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HomeMy WebLinkAboutDowntown Specific Plan - Revisions - Res 5894 - 1988 WARNING TREND Sl1� ----- - REVENUES PER CAPITA - DECREASING GEMERAL FUND ! REVENUES PER CAPITA ! ICOMTANT DOLLARS) � E Infew now 44 1 c i � 1 1 � 1 � — tftjo NGTOM W103 f 410 --i— i t j tm 1 iSfa low Mo im low i IA ARNfI�%a TREND 1 EXPENDITURES PER CAPITA -- INCREASING GENERAL FUND EXPENDII _ (CONSTANT DOLLARS) UREIS PER CAPITA �HMO I i 1 . 1 i 1 t • i 1 i •��i— WAR MINO TIVEND i - RUKTINGTON B&AC � t t t low low t1R1 11E2 Im 1gn Im r AGENDA CITY COUNCIL/PLANNING COMMISSION JOI11T STUDY SESSION MONDAY, MAY 24 * 1982 • 7 : 30 or 8 : 00 P.M. Room B-8 , CWia Center 2000 Main Street Huntington Beach# California i PLEDGE OF ALLEGIANCE ROLL CALL: Mandic , MacAllister , Finley, Bailey, Kelly , Pattinson , Thomas • Higgins , Livengood, Paone, Winchell , Porter, Schumacher , Mahaffey 1., Dcwntown Specific Plan a) Staff Presantation b) Couut-il/Commission niscussion ADJOURNMENT CITY aW NUNT3 sac H INTER-DEPARTMENT COMMUNICATION N�MW�.Idf MKM O JTm Planning Cormissioners James W. Palin, ,p+rector. Development Services SuNect . Dote Daft; Downtown Specific Plan May 20 , 1982 Attached for your information is a copy of the Draft bowntown Specific Plrn. Staff will be making a presentation on the draft plan at the joint study session on May 24 . JWP :MM:aas Honorable Mayor and Members of the City Counci 1 Huntington Beach , California Re: 1982-83 Budget Analysis [dear Council Members : Introduction This budget report ix prepared as an analysis of the %ity' s overall fiscal position. For the first: time, the annual budget is being pre- sented with a multi-year projection of each operating program to show more clearly the trends that are developing . This report is long, but the complexities of the fiocal structure make it necessary to go into detail in order to present a comprehensive picture . Fiaca2 Policy Included in this report you will also find the methodology that is either underway, planned or proposed to deal with the City ' s financial future - an area which now demands our very close attention. There is a vital need, and it is strongly recommended that we develop and adopt a sound and comprehensive fiscal policy which , 1 ) recogniues the cur- rent financial situation, 2 ) sets forth the basis for service priorities , pro rat& allocations and growth/expansion criteria, 3) outlines the fis- cal requirements and aspects of general policy determinations (i . e . , land use decisions , vis-a-vis tax base versus service cost requirements; private/semi-private use of public assets versus investment/replacement costs; etc. ) , 4 ) establishes the general basis for both general tax sup- ported services and user fee supported activities, and 5) providto for a program of revenue support which is independent of State control and realistically addresses both operating and capital needs . The recommendation that such a fiscal policy be developed is not made with any belief that it will be simply or easily ::i,::4mplished. On the great deal of contrary , it will be a diffic:slt process calling for a g serious thought , debate and mature deliberation. Undoubtedly , the result will be the product of compromise, but the City will gain and future cit- izens will benefit. it will be the foundation for a sound public adrdn- istration for many years to come . This report will offer information and concepts intended to promote an eventual decision on the various issues involvsd. Factors in the Financial Picture A true and comprehensive grasp of the City ' s fiscal powitiott is a vizy complex task to achieve. The cnnplexitiaa a, Use as a result of the many factors which have converged to affect and confuse tLA financial picture. Consider the following: 1) the elimination of State bail-out funds, 2) an i"nding State deficit for the current year of eta* $2. 5 billion which threatens all state subventions to local government, 3) in- creasing intrustion of Stan control and mandates, 6:1:4rticularly in per- sonnel, labor relations and planninq which increase local coots without provision for reimbursswnt, 4) the recent levellm crend in styles tax Budget Analysis I,dge -244 receipts and property tax growth below inflationary trends , 5 ) rcduc4� tions of areal , as well as actual , dollars from Federal granta which are being replaced by local general funds, 6 ) the accumulated effect of several years of double-digit inflation , 7) the: accrual of several years of deferred maiiitenance costs , 8) continuing growth of service needs and requirements , and 9 ) the question of how pnndi.ng lawsuits will affect the City ' s total liability exposure and what loss might be occasioned os) P. E. F. S . funding . All of these factors contribute in a significant way to the imponderable question of the City' s fiscal status and future . In addition; the fore- casting of future utility rates (which determine growth of the utility j users tax) and future national recessionary trends and unemployment (which determine sales taxes and impact property taxes) pose very problematic foundations for the City ' s principal revenue sources. Those three sources of revenue (sales tart, utility users tax And property tax) are expected to yield 64% of all general fund revenue for 1982- 93 . Thus a "true" picture of the fintincial situation becomes more than ever an educated estimate, and a "comprehensive' view seems to present many more questions :.han complete answers THE GENERAL PERSPECTIVE PRESENTS SUFFICIENT EVIDENCE TO CAU5F, SERIOUS DOUBT AS TO OUR ABILITY TO CONTINUE FINANCING ALL CURR..FNT SERVICES AT EXISTING LEVELS WITHMM ADDITIONAL REV- ENUES. The 1982- 83 Budget The proposed 1982-83 budget relies upon prior year ' s revenue to reach a balance . The estimated ending balance as of June 30 , 1982 , is 51 , 620 , 000. This approach , in and of itself , is not particularly alarming - in fact , it is a somewhat normal course of action in curtain budgetary systems . The Huntington ©each budget , however, reflects reductions fc,r personnel turnover and the General Fund expenditu---e budget that. is proposed will accurately reflect actual expenditure levels as best as can be estimated. In addition, the budget does riot present,, realistically , either capital outlay ($2 , 168, 000) or capital improvement needs . What is presented its these areas are merely sums which can be made available from what remains after current operations are :unded . Therefore, a current imbalance: be- tween projected revenues and expense will most likely result in an actual deficiency for the year , since all , or the greater part of , e,pproprfktions will be expended. In other words . a large unexpended balance at the end of the -.Pear is riot to be expected . Obviously , this type of financing plan can be handled only as long as there are surplus fumis (unappropri- ated balances ) available to carry over into future years. The net reduction of personnel will amount to approximately ten positions and operating reductions will total about $400 , 000 . The revised budget j for .,961- 82 totaled $49 ,954 , 000 , while the 1982-83 recoomended budget re- flects a fl , 080, 000 incresase to $51,034 , 000 in spite of salary increases of 91. These increases in the .salary schedule alone account for more *-pan $3 , 000 , 000 increase, Due to increasing 4nd an unacceptably high traffic accident rater , a re- quest for an ,additional motor officer is being wade, and by the user of Budget Analysis page -3- a part-time non--sworn employee , we can put another police officer in the field. On-duty call time from the courts presently accounts for 1/3 of all. ove-rtime costs. 