pm m-f 1 12 pm-9 pm tugs 1 X Lib. Clrk Sr. 8 am-5 pm m-f 1 2:30 pm-4:30 pm tues 2 X 12 pm -6:00 pm sun 2 Reference: Librarian 9 am-6 pm tues 1 11 pm-8 pm tues 1 X Librarian 9 am-6 pm tues 1 1:30 pm-4:30 pm tues 2 X 1 pm - 6:00 pm sun Childrens Librarian Sr. 8:30 am-5:30 pm tues 1 11 pm-8 pm tues 1 X Librarian 9 am-6 pm tues 1 2:30 pm-4:30 pm tues 2 X 12 pm -6:00 pm sun Pages X Clrk, Recur. X Media Lib Clrk, Sr. 9 am-6 pm m-f 1 2:30 pm-4:30 pm toes 2 X 12 pm -6:00 pm sun Tech. Proc. Librarian, Sr. 8 am-5 pm m-f 1 12 pm-8 pm tues 1 X Librarian 8 am- 5 pm m-f 1 7 pm-9 pm tues 1 X 12 pm -6:00 pm sun 2 Computer Op. 7 am -4 pm m-f 1 10 am-7 pm tues 2 X Cptr. Op. Aid 2 pm- 11 pm m-t 4 pm - 11 pm tues 2 X 11 am-6:00 pm sun Clrk 8 am -5 pm m-f 1 12 pm- 8 pm toes 1 X Page(s) 9 am - 1 pm t- f 12 pm -4:00 pm sun X Administration Volunteer Co. 8 am-5 pm m-f 1 12 pm-9 pm tues 1 X Will include Library Director, Administraive Assitant, Library Services Manager in scheduling Total Permenant Staff 17 Attachment #7 IMPACTS -- Sunday Library Operation - BENEFIT'S/CHALLENGES For the Central Library and Cultural Center BENEFITS 1 . Sunday operation established. 2. Cost /funding may be neutral. 3. Extra study time for students. 4. Families are able to visit park and Library. CHALLENGES 5. Meet and confer issues. 6. Increased workload due to trading slower times for busier Sunday operation. 7. Closing mornings would deny service to the 5,470 children who attend Storytime or come on annual school field trips. These are booked solid through the school year. 8. Some Library staff would work six days during week. 9. Tuesday morning Laptime Storytime would be eliminated. Eliminating summer mornings reduces service to children involved in the Summer Reading Programs. This affects over 3,500 children and their families each summer. 10. Summer morning programs may have to be canceled. 11 . Staff required to add an additional night (many are already working 3 nights per week). 12. Few staff members would be able to have two consecutive days off each week. 13. Thursday evening after school/work library hours would be eliminated. 14. Lower Library staff morale. 15. Closing Thursday evening would impact HB Playhouse with their Thursday evening performances. 16. HB Playhouse Sunday performances will not allow book conveyor belt to be on, resulting in a backlog of check-in and shelving. 17. Impact shelving time because 3 Pages would not have time to shelve on busy Sundays due to working at check-out, check-in and preshelving. Tuesday morning is slower- they have time to shelve. Not an even-trade-off. 18. Loose 6 Pages mornings who do all prior night's check-ins and Library pickup. Monday night's check-in and Library pickup would need be done in afternoon when we only have 4 Pages to do check-in and cover all the check-out desk hours. 19. To make it fair to all Pages, might consider plan to have all Pages rotate on Sunday so they only have to work once a month on Sundays. This would affect check-out schedule because Pages working Sundays would need to take day off during week which would have to be covered by another Page. Page schedule would become very confusing. 20. Reception staff coverage for Media would be impacted due to staff sharing. 21 . Reserves and Inter Library Loans (ILL's) would be impacted due to 4 hr. Media coverage. 22. Overdue/small claims duties will be impacted due to staff sharing. 23. Media revenue loss if closed evening hours (as in Option ll). 24. Closing Thursday evening would eliminate access to tutoring space, collection, computer lab and staff support for literacy services. Thursday is the evening for LVA Board meetings, student meetings and all Trivia planning meetings. 25. Closing Mon.-Thurs. mornings would result in greatest impact on literacy services. There would not be any access to tutoring space, collection, computer lab and staff support for literacy services four mornings a week. Some volunteers and students can only come at specific times because of work schedule, childcare, or health. 26. Already understaffed literacy program will be further stretched at a time of funding losses and more community need. 27. Additional Computer Day - Starting up, shutting down and backing up the computer one additional day each week would add work to the staff and reduce the time available for other tasks, such as database maintenance, item entry, weeding, reprocessing, and report generation. Opening Sunday would mean a reduction of about 30% in the time available for other clerical tasks. Books would stay longer waiting for processing or reprocessing and thus be unavailable to the public for a longer time. 28. Staff borrowed for use on the public desks. If Sr. Librarian and Librarian in Technical Services are asked to do additional work at the Reference Desk to help cover Sundays (or the holes that Sunday opening might cause elsewhere in the desk schedule) this would mean less time would be available to do Technical Services work, such as cataloging. If both are called upon to put in four additional hours each at the Ref. Desk, this would represent a reduction of about 25% in cataloging time. Books would await cataloging longer and would be unavailable to the public for a longer time. 29. East coast offices close at 2 PM PST, resulting in less business operation. 30. Lost time from regular Acquisition assignments (Off Desk to On Desk). 31 . Alters communication with City Hall accounting, purchasing, treasurer's office, etc. 32. Computer (Bridge) problems must wait until Monday because no one is available for service on weekends. 33. Disrupts time with family on evenings as well as Sundays. 34. Interrupts religious practices. 35. Increased work load due to trading busy time for slower time with same staff resulting in backlogs. X MxA"a M"p,A , l '0 Fund,"W:- V1 d40iio A ttachme0n4"M-0t # 8 i A1 g 17, Ve a Me,r FY Budget Current Projected Gen Fund Sunday TOTAL Annual Annual Savings Revenue Savings/Revenue (Description) *Telephone $51,520 $47,284 $4,237 Telecommunication discount - California Teleconnect Fund est. Calif. Public Utilities Comm. Postage $40,000 $13,800 $26,200 New computer system calls overdue patrons instead of mailing notices saving postage. Tot. Revenue $0 $21,580 Fines, fees,Nonresident fee, Videos, PCs, CDs, Vendors Total Opt IV $30,437 $21,580 $52p01 7 Option IV Summar Fund* over/ $529017 $739061 $219044 Attachment#8 pg 2 A A al ur' O'Wjk Q 71'M 71 71 71 71 71 71 71 71 71 711&114 71 e ' v Library Grand Total Program Daily estimate Annual Service Fund General Fund Sunday Revenue I*Nonresid. fee $175 $9,100 $5,460 $3,640 $3,640 2. fines $160 $8,320 $0 $8,320 $8,320 3. media $160 $8,320 $0 $8,320 $8,320 4. Vendor lease $25 $1,300 $1,300 -$-0- $1,300 Tot Est. Revenue $525 $25,740 $6,760 $20,280 $21,580 *60% of the nonresident fee must be used for library materials (books, periodicals, CDs, etc. 1. Library generates average of 14 nonresident library cards on busy Saturdays. Fee is $25. $25 x 14 = $350 for eight hours. Four hours on Sunday would be half of$350 or 175. 2. Fines and fee generate approx. 96,000 annually or $320 daily/160 for 4 hrs. (more on Saturdays). 3. Media operation includes videos, Personal Computers, CDs, tapes, and internet. Operation generates approximately $98,000 annually or $326 daily or $163 for four hr. 4. Vending machines and coffee cart leases would be adjusted for additional day. AUG-20-1997 16:44 CPUC TELCO DIVISION 415 703 4405 P.02 , A t",�CP,-M'P N .� STATE OF CALIFORNIA PETE WILSON, GQvcrnor PUBLIC UTILITIES COMMISSION 505 VAN NE$$AVENUE • m $AN FRANCISCO,CA 94102-32" June 6, 1997 Huntington Beach Public Library Attn: lion Hayden 7111 Talbert Ave. Huntington Beach, CA 92648 Enclosed is a copy of the California Teleconnect Fund Service Discounts Certification Application(Application) which has been filed with the California Public Utilities Commission (CPUC). Your completed Application has been reviewed and funds are available for reimburse ent f he uty co _ - >sunt amo-uric.set_f4rth_on_ow�__ Application. The discount shall be applicable as of the date the application was date starn— ped the Telecommunications Division staff. The date stamp appears in the center right-hand portion of the completed Application. An Application Number has been assigned and is shown in the upper right-hand area of the first page of the Application. This Application Number should be provuided for reference in any communication you make with the CPUC concerning the enclosed Application. caa4l�A W. �" David M. Shantz, Branch Manager Public Programs Branch Telecommunications Division Enclosure: Completed Application Form w/o attachment(s) Monthly discount is $353 .08 ( $4r237 annually. ) TOTAL P.02 For Carrier Use Only: Name of Carrier: QTE C lif rnia In r to Carver's CPUC lD ,I� !p02C Address: Qne GTE Place, Attn• CA500 CE Thousand -Oaks. CA 91362-3811 Telephone: 805/ 72-6288 Total Monthly Discounts: $ 3 J`�s Authorized Carrier Representative:jl y Tresler �7 PRINT a N SiGNATURFJ®ATi; FOR CPUC Use only: Certification Application Complete: Yes — initials: bate: &7 Funds Available: Yes)�_No initlals Date: TOTAL P.G? CITY OF HUNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH To Michael Uberuaga, City Administrator From Jim B. Engle ty Director Community S ices Date August 21, 1997 Subject Status Report: Youth Sports Grant/HCP Sports Complex The following will bring you up to date on the youth sports grant program and the Huntington Central Park sports complex: Sports Grants - The city established the youth sports grant program in FY95/96 with $25,000 allocated in the PA&D Fund, Capital Improvement Projects budget. The program was continued this fiscal year with an addi- tional $25,000 being allocated to local youth sports groups to assist with renovation and improvements to their current facilities which are primarily located on school sites. Staff and the Community Services Commission is recommending that the youth sports grant program be increased to $50,000 for FY97/98 and 98/99. Moneys will come from the Park Acquisition &Development fund. There has also been discussion among commissioners of creating a youth sports foundation to solicit donations to add to the $50,000 allot- ment. Additional funds could be allocated from the PA&D fund. Unfortu- nately, with the buildout of Huntington Beach and the terms of the Holly- Seacliff development, to acquire land for Orange County's Harriett Wei- der Regional Park instead of collecting park fees, the city's PA&D fund will continue to have many more capital projects than funds available. These projects include completing the parks system, building a sports complex, aquatics complex and gymnasium, as well as renovating an aging parks system and bringing it up to current'Americans with Disabilities Act stan- dards and Consumer Products Safety Commission guidelines. Huntington Central Park Sports Complex - The voters approved Measure L, which met the requirement of Charter Section 612, for devel- opment of softball, soccer/football, and roller hockey facilities in Hunting- ton'Central Park. The voters, however, did not approve Measure J which would have funded this development. Staff is exploring potential revenue sources such as parking meters, snack bar, donations, and the concept of a naming rights contract to fund development and maintenance. Staff is also proposing that consultants, Deloitte & Touche, be retained to pre- pare a financial analysis including potential funding sources for the com- plex. It will take approximately two months after Council approves their contract for the consultant to complete the study. We will then be in a position to present a financial plan to the city to create a sports complex in HCP. Note: The Huntington Central Park sports complex will also make avail- able Edison and Murdy Community Parks for reconfiguration into sports complexes on the north and south regions of Huntington Beach to better serve community youth. JBE:cr Attachment cc: City Council 431 5AV--;Lr- 5942 Edinger Ave.•Suite 113-307•Huntington Beach,Ca 92649 • 714-895-1008 "Dedicated to the 60,000 youth of Huntington Beach" Board Members: July I, 1997 Cbuck Beauregard Chairman- Mayor& City Council Members Aquatics Booster City Administrator Community Services Commission Parent-Ediccator Dr. Marilyn vator I City of Huntington Beach 2000 Main Street Micllaeta wakernan Huntington Beach, CA 92648 Past-President H.B.Girls Softb at l Phil Luth Dear Civic Leaders: Area Director A1'.SOArea h Janet Biddle's suggestion of fornung a City Foundation dedicated to raising funds for Youth Sports was made. with the best of intentions. On the Robin res I surface, it would seem to have some merit but upon serious reflection, Sane Past-President Ocean Piety Little League ( Our Kills finds It to have nia or flaws. Mike Shanley i We would be asking the very population that is currently funding all of Aquatics Booster 1 the youth activities in the City, including all the coaching, formulation and direction to give money to the very City that has done nothing for them over Mike Green ! the ears. It won't happen. It is a dodge for the City o avoid addressing the Soccer Baseball Parer=.t y 1�p y t a needs of the 50,000 Children in this City. Brine Brick.,,.Treasurer President The time,has come for the City staff. Coninussioners and the Council S.,. Coast.sn.,er CI;-h, to stand up for the kids c,f this City. flan An nstrong secretar`. Over the.past several years. the children of the City have been totally save Our Kid- ne-lected while the citizens concern themselves with wetlands that have been dead for 100 years. The children have been neglected while groups refuse to understand that we are not living in 1967 but 1997 and Central Park belonL s to Committee Members: everyone. The children have been neLylected while revenue from active sports Other C;t', 5:>: it.s'l<,;; activities are used to fund passive parks. and children lose valuable space to comr issioners.Presidents play. Board and ncerr;ecrl'crrents- The City Is net711—cting Its childi-cii while. 1t plans to use their play areas Sports Represented: to develop Home Depots. Wal-Marts. and other sales tax revenue. generators but offer none of the revenue to fix or replace facilities for the children. the I'r.:�tFt Bc��eba:'I. very same children they displaced in an effort to recover sales tax revenue. &)ii!)QtL .S rtiliililiTi�. , soccer, ro.11eritocker. The CAN, already benefits from the in-fill development of Gill and basketbai! Bushard Schools throu�,h real estate taxes. Quimby funds. building fees and additional sales tax revenue from the new residents. What did the kids act in return for 20 acres of lost space" July 1, 1997 Page 2 The City will benefit in a similar manner with the Home Depot move to Ocean View High School,the development of Crest View (Wal-Mart), Rancho View (strip mall or auto dealer), and potentially Gisler (in-fill). These,will generate mullions for the City. To date the City has assisted in the refurbishing of Peterson/Clapp and two grant funds for$25.000. We are pleased with the grant fund and the assistance at Peterson/Clapp but the City has an obligation to do more. The voters understand the need, they want the City to not shirk from their responsibility but instead to focus their efforts on taking care of the kids. Save Orcr Kids believes the. City needs to establish a fund from existing revenues to fund the youth sport improvements. Twenty-five (25%)percent of all revenue generated from the use of land taken from kids and from active sports activities (Adult baseball, Meadowlark )should be put into development of youth facilities in this City. These funds could be used over the long haul to replace the Quimby funds that are virtually non-existent. By Save Occr Kids estimates those funds amount to well over$2,000,000 per year. This would generate $500,000 per year for the development of facilities. These facilities in many cases will pay for themselves once they are built. By taking $150,000 per year and allocating it to the grant fund and pledging remaining funds to the development of an aquatic facility and gym. we can effectively address the needs of the City in a timely manner. Once the facilities are operational and k,rene.rating revenue to cover their cost, the funds can be. used for tot lot improvements, development of community parks, etc. Join Save Our Kids and support focusin,,7 25% of the revenue to help the kids. Remember. if we don't take cart of the kids. Beach won't be fit to live in. Sincerely. �Y � Chuck Beaureoard CITY OF HUNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH To Michael Uberuag City Administrator From Jim B. Engle, y Director Community S ces Date August 21, 199 Subject Huntington Central Park Urban Forest The urban forest has been approved by Council as part of the specific plan for Huntington Central Park. It is being evaluated for the Environ- mental Impact Report at the "program" level. As I indicated at the July 7 study session and again at the July 21 Council meeting on the Huntington Central Park specific plan, the program level evaluation identifies envi- ronmental studies that need to be completed prior to completing the EIR. The "project" level differs in that once it is completed, the facility can be developed, i.e., the sports complex will receive a project level analysis. For the urban forest, an archaeological study including field analysis is re- quired to determine if it is possible to locate the forest north of Ellis be- tween Edwards and Goldenwest. The cost of the exploratory archaeo- logical study is $60,000 and it will evaluate the extent of Native American areas within the proposed urban forest section of the park. If any Native American artifacts are discovered, appropriate mitigation measures would have to be undertaken at an additional cost to the $60,000 field study. We also know that there were ninety oil wells and/or oil sumps on this site. A consultant would have to determine any mitigation measures at an additional cost. It is because of these unknown costs over and above the $60,000 initial archaeological study, the limited funds available, and the indicated de- sire of Council to make development of the sports complex a top priority that staff recommended not moving ahead with the initial $60,000 ar- cheological study, thereby leaving the urban forest at the "program" level. Naturally, staff would move the urban forest to the "project" level environmental assessment if Council wishes to allocate the $60,000 for the initial archaeological study. J B E:cr cc: City Council; Ron Hagan 1 _ s \ Me orandu Date: August 21, 1997 To: Michael T. Uberuaga, City Administrator From: Michael P. Dolder, Fire Chief RE: Capital Outlay Carryover Pr J t FY 1997/98 Preliminary Design for Relocating Fire Station 8-Hell Allocation: Carryover$220,000 Budget Page:726 Currently, residents and businesses in the northern areas of the City, including parts of Huntington Harbor and areas around Boeing, have deficient fire and paramedic response services which exceed five minutes. Mitigation for this response deficiency is specified in the City's adopted Fire Master Plan, which calls for the relocation of Fire Station 8- Heil to the area of Graham and Production. Relocating Station 8 will bring fire/medical emergency response standards into compliance with the City's Growth Management Element of the General Plan. The City has already purchased a 1.3 acre parcel of land at the comer of Graham and Production for the Fire Station 8 relocation. Since FY 1993/94 $220,000 Capital Funding has been approved for the schematic and preliminary design components of Fire Station 8. This funding level would allow for sufficient design detail necessary to identify the costs of the Fire Station without completing the total design. However, to save money and improve staff efficiency, these funds have been carried over to coordinate with the Holly Seacliff Fire Station which will be designed during FY 1997/98. Coordinating Fire Station 8 and the Holly Seacliff Fire Station designs saves approximately nine months of City staff time, which is equivalent to approximately $90,000. In addition, using a single architect for the two designs will improve the overall efficiency of the designs themselves. However, completing the schematic /V August 21, 1997 Memorandum 2 and preliminary design of Fire Station 8 does not commit the City to building the project in any specific time sequence. Construction funding opportunities continue to be explored including the potential Bolsa Chica Fire Agreement. However, regardless of the outcome of this agreement, staff needs to identify the actual construction costs of Fire Station 8 and potential methods of financing. These planning needs cannot be completed without the preliminary schematic and preliminary design detail of Fire Station 8. �• > ' CITE( OF HUNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH MEMORANDUM TO: Honorable Mayor and Members of City Council FROM: Mayor Pro Tempore, Shirley Dettloff DATE: August 18, 1997 SUBJECT: Down Town Hardscape Cleaning There are three (3) major developments which now clean hardscape as required by License Agreement as follows: 1) Pier Colony 2) Jack Surfboards 3) City Parking Structure In answer to Mayor Bauer's request to provide cleaning of the hardscape in certain areas of Main Street in down town, please find a suggested proposal below. Direct staff to provide additional funds to an existing purchase order to accomplish an interim high pressure water cleaning of the listed public right-of-way areas: 1. East and west sides of the northerly half of the first block 2. The intersection of Walnut and Main Street 3. The intersection of Olive and Main Street 4. The Plaza Walk,Thru from Main Street to Fifth Street 5. Post Office Area The cost to provide one time cleaning: $1,110.00 The cost to provide one time sealing $1,975.00 TOTAL (one time) $3,085.00 Should the City Council wish to continue cleaning these areas as required, every other week until the 1997/98 FYB is adopted, the additional funds required will be $1,110.00, assuming the first cleaning occurs on September 1, 1997 for a total cost of$4.195.00. � I Additionally, should the city Council wish to provide cleaning of the five (5) areas listed above for fiscal year 1997/98, they should direct staff to budget $18,000.00 in the contractual account number E-AA-PW-541-3-90-00. The sealing of the hardscape should last from 3 to 5 years. Public Works will be sending letters to the businesses on Main Street, second block, that have outdoor dining permits, directing them to high pressure water clean their business frontage as provided in their license agreements. The