'the 911 emergency call number has gone into effect with ;:he Public Safety Answering Point (P .S.A. P. ) being handled through police communications . In fire protection , an expanded use of company inspection should tend to reduce fire prevention requirements , and initial plans are being made to develop a fire reserve program. Public Works operations were hit hard by the loss of CETA and the contin- ued growth of maintenance responsibilities. There are some shifts in per- sonnel , but only a net increase of one position is recommended at this time. A team of four employees are being trained to carry out compre- hensive and on-going productivity studies. I Overall , there in a net reduction of approximately four positions in Administrative Services . A property management program is being developed where we centralize control and handling of City properties , leases , con- tracts , surplus property , etc. Better management and greater returns are expected. From six to eight position reductions are planned in Development Services . Reserves frow liability self-insurance have reached a level where interest income is balancing average annual losses and, therefore, no current funds are requested to place in this fund. The big contingency in this area is , of course , the question of whether very large or unusual losses will oc- cur which would require new contributions . State Bailout and Subventions In.. osed upon our budget picture is the »ncertainty of State action. Good City _financial management simply cannot exist as long asL there is a de- pendence upon the vagaries of politics in Sacramento. For the current fiscal year, the City of Huntington Beach was reduced in State subventions to the tune of $267, 000 (value of repealed subventions for liquor license fees , highway carrier' s tax and financial aid to local agencies ) , plus a reduction of $1 , 357, 000 in motor vehi;-lc in-lieu fees . For 198:-83 , It now appears the City will lose at leant $2 , 433 , 000 and possibly the entire amount of $3, 033 , 000. There is, even same speculation that the State may try to take a part of the c'igArette tax revenue. Obviously , ssach reductions in the face of generally risi:,%-t costs creates a diffi- cult budget pasture. 11^Aget Projections The mnulti -year budget being presented reveals t:ie .7rowing trend of im- balance hatween revenues and expenditures . within two years , the City ' s unappropriated reserves will be depleted, if present conditions are continued. by the end of the 1985-86 fiscal year, projections show an imbalance of more than $3, 500 , 000 . This situation is graphed as an ex- hibit to this report which shows that expenditures are exceeding c+arrent revenues thin year. aM Budget Analysis Page -q- Fundamentally, there are two Courses of action, navely to reduce opera- tions or increase revenue. Obviously, there is a reasonable course of action by doing soma of hoth. There are also nmmerous ways to reduce or modify operations and likewise there are a nwJaer of potential rev- enue possibilities . Cost Control and Productivity CURRENT EFFORTS ARE TO CONTROL OR REDUCE COSTS WITHOUT MATERIALLY M- PACTING SERVICE EFFECTIVENESS . This approach ifi evidenced by, 1) pro- ductivity and organizational improvements, 2) seeking full or improved reimbursement from benefited users 3) transfer or joining of service respon3ibility with other agencies , and 4 ) training. The productivity studies have just begun, and substantial savings ca, be expected. To date, organizational, studies in Developi"nt Services 1r.,di- cates that an overall reduction of six to eight positiobs is feasibl1, which will be accomplished through attrition . This savings will amount to more than $200 ,000 annually. The productivity studiew will proceed in Public Works throughout the year . Later , these studies should continue and be expanded to include every department . Investigations are also being made of what activities or programs can be performed by contract. Presently , some park maintenance is being contracted, and e\►aluatiotis will be made to compare such costs with operations performed by City forces. The City has been performing several activities by c.7j:tratct such as refuse collection , janitorial services and certain traffic signal maintenance . Varying degrees of success have been realized through this means of service delivery . Another area which is being explored at the present time, and which could yield significant cost benefits , is joint service operations. with other cities . There are several major activities and functions which could be performed by mutual agree,aent or by joint powers arrangement'. Mont of these services are in the public safety and public works fields , ,,ilthough possibilities exist also in some staff activities . Very substaratir,1 savings are possible through this type of. program . These joint iAty of-- forts should be fully studied on an objective basis by the City Council and City management. Periodic updating of fees and charges is essential in these days of rapid inflation. All fees shoul3 be subject to annual review and perhaps semi- annually. Several fees are slated for adjusts-ents in conjunction with this budget, and these should be set by resolution to expedite periodic reviews. Cost allocation studies have been completed And are being used to set recommended fee increases. The recent shift of animal licensing to the County was an economy move and shou,' d not materially reduces ser- vice . The City will realize a savings of at laast $45 , 000 annually as a result of this change. 'There are some other services , particularly in the cofmunity development And human services fields, which need to be reviewed in the sane wAnner to determine if methWa are available to fund the programs which crigi;yated under the auspices of Federal , State or County grants. Yarlous recreation programs also need to be further analysed. Budget Analysis Page - 5- As a result of the "cash finding" survey conducted with our independent auditors (Arthur Yijung) , there are recommendations to improve the City ' s procedures and met,hodu of investing idle funds . It is estimated that an additional $120 ,000 can be earned ir, this manner. The City Treasurer is in receipt of these recommendations and should follow-up to take ad- vantage of this potential revenue source. Basically, an organization is just as good as the people who run it and , in this respect, there is a need to fully utilize the skills and abili- ties of our employees and management. To this end , we have instituted a training program for management personnel which nerds to be broadened and expanded. Improved knowledge in work planning , employees motii.vation and labor relations should result in improved operations at less cost . Also, an improved information process for all management employees is being implemented to increase involvement in major decision making. Obviously , the first order of business is to cut costs wherever possible. It can be seen that there, are vigorous efforts to cut costs and these efforts are continuing. Looking at the City ' s fiscal picture in total perspective, however, it. is readily apparent that even highly successful efforts to cut costs will not be sufficient to balance budget deficits which are projected within two to three years . This will be true ii it is assumed that current levels of service will be maintained and avererge i,.creassess rare approved in salary levels . Only by reducing services, or eliminating some services and holdinq the line on personal services (salaries ) , can improved productivity make satisfactory impacts on the long-term fiscal picture . This is to say that productivity improvements can be expected cn;.y to match " reasonable" inflationary increases and cannot cope with growth conditions . Maintenance Coats It is also necessary to consider the magnitude of the long-term capital and maintenance problems which we face . `6Wntington peach is a relatively new city in terms of its basic infrastructure (street inventory, wa-ter mains , sewers , drains and related appurtenances , parks , buildings , etc. ) . Maintenance costs are risi.nq and becoming a higher percentage of total costs and can be expe:;Qd to increase further as the facilities are used more heavily and age takes its toll . Tho park system is a matter of community pride which adds greatly to the quality of life, as well as being a major component in this maintenance of property values . Three parks were added during 1981--82, three are under construction, and two more are scheduled to come on-line during the next fiscal year (McCallen and Huntington Beach Coaamwiity) . In addition, four more parks are slated to be added as soon as funds permit . presumably during 1983-84 and 1984- 85 (Irby , Gibbs, Rancho View and Lamb) . Therefore, tl,-e maintenance cost turden will further increase and should be equated to population increases and increases in the City ' s tax base . Budget Analysis �'acae -6•• Overall , the City has 51 parka, of. which 440 acres are developed and maintained by City forces and another 20 acres :are