letter will recommend the businesses contract with the city contractor for least cost and coordination. I have attached the city attorney opinion regarding the city's ability to charge the property owner or business, who does not have a license agreement, for any work the city may accomplish in the public right-of-way. DDS:ss s J• ' CITY OF HUNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH To: LES JONES, Director of Public Works From: GAIL HUTTON, City Attorney Date: October 24, 1996 Subject: RLS # 96-738; STEAM CLEANING AND SEALING OF PUBLIC RIGHT-OF-WAYS INDEX: Public Property and Public Works/Streets and Easements ISSUE #1: Can the City of Huntington Beach steam clean and seal public right-of-way hardscape improvements and require the owners of property fronting or siding on the right-of-way to pay for the cleaning? ANSWER #1: Yes, the City of Huntington Beach may steam clean and seal public right-of-way hardscape improvements and require the owners of property fronting or siding on the right- of-way to pay for the cleaning. ISSUE #2: If yes, what municipal code section, Streets & Highway Code section or other legislative action allows for the City of Huntington Beach to charge the property owner to pay for the work? ANSWER #2: California Streets & Highways Code Section 5,000 et seq. permits the creation of an assessment district to assess the costs to those property owners benefiting from the improvement. ANALYSIS #2: Although the assessment district is an available alternative, please note that the approval of Proposition 218, Voter Approval for Local Government Taxes, Limitations on Fees, Assessments, and Charges, will add a requirement of a vote of the people in addition to the procedures set forth by the Streets & Highways Code Section 5,000, et seq. jmpin1opin/steamc1n/10/24/96 RLS#96-738; STEAM CLEANING AND SEALING OF PUBLIC RIGHT-OF-WAYS 10/24/96Page 2 CONCLUSION: There are no provisions in the Huntington Beach Municipal Code to allow the passing of costs to the property owners for the steam cleaning and sealing. As a charter city, the city could establish an assessment district procedure independent of the Streets & Highways Code procedure; however, Proposition 218 would have the same effect. Once the costs for the improvement have been established, the procedure for the assessment district can be established. GAIL HUTTON City Attorney 1 l M City of Huntington Beach INTER-DEPARTMENT COIVIIVIMUNICATION HUNTINGTON BEACH TO: CITY ADMINISTRATOR, HONORABLE MAYOR AND CITY COUNCIL MEMBERS FROM: ROBERT J. FRANZ, Deputy City Administrator SUBJECT: REFUSE COLLECTION SERVICE COSTS AND REVENUE DATE: August 12, 1997 Attached is an updated summary of the estimated 1997/98 costs and revenues for the Refuse Collection Service Fund. As requested by the City Council, we have also added a column showing the "full cost" as documented by the 1991 Management Services Institute (MSI) Study. The estimated budget shortfall for the fund is $60,856 for 1997/98. If a full cost recovery program was authorized, the shortfall would be over $1.7 million. This includes $1.27 million of street infrastructure costs not recovered from refuse collection service sers. BERT J. FRANZ Deputy City Administrator RJF:skd Attachment cc: Public Works City Treasurer 0027153.01 08/12/97 12:37 PM City of Huntington Beach REFUSE COLLECTION SERVICE 1997/98 Estimated Expenses and Revenue 1997/98 Estimates Monthly Cost per Residential Unit Paid by Paid by Full Cost Refuse Fund Full Cost Refuse Fund EXPENSES Collection costs- Rainbow Disposal $6,582,403 $6,582,403 $12.31 $12.31 Recycling costs- Rainbow Disposal 1,604,160 1,604,160 3.00 3.00 Public Education 80,208 80,208 0.15 0.15 Uncollectable Amounts: Senior Citizen Exemptions (560) 110,813 110,813 0.21 0.21 Vacancies (104) 20,580 20,580 0.04 0.04 Bad Debt(0.5%) 44,088 44,088 0.08 0.08 Personnel (Public Works) (1) 474,957 181,488 0.89 0.34 Billing/Collection/Overhead (2) 391,448 250,000 0.73 0.47 Street Infrastructure Costs(3) 1,266,244 0 2.37 0.00 Other 4.650 4.650 0.01 0.01 Total Expenses $10,579,550 $8,878,389 $19.79 $16.60 REVENUE from Refuse Service Users Residential Service Billings $8,817,533 $16.49 1997198 Estimated Budget SHORTFALL ($60,856) (Based on 44,560 customers) 1) The August 1991 MSI study documented Public Works Department costs of$474,957 related to Refuse Collection services. Currently, only the costs itemized on the next page ($188,354) are being charged to the Refuse Collection Fund. The balance of the costs are being paid by the General Fund. 2) Includes cost of postage, mail handling, computer billing system, City Treasurer Department collection, accounting, printing, paper, envelopes, etc. for monthly billing for 44,000 customers. The total City cost for these services exceeds$250,000. The MSI study documented costs of$391,448. The excess is paid by the General Fund. 3) Proportinate cost of street infrastructure repair that is attributable to the Refuse Collection Service. The use of City streets by the refuse contractor causes damage to streets due to both normal use and the extra weight/damage due to heavier than normal vehicles using City streets on a regular basis. G:\BOB\SPRDSH-R[REFUSE.XLS]Update 8-97 Print Date 8/15/97 161JOCity Of Huntington Beach to, LD INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS FROM: ROBERT J. FRANZ, Deputy City Administrator SUBJECT: REFUSE COLLECTION SERVICE COSTS DATE: August 7, 1996 Staff was asked to provide a breakdown of the costs involved in administering the Refuse Collection Service Program. Attached are the following documents that provide the cost breakdown: 1. 1996/97 Refuse Collection Service Costs. 2. Personnel Costs Distribution (Public Works). 3. 1993 Summary title "Curbside Refuse Collection Costs". 4. May 20, 1993 letter from Management Services Institute (MSI). OBERT'J FRANZ Deputy City Administra RJF:skd 0020463.01 08/07/96 9:46 AM City of Huntington Beach 1996/97 REFUSE COLLECTION SERVICE COSTS Est. Cost Monthly Cost 1996/97 Per Residential Unit EXPENSES Contract costs - Rainbow Disposal $8,226,024 $15.37 Public Education 77,832 0.15 Senior Citizen Exemptions (600) 110,664 0.21 Bad Debt (0.5%) 40,576 0.08 CITY COSTS Personnel (Public Works) (1) 188,354 0.35 Billing/Collection/Overhead (2) 250,000 0.47 Other 4,450 0.01 Total Expenses $8,897,900 $96.64 REVENUE Residential Service Billings $8,857,560 $96.55 SHORTFALL $40,340 -0-9)11 (Based on 44,600 customers) 1) The August 1991 MSI study documented Public Works Department costs of$474,957 related to Refuse Collection services. Currently, only the costs itemized on the next page ($188,354) are being charged to the Refuse Collection Fund. The balance of the costs are being paid by the General Fund. 2) Includes cost of postage, mail handling, computer billing system, City Treasurer Department collection, accounting, printing, paper, envelopes, etc. for monthly billing for 44,600 customers. The total City cost for these services exceeds $250,000. The MSI study documented costs of$391,448. The excess is paid by the General Fund. G 1BUDGETICHARTS97T[REFUSE XLS]Costs 8/7/96 Personnel Costs Distribution Refuse Collection Service Costs Proposed 1996/97,Budget Personal Services (Public Works) Position % of Salary Cost Public Works Director Jones 30% $ 38,569 Dept. Administrative Assistant Boucher 25% $ 13,543 Dept. Sr. Analyst Daily 25% $ 17,499 Refuse Sr. Analyst Sankey 100% $ 70,177 Refuse Customer Service Representative Arenella 100% $ 48,566 $ 188,354 Refuse Fund Personal Services does not include direct charges for the following: Position Involvement in Refuse Activities Maintenance Operations Manager Noble Division Head/Maintenance Operations inc. Refuse Administrative Secretary Herman Division Secretary-Operational staff support for refuse issues. Street Crewleader C. Gray Responds to reported items in public right-of-way Street Crew (various) Picks up items, or requests Rainbow's assistance. Landscape Crewleader Martinez Supervises clean-up, litter removal in downtown area Office Assistants (Corporate Yard) B. Gray Answers customer calls about refuse or discarded items Walters Dispatches street crew; refers caller to Customer Service or refers caller to Rainbow. REF.DOC CITY OF HUNTINGTON BEACH CURBSIDE REFUSE COLLECTION SERVICE COSTS In addition to the city' s required contract payments to Rainbow Disposal , the Management Services Institute (MSI) Study documented other costs to the City to provide curbside refuse collection service to approximately 44,000 households. These other costs are approximately or $4.25 per month per residence, compared to $11 .57 per month paid directly to Rainbow (July 1 , 1993) . The costs can be placed into four broad catagories ; 1 ) direct costs, 2) general city overhead, 3) departmental overhead, and 4) street infrastructure costs . Staff developed a four year program in May of last year to increase rates to cover $1 .85 per month of the $4.25 per month of costs. 480 per month was implemented July 1 , 1992 and 520 is recommended for adoption July 1 , 1993. DIRECT CHARGES The first category consists of the salary and benefits of a full time customer service representative and a portion of an administrative secretary and department analyst, for a total of $173,874 for fiscal year 1993/94. GENERAL OVERHEAD The second category contains the portion of general city overhead allocated to this service. General City overhead is 7.5% and consists of the costs of City C:,uncil , City Administration, City Clerk, City Treasurer, City Attorney, Administrative Services , and non—departmental expenses. The category recognizes costs such as billing, collection, postage, data processing, accounting, auditing, budgeting, cash management, compliance with State law on fee increases , public hearings , etc. Also included is time spent on activities such as compliance with recycling law, and coordination with County officials on landfill issues . For refuse collection service, this cost totalled $391 ,448 for the fiscal year ending June 30, 1991 , (MSI Study) . CURBSIDE REFUSE COLLECTION SERVICE COSTS DEPARTMENT OVERHEAD The third category contains the portion of the Public Works Department overhead which is properly assigned to the curbside refuse collection service function. Departmental overhead for this service contains proportionate charges for the administration and management of the Department. Public Works Department administration of this service includes not only the supervision of employees directly involved in customer services , but also the time spent with the contractor on compliance issues, contract modifications, future planning, budgeting, rate review, County landfill issues, recycling program and related issues . Examples of this service include resolving complaints which could not be resolved in the field, attending periodic meetings to negotiate and review the contractor' s performance, and reporting to the City Council and Administrator. Internally, associated costs include working on a daily basis with other departments on such issues as refuse code violations , recycling, billing and collection coordination, budget preparation and justification, and public information development and dissemination. Collectively these assigned costs totaled $474,957 for the fiscal year ended June 30, 1991 , based on the MSI review of all time spent on these activities by Public Works Department employees , along with the proportinate allocation of the costs of capital , office space, etc. in proportion to the amount of time spent. The $474,957 has been reduced to $409,512 for 1993/94 due to the transfer of some 1990/91 overhead costs to direct costs to the Refuse Collection Service Fund. INFRASTRUCTURE COSTS The fourth category is the proportinate cost of street infrastructure repair that is attributable to the Refuse Collection service. The use of City streets by the refuse contractor causes damage to streets due to both normal use and the extra weight/damage due to heavier than normal vehicles using residential streets on a regular basis . Although cities do not normally include street infrastructure repair costs as part of their refuse collection service costs , the MSI System correctly allocates a portion of this City cost to the refuse collection service, amounting to $1 ,266,244 per year (10% of the total annual repair costs) or roughly $2.40 per residence per month. Staff does not 3 —3— WPADSERT:907 i ` � REFUSE COLLECTION SERVICE GENERAL GOVERNMENT OVERHEAD FOR REFUSE SERVICE BASED ON FISCAL YEAR 1990--1991 BUDGET Direct Portion of Additions Actual Bldg. Occup. Fixed Asset Budget Charge Charge Total Department/Prooram (1 ) (2) (3) (4) City Council $ 6,453 $ 3,950 $ 324 $ 10,727 City Administrator 34,675 5,776 393 40,844 Productivity 13,182 1 ,246 0 14,428 Public Information 14,293 4,578 2,027 20,898 Video/Cable Television 12,104 3,850 0 15,954 City Clerk 20,381 5,776 339 26,496 City Treasurer 16,501 2,945 452 19,898 Business License 138 27 4 169 City Attorney 68,260 10,080 956 79,296 Administrative Services 18,351 680 150 19,181 Accounting 26,594 3,851 263 30,708 Budget Analysis 7,074 679 25 7,778 Data Processing 5,872 492 2,015- 8,379 Personnel 30,728 2,605 303 33,636 Printing 8,978 6,569 490 16,037 Real Property Management 298 126 329 753 Risk Management 3,836 3,736 153 7,725 Public Works Maintenance: City Hazardous Waste 335 3,867 868 5,070 Warehouse Services 5,850 3,419 235 9,504 Non-Departmental (Misc. ) 23,499 468 " 0 23.967 TOTALS $ 317,402 $ 64,720 $ 9,326 $ 391 .4a. �✓ WPADSERT:907 CURBSIDE REFUSE COLLECTION SERVICE COSTS recommend recovering this cost from residents until further analysis of these costs is conducted. Instead, staff recommends continuation of the - funding of street infrastructure repair costs from State and Federal gas tax revenues , supplemented by General Fund revenue received from the new franchise fee being paid 'by Rainbow Disposal on both their commercial accounts and their transfer station operations. TOTAL COSTS The total cost to provide curbside refuse collection service to the residences of the City of Huntington Beach for fiscal year 1993/94 are estimated as follows: 1993/94 1993/94 Monthly Cost Cost Per Residence Contract Costs : Rainbow Disposal Contract $ 6,100,000 $ 11 .57, AB 939 Public Education Component 79,200 0. 15 Citv Costs : Direct Expenses $ 173,874 0. 33 General Overhead 391 ,448 0.74 Departmental Overhead 409,512 0.78 Sub-Total $ 974,834 $ 1 .85 Street Infrastructure Costs 1 ,266,224 2.40 Total Estimated City Costs (1993/94) $ 8,420,258 $ 15.95 Lee Recommended 1993/94 Rate (Revenue) 6,705,600 12.72 1993/94 General Fund Subsidy $ 1 .714.658 $ 3.23 -4- WPADSERT: 907 CURBSIDE REFUSE COLLECTION SERVICE COSTS RECOMMENDED RESIDENTIAL REFUSE COLLECTION FEE The current (1992/93) monthly residential refuse collection fee is $12.00 which covers the monthly charge to the City from Rainbow Disposal plus some of the administrative costs. Staff recommends this fee be increased to $12.72 per month, effective July 1 , 1993 which will cover the Rainbow Disposal costs of $11 .57 per month plus AB 939 costs of $0. 15 per month and $ 1 .00 per month of City costs . This will cover 54% of the General Fund costs currently being subsidized with general taxpayer funds (excluding street infrastructure costs) . In future years, this subsidy can be reduced by incrementally increasing the monthly rate to cover all costs except street infrastructure costs. If implemented. over a 4 year timeframe the increases in monthly rates would occur as follows: TIMETABLE - REDUCTION OF GENERAL FUND SUBSIDY OF REFUSE COLLECTION COSTS Fiscal Monthly Rate City General Fund Year Increase Subsidy* 1992/93 (approved) $ 0.48 $ 1 .37 1993/94 (proposed) 0.52 0.85 1994/95 (future) 0.50 0.35 1995/96 (future) 0.35 0.00 Four Year Total : Rate Increase $ 1 .85 *Exclusive of Street Infrastructure Costs RjF: sd 6 -5- WPADSERT: 907 15 FPU-M (•1�__] ral;,rl I Services Insti81managernenttuteINCORPOP'AT10 2321 µ'.L1 PALMA AVENUE.SUITE A AXANE1M,CA 92801 (71I)220.1717 FAX.•(711)220.9112 1 May 20, 1993 Mr. Robert Franz, Dir. of Admin.Services City of Huntington Beach 2000 Main Street - Huntington Beach, California 92648 i Dear Bob, This letter is in response to your request that MSI explain the overhead and infrastructure charges to the Refuse Collection Service (S-174) in the Cost Control System Report dated August, 1991. MSI Methodology on Refuse Contract Refuse is provided by contract at a 1990-91 cost to the City of approximately $5 . 2 Million. MSI left the total cost of the contract in the base for computing both the general overhead and the Public Works Department overhead. Some people have suggested that a contract dollar takes less effort to administer than a labor dollar. This is both true and false. On some occasions, MSI has reduced a contract by 50% for inclusion in the "overhead base" to reflect this fact. However, in the present I case of refuse, it is MSI's experience that over the long-term, refuse will generate as many problems and require as much administrative effort as a similar dollar amount in employee salaries. Discussion of Overheads It is important to stay focused on the fact that overhead rates are i designed to spread overhead costs to operating functions . To the extent that overhead is not recovered on refuse collection, it must be recovered on something else or on everything else. Analysis of the City's General overhead •Rate MSI calculated the City' s general overhead rate to be 7 . 5% based on the total general overhead costs to be recovered for 1990-91 of $8 , 829 , 773 as detailed in Attachment A. Of this total, $391, 448 is allocated to refuse collection. The average general overhead rate of MSI's client cities (about one-fifth of California cities) is 10. 92% . The conclusion from this ' fact is that the City has insufficient general administration for its size . Analysis of the Public Works Departmental Overhead Department Overhead. To determine the public works departmental overhead, MSI calculated the cost of the department's general administration which was comprised of the Director of Public Works, the Administrative Assistant and the Senior Departmental Analyst positions. This cost was split one-quarter to each of the four divisions of Public Works. The department overhead share for refuse collection was $42 ,746. Division Overhead. In addition to the department overhead, the division positions of Division Manager, Engineering Technician, Administrative Secretary, and Office Assistant were allocated to all services performed by the Maintenance Division. The costs of division overhead were $826, 541 and involved the analysis of over thirty different budgetary units. Included in the operational costs for this sectional overhead was phone service, data processing, liability insurance and other costs of a general nature. Of the total division overhead amount, $432,211 was allocated to the refuse service. Department & Division Overhead Combined. The combination of these two levels of departmental overhead totals $474, 957 . The rate for these two levels was 9 . 1%. summary on overheads If the refuse contract had been excluded from the overhead base, the City's General Overhead Rate which was charged to all City services would have increased from 7 . 5t to 7 .8% and the Departmental Rate for the Maintenance Section would have gone from 9. 1t to 18 . 90. Although different approaches always exist, MSI's professional opinion is that the approach we used is both valid and will be in the City' s best interests in the long-term. Infrastructure Replacement A charge of $1, 266, 244 was included in the refuse service center to assist in the recovery of street replacement costs. ' MSI allocates 50-. of the cost of street replacement to the various utilities that exist above and below the street surface so that the franchise fee, paid by those utilities, is matched to the usage of the City rights-of-way. 10% of the total cost was assigned to refuse collection. In reality, the damage caused by heavy refuse trucks on residential streets probably exceeds the cost estimate that MSI has used . It is recommended that the City Engineer attempt to more accurately compute the damage and that the City use the revised cost in the future. I 7 Direct Costs ` In 1990-91, the City incurred approximately $95, 306 in direct costs for a Customer Service Representative, postage, collection and billing for the Refuse Collection Service. Another direct cost that the City has recently begun incurring is due to compliance with AB939 Recyling requirements. Although the refuse service contractor must implement the program, City staff have spent many hours developing the recycling program. The costs of this development- and on-going monitoring of the contractor's implementation have not yet been quantified. I hope that this information has answered you questions. Sincerely, s _ Albert R. ("Rick") Kermer, Jr. CPA President Attachment A CITY OF HUNTINGTON BEACH SCHEDULE 7 OVERHEAD RATES FISCAL YEAR 1990-1991 BUDGET OVERHEAD ADJUSTED COSTING TOTAL LESS OVERHEAD DEPARTMENT GENERAL BUDGET ADJSTMNTS BASE OVERHEAD BASE AMOUNT RATE RATE (1) (2) (3) (4) (S) (B) m (9) GENERAL GOVERNMENT $13,730.493 S760,500 $14,490,K3 SE,E29,773 55,661,220 S8,929,773 7.546 DEPARTMENTS CommunityDerelopment 54.155,o*5 54,427 $4.100,122 $301,301 33,855,821 $301,301 7.894 Fire Department S17.S79,9 -d $13,897 $17,613,823 5874,800 $18.938,903 5874,800 4.0% Police Department 533,450,25E $40,351 533,490,609 $2,341,127 531.149,442 $2.341,127 7.5% community Serricee =,no,= 320,897 $4,417,229 S=,226 $7,797,004 5830,226 8,1% Library 54,013,18S 53,418 $4,016,5E1 $443,764 S3,572,817 S"3,764 12,44ti Public Works: En;ineering/Admin $18,730.825 $7,935 $18,738,660 $366,557 $18,372.103 $308,557 2.0% M:.ntenance S10A17,039 $17.594 310,934,E23 3911,371 $10.023,252 =11,371 2.1% Pe'1;l7res Malnt. 35.236,755 $2.793 55,239,53$ $=a4.9 $4,007,299 $332.249 6.8% Water 514,012,95E $10,542 $14,029.500 S1.098,890 412,932,810 $1,0W,0*0 8,5% Redevelopment 53,112,480 $740 $3,113,200 $333.828 $2.770.374 S333,828 12.0% S133,355,976 $:&U.772 $134,244,748 S18,261,U3 $117,"3,065 S16,281,6Y3 ......... .......... ......IIII. ...Cava..® ...... a. Budget A',jus~menle $45.802,039 Combined General&Departmental Rate: 13.8% Total Budget S178,985,015 NOTES TO S,:HEDULE: 'BUDGET ADJUSTMENTS'—deductions for capital outlay,contingency appropriations, appr0pr1aGone estimated to be unspent,transfers,and depreciation &debt osr»ce not included in the averhead bans. 'COSTING ADJUSTMENTS'—additions for costs related to fixed assets In overhead. 