maintained under con- tract. There are 346 miler of atrects, 27 miles , of alleys ; 2a bridge structures, 2B0 miles of sewer mains , 30 miles of storm drains and some. 47 pumping stations and 1 , 200 catch basins , all of which require vary- ing amounts of surveillance , repair or maintenance. There are also ap- proximately 120 miles of block walls , 1 , 100 street lights, 160 building structures and 14 miles of landscaped medians requiring attention. These statistics present an idei, of the magnitude of our maintenance res- ponsibility. What is needed is a revenue source which is reasonably equated to the .annual accumulation of operational maintenance a!ad repair or replacement costs fit these facilities . In other words , how much money is required to k. �p all public properties in guod , safe working order so that c .ey will continue to serve the purposes for which they were intersded. Streets are perhaps the best example . An average street will hold ap for approximi,tely 20 years with reasonable main- tenance before it must be reconstructed . This means that something like 17 miles of streets will have to br. rebuilt annually over the long term to keep the street system in good condition. At today' s dollars it costs $100 , 000 per lane per mile to reconstruct a street . Deferred maintenance is a hidden cost which someday must be paid. It c*n be deferred but not avoided. Today , the City has neither a specific revenue source nor a specified fused for capital improvements . various imnrovements and replacement needs are being met with whatever funds are left over after operating needs are met . Now, with operating needs claiming all current re,,res and the outlook for noto►' vehicle funds being made bleat. by State :tion, c itr situation needs to be reassessed and provisions made for future: requirementn . Capital Outlay I Another area of concern is the funding of capital. out lay requirements %.;perating equipment) . ?%verzge annual requirements anount to $2 , 000, 000 and cover everything from chairs , filing cabinets and typewriters , to police patrol cars and fire engines . Such equipment hbs useable life- times ranging from two to twenty years. Revenue sharing funds have been used for this purpose , but the future of such Federal aid is not alto- gether a certainty. mice ac;sin , an earmarked source of revenue is needed. The hudget., as propose d , contemplates the establishment of an "Equipment Replacement Fund" , .although there is little ability to finance anything more than the currant year ' s expenses . Good pr,acticea would direct the amortization of al : existing equipment so that .a scheduled replacement could be made upon obsolescense. Such a procedure , therefore , shovers the true costs of current operations , since all operating an well as deprec- iation costs ate budgeted annually. Replacement funds are thus available when the useful '.ife ,of ,an item is reached and the City does not run into large " balloon" payments when major items have to be purchased. ION-- Budget Analysis Page - 7- A great deal of work must be done to accomplish this objective since the City does not have a complete inventory of all operating equipment or depreciat:.nn schedules . It is proposed to accomplish these tasks during the year. With the passage of Proposition 13 in 1478 , the City levied a tax outside the 1% limitation to fund the existing eo-_nual obligations for ':he Public Employees Retirement System (P . E . R .S. ) . A n►unber of cities chose to make such a levy and this is now being adjudicated to detr, ;*.Nine whether it conforms to the new ;;onstitutional requirement . Should the courts rule against the City in this case , the loss thir year would amount to approximately $ 2 , 000, 000 . Under such circumstances , it would be conceivable that each year the City has levied the tax could also be ruled unconstitutional . Needless to tray , such a ruling would devastate the City financially . Happily , a ruling of the State SupremF, Court has been announced in a similar case which would apprcvn such a tax levy. Another large expenditure confronts the City if we are to maintain our present police helicopter patrol . Our lease at the Orange County Airport expires in November and we are presently attempting to acquire a site in order to construct a City facility . This is an expensive service and it will require approximately $1 , 000 , 000 net expenditure to purchase a site and construct necessary hangar facilities . Furtheirnore, it will become necessary to acquire new helicopters in the next two to three years which now cost in the neighho rhood of $500 , 000 each. The present revenue structure of California cities is very inflexible - a certain hardening of the financial arteries has taken place with Prop- ositions 13 and 4 . Under present law , there is no mljor source of rev- enue which is fully under the control of the City ' s governirq body . This is not to say that we are without certain options , however. Revenue Sources La;:e last year, t directed a staff study to look into every cost saving idea and every revenue source available or practiced in California . The report that was developed in response to that direction is attached for your :eviow. There are several possibilities briefly covered in the report which deserve further exploration to dote nnine their advantages and disadvantages for Huntington Beach . Several of these revenue sour%,es are discussed in the following paragraphs . From an analysis standpoint , it should be noted that the City' s paramedic program now costs approximately $1 , 000 090 annually with no income. In addition to the possibility of a user fee, there could be same Cost re- duction in this program by utilizing non-sworn personnel . However, there are drawbacks to this approach as long as we operate our fire suppression program utilizing the paramedics as backup manpower . i Sudoet Anal5-3 i s Page - y-- Mother source of major rove-atte is a refuse collection and disposal fee . Present arrangements indicate sar:: inequity in our present System, and this revenue could be carrearY.eea for eapltai outlay -ind/or capital im- proveme:r is . Yor substantial. amounts of revenue , the: library ca-d fee or refundable: deposa.t could Poake significant 1.nroads i r,to the amoun�,: of r,,bsidy re- quired for Library operation . This : itv :tion should be carefully anal- yzed and mor.%.- attention ghoul direr-t +-d toward private gifts and be queaths . The hours of operation at the Library should be studied to reflect the cost benefji t ratio of different 3 _hedulen A user fee which has been arp.liod wLdely throughout Calif.'urnia citing in recent yeas is the sewer maintenance fee . This can be billed alcnq with water billings and relhted to -cht, atnaunt of discharge which a giver. � user contributes to the sewer s;:st eri . Presently , City sewer maintenance, co:'ts are estimated at S467 , 000 , not. i:;c1 u,l ,Lq overhead expenses . These are aprroximately 45 , 000 water users ar;d therefore an .iverage charge of I $10 per year would offset this on-doing 01WI-At.ing expense . Since com- mercial users contribute more welter and wasted ir.to the? scwv_r system, they would tend to pay more than an average , whi 1%,: the residential riser would probably ?ay in the neic1hki r-hood nf 7Sc per mon :h. Use oF spe,71al. assessment di_st r: cts offers enoc.hcr alter? ... 1ve :L•r sly- nifieant re- ;enua improvement . These r►iould be viewed eit%er to finance City-wid-e maintenance or operation wherry thc.e is general and widesprea.1' benefit, a: they should he applied to obv e_ously rtaricted and wall de'- fined areas where SpeCLal benefit of a r.ervice teethes. New laws are even now �flei.ng proposed which would make th i .. approach to local financing more feasible (l:A 2001 Hello) . Sorge revenue sources wo::ld be available only after a popular gore. 0.1, special interest would be the so-called t i pplvr' s tax and a tax on cle- tronic games . These possibilities , along with a review of existing user fees should be %indertaken at an var ly da ZO . A carefu: review of the City ' s retirement system and empl.iyee henaflts program she;uld. h.- undertaken also. It is ea vital opera!; itig necesteity to have a sound personnel and employee relations program. The City 'a abil- ity to hire and hold capable employees is tied to the overall attractive- ness of the pos.t tions , i . e. , a competitive salary and fringe berae,f i t ?rr,-- gram. It is eq-"ally n•Neessary to set rheas c henefits; on a sound financial basis that can maintain long-term vial;ility. Th:._:^ costs are a substan- tial part of our personal ser o,,ice costs a:.d are increasing. For 1982-83 , about 48. 2% of public safety per.. sannex costs were for fringe benefits and the figure for all other employees is estimated to be 21 . 5U . Tilting this point of view as a policy guide , the City sbov ld itoodiat-ely review the total beneefitm program, its coats and future funding, and determine if unnecessary overlaps exist in rotiretm4nt , workers ' cotR n- sation, sick leave, medical and general insurance provisio:is , Tnir Would be particularly applicable to future employees. j Budget Analysis Page _5- Several other revenue and cost red%-.ction programs are briefly sketched in the study rer.ort referred to above . It is su:,gested that the City Council review this report and indicate the arras which are felt to offer the most pl.atisi.ble coluticns to our problems. A major program which has bean instituted as a beginning to organise our development activities +.owards the City ' s needs and long-term goals is the "Community and NeigY.borhood Enhancement Program. " This program starts to address the City ' -': Nt,*1sing , rehabilitation , redevelopment and industrial needs and initia*.:s programs to carry out iniprov-aments in each of the areas . At the heart of this program is , 1) the iti(.-a or pre- venting major decay and bight and thus preserving tax base ar,J reducing service costs , and 2 ) putting into motion plans and preZrams which will provide greater community investment and , therefore , develop both tag: base and sales potential as well as reduce municipal service costs. It is highly Important that our planning and development policies be di- rected in ways which can prodict financial feasibility in terms of mun- icipal service cost . Such an appruach tends to focus our programs and resources in a more productive way. In particular , the redevelopment portion of the overall program could make a vast improvement in our total and long-range fiscal picture . It is recommended that we vigorously push forward on this pro- gram. i The cable television program is now beginning to :show the results of past efforts . The 1992- 83 budget forecasts $ 120 , 000 in revenue from this source , and next year this it projected to be $485 , 000 . This will be a major fa^tor in the city ' s future revenue proq: am. For the pu. t several months , we have conducted an inter-departmental review of our surplus properties , it is now timely to begin efforts to sell some of these holdings and put them hack into private hands . Prop- erties for which there, is ni known future public need include the old Lake Strect Fire Station and they ol(.: Public liorks Yard. Upon sale , these properties should yield in excess cat $ 1 . 409 , 000. These monies could to used for the roe-.; heliport or for helping to establish the Equipment Re- placement Fiend or for other capital improvement . Stiff: another area which should be thoroughly examined is the excessive accumulation of funds it., the Public, Facilities Corporation and Parking Authority . Stipulation of the indenture of they P . F.C. provides that a reserve fund should he maintained equal to une year ' s debt service (prin - cipal and interest ) requirements . As of March 31 , 1982 , the Civic Center Fund had an excess of $ 1 , 332 , 441 over and above the required reserve . In additi-an , the annual installment budgeted for this Purpose will be another $854 , 900. Terms of the indenture would allow the reimbursement to the City for any rent or additional rent previously paid to the Corporation !fleet. 504 W ( iv) . B«dget Analysis 10-• On top of the above amount , the Library Fund had a balance of S7U51937 as cif 3/31/82 . The reserve requirement is $399 , 000, with another $ 399 ,000 budgeted for 1982--83. The interest rates c n these bonds are far leas than in now earned by investments , and so the funds will continue to grew. It would seerr, that public funds are being raid wh�:re they are not needed. Combining the two, the City could utilize up to approximately $2 , 000 , 000, and Utill be me-ting the mortgage commitments . Such funds could. be util- ized for capital improvements or equipment, or deferred maintenance ex- perises on the City Nall zvnd Library , thus protecting the investment as well as saving the taxpayers the need to contribute more monies where it is already available . Council and management follow-up is needed to resolve this situation. The City Council also acts as the Municipal. Parking Authority . The Auth- ority now has a balance in excess of $500 , 000 . Sind this bond issue matures in 1993 , there: is now sufficient funds to allow a substantial reduction in the annual payment: of $ 170 . 050 . SUMMARY To summarize , the followings points must be emphasized : I ( 1) The City needs to devr_ loE:% and adopt a comprehensive fiscal policy to guide current as well as lone rangy;c! actions and management planning . Such a policy will improve the effectiveness and efficiency of City operations ; (2) Present financing cannot cover the costs of current levels of ser- vice and further adjustments will have to be made in either services or revenue or both; (3) The proposed general fund budget for 1962-83 of $51 , 034 , 000 relies upon prior yea_' s revenue by approximately $800 ,000 , with do ending bal ance as of 6/30/82 estimated to be $1 . 620 , 000 ; (4) State budget proposals indicate that sui,'%penti,ons will be further reduced with the City likely to lose all of the motcr vehicle in lieu taxes , a reduction of ai. least $1 , 600, 000 over and above the reductions of last year; ( 5 ) Budget projections inuirate an imbalance of approxinm tely $3, 500400 by fiscal year 1985 if present trends continue; (6 ) Comprehensive cost controls and productivity projects have been undertaken and are continuing . At lehst $400 . 000 in Cost red%ict.ions have already been acc-omplished or in process : (7) On-going maintenance costs and the accumult • . .n of deferred mainte- nance needs pose areal problem which needs to be addressed at an early dAte; �,.-,i Budget Analysis Page - 11- (8) Replacement of capital outlay equipment is a somewhat haphazard pracess. A more systematic method is being implemented through the establishment of an Equipment Replacement Fund . An earmarked revenue source is needed for this purpose ; and (9) There are several potential sources of revenue which shoeid be thoroughly reviewed. Any additional funds which may be developed from these sources should be set aside , at least in part , to fund an Equip- ment, Replacement Fund and a Capital Improvements fund . The latter fund would be governed by the City' - annual and long-range Capital Improve- ments Plan (C. I . P . ) . Respectfully submitted , y � / Charles W. Th son , City Administrator CWT:P i ►1 REPOR T ON t .W R VfTNl 1f= PRODUCINC; PR-)(,R► M5 AND COST SAViNr, InF_AS Prepared b) The Ad Hex- Committee on C.'ity fievr.nutrs and Cost Reductions April 12, 19842 i TABLE. Or CONTENTS Page { Introduction 1 j Potential Revcnuu Scwrces l c User F"e.!s i . Assessment Districts 4 i . Franchises 5 . Tax Revenuer 5 Cost Suvings G Appendix A 1 i r 1 i i i 1 i S 1 i r } I s lw,rtnrxir'TION In November l" 1, r Ity Administrator r1inries Thompson forrnwl an Ad hoc, committeeo to develop Ideas an how the City could enhanre ditninisYnq reventws and rerftice cost rsf government to Incal citizenry. Richard Flnrnearrf, A,sistnnt to the r'ity A►fininistrator, J,-ri Chenelle Administrative Assiitznt Oan V' r � . alf .11;s, f inrrrticr• rpr.rntir,n, Aclrninistrntor, Jahn Roulette, Dudgot Analyst nrvi Jim I.ewk, f3udriet Arinlyst, enrrprised this rnrnmittee. Through We committen's offortm:, n serit•s of ideni vvere rnvir-we l aryl tr;osr whirh the! � committee felt may hav,- mine; applic8hility to the r'ity of 1-kintington Beach wen— Included In this report. The coinmittev drew upon in.-mv stunt-► in dr.velopfrut this report. Suggested ideas were rcceivP(i from City Department '-)ir;-ctnr�i ,rtil Independent rrsearch by cammlttt'r, members. 5otir^e material therornmitterh reviewr fl inclitdod: Natimml arei California 1-eaquea of Citins puhlic:ntinns, Intt•rn-itionnl r'ity Mnanxler-ro Asswintion newsletters and Mann ernent Infnrrn,ntinn Sr•rviot- o h 'r- r r3i t !