3 � Ciry OF HUNTINGTON BEACH Schedule 8B GENEP6 1- COYERNMENT OVERHEAD FISCAL Y1:AR 1990-1991 BUDGET ADDITIONS DEDUCT ACTUAL BLDG.00CUP. FIXED DIRECT BUDGET CHARGE ASSET CHGE SUBTOTAL CHARGES TOTAL DEPARTMENT/PROGRAM (1) (2) (3) (4) (5) (6) City Council $145,559 S89,096 $7,300 S241,955 $241,955 City Administrator $782,143 $130.290 $8,870 $921.303 $921,303 Productivity $297,343 $28,102 $0 $325,445 $325,445 Public Information S400,116 $103,268 $45,720 S549.1C4 ($77,721) S471,383 VideolCable Television '' $273,017 • $86,860 $0 $359,877 S359,877 City Clerk $528,970 $130,291 $7,638 $666,899 ($69,238) 5597,661 f;ityTreasurer $668,455 $66,42-2 $10,200 S745,077 ($296,233) $448,844 Business License $195,075 $33,211 $5,660 $233,946 ($230,134) $3,812 City Attorney $1,621,853 $227,366 $21,570 $1,870,789 , ($82,144) $1,788,645 Administrative Services $436,361 $15,329 $3,390 $455,080 ($22,410) $432,670 Accounting $797,593 .S86,860 $5,930 $890,383 ($197,70B) $692,675 Budget Analysis 3159,567 $15,329 S560 $175,456 $175,456 Data Processing $946,018 $79.197 $347,860 $1,373,075 ($1,184,07B) $188,997 Personnel $693,138 $58,758 $6,830 $758,726 $758,726 Printing $202,515 $148,173 $11,060 $361,748 $361,748 Real Property Management $217,175 $94,523 $247.181 5558,879 (S541,903) $16,976 Risk Management $86,478 $84.305 $3,460 $174,243 $174,243 _ Public Works Maintenance: City Hazardous Waste $6,093,340 $87,217 S19,581 $6,200,138 ($6,085,769) $114,369 Warehouse Services $191,257 $113,820 $7,690 $312,767 (S98,388) $214,379 Non-Departmental(misc.) S5,693,4B1 $113,368 $0 $5,806,849 ($5,266,240) S540,609 TOTALS S20,429,454 $1,791,785 $760,500 $22,981,739 (S14,151,966) S8,829,773. 56 MSI SERVICE CENTER WORRSHEET FOR FEES AND CHARGES SERVICE PROVIDED CITY REF.WU. REFUSE SERVICE HUNTINGTON BEACH S-174 SERVICES PRIMARILY PERFORMED BY FUND EXP.ACCT. - - PW-Maintenance General AA-PW-421 REVENUE RECEIVED [Actual - Potential) FUND REV.ACCT. Refuse Charges General 723 REVENUE AUTHORIZATION DATE LAST REVISED: 6/18/9 0 Resolution 6158 SUBSIDY RATIONALE: None DESCRIPTION OF SERVICE REVENUE COLLECTION SCHEDULE: Providing refuse service to Upon receipt of bill residential and commercial/indus- REVENUE COLLECTED BY: trial customers . Treasurer UNIT OF SERVICE DESIGNATION: Customer CURRENT FEE STRUCTURE Residential service rate of $9 . 85 per month. Commercial rates: 1 yard - $37 . 77 2 yards - $61 . 43 3 yards - $78 . 59 ! FISCAL YEAR 1990-1991 REVENUE AND COST COMPARISON TOTAL EST. REVENUE : $5, 196, 700 UNIT REVENUE e $13.9 .33 TOTAL COST $7, 399, 134 UNIT COST a $169 . 90 E PROFIT (SUBSIDY) : <$2 , 202 , 434> PROFIT (SUBSIDY) e <$50. 57> % of COST RECOVERED . 70. 2$-. UNITS OF SERVICE 43 , 550 t ItD % RECOVERY AND FEE STRUCTURE PERCENT: 100% SPECIAL CONDITIONS: None Increases are required, and could be phased in over a period of 3 years. Residential service rate of $14 . 00 per month. Commercial Rates: 1 yard - $ 53 . 80 2 yards - $ 87 . 50 3 yards - $111. 95 [T-223] cManagement Services Institute, Inc., Anaheim, arc F- MSI SERVICE CENTER WORKSHEET FOR COST DETAIL ,ce rn mfo cm Of FUSE SERVICE 1HUNTINGTON BEACH S-174 TOTAL~8 43550 KEY FILE DEPARTMENT SECTION TYPE UNITS A ST_COSTS PUBLIC WORKS STR INFRASTRUCTURE B MTC_ADMN PUBLIC WORKS MAJNT/ADMIN(420.421) 43550 C D E F G s:COLUMN A v STREET REPLACEMENT. COLUMN B-UTILITY BILLING SERVICE. PENSE TYPE TOTAL A B C D E F G -ARIES 3 WAGES $28,4U $28,458 _ NGES $11,904 $11,904 INTENANCE b OPERATION ( $5,169.812 S5,188,812 ILDING OCCUPANCY $10.132 $10.132 CTION OVERHEAD I I PARTMENT OVERHEAD $474,957 $474,967 NERAL OVERHEAD SU1,448 $391,448 :M ASSET REPLACEMENT $2,275 $2.275 'HER COSTS(see note) $1.311.143 I 51,268,244 I $44,904 TOTAL $7,389,134 1 $1,268,24-4LS�8132,890 I YPEIVSE TYPE PER UNIT A B ' C D E F G JLARIES 3 WAGES $0.65 $0.65 iI N G ES $0.27 $0.27 AINTENANCE 3 OPERATION $119.89 5118.69 JILDING OCCUPANCY $0.23 $0.23 :CTION OVERHEAD EPARTMENT OVERHEAD $10.91 $10.91 ENERAL OVERHEAD $8.99 $3.99 IXED ASSET REPLACF7AAENT $0.06 $0.05 )THER COSTS(see note) $30.11 $1.03 'OTAL BY UN/T 5169.90 $140.82 IOTE:'PER UN(T'Ookwm Ls based upon'TOTAL UNITS'and represents an a~" per total units. :)Uartagoment Services Institute,Inc.,Anaheim,CA:March.19M 4/0, t CITY OF HUNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH To: HONORABLE MAYOR RALPH BAUER, MEMBERS OF THE CITY COUNCIL AND M. T. UBERUAGA, CITY ADMINISTRATOR From: R. E. LOWENBERG . Chief of Police Date: 8-21-97 Subj: RESIDENTIAL ALARM RENEWAL FEE The following information and the attached documentation is provided for review by the City Council, City Administrator and staff. This document will provide an overview of the history of the Alarm Renewal Fee Ordinance. It will also provide additional information regarding similar alarm renewal fees, false alarm fine structures and alarm office operations in neighboring cities. HISTORY: The use of burglar/robbery alarms in commercial businesses has been ongoing for the past 30-40 years. In the late 1970's the number of commercial alarms here in the City of Huntington Beach was less than 1600. Even so, these alarms generated a significant number of"false alarms." Each false alarm results in the dispatch of at least two police officers and more often than not our police helicopter. Logically, the response of two (or more) officers and the police helicopter to a false activation takes the officers away from servicing the needs of other tax-paying citizens. A study of the alarm activations in the early 1980's revealed that 98% of all alarm calls were false. As a result of this, in May of 1981, the City established an alarm office in the police department and hired an alarm specialist to manage the office. In conjunction, the City Council enacted an alarm application process for all alarm systems. This process included an initial fee and an annual renewal fee for commercial accounts and only an initial fee for residential accounts. At the time the ordinance was passed, the number of commercial alarm systems outnumbered residential alarms by a ratio of 10 to 1. As a result of the implementation of the ordinance, the establishment of an alarm office and the work of the alarm officer, we experienced an approximate 40 % reduction in false alarms. However, since the mid 1980's the number of alarms in the city has mushroomed to well over 10,000. The majority of these alarms are now residential alarms. As the number of alarms has grown, the number of false activations has also grown. As recently as 1993, a study of the police department's response to calls for service (a call for service is any incident where officers respond to the needs of the community) /3 RESIDENTIAL ALARM RENEWAL FEE Page 2 08/20/97 showed that once again 98+% of all alarm activations were false (NOTE: this number is consistent with the average nation wide). The frequency of alarm calls was almost 1 of every 10 calls for service handled by the department. Here, again, the officers dispatched to the call were removed from otherwise preventive patrol or proactive enforcement activities. Clearly, burglar alarms do not assist the police department in the reduction of crime; rather, their repetitive false activations actually add a significant and unnecessary burden on an already understaffed uniform patrol force. It has been said that ..."burglar alarms let you know when your stuff has been stolen." Unfortunately, more often than not this is true. That is the situation which brought the city to the decision to amend the alarm ordinance by increasing the fine structure for repetitive false alarm activations and adding an annual renewal fee for residential alarms. While the ordinance addressed two separate issues in the same document, the intent and purpose of each fee/fine was completely different. The first portion of the Alarm Ordinance addresses the problem of repetitive false alarm activations. The fine structure was designed to provide an offset revenue to partially fund the significant cost of Police response to each activation. An additional value of the fine structure was to provide an effective leverage to force the alarm owner and/or the alarm company to fix the problem. A fine structure for repetitive false alarm activations is accepted and practiced in virtually all municipalities throughout the country. The residential alarm renewal fee was intended to fund a significant portion the operation of the alarm office. This operation includes maintenance and regular updating of the alarm data base, monitoring of alarm activation in the city, dealing with alarm companies, dealing with commercial and residential alarm owners, education of the alarm companies and the education of the end user of the alarm systems. The alarm office is also responsible for the preparation of"Disturbing the Peace Ordinance" violations billings, advising and assisting in the negotiation of security contracts for the Central Library, HB Art Center, Oakview Library, Police Department Sub-stations, Credit Union, City Clerk's Office, Treasurer's Office and all in-house security systems. Additional duties and responsibilities are detailed on the attached Alarm Office Management and Administration report. The ultimate goal of the alarm office and its personnel is the total elimination of false alarms. Individuals and businesses who choose to install an alarm system receive an added response benefit others, less fortunate, do not receive. Statistics show that 98% of the time this benefit is a waste of police resources and, as mentioned above, takes field personnel away from servicing the remainder of the tax-paying public. RESIDENTIAL ALARM RENEWAL PEE Page 3 08/20/97 The chart below reflects the results of two surveys conducted relative to alarm ordinances, alarm offices and related fees. Survey Informatiion 1993* 1997** Number of cities 15 16 surveyed Cities with initial 7 9 permit fee Cities with annual 3 8 renewal fee Highest annual $10.00 $31.00 renewal fee Cities with fine 15 16 structure Cities with dedicated unk 8 alarm office *Original survey did not include Huntington Beach **Survey includes Huntington Beach *"All remaining cities use non-dedicated part time personnel to handle alarm billing The chart below details those cities surveyed, including Huntington Beach, with annual renewal fees are as follows: CTI'Y ANNUAL FEE Los Angeles $31.00 Huntington Beach $30.00 La Habra $25.00 Los Alamitos $25.00 Buena Park $15.00 Garden Grove $10.00#1 Newport Beach $10.00#1 Long Beach $6.00#2 41 $30.00 fee is paid once every three years #2 $18.00 fee is paid once every three years t Alarm Office Management and Administration The Alarm Office main responsibility is enforcing the Alarm Ordinance. This includes monitoring the false alarm activity of over 10,000 alarm systems consisting of approximately 6,000 residential and 4,000 commercial alarm systems. This requires: Issuing approximately 5 Alarm Permits per day Renewing 4,000 commercial Alarm Permits per year Renewing 6,000 residential Alarm Permits per year Preparing billing data for false alarm fines (Approximately 125 bi-weekly) Reviewing approximately 24 false alarms per night Responding to an average of 17 calls per day regarding general questions pertaining to alarm systems The calls increase dramatically at permit renewal and fine issuance time. Due to the recent amendment to the ordinance requiring annual renewal of residential systems and the huge increase in the fine structure the calls are now at an all time high. Additionally the Alarm Office is responsible for: • Preparing the billing for Disturbing the Peace Ordinance violations • Advising the public regarding Alarm Ordinance and recent changes • Providing the public with information regarding alarm companies ® Advise and assist in negotiations of security contracts for Central Library, HB Art Center, Oakview Library, PD sub-stations, Credit Union, City Clerk's Office, Treasurer's Office and all in-house security systems. 6 Member of Task Force of the Underground Storage Tank (UST) project responsible for replacing the city's underground gas storage tanks as required by the Federal Government ® Implementing increase in fines due to amended ordinance ® Implementing newly required annual residential Alarm Permit renewals which in the past had been a one time fee ® Preparing quarterly billing for Radio/Communications shop for in-house as well as services rendered to other municipalities • Assisting in developing and writing job descriptions for CAD Specialist, Communications Tech-Radio, and Communications Tech-Security i ® Assist in negotiation and preparation of RFP and RLS for construction of 800 MHz antenna tower on city hall i Advise and assistance in new CCTV system for Jail and Dispatch • Developing a false alarm reduction plan to coordinate with Police Officers, Business Watch and Alarm companies • Surveying water sites, consulting and preparing layout of security access and CCTV systems fo an RFP for Water Division of Public Works • Working with various City departments to resolve problem alarm situations • Advise Downtown business district regarding CCTV system 2 To: CITY COUNCIL, CITY ADMINISTRATOR From: R. E. LOWENBERG Chief of Police Date: 8-21-97 Subj: RESIDENTIAL ALARM RENEWAL FEE The following information and the attached documentation is provided for review by the City Council, City Administrator and staff. This document will provide an overview of the history of the Alarm Renewal Fee Ordinance. It will also provide additional information regarding similar alarm renewal fees, false alarm fine structures and alarm office operations in neighboring cities. HISTORY: The use of burglar/robbery alarms in commercial businesses has been ongoing for the past 30-40 years. In the late 1970's the number of commercial alarms here in the City of Huntington Beach was less than 1600. Even so, these alarms generated a significant number of"false alarms." Each false alarm results in the dispatch of at least two police officers and more often than not our police helicopter. Logically, the response of two (or more) officers and the police helicopter to a false activation takes the officers away from servicing the needs of other tax-paying citizens. A study of the alarm activations in the early 1980's revealed that 98% of all alarm calls were false. As a result of this, in May of 1981, the City established an alarm office in the police department and hired an alarm specialist to manage the office. In conjunction, the City Council enacted an alarm application process for all alarm systems. This process included an initial fee and an annual renewal fee for commercial accounts and only an initial fee for residential accounts. At the time the ordinance was passed, the number of commercial alarm systems outnumbered residential alarms by a ratio of 10 to 1. As a result of the implementation of the ordinance, the establishment of an alarm office and the work of the alarm officer, we experienced an approximate 40 % reduction in false alarms. However, since the mid 1980's the number of alarms in the city has mushroomed to well over 10,000. The majority of these alarms are now residential alarms. As the number of alarms has grown, the number of false activations has also grown. As recently as 1993, a study of the police department's response to calls for service (a call for service is any incident where officers respond to the needs of the community) showed that once again 98+% of all alarm activations were false (NOTE: this number is RESIDENTIAL ALARM RENEWAL FEE Page 2 08/20/97 consistent with the average nation wide). The frequency of alarm calls was almost 1 of every 10 calls for service handled by the department. Here, again, the officers dispatched to the call were removed from otherwise preventive patrol or proactive enforcement activities. Clearly, burglar alarms do not assist the police department in the reduction of crime; rather, their repetitive false activations actually add a significant and unnecessary burden on an already understaffed uniform patrol force. It has been said that ..."burglar alarms let you know when your stuff has been stolen." Unfortunately, more often than not this is true. That is the situation which brought the city to the decision to amend the alarm ordinance by increasing the fine structure for repetitive false alarm activations and adding an annual renewal fee for residential alarms. While the ordinance addressed two separate issues in the same document, the intent and purpose of each fee/fine was completely different. The first portion of the Alarm Ordinance addresses the problem of repetitive false alarm activations. The fine structure was designed to provide an offset revenue to partially fund the significant cost of Police response to each activation. An additional value of the fine structure was to provide an effective leverage to force the alarm owner and/or the alarm company to fix the problem. A fine structure for repetitive false alarm activations is accepted and practiced in virtually all municipalities throughout the country. The residential alarm renewal fee was intended to fund a significant portion the operation of the alarm office. This operation includes maintenance and regular updating of the alarm data base, monitoring of alarm activation in the city, dealing with alarm companies, dealing with commercial and residential alarm owners, education of the alarm companies and the education of the end user of the alarm systems. The ultimate goal of the alarm office and its personnel is the total elimination of false alarms. Individuals and businesses who choose to install an alarm system receive an added response benefit others, less fortunate, do not receive. Statistics show that 98% of the time this benefit is a waste of police resources and, as mentioned above, takes field personnel away from servicing the remainder of the tax-paying public. RESIDENTIAL ALARM RENEWAL FEE Page 3 08/20/97 The chart below reflects the results of two surveys conducted relative to alarm ordinances, alarm offices and related fees. Survey Information 1993* 1997** Number of cities 15 16 surveyed Cities with initial 7 9 permit fee Cities with annual 3 8 renewal fee Highest annual $10.00 $31.00 renewal fee Cities with fine 15 16 structure Cities with dedicated unk 8*** alarm office *Original survey did not include Huntington Beach "Survey Survey includes Huntington Beach ***All remaining cities use non-dedicated part time personnel to handle alarm billing The chart below details those cities surveyed, including Huntington Beach, with annual renewal fees are as follows: CITY ANNUAL FEE Los Angeles $31.00 Huntington Beach $30.00 La Habra $25.00 Los Alamitos $25.00 Buena Park $15.00 Garden Grove $10.00#1 Newport Beach $10.00#1 Long Beach $6.00#2 #1 $30.00 fee is paid once every three years #2 $18.00 fee is paid once every three years t , Alarm Management and Administration FREQUENCY OF SERVICE -- RESPOND TO APPROXIMATELY 17 TELEPHONE CALLS PER DAY • Enforce Alarm Ordinance: Issue approximately 3-5 Alarm Permits per day Renew 4,000 commercial Alarm Permits per year Renew 6,000 residential Alarm Permits per year(500 per month) Prepare billing for false alarm fines • Prepare billing for Disturbing the Peace Ordinance violations • Advise public regarding Alarm Ordinance and recent changes • Provide public with information regarding alarm companies • Advised and negotiated security contract for Central Library, HB Art Center, Oakview Library, PD sub-stations, Credit Union and Treasurer's Office • City-wide project for underground gas tanks • Implemented new Alarm Ordinance fines and procedures • Implemented residential Alarm Permit renewals • Prepare quarterly billing for Radio/Communications shop • Assisted writing job descriptions: CAD Specialist, Communications Tech-Radios. Communications Tech-Securitv PERSONNEL STAFFING OF VARIOUS ALARM DEPARTMENTS r1 ANAHEIM Police Services Representatives spend approximately 6 hours per day on alarm business. A Communications Supervisor handles all complaints regarding alarms. BREA/OLINDA A Police Dispatch Supervisor and Police Dispatchers work approximately 20 hours per week total on burglar alarm correspondence, notifications, and fines. BUENA PARK A Crime Prevention Officer spends approximately 25 hours per week on alarm business. COSTA MESA A Police Volunteer handles the alarm business on Tuesdays from 13:00 to 17:00. CYPRESS A Crime Analyst spends 10 hours per week on alarm business. The billing and most permit applications are contracted out. There are approximately 2,000 alarm permits in the city. FOUNTAIN VALLEY 2 Police Service Aides each work 3 hours per day on alarm business and work the front desk. The number of accounts in the city is approximately 3,100. GARDEN GROVE A full-time Ordinance Coordinator manages alarm activity, 911 billing, and cost recovery. IRVINE A Crime Prevention Officer devotes approximately 5 hours per week to alarm business. LA HABRA A Police Communications Supervisor and Police Dispatchers work approximately 20 hours per week total on alarm business. The number of permits in the city is approximately 1,000. 6 LONG BEACH A full-time Alarm Enforcement person manages the alarm permits and fines. LOS ALAMITOS A full-time Police Clerk manages alarm activity for the city 40 hours per week. LOS ANGELES The Alarm Bureau has 8 Investigators, 2 clerk typists, and 1 Alarm Supervisor. These are all full-time positions. NEWPORT BEACH The alarm activity for the city is managed by a full-time Alarm Officer and 1 part-time Alarm Officer. The part-time position is a 20 hour per week position, but due to an increased workload, that person has been working 40 hours per week for some time. SANTA ANA A full-time Crime Prevention Officer manages alarm business. Additional assistance from volunteers, student workers and Public Service Officers is also utilized. TUSTIN A full-time employee in the Personnel and Training Unit manages alarm business. Approximately 15 hours per week is spent on alarm business. The city has an estimated 2,000 permits. WESTMINSTER A Crime Prevention Officer spends approximately 10 hours per week on alarm business with occasional assistance from a Police Sergeant. A Senior Volunteer spends 10 to 15 hours per week on alarm business. The city has approximately 800 accounts. 7 February 19, 1997 �®1 To All Interested Parties; / The attached represents an alarm ordinance survey for the major cities in California with an emphasis on Southern California. These statistics were obtained from the city°s alarm coordinators and are a representation of the current state of alarm ordinances in the State of California. Collectively, the cities surveyed represent approximately one third of the population of the State. m If there are any questions concerning the methodology of this survey, please contact me at (213) 495-3403. Lawrence C. Williams Officer in Change, Alarms Unit Los Angeles Police Commission min - •r . .;.-_ :� 1• y• is• �'• {'"E' •• t' • !' �d t 1997 California Cities Alarm Survey Alarm Fees and Permit Programs Annual Alarm City and False Permits Representative Address Population Alarms in force False Alamo Billing Permit eili g t 1 Anaheim P O Box 3369 293.200 10,000 3 free false alarms In a rolling 12 month period,all other alarms 1 Sharon Fisher Anaheim CA 92803.3369 billed at$50. Fees&permit program is being revised. 1 714 254 1825 Bakersfield PO Sox 59 212,700 7.704 11,963 4 free false alarms in a rolling 12 $90 Initial permit fee,renewed KaWy.Olwea � Bakersfield CA 93302 month period,5.10 false$110. annually.renewals are$15. NS 326 3giO1, 11 or more,$190. goverty Hills 455 N Rexford Dr 33,300 4,900 2 free,3rd-$40,41h-60, 5 or more. SW initial permit fee,renewed Tracy Jackson Rm 240 $103. may,renewals are See. 310 285 2427 Beverly Hills CA 90210 Burbank 212 E OUve 101,400 2 free false alarms in a calendar Permit are renewed annually Barbara Roe Burbank CA 91501 year.all other alemns billed at$50. iat n the. It you have no false dWM 818 238 3226 then the rerm@wai is free• Et Monte 11333 Valley Blvd 113.300 No alarms ordinance currently in place, n/a Wayne C Clayton Et Monte CA 91731 thus no fees for false alarms or permits. 818 520 2100 Fullerton 237 N Commonwealth 122,100 4.100 2.284 2 free in rolling 12 month period, "tal permit,residential$25. Cadet Boyd Fullerton CA 92832 3rd through Sth$50.6th through 10th commercial$50• All renewals are 714 738 3103 $100,over 10.SM. $25• Harden Grove 11301 Acacia Parkway 151,400 3 free in calendar year.4th-ISM Residential.$30 for 3 years. Debbie Fels@ Garden Grove CA 92842 $25, 71h and up.$100. Business.SS per year. $25 lets 714 741 5875 twit ermitis notegiby Dec 31st- ©lendale 140 N Isabel Street 193,500 8.500 5.000 Permietees,2 free in fiscal year. Permit are$48 per year and are f4andy Robbins Glendale CA 91206 3rd-41h,$50,5th and up-$100. pro rated for partial years 818 540 4000 Non pern'dKees,zero tree,$75 for first four,the rest are S100. Huntington Beach 2000 Main Street 187,200 8,760 2 free in robing 12 mormth period. All Permits are$30teroawable Jim Carr Huntington Beach CA 92648 3rd$50.4tm$100,5th S150,f37m annually. Carol Phelps $300,7th$400.8th 8500,above 8, 714 960 8805 non-response. Hold up alarms.none free. 1st-41h.$100,then same as burglar alarms. A ' 3 ' ALARM SURVEY Page 2 Long Beach 333 W Ocean Blvd 437,800 17,155 2 free in roiling 12 month period, Business 912 par year, A0 6799 n Long Beach CA 9OeO2 3rd$50,41h$75.5th and above$125. residences.$18 for three years. 0 Los Angeles 150 North Los Angels St 3,638,100 144,000 105,000 2 free false alarms in a rolling 12 $31 initial permit 1".renewed Lawry 1Villiarns Roorn 144 month period,all When alarms tilled annually, renewals are�. i 13)485 34M Los An boles CA 90012 at$80. 1 Moreno Valley 14114 Business Center Drive 133,400 Moreno Valley contracts with Riverside Cotntty Sheriffs for police Lt.Dan Nichols Moreno Valley CA 92552-0W5 swAces. They have proposed a 900 number program for false alarm Wo 697 8224 reduction whereby any*lean company who We in an alarm c ll met use a 900 number and pay$5.00 per call. They are currently in court over this matter and as there w no r elution. Oakland 4S5 71h St 383,900 NO permit or billing program.Oakland simply terminate rMportse if Kathy Arnold Oakland CA 94807 alarm locations become arwnic problem. 510 236 3006 -.' 1 Ontario 200 N Cherry Ave 142,400 16,000 6,2W 2 free in a calendar year,3rd$75, Permits are one time loos. l Judy Russel Ontario CA 91764 41h$100,5th$12S. residential US,commercial SW- 1 $09 9t8fi t 151 � tt7838 1 11111wi idel(Utn 4102 Orange St. 1 243,400 9,784 3 free burgatry avid 2 free robbery In Permits are chrged a a ore tuna 1111m pis Riverside CA 92501 a rotting 12 month period. For fee of US per location. if09 782 5925 burglary,41h&5th is$50,6th-8th i is$100 and 91h 8,up is$150. For I Robbery alarms,3rd is$100,4th is i $150,51h and up is$200. Sacramento 813 6th Street 364,800 22,8W 25,339 3 tree in a roiling 12 month poW, Permts are$40 for 3 years. i Vince Dews Sacramento CA 95814 burglary alarms are:41h to 8th.$50. 915 244 5614 9th and up$100. Mold up alarms,4th -ft.$75.9th and tip$125. •an Bernadino P O Box 1559 t 81,700 12,000 10,000 3 tree in a calendar year,burglary. Permits we a ona final fee of$25 Armin Mon doze San Bernadino CA 92401 41h-5th SM f51h+$100. For Robbery residential and$50 business, g08 384 5715 alarms,4th-Sift$100,ft+SM non There is a$10low ittccm permit rise after 10. tea, FLAW SURVEY Page 3 r$ar►Diego 1401 Broadway 1,163,100 68.243 San Diego revokes permits for P MIS are goad for 2 years, Tracy Bennett San Diego CA 92101-5729 excessive take awrms. Revocations resaidentrel$55,comawdef.$95, 619 531 2238 are for 3 false olarms in 30 days,4 In 90 days.5 in 180 days,6 in a year. These are ail rollft periods. Fees to reinatste peirmits after revocations are first revocation.$25, 2nd sii50,3rd SI00 fi 4th$200. $an Francisco Hall of Justice 755,300 2 free in a 60 day period.3rd:78. Currently there is no perrssrit program. Paul Detrmpfeev 850 Bryant St Rm 475 4th$135, 51h S270. Count starts;over 41S S531347 San Francisco CA 94103 after 60 days. These fees and the r et*G alarm ordinance is being nlvised. $an Jose 201 W Mission St 849,400 19,200 Alarms are charged in is 60 day A new parrot program is vAnntly Ron January San Jose CA 95110 period. 2 free,3rd•1,550,4th- in progress 400 277 4022 $100,51h+MO.to Ana P O Box 1981 305.800 23,892 5,500 First 6 monthe after the alarm is Business pem"are US par veer. 1 f4osearn Tnuilto Santa Ana CA 92702 installed.3 frase.aftowardse, 1 in 10 residential we free. 714 245 8716 days,2 in 90 days,3 in 6 months!Ii,4 (otter 3/7/97) in a year. Burglary are$W,Robbery I $135. Sunnyvale P O Box 3107 126.100 1,300 3 free in roiling 12 month period, No permit program Jacob Rodriguez Sunnyvale CA 94088.3107 41h S50,51h$100.8th and above 3150. 408 749 0166 I Torrance 3300 Crvir Center Dr 132.OW 6,900 5,000 Burglary,3 free in a roiling 12 fr4nth Permits are a ww tins fee of$57. Oak.WdkWm 14rr:iK i,c:A 901i0l period,submquent alarms are$125. 310 618 5624 ,0 free,sit billed at$150. Total Population Surveyed: 10,313,100 WOO State of California Population 32.231.000 01:10 PM Percent of State Surveyed 32.0% SURVRiEPT sCorMileed by tarty Williams.Los Angeles Police Comnsiission Alarms Unit. (213)485-3403 I Population figurn from the State of California Department of Finance, i Demographic Refterch Unit(916)322 4651 I ®a CITY OF HUNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH TO: J. B. PRICE, CAPTAIN FROM: JIM CARR, CAROL PHELPS Services Division Commander Alarm Office PATRICK CLEMENS, SGT. Communications Unit RE: FALSE ALARMS DATE: June 24, 1994 THE PROBLEM In the latt 1950's, with crime on the rise, the insurance industry realized that if the police knew where crime was occurring, criminals would be apprehended; cities would be safer; businesses would be more profitable; and the cost associated with insurance claims would be minimized. To make this happen, the insurance industry formed an alliance with the alarm industry, and together, through the Underwriter's Laboratories, they,designed and developed the forerunners to the modern alarm system. Today, the alarm industry is a multi-billion dollar business that has enjoyed phenomenal growth. In the United States alone, there are an estimated ten million alarm users with approximately 9,000 active alarm systems in the City of Huntington Beach. Unfortunately, with this growth a number of unanticipated problems have developed. In calendar year 1993, the police department responded to 116,727 calls for service. ' Of these calls, 9,441 were alarm calls representing roughly 8% of all calls for service. Unhappily, 98 percent of these alarm calls were false. This means that the police department responded 9,252 times to calls where nothing was happening, costing taxpayers an estimated $800,000.2 To make matters worse, if current trends continue, there will be an estimated five percent increase in alarm systems each year. And of course, there will be a corresponding increase in alarm activations requiring an ever-increasing investment of time, eventually delaying police response to all calls for service. 'Priorities one, two and three. (Outside Calls) ZTogether, false alarm calls and false 911 calls represent 16 percent of all calls for service costing taxpayers an estimated $1,600,000. 1 Can the police department absorb these ever-increasing alarm calls? And, should the city's tax-payers continue to subsidize the alarm industry when 98 percent of all alarm activations are false? THE LAW Section 845 of the California Government Code requires county and local law enforcement agencies to respond to alarm activations. In addition, there is now before the legislature, a bill (Assembly Bill 2876) that would limit a city's right to control alarm systems. This bill would not classify as a false alarm any alarm call that would be: Aborted within fifteen minutes of the request for police service, • Aborted more than five minutes prior to the arrival of officers. (Average response time for Huntington Beach is seven minutes.) Also this legislation would not classify as a false alarm any alarm caused by inclement weather or telephone malfunction. The bill does not explain who or how the decision would be made to determine the cause of the false alarm. This bill also limits a city's right to penalize by placing a cap on fines and fees in the following manner: • A maximum of $25 per year for alarm permits; • A maximum of $50 for each false alarm in excess of three in a twelve month period; O A maximum of $100 for each false alarm in excess of eight in a twelve month period; • A maximum of $200 for each false alarm in excess of thirteen in a twelve month period. This legislation, sponsored by the alarm industry is short-sighted at best. It places the blame for alarm malfunctions on inclement weather and the phone company. The facts are that when inclement weather and telephone line malfunction occur, only a minimal number of alarms activate while the vast majority remain stable. This indicates that most alarms have been responsibly designed to allow for these conditions, while other alarms have fallen short of this responsibility. Furthermore, this legislation gives no consideration to the impact alarm calls have on limited police resources. RECOMMENDED SOLUTION In most cases, the alarm user contracts with an alarm company to install a business or residential alarm. Once installed, the alarm user pays a monthly 3 recurrent fee to the alarm company or a monitoring company. In most cases, when the alarm activates, the monitoring company calls the alarm location to verify the alarm activation. If a person answers the telephone, they are asked to provide their user's account number. If the proper account number is given, the call is canceled. If the proper account number is not known or there is no answer, the police will be dispatched. Activations that result in police response, are in large part due to user error. Realizing the need to minimize these errors, the Huntington Beach Police Department sponsored a municipal ordinance designed to regulate the use of alarm systems. To enforce this ordinance, the Police Department created the Alarm Office which is charged with the responsibility of educating and penalizing those alarm users that violate the city ordinance. In calendar year 1993, the alarm office processed 6,304 false alarms, generating fines in excess of $200,000. It is interesting to note, however, that of the 7,931 known alarm systems in the city of Huntington Beach: • 5,063 alarm systems registered NO false activations; • 1,597 alarm systems registered ONE false activation; • 629 alarm systems registered TWO false activations; • 642 alarm systems registered THREE or MORE false activations. Clearly, these figures show that only 36 percent of all alarm users are responsible for 87 percent of all false alarm activations, strongly indicating that the habitual violator is a major part of the problem.3 In order to impact these habitual violators, the police department recommends that the municipal ordinance be amended in the following manner: • For the initial false alarm, or first false alarm, in a twelve month period, the system user will receive an "Alarm Card", (exhibit attached, to be revised subject to possible ordinance change); • The second false alarm in any twelve month period would also receive an alarm card; • For the third false alarm in any 12 month period, the system user would incur a $50.00 fine; • For the fourth false alarm in any 12 month period, the alarm system user would incur a $100.00 fine; • For the fifth, $150.00; • For the sixth, $300; • For the seventh, $500; 3Any discrepancy in the totals is a result of recisions and the department policy of only counting one alarm for multiple activations in a seventy-two hour period. d , , 4 • For the eighth false alarm in a 12 month period, the alarm system user would incur a $750 fine and be subject to a non-response disposition from the police department. • Require alarm and/or monitoring companies to verify all alarm activations prior to dispatching the police. Verification can be accomplished by secondary activation devices, television cameras, or simply having a person at the location check the system. • Amend the ordinance to count only one false alarm in a 24-hour period when multiple activations are received, rather than the existing one count in a 72- hour period as the ordinance now reads. CONCLUSION A city has the obligation to provide for the safety of its citizens. This can only be accomplished when law enforcement has the necessary resources to meet this objective. Needless expenses and the misuse of police resources are unacceptable. # FALSE ALARMS COMMERCIAL RESIDENTIAL EXEMPT4 UNCLASSIFIED5 TOTAL 0 864 3498 25 676 5063 1 420 730 11 436 1597 2 243 272 4 110 629 3 143 123 6 46 318 4 77 45 3 15 140 5 : 45 22 0 7 74 6 23 4 2 4 33 7 16 2 2 4 24 8 11 0 0 1 12 9 9 2 2 0 13 10 10 0 0 0 10 10+ 17 0 1 0 18 TOTAL 1878 1 4698 1 56 1299 1 7931 Schools, Post Offices, Libraries, Government entities. 5Alarm systems that have not been classified "Commercial", "Residential" or"Exempt". IJne CITY OF HUNTINGTON BEACH o INTER-DEPARTMENT COMMUNICATION ate+ TO: Lt . Roger Parker FROM: James H. Carr, Alarm Off' er SUBJECT: Alarm Ordinance ComparisonsDATE: July 6, 1993 and Projections The following is a comparison of existing fine structure versus proposed fine structure and the existing permit fees versus the proposed permit fees. Based on the amount of false alarms received in 365 day period between 6/l/92 and 5/31/93, using the criteria that all systems were at a -0- count on 6/1/92, the following comparison of expected income can be made. a PERMIT APPLICATIONS Presently: 2886 commercial permits renewed annually @ $30 .00 = $86,580.00 Approximately 650 new permits @ $30.00 = $19,500.00 Total = $106 ,080.00 . Proposed: Increase annual commerical permit to $50 .00 and charge residential alarm users a $15 .00 annual charge. 2886 @ $50.00 existing $1442300.00 4453 @ $15 .00 existing 66, 795 .00 Subtotal $211,095 .00 425 new @ $15 .00 6,375 .00 225 new @ $50.00 11, 250.00 Total $228,720 .00 (less adjustments for the pro rata credits due to existing $30.00 residential) Memo 7/6/93 page 2 FINES Combined commercial and residential type false alarms to calculate fine revenue. Existin Using the figures for fines from 6/1/92 to 5/31/93 the tota billing was $151 , 800.00 for 6 ,511 classified false alarms from 7 ,330 alarm systems . Proposed: In an effort to approximate the revenue from the same number of false alarms , in the same period, using the proposed fine structure, we have to take into consideration that the progressive accummulated number of false alarms would increase the revenue an exaggerated amount. Based on that, we can arrive at the following estimate: Systems with 2 false alarms in a 365 day period: 699 @ $75 .00 = $52 ,425 .00 3- 313 @ $150.00 = $46 , 950.00 4- 138 @ $300.00 = $41 ,400 .00 5- 83 @ $450.00 = $379350.00 6- 46 @ $600 .00 = $279600.00 7- 22 @ $750.00 = $162500.00 8- 20 @ $900 .00 = $18 ,000.00 9- 10 @ $1050.00= $10,500.00 10- 8 @ $1200 .00= 9 600 .00 Total 1 ,325.00 Summary: EXISTING PROPOSED Permit income: $10� ,8-00 $Z 870.00 Fine income $1512800.00 $2602325.00 Totals $257 , 880.00 $489,045.00 *Increase - $231 , 165 .00 See note *Note: If we were to incorporate the planned charges into the existing ordinance and use the same number of permits and fines, the revenue would increase as shown below. However, if we were to enforce the nonresponse segment of the alarm ordinance, we feel the number of false alarms would be reduced significantly. The increase in fines would also help reduce the false alarms so them would be a drop in the overall count of false alarms and obviously in the amount of income generated. CITY OF HUNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION NU"NGTON BEACH TO: LT. ROGER PARKER FROM: JAMES H. CAR VIA CHAIN OF COMMAND ALARM OFFICE SUBJECT: SURVEY OF ALARM FEES FOR DATE: MAY 11 , 1993 VARIOUS CITIES Attached are the results of a survey of various Orange County and Los Angeles County fees for alarm permits and the fine structure associated with their ordinances . ALARM FEES FOR VARIOUS CITIES AS OF MAY 103, 1993 ANAHEIM Permit: Required, no charge Fines 1-3 = no charge 4+ = $50.00 COSTA MESA Permit : Not required Fines 1-2 = no charge 3+ = $100. 00 6 = can be put on non-response BREA/OLINDA Permit : Not required Fines 1-3 = no charge 4 = $25 .00 5 = $50.00 6+ = $100.00 BUENA PARK Permit: $10.00 annually , Seniors exempt Fines 1-3 = no charge 4 = $50.00 5 = $75 .00 6+ = $100.00 No non-response CYPRESS Permit: Residential - no charge, Commercial - $25 .00 Fines 1=4 = no charge 5 = $30 .00 6 = $50.00 7+ = $100.00 No non-response FOUNTAIN VALLEY Permit: $25 .00 one time fee Fines 1-3 = no charge 4+ = $50 .00 No non-response GARDEN GROVE Permit : Residential - $30.00 for 3 yrs . , Commercial $25 .00 annually Fines : 1-3 = no charge 4-6 = $25 . 00 7+ _ $100 .00 Can be put on non-response after notification NEWPORT BEACH Permit : $50. 00 one time fee Fines 1-2 = no charge 3 = $50 .00 4 = $100 . 00 5 = $125 .00 6 = Revoke permit , but respond to everything WESTMINISTER Permit : Required, no charge Fines 1-2 = no charge 3 = $30 .00 4 = $60.00 5+ _ $90 . 00 8+ Can be put on non-response SANTA ANA Permit : Required, no charge Fines 1 in 30 days = no charge 2 in 90 days = no charge 3 in 180 days= no charge 4 in 365 days= no charge All in excess of the above = $80.00 for 459 , $132 .00 for 211 TUSTIN Permit : Residential - $10. 00 one time fee, Commercial $25 . 00 annually Fines 1 in 30 days - no charge, each additional $25 .00 Count starts over each month. IRVINE Permit : Required, no charge Fines 1-3 = no charge and establishment of anniversary date 1-3 - no charge from anniversary date to end of first year 4+ _ $47 .00 - Residential 4+ _ $94 .00 - Commercial LA HABRA Permit: $25 .00 one time fee Fines 1-3 = no charge 4-5 = $75 .00 6 = $100 . 00 7 = $125 . 00 8 = $150.00 9 = $175 . 00 10+ = $200.00 LONG BEACH Permit: Residential - $18 .00 for 3 yrs . , Commercial $12 .00 annually Fines 1-4 = no charge 5+ = $300.00 LOS ANGELES Permit : Audible, required-no charge/Monitored - $31 .00 annually Fines 1-4 = no charge 5+ = $80.00 Revoke permits for non-payment City of Huntington Beach * • \, 2000 MAIN STREET CAUFORNIA 92648 . OFFICE OF THE MAYOR Telephone(714)536-5553 August 1, 1997 Mary Yelovich 8115 (A) Baymist Drive Huntington Beach, CA 92646-2073 Re: City of Huntington Beach Alarm Fee Dear Ms Yelovich: I have received your inquiry regarding the City of Huntington Beach's alarm renewal fee. I understand your concerns and objections to the fee, but would like to provide you with some of the background and information that led us to the decision to enact the ordinance requiring the renewal fee. The use of burglar/robbery alarms in commercial businesses has been ongoing for the past 30-40 years. In the late 1970's the number of commercial alarms here in the City of Huntington Beach was less than 1600. Even so, these alarms generated a significant number of"false alarms." Each false alarm results in the dispatch of at least two police officers and, more often than not, our police helicopter. Logically, the response of two (or more) officers and the police helicopter to a false activation takes the officers away from servicing the needs of other tax-paying citizens. A study of the alarm activation's in the early 1980's revealed that 98% of all alarm calls were false. As a result of this, the City established the alarm office in the police department and hired an alarm specialist to manage the office. In conjunction, the City Council enacted an alarm application process for all alarm systems. This process included an initial fee and an annual renewal fee for commercial accounts and only an initial fee for residential accounts. At the time the ordinance was passed, the number of commercial alarm systems outnumbered residential alarms by a ratio of 10 to 1. As a result of the implementation of the ordinance, the establishment of an alarm office and the work of the alarm officer, we experienced approximately a 40 % reduction in false alarms. However, since the mid 1980's the number of alarms in the city has mushroomed to well over 10,000. The vast majority of these alarms are residential alarms. As the number of alarms has grown, the number of false activation's has also grown. As recently as 1993, a study of the police department's response to calls for service (a call for service is any incident where officers respond to the needs of the community) showed that once again 98+% of all alarm activation's were false (NOTE: this number is consistent with the average nation wide). The frequency of alarm calls Anio,Japan SISTER CITIES \\aitakere. Ne%. "Zealand h Yelovich Page 2 was almost 1 of every 10 calls for service handled by the department. Here, again, the officers dispatched to the call were removed from otherwise preventive patrol or proactive enforcement activities. There is no doubt that burglar alarms add a significant and unnecessary burden on an already understaffed uniform patrol force. That is the situation which brought the city to the decision to amend the alarm ordinance by adding an annual renewal fee for residential alarms. The Alarm Renewal Fee was passed by the City Council on December 5, 1994. The additional funds are intended to fund part of the cost the to operate the alarm office. This operation includes maintenance and regular updating of the alarm data base, monitoring of alarm activation in the city, dealing with alarm companies, dealing with commercial and residential alarm owners, education of the alarm companies and the education of the end user of the alarm systems. The ultimate goal of the alarm office and its personnel is the total elimination of false alarms. Individuals and businesses who choose to install an alarm system receive a police department response benefit that others do not receive. Statistics show that 98% of the time this benefit is in response to false alarms and, as mention above, this takes field personnel away from servicing the remainder of the tax-paying public. With regard the Proposition 218, it does not prohibit fees that cover the cost of the service. The section of Proposition 218 to which your referred, Section 6(b) (5), does not apply to alarm fees for two reasons. First, the purpose of this section of Proposition 218, according to the authors, was to prohibit parcel"charges" for general government services. The alarm fee is clearly not a parcel charge. Second, the alarm fee is a charge to the users who have chosen to have a service that is not available to the public at large. I hope that this information is of use to you and that it explains the justification and rationale for the alarm renewal fee. If you would like to discuss this issue further, please call Captain Patrick GILDEA, Huntington Beach Police Department, Services Division Commander, at (714) 536- 5918, at your convenience. Sincerely, Ralph Bauer Mayor xc: City Council City Administrator Chief of Police H CITY F HUNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION HUNnNGTON BEACH TO: LT. ROGER PARKER FROM: JAMES H. CAR VIA CHAIN OF COMMAND ALARM OFFICE SUBJECT: SURVEY OF ALARM FEES FOR DATE: MAY 11 , 1993 VARIOUS CITIES Attached are the results of a survey of various Orange County and Los Angeles County fees for alarm permits and the fine structure associated with their ordinances . a ALARM FEES FOR VARIOUS CITIES AS OF MAY 10, 1993 ANAHEIM Permit: Required, no charge Fines 1-3 = no charge 4+ = $50.00 COSTA MESA Permit: Not required Fines 1-2 = no charge 3+ = $100.00 6 = can be put on non-response BREA/OLINDA Permit: Not required Fines 1-3 = no charge 4 = $25 .00 5 = $50 .00 6+ = $100 .00 BUENA PARK Permit: $10 .00 annually , Seniors exempt Fines 1-3 = no charge 4 = $50 .00 5 = $75 .00 6+ = $100 . 