� g p i li .��tin is, � li . •rnrtngrme.nt ptblirntions, Westem City rnndatlnes, vnrirnis hoolri oriel nrticlr.s, nni reports from other cities. Thin report is dividUd into two inralor -,ections - r'ntr•ntial Rr-vr-nim Srnirc rrs ,�rri Cnet Savings Idens. The Fttavi!nuc svctior, is divided into frr.ir mh. -trnair, areas cnnaisting of fit potential user fef-s, (2) rarartsla-nr-nt (IistrirIn, I) frnrwhhn, :and fV ti,%as. The 7 ost Sravinq section consists of a list of possi'nir a^tinny that the city r7nuld arlopt that wntild reduce the cost of city government. The overnll intent of the nri hrn- i ornmitte-r is t,i vrovile t'•ir r'ity A trrninistrator a collection of ideas which crtild msuit in either ln- n-i::in7 rnvr-n;ir-s or r-(1irIrvl enst.s of govemment servirn.g. The ideas presentr.d in this retinnrt art, not sea ap!+r. itic ttic+t nil the possible sidviintnilf-m nr dir- advnntarles have- heeKn 'rftvntifird. i-fnw •vrr, thew tin mfl+ct the, committee's helief that .any ants nr more of the ileai hi-, ,a re:aron:ahlp pnssihility for hrincl refined and implemented in the City of 4rntim1ton preach, Imlilrmentntion of ra-,y riumb,!r of these ideas rand result In signlfir.tant Inrrr-;art-s in city rt-venur; nr decresays in cost to operate the City. 1. POTENTIAL RF.VENt.II S1,xJR(-1- One of the most chnitetngint) issuer ro nfront in;; lnrnl rr•sirit-nt R rind lornl dove!rnmt-nt is how to rernpturp incal r!nntrnl r7f irwll servicr,%. T` o Ins-, of Incal rn►ntml has evolvers in recent years by the s`,i ft ing of control over finanr intl a,.Ynv from lornl cornmunit ie►s to the State level. For ttm, most pert the ft-vc-ri:d-o drive in recent vt-sirs to cut elovemment hails blurred the realities of providing {ors0 rublic services to local residents. Rr-Kilts have been the rm r_;Ion of ttx:al service, li-is gviwr-it tnxntiori, morn ust-.r fees nM A shift of power to Scarrar-nento. The siinpl^ truth of the +nnUi%r is fiat Inr•ral public w!rvicees have n pries- tnq nryl in omfe'r to provide tho services, srsffirie!nt rrvt•_r-tees rmsst tie. nvailiable to j local govemment to cover cast. Propositions ti nnrs 11 while hnvirx3 prochice d a positive Imprint on tire- mires of evrlryarm - hoth in nerd rrit of publir iervir.s�, has also retsultM in deteriorating Incase cnpahilitie+s to Pst:tblish priorities anti ittrre a-rid d pemience upon state financing de9r_fsio'ts onrl statr; mandates or service. Much :a shift has placed local governments in what ammin!s to n straight jacket in that the rvm-md for public ferrvicee+s continues and is growing, FAA the availablilty of reverumrs ;it the, local If!vel is defcressing In terns of rrni dollars. 1. yr 1 The ehallenda that confronts us is he ight( ninq the loral residents aawnrenrss of !he- revenue decline )arid the revenues relationship to titre rap?ahihty of prnvidinq locat ntdO.• services. The erosion; cif local control in recent years nerds to he reversed -vl that the local residents ran once: agfln significantly influence the tyfk: arvi amount of publ,: services they expect and Elemarxi it) their lor. nl community. The following ideas represent method-i the '-ity ermild erriplo) - to inr-rense revenues at the local level. While the committee recoortizes that thfust! for the nmst part would be askirxj local residents to incrva y! fin.arlr.iul stipricn•t for 1twal sntvices, it is important to emphasize that the flutist which are provided 1)) l(K-nl residents are directed toward supportirr) local progrun►s r.arxi are not jievo •d on to the 5tatr. or Fer*ral Governments. A. USER FEES Si , � Since the enactment of f rnpn -itic)n I i by t le vcstc.rs of California, 1tx:ai r)t3vernrnt!nt has heen m-examininq thp rnothod h) vAiirh l)t►ldw -•mif-ers are fir►ait,ecl. With the %vy)ific:ard reduction in propr.rty tax rr_veiiim, t,) loral c)ovvrnim-fit -aivl the rvah7ation that State Bailout. Funds would �.ventij ally end, local r)crvr-rnrm.-nt% ha-w been placed im n position) of finding ways of raising revenge; aivilor pt'rifir,mrtc) work in a more mast effective manner. One- method loc.a! ()ovelrnment has. of di- aliiii) with ,wrvirr. It-vr15 is to edmitify they sector of the public_ which benefitfa eiirer_tly, :rota the' srrvir•e and choreic there a direct user fee. This process is rnt new to local ilo e.rnn►cnit s, 'Mi it ror mit vv.-ir5 has become a focal point for addressing the funding of specific svrvirr areas (i.v., i1"rrre-.atinn Programs), The City cif Huntington fieach has in recem years taker) action In increase a mr fpvr,. to more closely reflect Llie+ co,L of providinc) !wrvic-,s. lift f 'ormnitlet- fr_-it t)r.)t this practice should be contirmed and r_rxllcf tie expands-d if►to the fi lowirx) srrvwe• areas: 1. Paramedic Proclraiil/t.irc-r Fee The City pararnerfir pro(tr:am is ,a fora, of by alter mire similar to ambulance rervice, livalth clinif-r,. hospit'-aln :irifl (h)-tor 1-rvice s. i h5torically. citee-, have r-ot r)mv idmi .,(jctl hrci ltt► rwry it'e;, 1 he,se t)'r)f• . of hi-Filth services have been prr)virird Ilry vit•-rig!' ! t-der.al. it;itr (ir Cmntl i ttrlc'ie!) or pa'i;l dirrrct.'y by privntr. ne.111h ir)sgrrance c:omirenw,;, if runt the intiMtf+a,al tvwrs thernselves. The, City cif > h ntinqtcln Re•nch current h• spends -opproxim:iti ly $1,000,000 annually t•t siirport the Parearmrdf ir• r)rcid)r;am. There lire m revenues coming to the. C:rtv to a'lNO the d-ost cif the per)c�rarn. i her of they service currently do not pay for they servire.. if ttn- Cit►_• i'untinue, thi, pronrarrl, it would he appropriate to c harrie a led! w; writild •.:i ain►)ul.•atwe c-ornptm)' Cr hospital emergency roam.. It would also) rr.t-tn htmly that if fees were estnblishe:d that most health instirarrf- t)Ians wrxild evmittmll, provide c-ovvrage for Paramedic service. similar to provisioeis in current health plan, for private antul.-ance servire. One approarh to this method of f inrincirx) cotild be to establish a public rxln-tarofit corporntion arxi operate. Parnmedir- services on a fee basis. 2. 2. Trnrh Collection/tlse!r Fee The city currently pays for tra0i rervire otil of tho ("itY oew-ril fivid for single family dwellinrl units and thorie residmitial units clasui!ied :sr. 4 urtits or less which Liar_ their mvn tra !sh r.ar19. All otl:e.r tra•..h teors in Vie Cit v are on a user fee bmis vice rrr)1r;irtinq direrth with Rairihow 1)i!;pcmil Company 11.10bi1^ homt!s, roriift millilirrls, rnr) merrlril !1(J"►im—i:t'•i and (rk u-Arial an(I all residential itnitrt r)f 4 tinit s or rriort!). Irritittitinn of cw trash tiler fee for those users currently 5iib,#.firtt(1 by the City'r, (wnera)l i'�tn f %yould have the effect of reducing thr! Fmitl'% obbrlation by alr, r'•iti,riated $ 1 ,730,000. These ftirufs may then l:r' tlrr,1 to Ilrovictr rmerlittl ftltidinq for 9ther ptiblic swr_rvice-q at it level that wotild r.oirx'idt, with lo.-al rr`r,trl,!IItS' rt\{Iri t ltlnrl;. 3, itagv a corTlrntinity %va p rywt-t tit r 'Ivw ( *vttt#`r pAr. lnrl int coricurrent with Fin Iice Atirtion. Advt'rtv-r inns u;) 6t•Oloi% throok1h t!xiStmq P.I.I) newsletters. 'twr,p rtli•H!; tia% - pri)vl,d to he 1rry sticre3sful In cjene_rating fiiricl•3 for both l)riv ;Oo a1rvf t-om mtrmity (Irrmp-., riwh tis (µ,)lifm Welt Coiletle. 4. mmnLmt, f)riv(!r T1w new law on drtttll't•ft drift•• •i11h ir17 it ItOli,'tluill Of -148 1W)"r; of jail lime upon c-onviction. Dit` I )ran;4` t. 't, nt,. .Tail riia1 r►;:t he lible tn hnrxile all the wee4enrl rornrmt rrirmt that m 1i re-odt. INvilot iation: i-mild begin to have these persons honk' ail ►uvrr with tivr City c;ille:tincl th:,, fee• %diet far exceeds the costs invo!vrr1. 5. Arimial I_it)rary C aid ! rt- Institution of an ,arifwall rhair(lo fnr a I :ity 1_ihrary C;ml wmild help provide rive-ded frirldirxl fnr t7it)• I ibrarti, :x'rvic•e:,. \Pits► Itiv shrin�tiqv of reventies to the City for the` for:'ie'f-ahlo (+lttirr. thi, l.it)tar) Wlli come under incremsirq prL`.ore-1 to f in(f ways to ht'll) j)al Its own lV11Y. Critrrr;i roriIif hit devvir),perl that wmItI pros ic!v (nr vi%lr ptions where N finnnr•i-il h1rdship riltrld 11,' It -'hixlltl tlt? t•I111111.1S1'reti that lil rlr) wriy viniilff thfr instit•.ition cif thi` tVlntiall 1 .01rary sett F-vi- Ite.(setn or deter or"cess Coto the !_ihrairy ;md ii-w of t1w tltaite'rliwi within the, (-nrlf Ines of the ;.thrtiry. i,. 1�ihr;iry I�t�ltir►t1n,)Ic !��Iwtl�tt 'tvrfiiirc a reftinchbir• dope ..t (if 40111.00 for lihrary Itrivdeile-i. This would work similarly to the waitcar stirvicr di-posit syvte►n. the antic ipazze_'(! berirfits would be two fold: W,, If thertr were '►0,'100 patron; (1-141JOU '% ; 10.0011. the atylreonte depot its of $ 100,0K) w(xild (lene. rate a pproxirr)tnttely V0,11)00 per year in interest revorme, .'Intl (;) The S lfl.no o.+1m.;it t•nultl he ap,•lie(I to patrons who failed to return li nik%. thur. rrril►x•Int) loss iri this amo. 7. Fees For P%A)lic Rewords i The City Clerk r>r)rrvially rhartles Me per putle fnr copies of re(:orth. Mmvevcr. Ir.ss thini that anloteit is heincl char(oW for c•olmm of Division 9 and the MadcMal i'mle. The fees frr thesf! d.xtim nts should be raised arr_ordirx)ly. 3. H. Adjust►rlent to f' xist inrl f-hr. 'Orticture The City ha-s to ritimhur of c►irretit. user chnrijen, dint tin not rover the tntal vmt of providillrl thr! public ft-rviver. npprn•{imatr, ly t►vn yr.ars arin specific City Protlranrs werte ide+itified in torn-%s of revvivic prothrc:ed. t1x- cost, arxi the General rind subsidy to n(ket they revenue shortfall. The followirxl is a surnmary of r,cistinq city :+P-rvirr•s in ► hirll a 'eye is cliarqo!cl. In Many inst nnres the rtlrrent fee does. not ade(junte ly rover the full cost of the ororlrarn rcaultirxl in thv Uity's (-mieral rtimi sibsidizirv) these services. ill!.1►.' 1(? 1' ( 4- iti WJ I( W VS. COST {rf�(���I?,1►.S (1c1:hf) i 1('CXA t)S!,'Et 1-1:I-5 Crcess of i_k(+erxftturm E:xress of Total 1'�fl�/fl S Tolal 'I )irert ("rot Revenm,; I )hoot Itriirom Prc►rlraoi Cont Over Ovr.r f�rUr�raiYi f -"_tI?Tl;lt -rrt �'til'a L'o'I I%'mPfine fir,Ventie Anima Lcr. cme 1 EIr1,U,Y1 I I i (4I,91 A; ;71,f3El1 ) Rec_reatinn I,mo '4'A1, 1V1 >S,',' `r"I,,090 1 ,7,r;','► ;Sf15.0001 Busines License M!l,flm 1 1 1 V),111 S 2 E;H,D"1 4 'i(ll (7t 411.126 Deve�lWrTv-nt `)'4f3"M(l ?, ; St,,!(1- ��7',,O') t �,O . ! �.,, (I ,i(!7,f,1121 ,062,77•.,` Beach Op rntior-in 1,9:40, S(x) ! , 114,110 ) k6,',70 :. .`+ 1,:,:+ 5 -131,407 (505, 161) L ihrary Media 61 ,0M I Ill.7 s+) WIII,)? 190,1,13 l '%?n,1101 (127,591 ) TOTAL 4,426.nOn 4,'I:i7,7011 :.12'4, 1 if, -1,171,I)n ('r20."610 (2.745.0[14) See Appendi % "A" fnr �)r1ni!. D. ASY'S Sh1E-_NT OI`iTRT' !`i The Lari iscapir14 and I. ititltiml .1ct 0! 1 1 72 IMP►Adf-5 for t► t, of Inca[ nsr,r-.--,sr7ir"nt distr:rt% for the inrtallitton o, plantirv; of 1whi!.(-apiml, tth' 111stallatim or construrtinn of publir_ Iirltltinq farihtws, arri Inv improve►rlr-nt or 1-111rlternmep of public parks nmf piblir right of wary. Me r)Istrirt rnn also by taie d to provide mainterini a nr :W-rvicind of the landsc•apimi or puhllr liclhtincl. In adlit ion to this estatllinhckl law, Cnllforma %taste rwriatcx• Mello Ims Introdirml S.B. 2001 wflich prnt►nres to exFNirxl thr lent nt ituhliC imhrovviivrits Oiirh may he financed with sner..ial assessnlaet districts to irzlurl►- ronstrlrction, nocratim arxi rnainte-fiame of tile follflwinq mw kimis of firilities: (l ) elemmntary nrxt revoixlnry sc•w-ml., (7) fire protection r♦rrrl oullirrs,inn fnr.ilitir. nrrl Vk, air mmit. (3) hhrarirs, rr+usr,rrlrc aml other culturnl centers, (4) narks, olven sivire niul ether hllhlir reermitinnal f.wilitir-s. (5) police facilities and relAtcd e(pilmi-sit nrxi (G) other ral.rtr,f public builrfirl,gs. the 11ill would recfuire a vote g -s . rJf the» c�let_tt�rntr• within the, ns.,r..,..nl;rlt ,11.�trirt rlrl.rr i! the rn is ;i lrruttst by the ow�rx.rs of in percent of they property. I 4. I They ALSessment District a prmch is a l;,t itiinale► tr•rthod fnr rtiflic• torvice improver-wfits I II ) l l If property nwnt-rs of .a de!im►el rrriornitiic ,arva are willitXl to share in the atMitiorml cost for the improvers public st.►rvices. E:xnmplcr; of programoi that rntild utilize an Assen5mirmt District appro?rh dither on a citywide hnsis or n mrtrr_ locrilitrd approach are: l"Ni'ic Linhtint) (>,w3-ment District ' ntililic Stri-M lmpmvemmit Assessfra►fit i)vStrict Parkway i mids'.'i+i mq ,c Maiiitemimv Asm-ssment District hlriglihorhnod Poi-V t.l;tint.(-riarwe As-m.!;srnent District Public Right tlf Uww I'Anintenance nswrr.mi-flt F)I;trict Library e1w-w!i3im-lit. DvOt in Polive F arilit it-i niv-1 rt, lati-d u(liiil),fwrit Firr► Protvrtmri arli C.)q 1Tes,'oo n F at-rlrtlr!% saki ! qtiihln('flt A-ine :sment I )ist ri rt. •(-'iirrrnl I'ity f;rnr-nd f'tir►•I ('n:l fir: strer.t lirlhtit-e) is .711 try►llrTl;7l("tl 31 , �'►?,`:rll� tf)r F i,;t•;el Year � !-' f`fZl�i�JC'IIiSt'i F'rawhisfts may be a rrlCthrid for rivne.ritintl rt'.vr'.nilr. n. for or 5e'n ices autharized by the City. Firs►lime f rancir scr, and a towiiiq f ranr kw are two e. l'a 1111it"S. I I. 1.rin;l React c gar, I )vparUTl(►nt i'iiliviire F or 24 years, the i �itY of I .tinq (.ias i )t►part mmit has operated n pitielink, from I.rinq Ilearh to thi- `r(itithvrn C.iliforfii.l 1 dmofi olant -it fi:tr'iflc t't}rrst t-tir)hwr.y ,�rKf Nrtti•rlrit>~I i+r+<l 1ttl 41Z.M10,000 wm1h (if r);i!; in 11101 elnve to Lc1i 4n. This pihrlirw hn i (ipr.ralml withtmit payinrl imy franchire fees to the City a; do all other p-w- lifter owtiors arxlim utilities. l ifo is -0iould hcOin f.0 .1pnly frnfirriisr, fors to IN- I..onq HvAr•h t:ri: VN-partnlrnt for both the 111pelifle and thrn :+1(. of ��. rowing F-ranchisr It is the. prrlrtwit 1)f mall) rfty t,tivt•rnmeril9 throu:lhotit ilic rruntry to iwwt rite tries rrtr♦ iry lr;mrhist-:; on the of Virt"yetiOw hWAltul. f -med an the nunihm rlf whirler. rprort!7.evrl anfniall, iitiritinfltot, F1e►m.ii (-mild rea-wria)lily • e �tahlish n rninirrntr► u,lix�ir�1 trim of $.ti,(Il)I), ► rt a %r-ltism► contraot with One tow ;l-lf-nr.y wnultl <r1::(1 t1im- tt►t• ,"ity mutt• tlitrrl ronirol river 011+ 11►iality cif verlirtt by virtin• (►f a vonalitior it rrrtrrrrtirnt, wliilr• A the iallw titlie tire-vitlnif) I f, c•nnlr;ir•Ior with It if, nrtrr.r►.1rt, if it,initive to iwiintain top taualit� etliiilirni-fit aivi doper- aMe pvr,mirit•I. (�. TAX RF-VFl`,A.)I- Another slrate(ly that cotild he employrA by the citizens of Fkmtint)ton Beach woulu be to vote Approval of s+(frlitional trines. Wrillp ttie iclern of votino a(iditirrlal taxes has not bran popular In re!rent years. it is one rmthod of assuriml the stability of a localized rave( .. Wise. I I . ' ►r 1. Irlr.rUa.,a Utility Tax by 1 ,►► (7ne rimin stab ilir.itul tar Lie ("it y has is the. I_rx-►al t_Itillt), Tier. This tar will raise nn estimated $6,07( moo in 1-m al Year 02W. This tax provides aup{tnrt for fnrany of t he midst basic. �w ry ices to for al rmil(Irrlt s ( p' F` ` (.e , police, Ire, Putlllr' Work Servl(•In-0. If thl! voters verxlld iainmive an :nrrel2age in the City Utility Tart by I perrent (frnm ') percent to h pervenli, the City would realize! a({prnriMntOly S ;�21!i,Cl(Z(t i11 a0thtional r i—erxae for support of meal services to the residents. While it Is mwi( griized Chat such a int)ve places an inrreau—ni btirdtya urmn the gi-norll population of tit(! community,unity, it wrxild ial3o provi(k- tht• c-itimiry nim- Iflrvrt rnntrol ovt!r hoov tlimle revenuers ary distributed in Stip )Url f Inc al s.— m,rvlc . i O 2. Tippler 'fax With voter appro%,,iI, the t "it s. rnui(i f'tiart ;a tllx it, the! area nl alcotioLr. bmermle %ales. In law wiaj viia :ted that i111111Y'i lo-.al crimintinitie`S t0 Irl:;t It l)tl� is five' I1•'r -ent t;i% rill my !;air it, beve)ra,)es. The Inrtit'Itl(III (+f -,- v-11 ;1 1:11 i ,Iwis-r:IIv -I,I•III Ii11utI r1-� f-fluI, IU t►�! ( It► .I(>'I ha...(. :a le!;s fllrc't'1 1111p;wl Minn tilt' rv-,i!Iemr. (if tllf' t'Ommon1ty. 3. Incre.m.! I f`t' for F lect r(itllt'bli-C.7(k' : i:amc-S Then! am ROO tiro ately nov111'(l r')Irl cn)vr;ated ►ainti-a-merit im-whines within 1'11Itltlivitot, 1%v ach. Dw,!^L'. matt1mes ar!' lirenotmi by the Cit-, umler the ht-f-tires ur(1inanre. O,,mrntors ctirr(!rltly pad S12.1`10 ve.r year fnr c?ncfl rr1Ca(l%in1'. To riiii an arrant' g,-irtle rltir.mess, thf` owner pays s 17.(in rwr vear fnr ('m-h t11 whin,, or I ri11tIImur11 of s 15(lm tacr vi-ar llremse ter to operate flit` ►+rm-irl mv—." ,I!-. it (_ir_�!nilnq i , rr•t h1 nr'difv il(`v an,! 11 con-mlered 1 t'!\ twentv;r It 14 tymp.ral revenue. Incrra 41rul the hi.erl:e ft-l` v otild provitk' mr'rV.,I9f'd reVVInIC tG the City. in or(ler to Ilrovidv an itivre—it;e I11 Vif. busim-sr, lice!nsm! .a favorable re_sponst! from 2/3 (if the Fiuntln(Itor1 IWach voters would be needed. 