00 No non-response CYPRESS Permit : Residential - no charge, Commercial - $25 .00 Fines 1-4 = no charge 5 = $30 .00 6 = $50 .00 7+ = $100 .00 No non-response FOUNTAIN VALLEY Permit : $25 .00 one time fee Fines 1-3 = no charge 4+ = $50 .00 No non-response GARDEN GROVE Permit : Residential - $30.00 for 3 yrs . , Commercial $25 .00 annually Fines 1-3 = no charge 4-6 = $25 .00 7+ _ $100.00 Can be put on non-response after notification NEWPORT BEACH Permit : $50.00 one time fee Fines 1-2 = no charge 3 = $50 .00 4 = $100.00 5 = $125 .00 6 = Revoke permit , but respond to everything WESTMINISTER Permit: Required, no charge Fines 1-2 = no charge 3 = $30 .00 4 = $60 .00 5+ _ $90 .00 8+ Can be put on non-response SANTA ANA Permit : Required, no charge Fines 1 in 30 days = no charge 2 in 90 days = no charge 3 in 180 days= no charge 4 in 365 days= no charge All in excess of the above = $80.00 for 459 , $132 .00 for 211 TUSTIN Permit : Residential - $10 .00 one time fee, Commercial $25 .00 annually Fines 1 in 30 days = no charge, each additional $25 .00 Count starts over each month. IRVINE Permit : Required, no charge Fines 1-3 = no charge and establishment of anniversary date 1-3 - no charge from anniversary date to end of first year 4+ _ $47 .00 - Residential 4+ _ $94 . 00 - Commercial LA HABRA Permit: $25 .00 one time fee Fines 1-3 = no charge 4-5 = $75 .00 6 = $100.00 7 = $125 .00 8 = $150.00 9 = $175 .00 10+ _ $200.00 LONG BEACH Permit: Residential - $18 .00 for 3 yrs . , Commercial $12 .00 annually Fines 1-4 = no charge 5+ _ $300.00 LOS ANGELES Permit: Audible, required-no charge/Monitored - $31 .00 annually Fines 1-4 = no charge 5+ _ $80.00 Revoke permits for non-payment CITY OF HUNTINGT N INTER-DEPARTMENT COM29 [ ii MUNIC ® 15 'S5 HUNTING TON BEACH ffl a 74 To: RONALD E. LOWENBERG, CqEF OF POLI From: J. BARRY PRICE, CAPTAIN SERVICES DIVISION COMMAND,, Date: June 29, 1994 Subject: FALSE ALARMS The attached report which, in my opinion, reflects an excellent job by the authors, states our current situation as it relates to the false alarm problem. It is my intention, if you approve its contents, to excerpt portions into a RCA requesting Council action in the recommended solution. JBP:bmr Attachment FOJID CITE' OF HUNTINGTON BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH TO: J. B. PRICE, CAPTAIN FROM: JIM CARR, CAROL PHELPS Services Division Commander Alarm Office PATRICK CLEMENS, SGT. Communications Unit RE: FALSE ALARMS DATE: June 24, 1994 THE PROBLEM In the latO 1950's, with crime on the rise, the insurance industry realized that if the police knew where crime was occurring, criminals would be apprehended; cities would be safer; businesses would be more profitable; and the cost associated with insurance claims would be minimized. To make this happen, the insurance industry formed an alliance with the alarm industry, and together, through the Underwriter's Laboratories, they designed and developed the forerunners to the modern alarm system. Today, the alarm industry is a multi-billion dollar business that has enjoyed phenomenal growth. In the United States alone, there are an estimated ten million alarm users with approximately 9,000 active alarm systems in the City of Huntington Beach. Unfortunately, with this growth a number of unanticipated problems have developed. In calendar year 1993, the police department responded to 116,727 calls for service. ' Of these calls, 9,441 were alarm calls representing roughly 8% of all calls for service. Unhappily, 98 percent of these alarm calls were false. This means that the police department responded 9,252 times to calls where nothing was happening, costing taxpayers an estimated $800,000.2 To make matters worse, if current trends continue, there will be an estimated five percent increase in alarm systems each year. And of course, there will be a corresponding increase in alarm activations requiring an ever-increasing investment of time, eventually delaying police response to all calls for service. 1 Priorities one, two and three. (Outside Calls) 2 Together, false alarm calls and false 911 calls represent 16 percent of all calls for service costing taxpayers an estimated $1,600,000. 2 Can the police department absorb these ever-increasing alarm calls? And, should the city's tax-payers continue to subsidize the alarm industry when 98 percent of all alarm activations are false? THE LAW Section 845 of the California Government Code requires county and local law enforcement agencies to respond to alarm activations. In addition, there is now before the legislature, a bill (Assembly Bill 2876) that would limit a city's right to control alarm systems. This bill would not classify as a false alarm any alarm call that would be: ® Aborted within fifteen minutes of the request for police service; • Aborted more than five minutes prior to the arrival of officers. (Average response time for Huntington Beach is seven minutes.) Also this legislation would not classify as a false alarm any alarm caused by inclement weather or telephone malfunction. The bill does not explain who or how the decision would be made to determine the cause of the false alarm. This bill also limits a city's right to penalize by placing a cap on fines and fees in the following manner: ® A maximum of $25 per year for alarm permits; • A maximum of $50 for each false alarm in excess of three in a twelve month period; ® A maximum of $100 for each false alarm in excess of eight in a twelve month period; ® A maximum of $200 for each false alarm in excess of thirteen in a twelve month period. This legislation, sponsored by the alarm industry is short-sighted at best. It places the blame for alarm malfunctions on inclement weather and the phone company. The facts are that when inclement weather and telephone line malfunction occur, only a minimal number of alarms activate while the vast majority remain stable. This indicates that most alarms have been responsibly designed to allow for these conditions, while other alarms have fallen short of this responsibility. Furthermore, this legislation gives no consideration to the impact alarm calls have on limited police resources. RECOMMENDED SOLUTION In most cases, the alarm user contracts with an alarm company to install a business or residential alarm. Once installed, the alarm user pays a monthly 3 recurrent fee to the alarm company or a monitoring company. In most cases, when the alarm activates, the monitoring company calls the alarm location to verify the alarm activation. If a person answers the telephone, they are asked to provide their user's account number. If the proper account number is given, the call is canceled. if the proper account number is not known or there is no answer, the police will be dispatched. Activations that result in police response, are in large part due to user error. Realizing the need to minimize these errors, the Huntington Beach Police Department sponsored a municipal ordinance designed to regulate the use of alarm systems. To enforce this ordinance, the Police Department created the Alarm Office which is charged with the responsibility of educating and penalizing those alarm users that violate the city ordinance. In calendar year 1993, the alarm office processed 6,304 false alarms, generating fines in excess of $200,000. It is interesting to note, however, that of the 7,931 known alarm systems in the city of Huntington Beach: • 5,063 alarm systems registered NO false activations; • 1,597 alarm systems registered ONE false activation; • 629 alarm systems registered TWO false activations; • 642 alarm systems registered THREE or MORE false activations. Clearly, these figures show that only 36 percent of all alarm users are responsible for 87 percent of all false alarm activations, strongly indicating that the habitual violator is a major part of the problem.3 In order to impact these habitual violators, the police department recommends that the municipal ordinance be amended in the following manner: • For the initial false alarm, or first false alarm, in a twelve month period, the system user will receive an "Alarm Card", (exhibit attached, to be revised subject to possible ordinance change); • The second false alarm in any twelve month period would also receive an alarm card; • For the third false alarm in any 12 month period, the system user would incur a $50.00 fine; • For the fourth false alarm in any 12 month period, the alarm system user would incur a $100.00 fine; • For the fifth, $150.00; • For the sixth, $300; • For the seventh, $500; 3Any discrepancy in the totals is a result of recisions and the department policy of only counting one alarm for multiple activations in a seventy-two hour period. 4 • For the eighth false alarm in a 12 month period, the alarm system user would incur a $750 fine and be subject to a non-response disposition from the police department. • Require alarm and/or monitoring companies to verify all alarm activations prior to dispatching the police. Verification can be accomplished by secondary activation devices, television cameras, or simply having a person at the location check the system. • Amend the ordinance to count only one false alarm in a 24-hour period when multiple activations are received, rather than the existing one count in a 72- hour period as the ordinance now reads. CONCLUSION A city has the obligation to provide for the safety of its citizens. This can only be accomplished when law enforcement has the necessary resources to meet this objective. Needless expenses and the misuse of police resources are unacceptable. # FALSE ALARMS COMMERCIAL RESIDENTIAL EXEMPT4 UNCLASSIFIED 5 TOTAL 0 864 3498 25 676 5063 1 420 730 11 436 1597 2 243 272 4 110 629 3 143 123 6 46 318 4 77 45 3 15 140 5 45 22 0 7 74 6 23 4 2 4 33 7 16 2 2 4 24 8 11 0 0 1 12 9 9 2 2 0 13 10 10 0 0 0 10 10+ 17 0 1 0 18 TOTAL 1878 4698 56 1299 7931 a Schools, Post Offices, Libraries, Government entities. SAlarm systems that have not been classified "Commercial", "Residential" or"Exempt". e , Folin" CITY OF 1`IllNTIN BEACH INTER-DEPARTMENT COMMUNICATION HUNTINGTON BEACH TO: Lt. Roger Parker FROM: James H. Carr, Alarm Off' er SUBJECT: Alarm Ordinance ComparisonsDATE: July 6, 1993 and Projections The following is a comparison of existing fine structure versus proposed fine structure and the existing permit fees versus the proposed permit fees. Based on the amount of false alarms received in 365 day period between 6/l/92 and 5/31/93, using the criteria that all systems were at a -0- count on 6/1/92, the following comparison of expected income can be made. e PERMIT APPLICATIONS Presently: 2886 commercial permits renewed annually @ $30.00 = $86,580.00 Approximately 650 new permits @ $30.00 = $199500.00 Total = $106,080.00 Proposed: Increase annual commerical permit to $50.00 and charge residential alarm users a $15.00 annual charge. 2886 @ $50.00 existing $1449300.00 4453 @ $15.00 existing 66, 795.00 Subtotal $2119095.00 425 new @ $15.00 6,375.00 225 new @ $50.00 11 ,250:00 Total $228 , 720.00 (less adjustments for the pro rata credits due to existing $30.00 residential) r e Memo 7/6/93 page 2 FINES Combined commercial and residential type false alarms to calculate fine revenue. Existing: Using the figures for fines from 6/1/92 to 5/31/93 the total billing was $151 ,800.00 for 6,511 classified false alarms from 7 ,330 alarm systems . Proposed: In an effort to approximate the revenue from the same number of false alarms , in the same period, using the proposed fine structure, we have to take into consideration that the progressive accummulated number of false alarms would increase the revenue an exaggerated amount. Based on that, we can arrive at the following estimate: Systems with 2 false alarms in a 365 day period: 699 @ $75.00 = $52 ,425 .00 3- 313 @ $150.00 = $469950.00 4- 138 @ $300.00 = $41,400.00 5- 83 @ $450.00 = $37 ,350.00 6- 46 @ $600.00 = $27 ,600.00 7- 22 @ $750.00 = $162500.00 8- 20 @ $900.00 = $182000.00 9- 10 @ $1050.00= $109500.00 10- 8 @ $1200.00= 92600.00 Total 19 — 09325.00 Summary: EXISTING PROPOSED Permit income: $10�,080.00 $ 8—, / 0-00 Fine income $1519800.00 $2609325.00 Totals $257 ,880.00 $489,045.00 %',%',Increase = $231 ,165 .00 See note *Note: If we were to incorporate the planned charges into the existing ordinance and use the same number of permits and fines, the revenue would increase as shown below. However, if we were to enforce the nonresponse segment of the alarm ordinance, we feel the number of false alarms would be reduced significantly. The increase in fines would also help reduce the false alarms so them would be a drop in the overall count of false alarms and obviously in the amount of income generated. • 5/ \f City Of Huntington Beach INTER-DEPARTMENT COIVIMMUNICATION HUNTINGTON BEACH TO: MICHAEL T. UBERUAGA, City Administrator FROM: ROBERT J. FRANZ, Deputy City Administrator SUBJECT: Funded and Unfunded Equipment Replacement Needs DATE: August 15, 1997 Attached is a list of both the funded and unfunded City Department Equipment Replacement fund requests for the two year budget. ROBERT J. tRAINZ Deputy City Administrator RJF:skd Attachments 0027246.01 08/15/97 4:07 PM EQUIPMENT REPLACEMENT ADMINISTRATIVE SERVICES Fiscal Year 1997/98 Annual Lease Fiscal Year 1998/99 Annual Lease Div Item Cost Period Div Item Cost Period 177 Compac Dampening System 5,000 none 175 Postage Mail Processor 15,709 2 of 5 175 Postage Mail Processor 15,709 3 of 5 177 Equipment Rentals, Copiers 64,933 on going 177 Equipment Rentals,Copiers 66,200 on going 177 Color Copier/Printer 14,500 1 of 5 177 Color Copier/Printer 14,500 2 of 5 TOTAL 100,142 TOTAL 96,409 COMMUNITY DEVELOPMENT Fiscal Year 1997/98 Annual Lease Fiscal Year 1998/99 Annual Lease Div Item Cost Period Div Item Cost Period 234 Small Truck 19,000 none 234 Small Truck 19,000 none 234 Sedan 20,000 none 234 Sedan 20,000 none TOTAL 38,000 TOTAL 40,000 LIBRARY SERVICES Fiscal Year 1997/98 Annual Lease Fiscal Year 1998/99 Annual Lease Div Item Cost Period Div Item Cost Period 398 Steam Carpet Cleaner 4,500 none 395 Due Date Applicators&Labels 2,390 none 395 Lasers For Check In/Out 2,500 none 391 Tables for Meeting Rooms 10,000 none 395 Due Date Applicators&Labels 2,390 none 391 Chairs for Meeting Rooms 12,630 none 395 Book Return Bins 1,330 none 395 Study Furniture 15,000 none 394 (2)PC's For Patrons 5,400 none 393 PC/CD-ROM Syst w/Printer 7,200 none 395 (2)PC's For Staff&Patrons 7,200 none 393 Computer Printers 1,500 none 393 PC Printer 1,500 none 391 PC w/CD Printer For Staff 5,000 none TOTAL 29,820 TOTAL 48,720 COMMUNITY SERVICES Fiscal Year 1997/98 Annual Lease Fiscal Year 1998/99 Annual Lease Div Item Cost Period Div Item Cost Period 342 Life Guard Tower Replacement 17,000 none 346 Parking Meter Replacement 30,000 none 346 Parking Meters Replacement 60,000 none 351 Comm. Ctrs. Tables&Chairs 1,000 none 344 Pick Up Truck Replacement-Rus 19,000 none 343 Repl. 12 Yr. Old Dump Truck 35,000 none 343 Tractor Replacement 40,094 2 of 5 343 Tractor Replacement 40,094 3 of 5 343 Repl. 12 Yr. Old Pick Up Truck 15,000 none 343 Repl. 16 Yr. Old Pick Up Truck 15,000 none 354 Repl. 12 Yr. Old Pick Up Truck 19,000 none TOTAL 185,094 TOTAL 106,094 8/15/97 3:50 PM EQUIPMENT REPLACEMENT CITY TREASURER Fiscal Year 1997/98 Annual Lease Fiscal Year 1998/99 Annual Lease Div Item Cost Period Div Item Cost Period 120-1 Remittance Processor 52,000 none TOTAL 52,000 TOTAL FIRE DEPARTMENT Fiscal Year 1997/98 Annual Lease Fiscal Year 1998/99 Annual Lease Div Item Cost Period Div Item Cost Period Existing Leases 83,988 on going Existing Leases 83,988 on going 302 Safety Relief Valves for LDH 11,000 none 302 Chev Suburban Command Veh 63,000 302 Breathing Air Bottles 20,000 none 301 (2)Staff Vehicles 42,000 302 Fire Eng. Lease/Purch(5Yrs) 113,161 none 302 Fire Eng.Lease/Purch(5Yrs) 113,161 302 Fire Hose Replacements 19,000 none 302 Breathing Air Bottles 20,000 301 Staff Vehicles Two per year 42,000 none 302 Fire Hose Replacements 33,000 303 Vehicle Battery Chargers 1,350 none 305 Monitor/Defibrillators 8,900 305 Monitor/Defibrillators 8,900 none 308 Level A Entry Suit- 1 per Yr. 4,400 305 Portable Resuscitators 1,500 none 308 In-Suit Communications 3,000 308 Gas Tech Gas Monitor 2,500 none 306 Refrigeerator 1,150 308 Level A Entry Suit- 1 per Yr. 4,400 none 302 (2)Cabinets 15,000 302 Station 1 Dishwasher 3,400 none 302 Station 1 Water Heater 1,800 none 306 Lap Top Computer 3,000 none 306 Copy Machine 4,845 none 303 40 EOC Chairs 1,600 none 306 Station 2 Cabinets 4,000 none 315 Monitor/Defibrillators 8,900 none 315 Ambulance 65,000 none TOTAL 400,344 TOTAL 387,599 POLICE DEPARTMENT Fiscal Year 1997/98 Annual Lease Fiscal Year 1998/99 Annual Lease Div Item Cost Period Div Item Cost Period 332 (21)B/W Vehicles 577,500 on going 332 (13)B/W Vehicles 357,500 329 (8)Unmarked Vehicles 160,000 none 329 (19)Unmarked Vehicles 380,000 335 (4)Motorcycles 36,000 none 335 (4)Motorcycles 36,000 331 Breath Alcohol Instrument 9,200 none 331 Breath Alcohol Instrument 9,200 none 333 (8) PC Computers 19,920 none 327 Binocular 5,000 329 (10)Chairs 7,000 322 1Digital Camera System 5,000 TOTAL 802,620 TOTAL 799,700 8/15/97 3:50 PM EQUIPMEI® T REPLACEMENT PUBLIC WORKS Fiscal Year 1997/98 Annual Lease Fiscal Year 1998/99 Annual Lease Div Item Cost Period Div Item Cost Period Existing Leases 244,523 on going Existing Leases 219,562 on going 530 High Pressure Jet Hoses 7,000 none 544 Utility Bed Truck 30,000 'none 530 Inspection Cable 7,000 none 591 Engine Rebuild&Purchase 25,000 none 530 (3)Remote Telemet Units 11,400 none 542 Pickup Truck 30,000 none 531 Gorman Pump 14,800 none 411 Pickup Truck 20,000 none 591 Large Pump Rebuild 50,000 none 411 Pickup/SUV 25,000 none 591 Heat Exchangers 36,000 none 430 Wheel Alignment Machine 20,000 none 591 Sump Pumps 12,000 none 512 Concrete Breaker 12,000 none 531 Generator(610) 26,350 none 417 Line Tracer 6,500 none 470 Portable Generator 3,000 none 430 Volt/Amp Test Equipment 2,000 none 531 Utility Bed Truck 30000 none 416 Combination Drill 4,900 none 542 Utility Bed Truck 30000 none 416 Sign Routing System 23,600 none 541 Utility Bed Truck 30000 none 417 Aerial Truck Bed 8,500 none 470 Utility Bed Truck 30000 none 591 Engine Heaters 7,000 none 541 Utility Bed Truck 30000 none - Large Pump Rebuild 50,000 none 431 Pickup Truck 20000 none - Heat Exchangers 37,000 none 411 Pickup Truck 20000 none - Sump Pumps 12,000 none 512 Pickup Truck 20000 none - Entine Heater 7,100 none 411 Pickup Truck 20000 none - Lavel Transducer 3,900 none TOTAL 642,073 TOTAL 544,062 NON DEPARTMENTAL Fiscal Year 1997/98 Annual Lease Fiscal Year 1998/99 Annual Lease Div Item Cost Period Div Item Cost Period 312 Phone Sys Call Acctg Hrdwr 55,000 174 NT Software&Assoc. Sftw. 154,686 none 174 Council Ch Prsentation Syst 23,274 none (4)Laptop PC's-Dept.Heads 28,000 none 174 (12)Pentium PC's 35,000 none (12)Pentium PC's 35,000 none TOTAL 267,960 TOTAL 63,000 8/15/97 3:50 PM CITY OF HUNTINGTON BEACH UNFUNDED EQUIPMENT REPLACEMENT REQUESTS DePartment Program Name Equipment Replacement General Fund Equipment Replacement < -----DEPARTMENT REQUEST------> Amount Requested— Discijption-,,,;.,; FY 199W17, FY 1998/99 Equipment Description Community Services 1 FAX Machine 41915 Replace Unit 5276 Pick Up(Rust) /d, 19,000 30 Comm.Ctrs.Tables 4500 50 Comm.Ctrs.Chairs 2,'.1500 Remodel Lifeguard Headquarters 12 600 Replace 12 Yr Old Dump Truck 37,000, 2 PC's :....5;860 OK Replace Pkg Attend Booths#'s 2&4 F, Replace 11 Yr Old Pick Up Truck 20,000 Replace 7 Yr Old Pick Up Truck Replace 13 Yr Old Air Compre§sor Replace 17 Yr Old Kick Boom 0 Replace Trash Can Dumper Bins R 500 Passenger Van(14 person) Scanner TOTAL COMMUNITY SVS. '221F,085 0 Administration A (2)Pentium Computers 2'250 Z (2)Pentium Computers 2,250 TOTAL ADMINISTRATION 2 40 0 2,250 '25 Je Administrative Services F Compact Dampening System iqoo 0 , TOTAL ADMIN.SERVICES S-v 11000 0 Development Services - x Small Truck Rgg 19 000k 01, Small Truck 19, Sedan 20,000 r, Sedan 20,000 TOTAL DEVELOPMT.SVS. 38 00' 4090001 Fire Department 1997 Uniform Building Code 2,500 Driveway for Station#2 30,000 Settling Repairs for Station#2 75,000 Roof Repairs Station#3&Station#4 11,000' 16,000 Water Heater for Station#I 1800 Fire Engine ---5 3,496 53,496 Electrical Generators for H&L#41 6 9 6,900 Compressed Air Breathing Stations If 12 000- 12,000 ,500 Forced Air Units for Station#2 '9 8,500 Automatic Doors at Station#3 3,092 3,092 4/ TOTAL FIRE DEPARTMEN 26,'78S L 177,488 EQ-UNFLYN.XLS 8/14/97 CITY OF HUNTINGTON BEACH UNFUNDED EQUIPMENT REPLACEMENT REQUESTS IDe artment Program Name Equipment Replacement General Fund Equipment Replacement -= PEPARTM'ENT:REQUEST-- -> Amount Reg uest"'d ,Q _,,escrip 1vFNW1997/98 FY 1998/99 Equipment Description Police Department ' (2)Overhead Projectors 2,200 (4)Slide Projectors "28t0 (2)Laser Printers "I Owl File Server 5,000= Laser Color Printer ,Of}0 Electric Typewriter (3)Micro Cassette Recorders (17)Mag Flashlights Al fi HP Laser Jet Printer 1300 (12)Eiki Stand.Desk Top Recorders > 56 Electric Typewriter 600 Gas Chromatograph/Mass Spectrom. 