11. (:OST SAVIIIA(:') One rare;j In which tit(! :71t y h i hi-en ve-t v :active (t(Irinq tilt! lam f--vo )-cart, Is to find ways Caryl means, to rmiurt,. the rw,t or firov!(hiul pta+11lk: This has b:!er1 done primarily throw1h cunsoli►1,ation of function, the vhmituitinn of ,httlhc:+tions arul innovative appri aches. The 1:'!ty ! )ep art rnrn1 Oirf!r.tor, have be!tx1 very .aware of the need to • censtantly look for vast savintls in their operations. The, ro;t savityl ideas prr!srtalud In fliv, ruprx't (•uvrr iarvas that thr' rammittm, felt cmil►i he implernenim'. in the Cit y of I hvitirviton Hem-h. 1 . 1-nilital F(t(1iI1171(w)t Oefr.r all mrarir r:mital purcha-,l!s for imi, vear. ('ornbine all available f(md baiarr.es (i.e!., Revenue 'tharint) I-ur d, Cnpil al 11.1lay Fuml) mil develop a � romprehensive t!rp 6ptirnt rel 1w.ement progi-am. The r►-rd for tleveloprrwrit .t '.i1u11;LrJJ 1.)AJ i.Jill�Ft. II151.tilillWlltlA 1JillJ1)IIL 111 iileu1l11U.► lJlflt)lif; ,t)I�i i)ll�j • 1.11110 Ul113l11IJJ0j$J1 .)Illilld Jill JU tmlilJa)JIl) gill Ja;luo f1llllxlltw(l Gl lllt:Jl,tllll M.xs U (wU ImalSAS AJVJ4l1I Jill 111 yjsl\.) ll)eJl)U1ll JaIi UA JAI JJaJJ.r IIV lllPIb0Jd 10JI111110A '1J' •.SJllxlC�j Oil; lu ' "" 11 01 ' I} 1 111 I I..l 1 l I '...JJU Jul 0 111 aU ) t 1'I SSJ,),)rl(: Sii)i)�1 Ll:l 51 •5J1. 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't1:J/'_1t111� 11L'1 )t!I:1Ui;i1! a,.1�11�;)1.LaI !7j!.i pa11:1 Jill'Otj .?.11r tl.11ij?% ;'llaljl jt, 4.Itj110111 v itiaj! aJI(Il:tluh-li J 'tli I I '.rf� ;1:1,1I..r,u1,., JI,I 1..,1 j1.1 J.)lllu u,uJJ ucJt jt:J:Jdqu:l jr) I1t17i1 dill )1lotllltil !:I.i1i ,'.(:!. 1';0.; 11f1.10Jlj A.10$ 11G11aa1)(1.10 olI1 lU) 11tit►1)j atl i 1;)IM I.;t'J itu,.1 I'kit: IwIl, IJ1•00111 s,.i )1 ) All 31(.'1JIl11lI:) 01 a q lilaJilllJl.•l!.)I' ail; k J1 ,I- Ii111i1J t: t:t;lll:alJ,f 111 Pill11!IJUA .),it1',tlJalle tJv F Illf.(l I t11 .1.0 JJI J )Jl:J1U�1.1 'G 'I.)litJ(j5JaJ(j l41t: sylso;Ia pi:le:,lltlrll) tit Lim 11Ipal III11.1 wilIu.Iinjo itl.)!:)ljlal JJUu1 1: Jul ,mu I11! I1lrmA1 ifli% IcuclllUllUel,Ji) J.JjfJ JJtl .1111 •JalllJr►114. (I:tJOIjUZ11JI.'tl.lti JAllJajja .7J.7u) H JCJj M1Dlle Illl!ur.� It 'I.))J 1stl, l,ul lJ.i ju.l(1 •)lt j ;+u(1 t.t1JU j Gl I77.1U1.'t.lh�a)•) ajam t:luxulledap a:a)tll jcj Ile ji •)►ju:ullJecjap aJ!l alaiduloa aARll Oqu let;l UJIl!J 1x)IJAM0.3J1"Is tlllnn ::Alluladolia -aftl All_.) anll 'uo1llpim, ul •Iuaulliedap aJll IJ.t r;l(xl, pul. :110 dl(Jc)a a :aiialt,jiu r, Al!..) a ill 'JtlluasjJ(j UUIjU: )II(J• tJO_) dJIAJ4'J4.1 IJUIIJalWd aJJI J '0 •!aat,rs;.)(l atyl Juj al.hJuiuJ 1'lnua satuudulaa 'PrAa 1.tJled rA.IU J.J/IAJe slUt:IJI.IaJj'e Ix1L1 sJaAIJI) Jl;)tll JU IXJIUI1rJl 4ltjj aI)LJE)d;1 I.Inua salut.-dwu:l IIJ 1110t„Vn JllUl1(j aIIII ul a;(pII1:A(1 UI!'u1JJ I11flum dail►lir, \.:Uiiliazki,a ,,Jal Jlll jt1 JiRls„ :11111 ISIVufl JIp:7u11.'Jl-d I);11l:Jiado Itld!altrlui J1Jl salulalu,t)a all):Jlue:JtJci alt:AlJc! lllIlWA A jI j 041 )j *UU(kl IJal111JJ ;► OM sluulJua jle 41:wtllfWjWU 'Gu.,l3Omid Jtps"Jt.:1vied jn Apiulnclod dill (it JaIJ(I •sI!Lxl alltau,1.'Jud soloaarlu Alluaim) 41!J altu u.,cat)c)�cj alnutl,nJu� •� 1j 17. Ret.-action or [Aimination of the !'ity Cnr Prml Tim City r.tirt fitly rntaintaiws a c.ar pnoil raf 12 veiiic-le.s. Theme vdiicle s ;are u.-wd by anyor— needing a virhic:lrr for city business. I. cast year the car pool vehicles were driven a total tit 74,522 trill". The tariral,al cm.lt in tr:rrim of mtaintenancc, grasolin,- ;aryl imlire!:t rnst ermunt to an estimated $22,000. Thiti doe►i not int1tide tiny ►:npital expenditures, The Public Information Office currently ailininisters the car p(ml. This uiclutles the budgeting of new or replacement I-Iml vcaltc:les, sirininq praol vehicles ►n/nut to users, driving Pool vehicles to local czar wash for cleaniM, I,crindically rheckirirj ras and oil. It is felt that t!limirl Aron or re(ltir-Emn in the situ 'If thV r,ar pcxal would result In roi nt %avings to the (-ity. Also, the Committee fall that r.loser vir_rutins� by Depart !rlmt Diralctm-% ris to ' rho tiri s nrwJ for what purposes Vcnl vehicles tire used would result m reduced r.osl to the City, 1h(. r'n•Tlntit.tre ft.-It three the Plirnin t'xi of Ow f-nr P(x)l may result III :I rlrriatt•r c-n,t Sriviruls to the City. If the City Car Pool in elimin atr•(l, tlr-sp ernpluyees w1m tlSrp_ their vehicles for City himinew; with approval r)f I )epartmerit t)irertor. would be eligible for r#!mihtirsj2ri%ent .at umit n 1-wr mili`. n. The I'ity Coble) withfIriavi from i-;ruv,q till' A!IIfTlai L irenses and ih— (fatuity of Ormity,, to provide thr •-Amr it I wennin'l prnrtr;a i. �hts wOtllrl cnnmolici,atr. Vw .Ammal ; 'wilml and Lin-niinq l)ro:1rta-(1 %vall tltn I,'(w)rltt . It I, t_'MiInaIe!d that ttx! L'II�' :ro.11'I t'e ralllt! 1" 1!U;il;ll !'C�!ia .',:IYIri ; of ralaprnxirn;at.rly a• ! Ity Trl!ilriurr_r hia itefl,i ne!rinniam(; Ili(, pt-is ihility of tho I_minty prny-tlinq thc! Ami- ril I. v-vn;!nil �er% ire fvr the, ri!sirle!nts (if the conlrtl:l-tity. An altr. rrlati�r! approach h,- to form ;I Joint f'n\,.jt!rs Association wilts surrounilintl r!t it`s. 19. t.1,!armlidatlon If Vehicle !'l. .l(le'llont The. current Police arcs, Fire vohirle rnaintrnrirY.,e nptsr,it imri wrre moved to the ('ity Corporati.m) Yuri! least %ear. However. each ftirtrfinn (F)t6la,: Vhirltn V(!hlr It.' r'.l:aInIu,nAr of,e. PoIi:'N ve41 it,It, ryi,iiri1.rfmr►:'to arlrl rlre vf.iIt'li° t-.mIntfm anr.v I: :!parat l!ly -;upvey 19C(I at-vi %I(1r im,;t f•rrd I►) they rt -pv('t I.N r11 partrTirit!,. This 'il p arntioti rc",Ull s in Impior ow, !i' ,ek ii,yl 1t1r-t't'a%es t!'(` lmfarer.t 1"1`it . Tho Cnrt mittre a rtllrlt' -Jintil-I III. Omit! and prv! ,Prite,! 19 IVA! ' *11 y "WITIMIst ral or Viat woo ld orov ide ;l rimr-oh(bt tnrl ond4'r orle kl!Tlim,;t rat ivr 4'11�tltd. 20. 1. to arart All City VOitch! �+Irl!(lil'flilfR t.` tear Pity should prr!paro a ;te(ae.•st hir• F)ropon.al t1i ha: e a orivate contractor sv�rinrm all City Vehic' ►rr;lifat(!rli;,K,e. Tear! orolms,al •w(hild he e•>lrimint-ti In tr.ritis t1f Cnst/lic4iefit t(I the r'lty. Lffurts by other oitws to contrrar.t vuhit-le rnaintermrx'c! have- been siwerssfully named ;xit. Ihf• (pity of CA;tint!svillo, Florida, ha-i successfully conti actecd vehs6e. maintenance. Rive►i the separate vehicle maintm arwe functions in the City, there wt+ultl appeir to be rtgnificarit cost s:avimis hrtential. 1 Uizrcxatinue City Jail Servirr 1 the proposrct Jail Budget for 191912/8 S Is an estimated 5684,(W. In addition, I'vre is a possilbilitm that Jail Ix�f ter► ie-1 may have tci tae conjic*red Safety e_mp.,yres which wixtit! have the efffer_t of inrre!amml the Jail f udget by 10I wither .a slove fill nr (priicic fill dibiw-n-fing system will rwvr d to be conortwtierl at the City Corporation Yard. t'urfuit. of the RFI' process will prow* the. City sufficient inform8tinn to analyra the Cos►/Bm. esfit of implernentinq im h it +' I project. 13. Reduction of Opernfing Cost for Police Patrol Vehicles While there has been discussion in the Waist concerninq Ilse.& cost of Police { vehicles and the large expense associated d with their rlaso.lirw consumption (i.e., 1981/82 $250,000) little definitive long term actions have been pursued to rcduce the cost. The unresolved question of Police Department vehicle standardi O.e., hors power, respianse tirne,) Not. associated cost has been 8 long standing concern by both City arxl Police Administration. There is a rie:r.d to explore alternative syrterns that %yrxilcl be directed toward reducing city veil icle cost. Alternatives that are available, inchirle a reexamination df the Dual Fueri System, research into n Turbine Diesel enyinc, arxi a (or* at the Police Vchicler Perfnrrnar--e standards with consideration of telaYinq some of them sta+.dirds and cornideraticm of mnre er_nnorniral mmliurrr sire! vetticirs. 14. Contrnctinrl r'ity (1ro.zinrl (.uaril Program Over the (rest fnur yn;ir, the• cost for providing IN— Crossing Guard Prorlrcrn hti. incrrascrl by it percent. The- total cost for the t'r112/113 Crnssirv) (:card Program is estirnnted at SlO(1. 15fl. `hers costs are teased on the. following brenkdriwn: Irxfirect Unst 1r1.y 37 In:urance 'rt�,t - 1).1 MI Trltal C'nst 190, S 58 The Cnrnmittr.e twlir-ve•; tiiv rity coif ..! reraivt- the? siorvie level of service that is projected for 19 `.1t1S by rontract+rvi with a i,tivnte fism that currently provider this, type -if -., rvice to the t_ns Angrles Carnty Sehool (district. The City's Crns->ioq G+i7rd Prrnlr.