9,000 Fourier Transform Infared Spectrom. H, 92;000, Alternate Light Source ==9,200' (5)Cameras with flashes 9,000 y, Toxicology Screening Instrument 38000' Reflected Light Comparison Micorscp 4Sf104' (12)Chairs 94Q0; FAX Machines 150,' (2)Pentium computers Laser Printer (5)Headsets 750 (8)Adjustable/Tilt Workstations 4,320 (18)Personal Computers '33;0OQ� Gateway Computer 3,0w (8)Keyboards ,600 Update Jail Security Door (5)Steelcase Desk Chairs `' 3; 0" Helicopter 1,O00,00U " . 5 (2)Stabilized Gyro-Binoculars ,tjOfN�. Computer w/Back Up Tape WESTCAM Model 12 Term Imager 16 ,Ot}0 (4)High-back Chairs Radio Receiver for Watch Commandr b: ` 5,0t - (20)b/w Patrol Cars 550,000 (2)Patrol Vehicles (10)Motorcycle Radar Holders ` 1.500• (5)Steelcase 5-Wheel Office Chairs 2,000' (2)Telephone Recording Devices 1'3001 . " Vehicle to replace Unit#580 22,00& A ; Vehicle to replace Unit#85722 00 - Vehicle to replace Unit#304 22,00V (3)H&K MP-5 Sub-Machine Gun -' 4,506' Repelling Equip(rope,anchors,etc) r ", 1,30.0 (17)Gas Masks 2,125 EQ-UNFUN.XLS 8/14/97 CITY OF HUNTINGTON BEACH UNFUNDED EQUIPMENT REPLACEMENT REQUESTS Department Program Name Equipment Replacement General Fund Equipment Replacement <-==---DEPARTMENT REQUEST-—',> M, 'Amount::Re'uest6&,-,... Descri tion' p`FY_1997! 8 FY 1998/99 Equipment Description Police Department(continued) ' (17)Uniforms 1 W, Digital Camera,Printer, Software 5,000 Breath Alcohol Instrument ;, 9,200 (10)Steelcase Chairs � 7,765 y. (12)Vehicles 264,000 Scanner 3,000 GIS Mapping Software Licenses ."— ;yF 20,000 (3)Microcassete 825 (1)HP-5 LaserJet Printer vs ,', 1,300 (12)Eiki Standard Desk Tape Recordr y 1,560 (3)Vehicles to Rpl Utd#732,819,843 0, 66,000 (5)Cameras w/flash 9;000 Vehicle to replace Unit#682 22,000 J` ' Vehicle to replace Unit#875 ;; ' `_` 27,000 01;» (8)Vehicles(B&W)to replace Units •- 220,000 (4)Police equipped Bicycles /,3rtp ~~`` 4,000; ' (4)Motorcycles to replace Units NA-011111 36,000 (5)Steelcase 5-Wheel Office Chairs £" 2,000 ✓",,;?% Al Telephone Recording Devices ' 300 (3)Veh to Rpl Units#847, 846,845 60,000 (17)Tactical Radio Headsets 8,000 (8)Tactical Vests ` " 16,000 TOTAL POLICE DEPT. 2';24U,18Q 782,950 tug, .. 3-0 Library Services Due Date Applications&Labels :?' 2,390 Book Return Bins $,,' " 1,330 Tables for Meeting Rooms 10,000 �m Chairs for Meeting Rooms 10,000 Modular PC Desk 1,300 TOTAL LIBRARY SVCS. : "'Tr 0;, 25,020 City Council Pentium P C 2;7f0 0 TOTAL CITY COUNCIL <; 2,7f00� 0 City Clerk ' (7)Pentium PC's 14 t104 0 }, TOTAL CITY CLERK 14000 0 City Treasurer Automated Letter Opener -k2 Qt}4 0 TOTAL CITY TREASURER 2,000 0 TOTAL GENERAL FUND 2;652y003 1,027,708 EQ-UNFUN.XLS 8/14/97 RECEIVED FROM oftpMADE APART OF THE RECOR AT THE Budget Study ss NOIL MEETING OF OFFICE OF THE CI Y CLERK CONNIE BROCKWAY,CITY CLERK Budff-' let z5tudy '1*5 etm% s i o n June 23, 1997 Slide 1 Agenda ® Impact of State Take-Away on Cities ® Review Long Term and Short Term Financial Objectives ®What are They and What is the City Doing? ® Preliminary Budget Review: 1997/98 ® Revenue and Expense Estimates ® Unfunded Needs ® Recommendations ® Timetable Slide 2 June 23, 1997 Budget Study Session State Take®Aways (How Much Have Cities Lost?) Property Tax $571 Cigarette Tax $54 50% of Traffic Fines 75 Booking Fees & Tax Admin. 100 Total $800 Prop. 172 Gain -95 Net Annual Loss $705 Redevelopment Taxes (one-time) 330 $ in Millions Slide 3 State General Fund Budget has Increased 32.6% Since 1993/94 Expenses 91993/94 $39.0 91994/95 $42.0 91995/96 $45.4 * 1996/97 $49.2 ® 1997/98 Proposed $51 .7 $ in Billions Slide 4 June 23, 1997 e� Budget Study Session State Take-Aways (How Much Have Cities Lost?) Property Tax $571 Cigarette Tax $54 50% of Traffic Fines 75 Booking Fees & Tax Admin. 100 Total $800 Prop. 172 Gain -95 Net Annual Loss $725 Redevelopment Taxes (one-time) 330 $ in Millions Slide 3 State General Fund Budget has Increased 32.6% Since 1993/94 Expenses • 1993/94 $39.0 s 1994/95 $42.0 • 1995/96 $45.4 • 1996/97 $49.2 • 1997/98 Proposed $51 .7 $ in Billions Slide 4 June 23, 1997 Budget Study Session Huntington Beach Revenue Taken by the State $Millions $8 6.6 $6.7 $7 Total Loss $s $31.1 Mullion $5 $3.9 •. $4 ::. $2 $0.9 $1 $0 ;: 90/91 91/92 92/93 93/94 94/95 95/96 96/97 Slide 5 City of Huntington Beach Major Revenues Compared to Major Expenses $ in Millions $55 $49.7 $50.6 $50 Police Fire & Marine Safetv Expenses $45 $40 - $43.4 $35 pertV & Sales Tax Revenue $30 33.0 1 - Major Rev. —Major Exp. $25 87 88 89 90 91 92 93 94 95 96 97 Slide 6 June 23, 1997 Budget Study Session Property Tax - Distribution of Basic 1 % Property Tax Levy High Schools Elementary 22.0% ,_�,,.• Community Schools •% Colleges "•• � has 1 Other 3.8% State - rd,.rt• ��"� (For IBM ",ry., Schools) 0 City 15.6% County 16.5/o 10.5% Slide 7 .. .......... id Sales Tax - Allocation of Huntington Beach Sales Tax Revenue Health/Welfare State Gov't 6% (County) 66% Transportation IV 3% Measure M 6% (County-OCTA) Sales Tax %° Public Safety a``A' ✓� State 5.00 City1.00 6% (County-95% Public Safety 0.50 City 5%) Measure M 0.50 Transportation 0.25 City 13% Health/Welfare 0.50 Total 7.75 Slide 8 June 23, 1997 Budget Study Session City Goals and Economic Objectives Element of General Plan CLong Terra ancial Objectives City Fiscal Other Financial Policies Objectives Slide 9 Long Term Financial Objectives City Goals and Objectives ® Establish policies and strategies to ensure a viable business environment throughout the community (Goal 5 with 6 Objectives and 11 Tasks) ® Pursue entrepreneurial approaches for seeking new businesses to expand the City's revenue base (Goal 10, Objective 1 with 4 Tasks) ® Develop a long-term financial strategy that identifies the financial resources to support the infrastructure in the most effective and Slide 10 June 23, 1997 Budget Study Session Long Term Financial Objectives Economic Element of General Plan • Provide economic opportunities for present and future residents and businesses through employment and local fiscal stability • Aggressively retain and enhance the existing commercial, industrial, and visitor serving uses while attracting new uses • Enhance economic development potential through strategic land use planning and sound urban desi n practices Slide 11 Long Term Financial Objectives Fiscal Policies • Ongoing Expenses should be supported by Ongoing Revenue • Maintain 3% to 5% General Fund Reserve • No New Capital Improvements should be approved unless associated operating costs are funded by recurring revenues • Enterprise Funds should reflect all costs • Transfer General Fund reserve in excess of 5% to the Capital Improvement Fund Slide 12 June 23, 1997 Budget Study Session Long Term Financial Objectives Other Financial Objectives • Seek More Federal and State Funding • Fund Municipal Service Levels Supported by the Community • Invest in Capital Improvements to Enhance the Quality of Life • Ensure Self Supporting Enterprise Operations • Eliminate Unfunded Liabilities Slide 13 Long Term Financial Objectives What is the City Doing? • Economic Development ♦Approved Projects: Home Depot, Third Block West, Pier Plaza, Sharp Electronics, others ♦ Future: 31 Acres, Closed School Sites, McDonnell Douglas, Waterfront, Huntington Mail, Hoover- Gothard, Beach Blvd., others • Infrastructure Planning: Master Plan Developed Slide 14 June 23, 1997 Budget Study Session Long Term Financial Objectives What is the City Doing? (cont.) • Local Fiscal Stability (City Response to Recession, State Take-Aways, and O.C. Bankruptcy) ♦ Downsized by 82 Permanent Positions (all Funds) ■ 116 General Fund Positions Reduced Through Transfers and Elimination ♦ Reduced Reserves (Insurance, Equipment Repl.) ♦ Reduced General Fund Subsidies to: ■Refuse Fund ■CDBG Programs ■Enterprise/Special Funds Slide 15 Self Insurance Funds Cash Reserve Projections $in Millions $8 1 $7 Projection $6.0 i $5.9 $6 s $5 $4.1 $4 2.7 $3 $2 $1.8 i A$O,8$1 $0.0 $0. $0 92 93 94 95 96 97 98 99 '00 '01 Slide 16 June 23, 1997 Budget Study Session Equipment Replacement Funds Cash Reserve Projections $in Millions $7 $6.2 1 o-- Projections---> $6 $5.1 $5 $3.8 $4 $3.0 $2.9 $3 $2.2 $2 $1.1 $1 $0 92 93 94 95 96 97 98 99 '00 '01 '02 Slide 17 Long Term Financial Objectives What IS the City Doing? (cont.) • Local Fiscal Stability ♦ Service Level Reductions not Readily Apparent ♦ Gradual, Incremental Reductions Implemented ■Downsizing with Few Layoffs ■More Calls for Service- No Increase in #of Police ■Marine Safety Staffing Reorganizations ■Painting Deferred ■Building and Street Maintenance Deferred ■Park Maintenance Reduced Slide 18 June 23, 1997 Budget study session Long Term Financial Objectives What is the City Doing? (cont.) • Implemented Enterprise Operations ♦Ambulance Program ♦ FireMed ♦ Cultural Arts Fund ♦ Library Expansion Fund ♦ Special Events Funding ♦ Hazardous Materials Disclosure (1997/98) • Contracting ♦ Fire Dispatch Slide 19 Financial Objectives that are NOT Being Met • Adequate Funding for: ♦ Replacement of Vehicles, Computer Systems and other Equipment (1997/98 Requests: $4.6 Million) ♦ Increase in Service Demands ♦ Maintenance ♦ Sewer Repair/Replacement ♦Training • Identification of Financial Resources to Support the Infrastructure Slide 20 June 23, 1997 Budget Study Session Balance Budget Maintain Service Levels Short Term Financial objectives Establish Increase Adequate Revenue Base Reserves Slide 21 Short Terra Financial ®bjectives • Balance Ongoing Revenues and Expenses - Two Year Budget IV- e Maintain Status Quo - No Further Reduction to Service Levels • Increase Funding of Unfunded Liabilities • Begin Addressing Most Serious Infrastructure Needs • Review Potential New/Increased User Fees IL • Follow established Fiscal Policies Slide 22 June 23, 1997 Budget Study Session Preliminary Budget Review: 1997/98 Slide 23 Estimated Revenues 1996/97 Estimated Revenue $98,323 1997/98 Increases ♦ One Time (estimated: Dev. Fees) 1 ,000 ♦ New revenues (Grants, Plaza parking, etc.) 596 ♦ Improved Economy 1 ,301 1997/98 Estimated Total $1011220 $ in Thousands Slide 24 June 23, 1997 Budget Study Session Estimated Expenses 1996/97 Approved Budget $97,154 1997/98 Increases: ♦ 800 MHz Debt Service Cost $485 ♦ Liability Insurance Costs 310 ♦ Equipment Replacement Costs 259 ♦ Retirement/Worker's Comp Costs 1,405 ♦ One-Time Costs 1,317 ♦ Revenue Supported Cost Increases 486 ♦ Other 263 Total Increases $4,525 1997/98 Estimated Budget $101 ,680 Slide 25 Major Cost Increases PERS Rate Increase $505,000 Worker's Compensation 500,000 �4 Supplemental Retirement 400,000 Total $1 ,405,000 One-Time Costs Pier Plaza Debt Service $357,000 Community Development (Paid by Fees) 274,000 Public Works (Paid by Fees) 686,000 Total 1 4 $1 ,317,000 Slide 26 June 23, 1997 Budget Study Session Expenses: Department Requests ® 1997/98 Original Department Requests $103,194 Revised Requests 101 ,680 Reductions to Department Requests $1 ,514 $ in Thousands Slide 27 Impact of Reductions to 1997/98 Department Requests ® Capital Outlay Requests Reduced to Minimum (Original Requests: $1.5 Million) • Maintenance Needs Deferred ® Infrastructure Needs Deferred ® Staffing Needs Deferred s No New Services Side 28 June 23, 1997 Budget Study Session Unfunded Needs - a Sample $in Thousands *Sewer Repl. $140,000 *Maintenance Needs *Equipment Replacement *Civic Center Roof $250 *Police Dispatch Sys. 2,000 *Civic Center Air Cond 500 *Helicopter: 97/98 1,000 *Civic Ctr Paint 250 *Police Cars: 97/98 1,300 •Library Roof 180 ♦20 Year Estimate 20,000 *Library Air Cond 250 *Beach Svc Road 35 *Capital Projects *Pier Deck Sealing 60 *Oil Production Fac. 475 *Sidewalk/Curbs 20,000 *South Beach 5,000 *Residential Streets 26,000 *Sports Fields 1,200 •I *Gun Range 8,000 nsurance Reserve 9,000 •Computer Needs 2,500 *Salary Increases Slide 29 Estimated Shortfall - 1997/98 Reduced Expenditure Requests $101 ,680 1P Estimated Revenue 101 ,220 Shortfall ($460) $ in Thousands Slide 30 June 23, 1997 Budget Study Session User Fee Review m Timetable • Complete Update July 18 • Identify Recommended Changes August 1 • Public Hearing September 2 • Adopt September 15 Estimated Additional Annual Revenue of$250,000 is expected from recommended fee increases resulting from the update of the MSI Fee Study (not included in Revenue Estimates) Slide 31 Sample User Fees for Review City Fee • Tentative Parcel Map Review $635 • Use Permit Review $370 • Conditional Use Permit $1 ,700 • Zoning Letter $135 Updated MSI Fee Study (draft) indicates above Fees do not cover Full City Costs - Increases will be recommended Slide 32 June 23, 1997 Budget Study Session Recommendation - Implement a Sewer Maintenance Fee ® An Estimated $1 .1 Million to $1 .4 Million of General Fund Costs for Sewer Maintenance Would be Paid from Fee Revenue • An Estimated $1 .88 Million per year would be available for Sewer Repair and Replacement ® This Approach Eliminates Estimated General Fund Shortfall and Addresses the Most Critical and Immediate Infrastructure Needs Wide Recommended Solution 1997/98 Shortfall Reduced Expenditure Requests $101,680 Estimated Revenue 101 ,220 Estimated Shortfall ($460) Sewer Fee (Maintenance Portion) $1, 100 Allocate to Unfunded Needs $640 Sewer Fee - Repair/Replacement $1,881 $ in Thousands RillI Slide 34 June 23, 1997 Budget Study Session Alternatives • No Sewer Fee ♦ Sewer Repair/Replacement will be addressed as failures occur (From General Fund Reserve) • Eliminate Shortfall through further Expense reductions • Increase IVISI User Fees other than Sewer • Use General Fund Reserve for ongoing Costs Slide 35 Summary • New Sewer Fee Recommended • Preliminary Budget will be delivered August 1 • Public Hearing September 2 • Council Direction on Sewer Fee Needed ♦Will be Scheduled for July 7 City Council Meeting Slide 36 June 23, 1997 Vl mW y t CITY OF HUNTINGTON BEACH CITY COUNCIL COMMUNICATION 4 Sk TO. City Council Members Ralph Bauer Mlayor ,�/�r�J/• � ,9 ' ,x > x � 5' ; K � � � '4SfM,'4 t t S, �4 a s� i �' � DATE-.,r ���,.;. +rMM�`t,Z Apnl 22, 1997Y SUBJECT: FORMAT FOR GOAL AND OBJECMIE WORKSHOP SESSION OF 5/97 The City Administrator suggested that issues and projects from the Council and Department Heads for the Workshop of 4/25/97, be grouped under one of the ten goals the Council previously adopted. You may wish to carry out such a grouping prior to our meeting. p, __ - n-- : y. ti*'4 E, Y .�1y �`r S� '� -.. `ts3• � �±« . rid' - ,AF' I\ X`. l� ' �� ♦ � .po � tr z`J ,�� .yed u'+�x,<k� � .�t� .;,�5�.�y �.,,y'2 _ �z��' y ,,..9"x,. ,� ,� }, -�i"`r'f^m ��y�''�i i. pal xc� IVlike Uberuaga; City Administrator F Y l BAITER PROTECTS GROUPED BY GOALS 4/22/97 Safe Community 1. Nuisance House 2. Police Department Audit Infrastructure 1. Infrastructure Program 2. Water Master Plan 3. Holly SeaclifTReimbursement 4. Hoover Gothard 5. Construction Monitoring Environment 1. Bolsa Chica Transportation Business Environment and Revenue Base 1. Economic Redevelopment Program 2. Specific Retail and Industrial Projects 3. Job Center (see attached) 4. City Beautification 5: Job Fair Human Needs 1. Huntington Beach Collaborative Housing 1. General Plan, Urban Design, Affordable Housing 2. Specific Housing Projects Organizational Effectiveness 1. Departmental Goals and Objectives 2. Performance Based Budget 3. Finance Reform 4. Grant Writing 5. Rationale for Boards, Commissions 6. Council Work Request Process 7. Employee Relations 8. Audit Committee& Risk Mgt. 9. Networking With Other Cities 10. Real Estate Division 11. Communications, Data Processing, 12. Personnel Commission Items and Computer Needs 13. Annual Report Bauer Project Goals 4/22/97 Page -2- Educationa➢, Cultural, and Recreational Opportunities 1. South Beach Improvement 2. Youth Sports 3. Funding Cultural Activities 4. Gun Range 5. Linear Park Seek New Business Tourism-Entrepreneurisim 1. City Marketing Program GOALS FOR 1997 4112/97 Ralph H. Bauer 1. Comprehensive Economic Development program covering the many projects for retail, manufacturing, offices and homes. 2. Completion of Council and departmental goals and objectives with regular evaluation. 3. Ground breaking or plan finalization of the following projects as well as continuation of current projects. a. Third Block West b. Pier Plaza and Dukes of Huntington C. McDonnell Douglas (numerous projects) d. New hotel near Waterfront e. Huntington Center (numerous projects) f. Home Depot on Goldenwest g. Crest View Site h. Rancho View Site I. Standard Market rebuild j. Seacliff Shopping Center k. Morgan Stanley's 31 Acres I. Blocks 104 and 105 M. New Residential Projects (currently 9 builders involved) o. Car Dealer Attraction and Expansion Along Beach Blvd. P. Redevelopment Program for Beach Blvd. q. Goldenwest College Comer 4. Performance Based Budget 5. Infrastructure Maintenance and Replacement Programs 6. Municipal Finance Reform Through Legislation or Initiative 7. South Beach Improvement Program 8. Youth Sports Program in Central Park and Other Locations 9. Complete General Plan, Including Housing Element, Urban Design, and a Council Adopted Affordable Housing Program. 1997 Goals (Cont. Page -2) 4/14/97 10. Improvements in Grant Writing Program with all Departments Participating. More Effective Use of City Council in Networking with Other Elected Officials. 11. Formation of the Huntington Beach Collaborative to Address and Fund the Human Needs of our Citizens More Effectively 12. Rationale for the existence of each board, commission, and committee 13. Re-evaluation of City Council Work Request Process 14. Improved Employee Relations 15. City Beautification - Pacific Coast Highway (all), Beach Blvd. (all), Main Street from 5 Points to City Hall, Warner Median. 16. Increased activity by the Audit Committee -with Auditing and Monitoring of Contracts, Profit Centers, Claims Program, Risk Management and Self- Insurance. 17. Networking with Other Cities 18. Funding Cultural Activities 19. Improved Return from Real Estate Assets by Real Estate Division 20. Define City Relationship with Bolsa Chica through Saturation Including Possible Providing of Services and Restoration 21. Regular Progress Report on Water Master Plan 22. Job Fair 23. Comprehensive City Plan for Communications, Data Processing, and Computer Needs 24. Reimbursement District for Holly-Seacliff 25. Gun Range Location Determined 26. Completion of Personnel Commission Program With all Individual Personnel Issues Brought Current • i 1997 Goals (Cont. Page 3) 4/14/97 27. Linear Park Construction 28. Regular Status on Nuisance House Program 29. Completion of Job Center 30. Funding of the Hoover Gothard Connection 31. Effective Construction Monitoring Program to Reduce Costs and Minimize Change Orders 32. Complete Police Department Operations Audit 33. Total City Marketing Program 34. Published Annual Report to the Citizens 24298 4114197 MINUTES CITY COUNCIL/REDEVELOPMENT AGENCY CITY OF HUNTINGTON BEACH 12:00 Noon - Huntington Central Library Room C/D 7111 Talbert Avenue Huntington Beach, California 92648 Friday, April 25, 1997 An audio tape recording of this meeting is on file in the Office of the City Clerk. CALL TO.ORDER Mayor Bauer called the adjourned regular meetings of the City Council and the Redevelopment Agency of the City of Huntington Beach to order at 12:11 p.m. in Room C/D, Huntington Central Library. CITY COUNCIL/REDEVELOPMENT AGENCY ROLL CALL Present: Julien, Harman, Dettloff, Bauer, Sullivan, Green Absent: Garofalo PUBLIC COMMENTS ON CLOSED SESSION ITEMS There were no persons present to address Council regarding the closed session item scheduled on the agenda. MOTION TO RECESS TO CLOSED SESSION -APPROVED (120.80) A motion was made by Harman, second Dettloff, to recess the City Council to closed session to consider the following item. The motion carried by unanimous vote with Councilmember Garofalo absent. Closed Session - City Council pursuant to Government Code Section 54957 to consider personnel matters - Annual Performance Evaluation of City Administrator. Councilmember Garofalo arrived at 12:20 p.m. RECONVENE The Mayor reconvened the adjourned regular meetings of the City Council and Redevelopment Agency in Room C/D, Huntington Central Library. 904 t Page 2 - Council/Agency Minutes - 04/25/97 CITY COUNCIL/REDEVELOPMENT AGENCY ROLL CALL Present: Julien, Harman, Dettloff, Bauer, Sullivan, Green, Garofalo Absent: None PUBLIC COMMENTS There were no persons present to address Council regarding items scheduled on the agenda. COMMUNICATIONS PROVIDED TO COUNCIL, STAFF, AND THE PUBLIC The following communications were provided to Council and staff and made available to the public on April 25, 1997 by Deputy City Administrator Barnard: Communication from the City Administrator dated May 6, 1996 entitled Budget Study Session Exercise Results Slide Report from the Administrative Services Director dated April 25, 1997 entitled Budget Process--Topics--5 Year Projections—199 7198 Budget Priorities Table prepared by Assistant City Administrator Silver, Economic Development Director Biggs, and Community Development Director Fallon entitled City of Huntington Beach Major Development Project List Communication from Mayor Bauer dated April 22, 1997 entitled Format For Goal and Objective Workshop Session of 4125197 (CITY COUNCIL) STUDY SESSION - REVIEW RESULTS OF CITY COUNCIL AND EXECUTIVE STAFF WORKSHOP HELD ON JANUARY 31, 1997 AND FEBRUARY 1, 1997 - LEWIS PARTNERS REPORT (120.10) Councilmembers and staff reviewed the results of the City Council and Executive Staff Workshop held on January 31, 1997 and February 1, 1997 by Lewis Partners. The City Administrator referred to Page 9 of the Lewis Partners Report--Agreements and Action Items. He stated that he is in the process of following up on the number of Council committees and will obtain pricing information relative to FAX capability for Councilmembers. The City Administrator stated that the primary purpose of the City Council/Executive Staff Workshop concerned working relationships--Councilmembers working as a collective body, Councilmembers working with department heads, Councilmembers working with the City Administrator, City Administrator working with department heads. He stated that periodically the team expectations should be reviewed and the process should be institutionalized (i.e., the working relationships, goals, and objectives should be revisited next January). 905 I 04/25/97 - City Council/Redevelopment Agency Minutes - Page 3 (CITY COUNCILJREDEVELOPMENT AGENCY) BUDGET PROCESS The City Administrator stated that the purpose of the budget process slide report to be presented was to set the tone as to where the city is headed and to provide a realistic understanding of the city's resource issues prior to discussing goals and objectives. Deputy City Administrator-Administrative Services Director Franz presented a slide report entitled Budget Process--Topics--5 year Projections—1997198 Budget Priorities. Referring to Slide 3 titled City Council Adopted Priorities (December, 1996), the City Administrator stated that this year $3 million in reductions/new revenue/savings need to be identified. He stated that a two-year budget will be implemented this year and adopted in accordance with the City Charter. The City Administrator discussed 5 Year Projections--Expense Assumptions and 5 Year Projections--Revenue Assumptions. He stated that revenues are projected to increase by 1 - 2% while expenditures are anticipated to increase 3 - 4% annually. He noted that potential revenue losses (Proposition 218, Redevelopment Payments to General Fund, Huntington Beach Mall Transition, Assessment Appeals, State Legislation) are not projected. The City Administrator reviewed 5 Year General Fund Estimates--Revenue, Expense, Shortfall. In response to Councilmember Harman's inquiry, the City Administrator stated that an across- the-board 1% salary increase equates to approximately $700,000. Councilmember Garofalo asked what assumptions had been made regarding revenue, e.g., forecasting an increase in transient occupancy tax. Deputy City Administrator-Administrative Services Director Franz stated that the assumption utilized was that the existing revenue base would increase. Referring to 5 Year Projections--Expense Assumptions, Councilmember Green asked if salary increases were included in the 2 - 3% inflation increases. Deputy City Administrator- Administrative Services Director Franz responded that 2 - 3% inflation increases will occur on some of the salary and benefit categories. For nonsalary expenses, an across-the-board 2 - 3% increase was applied; however, e.g., bond debt service remains level because staff is aware that it will not increase. In response to Councilmember Sullivan's inquiry, Deputy City Administrator-Administrative Services Director Franz responded that for next year the increase in funding for unfunded liabilities will be $1 million. The City Administrator reviewed Ongoing Revenues and Expenses--General Fund. He referenced the 1997 revenue figure of$98 million and expense figure of$97 million. When projected five years, anticipated expenses are $117 million and anticipated revenue is $106.2 million. The City Administrator discussed Major Revenues--General Fund--Slow Growth Projected which depicted projections in property tax and sales tax. In response to Councilmember Julien's question relative to accounting for new development, Deputy City Administrator- Administrative Services Director Franz stated that this has not been taken into account because there are offsetting reassessments appeals. Councilmember Garofalo stated that he would like to see in the near future a line item proforma on what assumptions are being made for growth. The City Administrator discussed information presented in the slide entitled General Fund Reserve. 906 Page 4 - Council/Agency Minutes - 04/25/97 The City Administrator discussed the potential impact on the city of Proposition 218. He referred to the water in lieu payment and explained that 15% of water revenues ($3.3 million in 1996/97) is paid to the General Fund in lieu of franchise fees and property taxes. He stated that the water in lieu payment and water capital fees may be impacted by Proposition 218. He noted that the wording of Proposition 218 is nebulous and the City Attorney's Office is reviewing the wording to determine whether the 11 year Water Capital Improvement Program can be continued. In response to Councilmember Harman, the City Administrator stated that any items contained in Proposition 218 that apply to the city must be implemented by July 1, 1997. The City Administrator discussed the In Lieu Payment Chart. Deputy City Administrator- Administrative Services Director Franz stated that a study of this question is underway and will be completed within 30 - 45 days. The City Administrator stated he believes the in lieu payment is not property related and recommends continuation of this transfer to the General Fund. In response to Councilmember Garofalo, the City Administrator stated that there is no planned contingency at this time other than the General Fund reserve of$5.5 - $6 million and other reserves. Referring to Redevelopment Agency Cash Balance--Projections, the City Administrator explained that the chart indicates that time exists to correct expenditures in Redevelopment; however, time is running out. Economic Development Director Biggs stated that some changes need to be factored in. Councilmember Harman stated that the plan to forestall a negative balance in the Redevelopment Fund in the year 2002 involves bringing on new projects and obtaining more tax increment financing. Economic Development Director Biggs stated that the merger will improve the situation as well as negotiations with the Waterfront Hilton, property sales, results of appeals, and improving bond ratings. The City Administrator referred to Self-Insurance Funds--Cash Reserve Projections. He reminded Council and staff that his five-year forecast is based upon these charts changing from zero in 1996, $800,000 in 1997, and increasing to approximately $2 million in 2001. He stated that one of the issues to be reconciled is whether self-insurance needs to be $6 million by that time or will $2.5 million, $2.7 million, or$3 million be sufficient. He stated that this question relates to the Equipment Replacement Fund as well. Referring to the chart titled Budget Priorities: 1997198, the City Administrator stated that a two- year budget will be presented to Council on August 1. He advised that rebuilding of reserves will continue, addressing infrastructure needs will begin, implementation of a performance based budget will be initiated, and current services will be maintained. Regarding the Two Year Budget, the City Administrator advised that departments are currently preparing two-year budgets for City Council review and adoption by September 30, 1997. He stated that adjustments based upon normal quarterly reviews will be presented to Council as necessary. The City Administrator stated that addressing infrastructure needs will begin on April 28, 1997 at a joint study session of Council and the Public Works Commission. He stated that the funding options are new revenue source, service/expense reductions, grants or federal/state funding, and coordination of Finance Board and Public Works Commission. The City Administrator reviewed the schedule for implementation of the Performance Based Budget and stated that this will be a two-year process. He explained that performance measures must be integrated into the budget system correlated with costs. 907 04/25/97 - City Council/Redevelopment Agency Minutes - Page 5 The-City Administrator explained.that the two-year budget to be presented to Council at a study session in late June will reflect maintenance of the status quo for basic services. Funding for staffing increases or service level increases will probably not be included in the budget. Balancing on-going revenues and expenses will be accomplished through reduction in cost of operations where possible, MSI recovery, managed competition, and increased entrepreneurial efforts. The City Administrator stated to department heads that today, with resources as they are, staff must collectively challenge themselves (e.g., metro cities dispatch which effected a savings of$178,000 annually). Councilmember Garofalo recommended that meetings be scheduled every four to six months to appraise and reassess the budget. (CITY COUNCIL) STUDY SESSION - CITY MISSION, VISION, VALUES STATEMENT, GOALS AND OBJECTIVES The City Administrator referred to the City of Huntington Beach Major Development Project List distributed to Council and staff and to a map displayed indicating the location of the 38 projects on the list. He stated that the map was created to visually indicate that the city is out of the recession and heading toward a building boom within the next three years. Councilmember Garofalo recommended that the Major Development Project List be expanded to include additional columns titled Property Tax Impact, Sales Tax Impact, and Number of People Required. Assistant City Administrator Silver noted that this listing reflects a conscious effort and aggressive pursuit of each site and a repositioning of the city for a different revenue base. He stated that there are actually 200 projects of varying sizes in progress at the present time. The City Administrator directed Council's and staffs attention to his communication to Council dated April 23, 1997 entitled Process To Develop 1997 Proposed Goals, Objectives, and Tasks. He stated that the results of discussion at this meeting regarding the 11 goals will be formalized and presented to Council at the first Council meeting in June for formal adoption. The City Administrator referred to Goal #1 (Maintain A Safe Community) and reviewed the associated tasks and status of each task. He explained that the shaded areas represent goals, objectives, and tasks recently added to the Discussion Paper by staff; the unshaded goals, objectives, and tasks were agreed upon by Council in 1995. In response to Councilmember Garofalo's inquiry, the City Administrator stated that Council consensus is required to add goals, objectives or tasks to this document. Councilmember Green expressed concern regarding the parking lot planned near the Bolsa Chica Interpretive Center, stating that safety should be a top priority. Relative to public safety, Councilmember Harman stated that he would like to see a study performed on the helicopter program to determine whether it is cost effective. The City Administrator stated that a review is in process for regionalizing police communications for Westminster, Fountain Valley, and Huntington Beach, and a proposal will hopefully be presented to Council within 30 days. Councilmember Julien requested that review of the canine unit and officers be added under Goal#1. 908 Page 6 - Council/Agency Minutes - 04/25/97 Councilmember Garofalo requested that development of a long-term plan for future Fourth of July activities be added to Goal #1. Councilmember Harman requested that discussion take place regarding the consolidation of Police, Fire, and Public Works vehicle maintenance so that operations are handled collectively rather than separately. Councilmember Garofalo recommended looking toward alternative funding concepts for public safety. He cited examples of the PRIDE Foundation and a possible private sector foundation for the canine program. Councilmember Harman referred to Nuisance House under Safe Community on Mayor Bauer's list of projects by goal. He stated that he would like to see the Nuisance House `ask Force implemented and activated. Councilmember Garofalo stated that he wished to see a goal included to identify and utilize e.g., FBI, INS Programs to maximize the grant application process for public safety. Mayor Bauer stated that grant writing should be pursued aggressively. He suggested that he or another Councilmember write a letter to the appropriate political representative requesting assistance in processing the grant application. Councilmember Garofalo stated that corporately all departments need to maximize regionalization efforts and minimize redundancy; the concept of increasing the number of grant applications should be applied universally. In response to an inquiry from the City Administrator relative to Goal#1, Objective 2 (Strengthen code enforcement and other related activities where necessary to avoid a deterioration of quality of life), Community Development Director Fallon stated that she hopes to begin a volunteer code enforcement program this summer. City Attorney Hutton stated that assistance would be helpful in obtaining prosecution and enforcement grants. As an example, she stated that prosecution of drug houses is very labor intensive. The City Administrator referred to Goal #1, Objective 3, Task 1 (Emergency Operations Center (EOC) management and Standardized Emergency Management System (SEMS) training) and asked Division Chief/Fire Marshal Duane Olsen if SEMS is a state mandated program. Division Chief Olsen stated that it is not a state mandated program; however, if employees do not participate in SEMS training, the city will not be reimbursed for expenses incurred during disasters. Councilmember Garofalo inquired as to whether the downsizing of Holly-Seacliff and the potential further downsizing of the Koll Development will have a negative impact on the fire station. Division Chief Olsen responded that there will be no negative impact. Councilmember Green inquired as to whether updating medical information and medical histories for the Fire Med Program was included as an objective in the Discussion Paper. Division Chief Olsen responded that it is not included in the Discussion Paper; however, it is one of the top 10 objectives of the Fire Department. He explained that in addition to updating medical information, the technology will be updated to better provide medical information to emergency response personnel at an injury scene. The City Administrator referred to Goal #2 (Assure long-term adequacy of the city's infrastructure facilities), Objective 1, Task 3 (Staff will work with the Board and Commission to 909 04/25/97 - City Council/Redevelopment Agency Minutes - Page 7 develop funding options and recommendations for the IIMP) for discussion. Councilmember Garofalo stated that school district personnel have indicated a strong interest in pursuing school district vehicle maintenance by the city if time and space are available. Councilmember Harman stated that he would like to see street slurrying doubled this year and doubled again the following year. Councilmember Garofalo stated that one or two word statements relative to projects such as street slurrying accompanied by the cost of the project should be prepared. He stated that the only way projects can be prioritized is to have value added and then translate the projects into policy. Public Works Director Jones stated that street slurrying has been doubled this year and doubled again for next year. Councilmember Harman stated that this project should not necessarily be taken out of the Public Works Department's budget but that more money should be put into maintaining the infrastructure. Assistant City Administrator Silver stated that the increase in slurry has been privatized and a quality comparison study is underway at present. In response to Councilmember Harman's inquiry, Assistant City Administrator Silver stated that he will review the results of the comparative study with the Public Works Director next week and will provide a report to Council. Councilmember Julien stated that under discussion at the Managed Competition Committee meeting was the possibility of contracting with other cities to perform their street sweeping which might assist in funding increased street sweeping in Huntington Beach. Councilmember Sullivan stated that the streets in Huntington Beach should be swept more frequently. In response to Mayor Bauer's inquiry regarding reimbursement of Holly-Seacliff improvements, the City Administrator responded that a resolution of the issue is needed and that a Council committee is working on this matter. Councilmember Sullivan requested preparation of a schedule indicating the number of units completed and amount of infrastructure in place. Community Development Director Fallon stated that a one page report has been prepared comparing improvements to the percentage of houses built and that the information will be forwarded to Council. The City Administrator referred to Goal #3 (Enhance and maintain the environmental quality of the community) and discussed Objectives 1, 2, and 3 and the status of each objective and task. He stated that the issue of the Bolsa Chica/Koll Company/water service proposal should appear on the May 5 Council agenda. In reference to Goal #3, Objective 4 (Implement the approved South Beach Master Plan and Pier Plaza Master Plan), Deputy Community Services Director Engle reported that Assemblyman Baugh and Senator Johnson have indicated that they are willing to initiate legislation for$650,000 and $500,000 respectively. The City Administrator pointed out the significant effect a personal tour of a Huntington Beach site has upon state representatives as opposed to merely sending a letter or resolution. Deputy Community Services Director Engle also discussed obtaining a Land and Water Conservation Grant approved by Council with a 50% match from the city. Mayor Bauer stated that Congressman Rohrabacher, Assemblyman Baugh, Senator Johnson, and Supervisor Silva are willing to assist the city. Referencing the tour of the South Beach Improvements area attended by Assemblyman Baugh, Senator Johnson, the City Council, the Community Services Director, and himself, the City Administrator stated that other departments should follow a similar approach. Councilmember Green recommended that state representatives be offered time to appear on HBTV-3 to discuss e.g., an update on Orange County, update on Sacramento. 910 Page 8 - Council/Agency Minutes - 04/25/97 Regarding Goal #3, Objective 5 (Review city's environmental review process), Community Development Director Fallon requested that Task 1 be changed to read "complete review by Kane, BallmeF and BeFkman an appropriate environmental consultant of City's California Environmental Quality Act (CEQA) process" and explained the reasoning behind the requested change. Councilmember Garofalo recommended surveying processes in other communities similar to Huntington Beach relative to the environmental process. In response to an inquiry from Mayor Pro Tern Dettloff, Community Development Director Fallon responded that the city is definitely following the law; however, complaints have been received regarding the length and number of steps involved in the environmental process. She stated her desire to seek assistance from an outside source to review the c-:rrent environmental pr:.ess. In relation to Goal #4 (Improve the city's long term transportation system and integrate it into the regional system as it evolves), the City Administrator recommended designating the connection of Gothard with Hoover Street as a special project and ensure that it is completed. Mayor Bauer and Public Works Director Jones concurred with the City Administrator. Councilmember Garofalo and Community Development Director Fallon discussed the area of Main Street between Garfield and Yorktown. The Community Development Director stated that the shopping center side of Main Street will be the responsibility of either PLC or Morgan Stanley; the opposite side of the street is owned by the Kelter Brothers. In response to Councilmember Harman's inquiry regarding a transportation center near the 31 acre site (31 acre site bounded by Pacific Coast Highway, First Street, Atlanta Avenue, and Huntington Street), Assistant City Administrator Silver responded that at this time this is not included in the plans from Morgan Stanley and Shea Business Properties. He explained that per the Community Development Director, the transportation center is a permitted use but not a required use. In reference to long range planning for transportation needs, Councilmember Harman asked whether a transportation center is necessary. Mayor Bauer stated that one difficulty is the price of the land on the beach for use as a transportation center; it is not a cost effective use of that resource. Councilmember Garofalo stated that long term transportation goals that affect Huntington Beach need to be identified. Deputy City Administrator Barnard suggested that OCTD be askec to prepare and fund feasibility studies relative to long term transportation needs. In reference to Gcal #5 (Establish policies and stratec;as to ensure a viable business environment throughout the community and expand the city's revenue base), Councilmember Harman asked if attention has been given to deteriorating small strip centers, noting that there are a number of such centers throughout the city. He stated that a strategy should be developed to assist the owners of these small centers. Mayor Pro Tern Dettloff stated she would like to see a plan in place by the end of 1997 regarding the direction owners in Block 104 downtown are taking and whether Council should take an active role in determining the composition of that area. Councilmember Garofalo discussed numerous new fast food restaurants in the city and stated that the city does not appear to be involved in rehabilitation. He stated that a community assessment of strip malls is needed and a determination made as to how to acquire, 911 04/25/97 - City Council/Redevelopment Agency Minutes - Page 9 rehabilitate,.or encourage the private sector to make better use of the land. Councilmember Garofalo stated that he believes this is a zoning issue. Community Development Director Fallon stated that the city must face the reality that the strip malls cannot be revitalized. She noted that suggested in the General Plan was redevelopment on Beach Boulevard; however, she added that the lots are too small. She stated that another issue relative to Beach Boulevard is mixed use--either higher density residential or a combination. The Community Development Director suggested the possibility of obtaining expert assistance regarding creative ideas for land use. Regarding city beautification, Mayor Pro Tem Dettloff stated that she wishes to see some design guidelines in place to assist developers in providing creativity and some unique architectural features. She requested that higher standards be placed on new development. With development imminent on Block 104 downtown and the