►M rrmltl he provided by a private_ contractor for an estimated S 17f1,YW4. This trine would inr. Lids all dirert aril indirect costs as wrl l . sin a rx•.•s h.tt rc� a rent v tt f ► h City.-e r� t r r 1. 1a t tr by t r• C'i, . Also a contract -wtth a privatti drrn r.•nuld prov illt• for (•rist inq participants in the Cit y's Crossing Guard Orutlrafn to rout inue in thir Crnr.nrx) Guarxi Proyrarn by simply transferrind rrnrn the r:ity's piivroll stigtem In the private firm's payroll j s1 atrrn. I I'y. i-)olire! ;)e cirI.;tient `wrvIce ConsoIirlat inn ''rr,rrrtly the !-ity maintain-; a vompletr. mK1 !1 miaS rn Polirr Ov;vartryient. In allifitior) il+r. t *rt � i1wi (rrrtt+t:il -tid pants with stirroorAi►ul eities thrit ahn have r•rtrrt{)lr-tr• I'rrlics- If .ail of th-t—m, itepartimnts watt- rrenrclani r-rl to fearer ono 1 'nh-.,e I-rotectirrt Oi�trict via N Jnint Powvrs ' r7i;;r•r�n+Mlt. it vvittild alittw fol- a. mare Ofective art anitatiomil structure. 1hr rlrnalnr ar(lriniratinnal si?e would allow inr imin- efficient operatitimis viith rvditrtinn in duplicatr:if efforts arod i)-�rsnnreel. 16. C'rlrttrni-tinq of i ulive tittle►.timer 5ervice3 T1tr_ City cixild begin discustintm with the (-aunty 9veriffls L)eprirtment conceiivk-w) the feosibi!ity of the City cantractirx) with the Sheriff's Department /tw Police services. This may pruvide cn«t sa>,vinc)s In tern* of Persomiel ;overhead rnd a sdrninisttative! coaO operstirrq " capital c4W, but would res(ilt In lack of local control. i t(dl,oilf). flit- Jail total post to tim City includitiq direct arxl inifirect will tie un ehstirnated $1.019,779 frr IiMZ/H3. StAte Invi proviam that ttv County maintain Jail aerv;ry for locrtl Police pmdrains. The City currently has arvunican positio" t1int staff the City Jail. If the Jail program wverr. ifiscontinupd, (tic fcintlitiq for the procirarn could he Applied to•wnrci the hiriM of af>t)roxi►nntr!ly 21-1/2 Polirn Officer pnsitinm ti.r., $14,500 per Officer at B step). These additiona;il officers wnuld fill the void rreated by transporting prisoners to the Cminty far.ility for lirsokinq. Ar•itt.,er alterintive woulri tie to rontr,ar.t ait ("it) Jail facilities to the rounty and allow thP.rn to serve as the ('ounty Brinkincl Center for West Orange County. This would allow oear facility to t►e .,find rathp%r than sit ortihty, provide clo,r! ;xr.p,s to hookirxj facilities thereby eliminatinq Iona travel time, .and pruvirk) revenue to the City. 22. rift C.:satalcul , A r_ata Icy i of iterin which n-sidents rnuld ixiy for the City has totar!ri surccs3fully utiiirr(I in solne nthrr citirs Aniie!im). A 3irnilur cataloti in I iuntinrltnn riearh for uro! by resitirfits, husinesnms aef-0 service clirtjfs rasa) prnvir.h! this inspiration for ttrfrfitional donations to the f'tty. A rM.-flofl h0iiiq sper'ifir iterTir.. with al )Inllalr a rivount will allow rinrinrR to see the broad vairwi 1 of City needs and chonrir which its!-its they wiV% their donation to pur.rhaKl`. These could rangy 1rnm a hit relate fn, ilie !;emor-, ('enter to a police he!fipart facility. Such donattirvt!i :vuidd itr. 1•li(phir- frir tax tie(furtconr,. 23. (lo! of Stair! Prir.nners It r.oidd be Imssilil,, fnr the+ C'it�. .laid to limner Statf prisoners who are +mrii, lai risk parolf! vl(11 7!Uri. Tho! prv;rm9!rs art, ;vsthf)rtred tf) .-.ork in the field on der, nowbf-r of Cifv orn irr Is. r�l)11!'r`!latilly thf!� r'11lil-i lil! uA!d Cn IOW_'' rnalntnnaincr- washing rar',. Mf7. trtert,5Y e.f)airxfitq mainpo:-wr xwel rhmirtatinfl %n,n. c:n�t ; u0i an t'tl` flit)- cnntrtcl't will( a: local Catr wan,ti. Tile. Stntf! IMSId Ilia-.- I'll- ( 'it:' S 1h.21 per day per prison,-r. r.tpnnsiotl of tht% linfirli.'llf'-d portion of thl' ;,ail WOUld br. r;n,-r!ssair: to hotise the '01ety;!1a1 prisnnl!ts. Fundr, i,)r rnrtioletion vi-xild bt, orovided !1v the P(itilir Varilities, Cnrpora)t inn. ��1. ��Iviil'Ir1 � tilllltl►e'("� {'1 >inl1+'1� ,/'Itf I ire � )f`,1'lrt fill'11t'� Althowl'i the Pohre ir► Coro- rtlaiftr• stricies tit rv;ilaccinfl ,worn nffirerca with '.Owrr, fc`a nible. fw tht-i• efforts can be rill, fie! !n thi•; rr;rfairrf. i' ffntt ►,r;li1�S !n� Ittar�t(! t(i iftprttif> Ian:ilinfl-i vr4tirti r_rxilrt tie t1pruili!d by rivilr,irv, >it ,i In wr roA, wfitle all­:.'trl�l tht- sworn office►t5 th rrltirn to Virg ;tri!r; , rir. ottior a drtlinir.trFative aissigitiments where sworn officers ►Tray tw rier.-jod. ( 'liri.oriIiiiatt:titi lit , 'i;iiPiv. Ad—toot r.il ion C111 olirlaiti! Ott, +•lt w.; 11;i?0tirri bl, thi, pity'!. c•ctfttrdet with f red 'I. tale('; :1r71i it.l .. a/Trf he!tlor atilt:iticl Uw! 1orkmarls (:etrttwns.1tion t -o-oreeenator aticf irhiirancr Claims C'n•ordinator pasitinns. 20). Palrkiricl Contrnl Clffireri i'arki►ul control officers airs hrriu-ntly dr.tirraitinrl nt least S2.O, for each $1.00 of salaary cast. The p, esmt staff;nq level i, rxit scifficient to handle all the ;mrkirxl prctblerns with;.i the. City. The adlit.inn of three more pasrksrrrl cofitral nfficerrs wcnild allo+v the palice department to itarxale ► ost parking problems while demra,ftinr_T rr.ventir for the Gity. ll. I� I I { �I i d I, e I� I DEYELOPMENT PROGRAM Revenuers Poem, FY 82/83 Building P"rmit► 270,000 Plumbing Permits 8U0000 Electrical Permite 130,000 Heating Permits 759000 Waste Water Permit s 10,000 St A Curb Cut Permits 459000 Grading Permit 31000 , 5wirnmirg Pool 259000 Zoning dr Subdivision 709000 Plan Check Fees 160,000 Engineering & Inspection Fee 50,000 Certi Olcatea of Occupancy 1 b,50t1 Special Plan Check 89000 Grading Plan Check Fees 4,0rf.) Special Inspection Feee 4,000 TOTAL 948,500 EXPE:NDITU iL- Progrorn Direct Cost irxfirect Coat Total Coat Administration (l.arxf Use A Flan Clwrk ) 195,2106 80,E15! 276,057 Current Plannintl 246,949 102,7Q5 ;49,744 Building A',(),490 359,22-1 1,209,727 Public Works Engineering '"17'2,518 72,758 6459276 Public Works Const. Engineerinq 471 ,011 59946n S30,471 TOTAL 2,336,102 675,093 1,0119275 1. 33 j, 1 e Fol 13CACH PR(X.RAIvi5 Projected i rrm FY_ 92/83 Pier A Concessions G 1,000 Beach & Concessions 270,000 Perking tots 910,f1(10 Sunset Vista Camping 9090(X) Parking Meters - Commercial 25,00n + Residential 23,a00 j PCH 2 1 a JOLN) County Lifeguard & Ma int enanre- 1-20,000 State Oil h Gas Lease 1500000 Jr. Lifeguard li�l,0(lt) Harbor Cleaning 1.j(ln TOTAL E xpct t)l rURES 13`ACH i ROGIRAN15 Pro rare Direct Cost Irulirect ( crst 1otai Cost Marine Safety 536,577 Z 56,613 773,190 Beach Maintenance 3840496 583,710 Parking Facility 365,842 2`v -)!00 391,092 Pier 13,966 E1n,119 1029085 Perking Meters 591966 11,694 77,660 Mechanical Maintenance 102,817 419085 143,902 Jr. Lifopmrd 7612Z9 6),291 1'9+�,S2K3 Beech nforrceemaret 175_ 0�0[ 45 t304 2 � TOTAL„ 197149893 736.570 7,AS1,463 il. MW ,4'i h1�l*• • •fir. , j V I it ANIMAL LICENSE PROGRAM Remmes 1982/83 1902/83 Pro ected 1982/83 Direct Cost Mditect Cuwt Total Cat Tote I Revenues 180,000 Total Cost 252,881 Difference (729881) BUSINESS LICENSE PR(?(-ARAM Revenues 1982181 1�E�2J83 Projected 1982/83 Direct Cost Indirect Cost Total Cost 700,000 148,69 G 5,1 By— — Total Reverm,rs 7nn,arc Tatra cost 284,874 1�i f f e ren.,e $411.126 , I • iii. ' ti . i{ it ¢, RECREATION PROGRAM Revww w Expenditures Estimated Dirrct kwirwt total Frog FY 82/83 Cost Coot Coat Temis 379000 27,221 -• 27tZ21 Adult Sports 183,000 15.19762 156,246 3409010 Youth Sports 37,000 36,806 7t% v754 Adventure Playground 4,000 V23 40003 139026 j Contract Clauseb 220,000 127,117 2611,626 M7.745 Aquatics 10010flp FA,424 75,755 156,179 Special Events Excursiuns 79000 60901 979 7,680 Day Camps S,U(y) 41O91 894 4L985 TOTAL 591,000 443,j45 53,345 976,800 j, i,i RECREATION PROGRAM Revom-es Expenditures Estimated (direct indirect Total pro ram F Y 82/83 Cost Cost cost Tr11ris 37,000 27,221 Z79221 Adult Sports 103,000 151,762 I B8,140 340,010 a + Youth Sports 37,110{1 369A06 2,948 390% Adventure Playground 4,000 9,r123 4,003 13,026 Contract Classes 220,00(1 127,117 260,628 367,745 Aquatics 100,g0C1 go 759755 156,179 Special Events & Excursions 7,000 6,901 979 7,8l30 Day Comps 3,0113 4.091 894 41985 TOTAL `,910000 443.145 5 3.14 5 976,800 r i iv. Me i CfTY OF HUNTINGTON BEACH GENERAL FUND � .000V leal FUNDING SOURCES • RE%'E`:vE - Z-APENDITURES ( ACTUAL & PROJECTED ) AS INDWATED BY PRELIMINARY BUDGET / 41 oo 10 k / C 35 --- - tn3 1st TOTAL F1JMM MO SOURCES AVAILABLE FUNDS liwatimURE 0. dN... FIEYfIr W DEFICIENCY