Tillotson project (Third Block West), Mayor Pro Tern Dettloff emphasized the urgency of establishing these standards immediately. Mayor Bauer noted that the area between 5 Points and City Hall and the southern entrance to the city on Pacific Coast Highway from the Santa Ana River to Beach Boulevard (the inland side) are not inviting entrances to the city. He also referenced the general appearance of some parts of Beach Boulevard. The City Administrator referred Council and staff to Goal #5, Objective 6, Task 1 (Develop a program of fifty-two specific events per year at the Pier Plaza and adjacent city beach). Deputy Community Services Director Engle stated that at present more than 70 events are held on the beach per year and that the Community Services Department is focusing on events that will bring the city more recognition and exposure. Councilmember Sullivan requested that action be taken to expedite development of a youth sports center. Deputy Community Services Director Engle stated that progress is being made and that the environmental assessment is in process; however, there are major funding issues still to be faced. The City Administrator referred to Huntington Beach Collaborative on Mayor Bauer's list of projects grouped by goals. The Mayor explained that the City of Westminster has a collaborative in place which assisted Westminster in obtaining $4 million in grants which the city would not have obtained had it not been a collaborative. In the area of human needs, under the banner of a collaborative, Huntington Beach can apply for a broader range of grants. In reference to Goal #7 (Provide for diverse housing stock; maintain the quality of housing stock), the City Administrator asked Community Development Director Fallon if the city will have a housing element. Community Development Director Fallon discussed the Affordable Housing Policy and stated that hopefully the housing element will be completed by the end of the calendar year. The City Administrator referred to Goal #8 (Maintain and continually improve organizational effectiveness). He stated that complaints are continually received from the community, Councilmembers, and employees that the city's internal processes (rules, regulations, procedures) are still bureaucratic, cumbersome, difficult to understand, and time consuming. In response to the City Administrator's inquiry, Assistant City Administrator Silver reported that a Development Services workshop was held to review the work plan and one of the resultant goals is to touch base more with the customer. Regarding continuous process improvement, 912 Page 10 - Council/Agency Minutes - 04/25/97 he advised that this has been a focus of the Development Services Team or approximately two years, and staff will continue to develop better business methods. Assistant City Administrator Silver stated that improvement is occurring in the area of organizational effectiveness. He explained that many radical changes are occurring and to remain competitive, the city must look at issues such as bringing in more resources from the private sector in the Public Works and Community Development areas as well as the processes themselves. He stated that the city will be as entrepreneurial as possible regarding allocation of resources and processes improvement. He discussed the issue of closed school sites as it relates to the complexity of dealing with two or three customers concurrently. Mayor Bauer discussed incidents related to code compliance and enforcement and stated that the city has done a good job and is capable of doing a better job. Community Development Director Fallon referred to Goal 45, Objective 8, Task 1 (Review existing entitlement process and develop recommended changes for City Council consideration that could result in possible reductions in the number of conditional use permits processed). She stated that proposals have been sent out to review the entitlement process as she believes the city has more regulations than most cities. She stated that a competitive review with other Orange County cities will be prepared and suggestions will be presented to Council. Councilmember Garofalo commented on regulations related to landscaping and stated his belief that the area percentage for landscaping is too high. Councilmember Garofalo complimented the present executive staff regarding their exceptional ability to network together. Assistant City Administrator Silver stated that another area in which improvement is planned is code interpretation. He stated that Public Works Director Jones has taken the lead in locating an individual to instruct staff relative to the Subdivision Map Act so that the customer will receive the same interpretation from all departments. Mayor Bauer referenced each of the 13 items under Organizational Effectiveness on his list of projects grouped by goals and provided a status report on each item. The City Administrator referred to Goal #8, Objective 9, Task 3 (Complete a comprehensive classification and pay study). He stated that department heads have discussed preparing a pay and classification plan and expressed his opinion that this is not the time to undertake such a study. Councilmember Harman concurred that such a study should not be undertaken at this time. Mayor Pro Tern Dettloff stated that she would like to see some creative approaches to address the issue of employee compensation. She stated the importance of accomplishing this task this year. The City Administrator referred to Goal #8, Objective 9, Task 4 (Update city personnel policies), stated that the present personnel policies were developed in 1974, and that they present managerial problems. Councilmember Harman relayed the Personnel Commission's frustration with the present personnel polices and stated that an update of personnel policies is needed. 913 04/25/97 - City Council/Redevelopment Agency Minutes - Page 11 Under Goal.#9 (Continue to provide diverse educational, cultural and recreational opportunities for all citizens), Councilmember Garofalo requested that an objective of review, evaluation, and recommendation for the branch library system be added. He stated that branch libraries should be better utilized. Mayor Pro Tern Dettloff stated her desire to see a five or ten year plan for the Library in place which will advise Council as to what to expect regarding necessary revenue to sustain or increase Library services. Councilmember Garofalo stated his proposal to establish an objective for a recommended plan of action for preventative maintenance for the Library and recommended funding. Assistant City Administrator Silver requested that Task 4 be added to Goal #10 (Pursue entrepreneurial approaches for seeking new business and tourism to expand the city's revenue base) and read as follows: Develop and implement public/private partnerships which provide new revenue streams to pay for public facilities, construction, and maintenance and repairs. He cited several examples of projects in process to accomplish this task. The City Administrator stated that discussion would stop at Goal #11 (Insure that Huntington Beach local government is open, accessible and responsive to all citizens it serves). The wording of this section will be refined and the information returned to Council at a later time for review. Councilmember Garofalo stated that community events should be televised on HBTV-3. Councilmember Julien suggested that"A Taste of Huntington Beach" be televised. Councilmember Sullivan stated that the city news section appearing quarterly in the SANDS should be reviewed by Council. Regarding tours of City Hall, Councilmember Sullivan stated that such tours should be conducted by volunteers. In summary, the City Administrator stated he and department heads will review Council's recommendations relative to the goals, objectives, and tasks and prioritize the eleven goals. Prior to adjournment, copies of a report entitled Integrated Infrastructure Management Program (LIMP)--Executive Summarywere distributed to Council and staff. 914 Page 12 - Council/Agency Minutes - 04/25/97 ADJOURNMENT - CITY COUNCIUREDEVELOPMENT AGENCY The Mayor adjourned the adjourned regular meetings of the City Council and the Redevelopment Agency of the City of Huntington Beach to Monday, April 28, 1997 at 5:00 p.m. at the Central Library, Room C/D, 7111 Talbert Avenue, Huntington Beach, California. Connie Brockway City Clerk and ex-officio Clerk of the City Council of the City of Huntington Beach, and Clerk of the Redevelopment Agency of the City of Huntington Beach, California By: Carrol Gibbons, Deputy City Clerk/Clerk ATTEST: Connie Brockway City Clerk/Clerk Mayor/Chairman By: Carrol Gibbons Deputy City Clerk/Clerk 915 -- - -7 He CITY ®F I-1l1 NTINOTON � 1CIa1COUNCIL - ADMINISTRATOR COMMUNICATIONH - ��� ,mil To: Honorable Mayor and City Council From: Michael T. Uberuaga, City Admini stag r Date: May 6, 1996 Subject: Budget Study Session Exercise Results Please find attached the packet of results of the budget exercises you performed at your City Council Study Session of Monday, April 29, 1996. Included in the results packet are: ® Tables of the City Council's Ranking of Public Services, Department Head's Ranking of Public Services, and the City Council's Preferred Method of Funding, ® A summary of City Council (program and service) suggestions, and ® Copies of the City Council's actual"Request of the City Administrator to Examine Specific City Programs and Services" submittals. MTU:bs xc: Department Heads Attachments City of Huntington Beach City Council Study Session April 29, 1996 Budget Exercise Results City Council 's Ranking of Public Services 1 highest) 5 hi hest 1 1 7/0 Police Services 5 2 2 7/0 Fire Services 5 3 1 5.3 3/4 Maintenance of Infrastructure 4.1 4 5.6 6/1 Marine Safety Services 4.3 5 5.7 116 Development Services 3.7 6 6 7/0 Administrative Support 3.6 7 7 3/4 Code Enforcement Services 3.7 8 7.6 5/2 library Services 3.9 9 7.9 1/6 Beach services 3.9 10 8.9 6/1 Recreational Services 3.6 11 10 7/0 Long-Term Planni 3 1 11 1 017 Guttural services 2.7 Depatrbrient Head's Ranking of Public Services RANI( AVERAGE TAXES/FEES PUBLIC SERVICE DESIRABILITY 1 highest) 5 highest) 1 1 10/0 Poke services 5 2 2.5 1010 Fee Services 5 3 3.9 515 Maintenance of Infrastructure 4.1 4 6.1 712 Marine Safety Services 4.3 4 6.1 0/9 DeveWpTwd Services 3.7 6 6.6 4/6 Code Enforcement services 3.7 7 7.5 9/1 Administrative Support 3.6 8 7.8 6/4 Library Services 3.9 9 8 1/9 Rol services 3.6 10 8.3 614 Long-Term Planning 3 11 8.4 8/2 Beech Services 3.9 12 11.7 1 217 cuitural Services 2.7 City Council's Preferred Method of Funding Method of Funding Council per Method Reduce Expenditures Only 1 Raise Revenues Only 2 Reduce Expenditures and Raise Revenues Equally 50/50 3 Reduce Expenditures and Raise Revenues to a Specified Ratio 1 (2.6M/1 M) 5/6/96 City of Huntington Beach City Council Study Session April 29, 1996 Budget Exercise Results Suggestions to Review Specific Programs and Services Please note: The numbers on the left margin are control numbers for locating the specific comment on a master list only. No other weight should be applied to and no other inference should be drawn from these numbers. Business License 1. Strict Business License enforcement. Perhaps hire additional staff if needed. 23. Require business licenses for all businesses operating in city. 57. Business licenses for 1 and 2 units. Fees 29. Implement additional MSI recommendations. 41. Increase aggressiveness of Code and Law Enforcement fines(issuance?). 42. Review all contracts and leases for increases in fees. 49. Raise existing fees to cover overhead. 50. Institute$3.6 million in MSI fees. 51. Raise beach parking fees. 52. Increase fees for towed vehicles. 53. Charge homeowners for removal and/or planting of trees. 54. Oil pipeline fee. 56. State parks water use surcharge. 185o6:BRS Coy 1's programs/services suggestions 58. Community Enrichment fee. 59. Sewer maintenance fee. 60. False 911 calls. 62. Annual Fire Prevention inspection fee. 63. State mandated fire inspection. 64. Storm drain maintenance. 68. Fire code enforcement fees. 69. Trenching fee(street cuts). Intereoilernmental 39. Acquire West Orange County Water District. 40. Withdraw from PCTA. 46. Give state beach back to State. Organizational Structure-Reduce 4. Reduce Police Aero Bureau by 50%. 8. Eliminatelreduce Police participation in regional Narcotics Task Force. 12. Reduce tree trimming. 47. Reduce BBTV3 services. Orr ankgonal Structure-Ite- car 2. Consolidate Police/Fire Vehicle Maintenance under Public Works. 17. Reorganize Library into Community Services. Reduce 1 department head. 27. Utilize R.S.V.P. in Code Enforcement. 31. Reduce outside legal work. 2 18506:BR9 Cot 7s programs/services suggestions 44. Institute program in Fire Department(produced?) by Pasadena Fire Chief(8 hour work shifts). 48. Increase aggressiveness in grant writing. 67. Revenue audits and collections. Parking Meters 19. (Create?) a Parking Meter Master Plan. 55. New parking meters: Brookhurst, Magnolia, Beach Bl. Personnel 7. Eliminate position of Adjutant in Police Department and replace with unworn Management Assistant position. 24. Negotiate a 01/6 payroll increase to bring all labor contracts through 1997. Agree to a 1997-98 fiscal(?)contract for 3 years. Privatize 3. Eliminate City Attorney staff and utilize contract counsel. 10. Privatize road paving. 11. Privatize street sweeping. 14. Privatize the Art Center. 16. Privatize Public Works street maintenance, water distribution etc. 26. Privatize Code Enforcement. 34. Street sweeping privatization. 35. Privatize landscaping. 36. Privatize tree trimming. 37. Review all Public Works activities for privatization. 38. Privatize City Attorney's Office and/or go to billable hours. 3 18506:Bxs Cc il's programs/services suggestions 45. Privatize all of Administrative Services. Regionalize 9. Regionalize Fire(services). 22. Regionalize more Public Safety services. 25. Fire/Police regionalization. 32. Look carefully at Aero positions-reeducation or regionalization with other cities paying their bills. 70. Regionalize Public Works street maintenance, water distribution etc. Social Seri►ices 20. Review and evaluate all CDBG requests. Rank in order of citizens served divided by allocation. Eliminate regional and emphasize local. 21. Review all social services programs and transfer, where appropriate, to County. 33. Use CDBG funds to support general fund services. Taxes 18. Emphasize new"tax" and"user fee" sources. 28. Tax on rental properties. 30. Sewer fee. 61. Transient Occupancy Tax increase. 65. Entertainment(tax?). 66. Cigarette tax. Miscellaneous 5. Reduce use of city vehicles. 6. Reduce use of car phones. 4 18506:BRs Coy Ts programs/services suggestions 13. Sell our flood control facilities to the Orange County Flood Control District. Realize initial(small) sale amount and long term operational(and liability)reductions. 15. Sell city(real?) property. 43. 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Phase II- Budget Revisions ®Identify $3 Million in Reductions/New Revenues/Savings ■Implement a Performance Based Budget ■Implement a 2 Year Budget ■Implement Proposition 218 2. Implement an Infrastructure Master Plan s Slide 3 5 Year Revenue and Expense Projections General Fund April25, 1997 City Council Study Session 5 Year Projections Expense Assumptions • Maintain current staffing levels • 2%-3% inflation increases • Increase funding for: ® PERS Retirement Costs ® Worker's Compensation ® Liability Insurance ® Supplemental Retirement Benefit ® Equipment Replacement Slide S 5 Year Projections Revenue Assumptions • Slow Growth of Revenues Projected • Potential Revenue Losses (Not Projected): n Proposition 218 ® Redevelopment Payments to General Fund ® Huntington Beach Mall Transition ® Assessment Appeals ® State Legislation - always a threat Slide 6 April25, 1997 City Council Study Session 5 Year General Fund Estimates ($ in Millions) Revenue Expense Shortfall 1997/98 $100.1 $102.6 $-2.5 1998/99 101 .4 105.9 -4.5 1999/00 102.6 109.7 -7.1 2000/01 104.1 113.3 -9.2 2001/02 106.2 117.0 -10.8 Slide 7 Ongoing Revenues and Expenses General Fund S in Millions $120 $115 $110 ---Revenue $105 —®—Expense $1os.2 $100 $95 ' $90 5 Year Projections $85 $88.9 $80 92 93 94 95 96 97 98 99 '00 '01 '02 Slide 8 April25, 1997 City Council Study Session ns: Projected General Fund Shortfalls f $12 $in Millions , , $10 $8 y $6 $4.5 $4 V $2.5 $2 $0 97/98 98/99 99/00 00/01 '01/02 Slide 9 Major Revenues - General Fund Slow Growth Projected $in Millions $35 J Without State Takeaway $34.8 $30 $29.4 jk .2 $25 Properly Tax $25 $20 4 pit q $20.0 $15 Sales Tax $10 ' 5.Year Projections a $5 $0 =s 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 Slide 10 April25, 1997 City Council Study Session General Fund Reserve • Fiscal Policies $in Millions Require a Reserve of $9 s.2 3-5% $8 6.9 $6.8 $7 $6.2 • Estimated Year-End $6 y Reserve = 5.8% $s • PERS Refunds of$2.2 $4 3.2 Million transferred to $3 Supp. Ret. Fund $2 $I $0 91 97 94 95 96 97 est Slide 11 Proposition 218 Update April25, 1997 r City Council Study Session Proposition 218 . y Potential Impact on City ® Water In Lieu Payment (1959 ordinance) ■ 15% of Water Revenues paid to General Fund in lieu of Franchise Fees and Property Taxes Not paid by City Water Utility a $3.3 million in 1996/97 ® Water Capital Fees may be impacted ® $4.3 million for 1996/97 ® 11 year Capital Improvement Program Slide 13 IF1n-Lieu Payment Are Water Rates "Property Related" Fees? Yes No Does Prop. 218 Apply to No ="In Lieu" Existin Fees? ents Yes Is"In Lieu"Payment More Than No Cost of General Fund Service? Yes Stop Excess"In Lieu"Payments April25, 1997 City Council Study Session What are Other Cities Doing? • Most are Continuing to Make "In-Lieu" Payments Based on: ® Determination that Water Fees/Charges are not "Property Related" under the Definitions of Proposition 218 ■ Payments are Less than Cost of City Services Slide 15 City Approach to Proposition 218 Compliance k • Continue "In-Lieu" Payment and Capital Facilities Surcharge • Monitor Court Decisions ® Are Water Fees/Charges "Property Related" ? ® Does 218 Apply to Existing Fees? e Review All Water Operation Costs ■ Outside Consultant Contract approved 3/17 ■Compare Costs to Charges to Customers ■ Review Payments to General Fund Slide 16 April25, 1997 City Council Study Session ®then Funds ® 5 Year Projections ® Redevelopment • Self Insurance Funds ® Equipment Replacement Fund Redevelopment Agency Cash Balance s Projections $in Millions $10 $81 $7 9 4 projections—� $8 $6.3 $3.5 $4 $1.9 $2 $0.4 ($1.2) LIP ($2) 94 95 96 97 98 99 '00 ; '01 '02 Slide 18 April25, 1997 City Council Study Session Self Insurance Funds Cash Reserve Projections $in Millions $8 -/ $7.2 Projections—b. $7 $6.0 $5.9 $6 I $5 $4.1 $4 I $3 1.8 $2 0.8 $1 $0.0 $0.0 $0 s 92 93 94 95 96 97 98 99 '00 '01 Slide 19 Equipment Replacement Funds Cash Reserve Projections $in Millions $7 $6.2 Projection --10 $6 $5.1 $5 _ 3.8 $3.0 4 $ 2.9 3 $2.2 $2 $1.1 $1 $0 92 93 94 95 96 97 98 99 '00 '01 '02 Slide 20 April25, 1997 City Council Study Session rContinue orities: 1 7/9 o Year Budget ding Reserves gssng Infrastructure Needs ® Begin Implementation of a Performance Based Budget e Maintain Current Basic Services (City Council Budget Study Session Planned for June) Two Year Budget ® Departments are preparing 2 Year �A Budget for City Council Review ® Adoption by September 30, 1997 a Based on Normal Quarterly Reviews, Adjustments will be Presented to the City Council as necessary Slide 22 April25, 1997 City Council Study Session Begin Addressing Infrastructure Needs ® Study Session 4/28/97 ® Public Works Commission ® Funding Options: ■ New Revenue Source ® Service/Expense Reductions ■ Grants or Federal/State Funding ® Finance Board will Coordinate with Public Works Commission Slide 23 Begin Implementation of Performance Based Budget o Agree on approach 2nd Qtr. 1997 o Begin Implementation 4th Qtr. 1997 E o Build Data Bases 1998 o Complete 1 st Qtr. 1999 - Slide24 April25, 1997 t r City Council Study Session 2 Year Budget 1997/98 and 199 /99 o Maintain Status Quo: Basic Services ■ Maintain Current City Services e No Funding for Staffing Increases y ■ No Funding for Service Level Increases ■ Balance Ongoing Revenues and Expenses ■ Reduce Cost of Operations ■MSI Cost Recovery ■ Managed Competition ■ Increase Entrepreneurial Efforts Slide 25 Summary • Balancing 2 Year Budget Will be Difficult ■ Maintain Status Quo: Basic Services ® Continue Rebuilding Reserves ■ Begin Addressing Infrastructure Needs ® Budget Study Session - June • 2 Year Budget Proposal Will be Reviewed by City Council in August Slide 26 April25, 1997 4N r -q, ,64""m':No 0,01 MAJORISPECIFIQ PROJECT McDonnell Douglas (MDRC) Specific Plan & EIR* 2 Water Well No. 12 (Springdale St.) 3 Cambro Manufacturing (100,000 sq.ft. extension) 4 Dynamic Cooking Systems/MDC (167,500 sq. ft.) 5 Sharp Development (Construction Phase-538,000 sq. ft.) 6 Weiser Lock Industrial Buildings (230,000 sq.ft.)* 7 Senior Conversion project(Springdale)* 8 Edinger Corridor Specific Plan 9 Huntington Center Mall Renovation - 10 Home Depot GPA/ZC/CUP (VVintersburg)* 11 Rancho View School Site* 12 Seaview Village - 13 Crest View School site (GPA/ZC/EIR-Big Box retail)* 14 OC Sanitation District(Construction Phase) 15 NESI site 16 Curtis Zone Change (Oil Facility) 17 W'aterfront Development 18 31 acres at PCH/First/Huntington 19 Dukes/Pier Plaza 20 Downtown/Block 104 (Commercial) 21 Downtown/Block 105 22 Downtown Parking Master Plan 23 Third Block West(Construction Phase) 24 Pierwalk 11 (26 SFR) 25 PCH/21 &22 -GPA/ EIR' 26 Seadiff Center Rebuild (Goldenwest/Yorktown) 27 Garfield Triangle (29 SFR)* 28 Holly-Seadiff Development(Tracts)* 29 Central Park-EIR & Master Plan 30 Fire Station/Water Reservoir 31 Oceancrest(54_SFR Units):Building Permit phase* 32 Harriet Wieder Regional Park 33 Bolsa Chica Planning 34 a Shea Homes (MWD site-200 SFR)* 34 b Shea Homes Annexation 8.5 acres (Bolsa Chica area) 35 Meadowlark Development(345 units) 36 Hoover-Gothard Connection 37 PCH Gas Station/Market 38 Airtech International (121,500 sq. ft. Industrial) CITYWOE' ', ZO f� '4ECTS A School/Parks Master Plan B NPDES Permit Process ** C IIMP (Citywide Infrastructure Improvement Program) D Housing Element E Urban Design Guidelines- Downtown, Edinger, Beach F Affordable Housing Ordinance G Coastal Element H CEQA Consultant/CUP revision I Flood Management Pro ram,** � J—. Auto Dealership Issues g:/mercurio/projects/majproj.xls Submitted projects that are subject to mandatory processing time pursuant to State and City requirements. Projects required pursuant to State/Federal Law.